Corona City Council
June 5, 2024

FISCAL YEAR 2025
Proposed
Budget

CALIFORNIA
City of Corona
Digital Budget Book
Proposed Version
City of Corona | Proposed Budget Fiscal Year 2025 Page 1

TABLE OF CONTENTS
Welcome5
Digital Budget Book6
Our Vision & Our Purpose7
City Council & Executive Team8
GFOA Award9
CSMFO Award 10
Introduction 11
Budget at a Glance 12
City Manager's Budget Message 13
Values and Strategic Goals 17
Guide to the Budget Document 19
About the City of Corona 20
Open Data/Transparency Initiatives 28
Citywide Organizational Chart 32
Guide to the City Budget Process 33
Understanding the City Budget 37
City Fund Structure 42
Key Budgetary Assumptions & Changes 43
Consolidated Financial Summary 50
Schedule of Estimated Fund Balance Changes 51
Working Capital - Enterprise Funds 53
Budget Overview 54
Revenue - Where Does it Come From? - General Fund 55
Revenue - Where Does it Come From? - All Funds 60
Schedule of Estimated Revenue 62
Expenses - What are Our Costs? - General Fund 66
Expenses - What are Our Costs? - All Funds 68
Personnel Costs 70
Service Adjustments - Operating Budget 73
Measure X Allocation Plan 78
Summary of Expenditures by Fund Type 85
Debt Service Obligations 89
Interfund Transfers 101
Cost Allocation Plan 102
Citywide Positions 104
Operating & Maintenance Projects 118
Operating & Maintenance Projects Overview 119
Capital Improvement Plan 126
Capital Improvement Plan Overview 127
Schedule of Estimated Carryover and New Funding, by Fund 135 Departments 142
City Manager's Office 143
City Manager's Office Budget Detail 148
City of Corona | Proposed Budget Fiscal Year 2025 Page 2 Communications Budget Detail 150
Homeless Solutions Budget Detail 152
City Clerk Budget Detail 155
Community Services 157
Airport Budget Detail 162
CDBG/HOME Investment Partnership Budget Detail 164
Community Services Administration Budget Detail 166
Corona Housing Authority (CHA) Budget Detail 168
Events and Programs Budget Detail 170
Facilities and Project Management Budget Detail 172
Facility Maintenance Budget Detail 174
Library Services Budget Detail 176
Parks, Trees & Medians Maintenance Budget Detail 178
Property Management Budget Detail 180
Public Transport/Emission Reduction Budget Detail 182
Literacy and Community Engagement Budget Detail 184
Successor Agency Dissolution Budget Detail 186
Transportation Services Budget Detail 188
Special Events & Volunteers 191
Economic Development 193
Economic Development Budget Detail 197
Elected Officials 201
City Council Budget Detail 204
City Treasurer Budget Detail 206
Finance 208
Finance Administration Budget Detail 212
Warehouse Budget Detail 215
Fire 217
Fire Administration Budget Detail 221
Training and Safety Budget Detail 223
Emergency Services Budget Detail 225
Fire Prevention Budget Detail 227
Fire Operations and Suppression Budget Detail 229
General Government/Debt Service 231
Debt Service Budget Detail 233
General Government Budget Detail 235
General Government Utilities for City Facilities Budget Detail 236 Human Resources 237
Human Resources Budget Detail 241
Safety and Training Budget Detail 244
Information Technology 247
Information Technology Administration Budget Detail 252 Projects Budget Detail 254
Geographic Information Systems Budget Detail 256
Contracts/Renewals Budget Detail 258
Mobile Data Computer Budget Detail 260
Radio/Communications Budget Detail 262
Tablets Budget Detail 263
Legal & Risk Management 264
City of Corona | Proposed Budget Fiscal Year 2025 Page 3 City Attorney's Office Budget Detail 268
Risk Management Budget Detail 271
Planning & Development 274
Planning & Development Administration Budget Detail 278 Land Use Planning & Zoning Budget Detail 280
Code Compliance Budget Detail 282
Building Inspection Budget Detail 284
Plan Check Budget Detail 286
Development Services Budget Detail 288
Inspection Services Budget Detail 290
Police 292
Police Administration Budget Detail 296
Police HOPE Team Budget Detail 298
Police Patrol Bureau Budget Detail 300
Special Enforcement Bureau Budget Detail 303
Animal Services and Enforcement Budget Detail 305
Dispatch Budget Detail 307
Investigations Bureau Budget Detail 309
Records Budget Detail 312
Public Works 314
Public Works Administration Budget Detail 319
Traffic Engineering Budget Detail 321
Signal Operations Budget Detail 323
Capital Improvements Budget Detail 325
Street/Drainage/Sidewalk Maintenance Budget Detail 331
Drainage Quality/NPDES Budget Detail 333
Drainage Maintenance Budget Detail 335
Streetlighting - Districts Budget Detail 336
City Fleet Maintenance Budget Detail 338
Utilities 340
General Services Budget Detail 344
Regulatory Compliance Budget Detail 346
Operations Budget Detail 348
Infrastructure Maintenance Budget Detail 350
Facilities Maintenance Budget Detail 352
Sustainability/Conservation Budget Detail 354
Utility Billing/Customer Care Budget Detail 356
Waste Disposal and Recycling Budget Detail 358
Appendix 360
Budget Glossary 361
City of Corona | Proposed Budget Fiscal Year 2025 Page 4

WELCOME
City of Corona | Proposed Budget Fiscal Year 2025 Page 5 Digital Budget Book
https://www.coronaca.gov/government/departments-divisions/finance/budget-annual-reports  City of Corona | Proposed Budget Fiscal Year 2025 Page 6 City of Corona | Proposed Budget Fiscal Year 2025 Page 7 City Council & Executive Team
Mayor Tom Richins
Vice Mayor Jim Steiner
Council Member Jacque Casillas
Council Member Tony Daddario
Council Member Wes Speake
City Treasurer Chad Willardson
Jacob Ellis, City Manager
Brett Channing, Assistant City Manager
Justin Tucker, Assistant City Manager
Joanne Coletta, Planning & Development Director
Dean Derleth, City Attorney/Legal & Risk Management Director Donna Finch, Community Services Director
Jessica Gonzales, Economic Development Director
Savat Khamphou, Public Works Director
Chris McMasters, Chief Information Officer
Tom Moody, Director of Utilities
Robert Newman, Chief of Police
Angela Rivera, Chief Talent Officer
Kim Sitton, Finance Director
Brian Young, Fire Chief
City of Corona | Proposed Budget Fiscal Year 2025 Page 8 GFOA Award
The City of Corona received the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada (GFOA) for the Fiscal Year ending June 30, 2024 Annual Budget. To receive this award, a governmental agency must issue a budget document that meets nationally recognized guidelines for effective budget presentation. The guidelines are designed to assess how well an entity’s budget serves as a policy document, financial plan, operations guide, and communications device.

The City received the GFOA budget award for the last seven fiscal years, starting with the Fiscal Year 2017 Annual Budget. The Fiscal Year 2025 budget document has been prepared with the GFOA guidelines in mind and will be submitted for award consideration.

City of Corona | Proposed Budget Fiscal Year 2025 Page 9 CSMFO Award
The City of Corona received the Operating Budget Excellence Award for Fiscal Year ending June 30, 2024 from the California Society of Municipal Finance Officers (CSMFO). There are two levels of the budgeting award issued by the CSMFO. The first level, Meritorious Award, includes basic budget criteria established by the CSMFO. The second level, Excellence Award, includes additional budget communication criteria that must be met to receive the designation.

The City has been receiving the “Excellence Award” each year since Fiscal Year 2005. The City will submit the Fiscal Year 2025 budget document for award consideration.

City of Corona | Proposed Budget Fiscal Year 2025 Page 10 City of Corona | Proposed Budget Fiscal Year 2025 Page 11 Budget at a Glance
Fiscal Year 2025
Operating Budget by Departments Totals $395.7 million (all funds) Department Budget Department Budget
City Manager's Office $10.8M Human Resources $3.1 M
Community Services $29.2 M Information Technology $15.1 M Economic Development $1.7 M Legal & Risk Management $12.2 M Elected Officials $0.2 M Planning & Development $9.4 M
Finance $4.8 M Police $60.5 M
Fire $35.7 M Public Works $18.7 M
General Government / Debt Service $67.1 M Utilities $127.2 M Project Funding Totals $68.4 million (all funds)
Facilities, Parks &
Open Space
Streets, Traffic
and Storm Drains
Technology and
Communications Utilties Total
Capital
Improvement $8.8 M $27.5 M $0.8 M $18.5 M $55.6 M
Operating &
Maintenance $5.7 M $2.3 M $0.1 M $4.7 M $12.8 M
Want more details? View the full text of the Budget at www.CoronaCA.gov.

City of Corona | Proposed Budget Fiscal Year 2025 Page 12 City Manager's Budget Message
Jacob Ellis
Honorable Mayor and City Councilmembers:

It is my privilege to present the City of Corona’s Fiscal Year 2025 (FY 2025) Budget. This budget reflects our ongoing commitment to fostering a safe, vibrant, family friendly community. As we continue to navigate the complexities of economic fluctuations, community needs, and strategic growth, this financial plan serves as our strategic guide to achieve our long-term goals while addressing immediate needs.

The City of Corona, like many other communities, faces considerable inflationary pressures and uncertain future global economic conditions. The FY 2025 budget is built on principles of fiscal prudence, sustainability, and adaptability, ensuring we are well-prepared to address any unforeseen economic challenges. The City of Corona’s 2021-2026 Strategic Plan was adopted by the City Council in February 2021. The Strategic Plan was developed based on robust input from Corona residents and stakeholders and identified current issues, needs, and interests that are strategically important to the community. This plan set a course of action for the past three years, and will continue for the next two years, by establishing priority goals for the City, outlining actions to achieve those goals effectively, and setting up a plan to report our progress to the public.

The City’s Strategic Plan goals provide the framework for the FY 2025 budget process. These goals include Financial Stability, a Strong Economy, Sound Infrastructure, Safe Community, Sense of Place, and High-Performing Government.

Multiple initiatives have been identified for FY 2025 within each category to meet the goals as outlined in the Strategic Plan.

Downtown 6th Street
Corridor Revitalization
Funding Plan
Downtown 6th Street
Corridor Revitalization:

All Traffic Signal
Optimization Project Homelessness Strategic
Plan Implementation
New City Brand
Implementation Year 4 Strategic Plan
Implementation
Victoria Park Splashpad
Enhanced Community
Events Phase II
Solar Generation Project
Streetscapes
Historic Civic Center
North Mall
South Mall
City Park
Gateway Signs
Iconic Downtown Signs
6th & Main
6th Street
Transformation
McKinely Grade
Separation Project
Fire Station #2 Rebuild
Urban Reforestation
Phase III
P&D Customer
Experience Project
Skyline Master Plan
Heritage Room
Renovation
ERP System
Replacement
Utilities Rate Study
Year 1 Parks & Rec
Masterplan
Implementation
Real-Time Information
Center
Website Redesign
Year 1 Trails Masterplan
Implementation Security Camera
Masterplan Phase III
SiFi FIber Optic Network
Buildout
Asset Management Plan
City of Corona | Proposed Budget Fiscal Year 2025 Page 13 The budget includes core funding for essential city services. To ensure the safety and security of our residents we are continuing to investing in the recruitment and retention of skilled personnel, state-of-the-art equipment, and maintaining and improving on our high standards for public safety services. Significant investments are directed towards the maintenance and upgrading of our transportation infrastructure, including road resurfacing projects, repairs, and traffic management improvements. These initiatives aim to enhance safety and reduce congestion.

Another noteworthy budgetary item is allocating funds to expand and improve our parks and recreation facilities. Corona residents have consistently voiced their support and desire for improved access to parks, open space, and recreational opportunities. This budget includes considerable funding to improve and maintain existing park facilities and expand recreation programs for all ages.

FY 2024 was filled with many accomplishments that furthered the goals of the City’s Strategic Plan. A few of these include:

Developed an ambitious, accelerated implementation plan for revitalization of the downtown 6 Street Corridor, based on the Downtown Revitalization Plan.

Completed the City Park Revitalization Project design, to reestablish the Park as an attraction and gathering place for the Corona community and families.

Completed a full year of legislative advocacy at the State and Federal level, to ensure the quality of life and other interests of Corona’s residents are represented at the State Legislature and in Congress.

Completed the Parks & Recreation Masterplan, a multi year project, that provides a roadmap for restoring and enhancing the City’s parks and recreation program and amenities.

Implemented phase I of a three-year plan Community Events plan to enhance the number and type of community events to provide more attractions and activities for residents.

Completed our second annual community satisfaction survey to ensure resident input, priorities, and feedback continue to guide our collective decision-making and focus.

Completed a Trails Masterplan, a major multiyear effort aimed at improving access and opportunities to connect to the Cleveland National Forest, and other outdoor recreation areas.

Build a fully operational Unmanned Aerial System to enhance police effectiveness.

Updated all Police body worn cameras and in-car cameras to maintain our gold standard service level for residents.

Planted more than 3,000 new trees across the city in furtherance of the City’s reforestation efforts.

Added new shade structures and trees at 4 parks around the City.

And much, much more.

Budgetary Highlights
The total proposed budget for FY 2025 includes revenues of $454.3 million and expenditures of $464.1 million. All funds are balanced with current revenues and expenditures, and use of existing reserves or fund balance, as needed. The total budget consists of Fiduciary Funds, Proprietary Funds (Enterprise and Internal Service), and Governmental Funds (General Fund, Special Revenue, and Capital Project Funds). Only the General Fund is at the full discretion of the City Council for spending appropriations. All other funds are restricted in some way based on the funding source. Please reference the Revenues section, pages 55-65, for information on funding sources.

For FY 2025, the Capital Improvement Plan (CIP) program includes all potential capital improvement projects, whether funded or not, utilizing a 10-year time horizon and a prioritized implementation plan. This task is one of the key strategies identified in the City’s Strategic Plan under Goal 3: Sound Infrastructure. Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects that score 70 points and above are considered Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier III projects to be implemented in years 7-10 of the CIP. The CIP program provides clarity and structure to ensure the City is investing wisely in capital projects so our public infrastructure is well-maintained for current and future generations.

For FY 2025, the new investment in capital improvement projects totals $55.6 million. This investment will fund projects in the following categories:

Facilities, Parks & Open Space – $8.8 million
Streets, Traffic & Storm Drains – $27.5 million
Technology & Communications – $0.8 million
Utilities – $18.5 million
th
City of Corona | Proposed Budget Fiscal Year 2025 Page 14 Significant project investments include $1.1 million for City Hall Carpet Replacement, $1.2 million for Park Playground Replacements, $1.0 million for Citywide ADA Improvements at Parks, $3.8 million for Corona South Main Street Storm Drain, $3.5 million for North Main Street Channel, $9.9 million for Citywide Street Pavement Rehabilitation, $2.5 million for WRCRWA Booster Pump Station, $2.5 million for WRF #2 Primary Clarifiers Rehabilitation, and $1.3 million for Booster Station Rehabilitation at Various Locations. Please reference the ‘Capital Improvement Plan’ section, pages 126-141, or the separate 10-year planning document for project details.

Budgetary Changes
The revenue budget for FY 2025 is $454.3 million, which represents an increase of $2.8 million, or 0.6%, compared to the FY 2024 revenue projections. When compared to the FY 2024 adopted budget, revenue estimates are increasing by $15.1 million, from $439.2 million in FY 2024 to $454.3 million in FY 2025. The most significant increase, $13.0 million, is in the General Fund. The second largest change is a decrease of $10.3 million in Capital Projects Fund Type. The third largest change is in the Enterprise Funds, with an increase of $5.9 million. Lastly, a $4.6 million dollar increase for Internal Service Funds.

The expenditure budget for FY 2025 totals $464.1 million, which is an increase of $24.4 million, or 5.5%, compared to the FY 2024 adopted budget. The net change is based on increases in the following categories: $11.7 million in Personnel costs $9.2 million in Materials and Supplies, $5.1 million in Utilities, $2.0 million in Operating and Maintenance Projects, and $0.6 million in Contractual Services. In addition, there are a decreases of $5.5 million in Capital Improvement Projects and $0.1 million in Capital Outlay.

There is an additional 14.38 FTE included in the FY 2025 budget. Increases are in alignment with the City’s six Strategic Plan goals. Please reference the Citywide positions overview section on pages 104-117 for the complete list of positions added.

Challenges
In addition to the City’s many accomplishments, there are also challenges the City continues to work through on a routine basis.

Unfunded pension liabilities. With the issuance of pension obligation bonds, the City implemented a definitive, concrete plan to eliminate its legacy unfunded pension liability in 13 years or less, all at a considerable cost savings to the City. Staff continue to be vigilant and proactively manage this issue, guided by the Pension Management Policy. As each fiscal year closes, financial statements are presented to the City Council. Based on the year-end results, there will be recommendations about addressing any new unfunded pension liabilities through contributions directly to CalPERS or via the Pension Stabilization Trust. The pension obligation bonds and the Pension Management Policy will help provide longterm financial stability for the City.

Asset management planning. The City does not have a comprehensive asset management plan, which tends to result in a more reactive approach to maintaining and replacing public infrastructure assets. The development of the initial plan is underway and anticipated completion is during FY 2025. The plan will identify all major City assets in one centralized system to help plan maintenance schedules to prolong the life of the assets and ensure the highest quality infrastructure at the lowest possible long-term cost.

Sixth Street Corridor/Downtown Revitalization. The revitalization of the Downtown Sixth Street Corridor continues to be a top priority for the City of Corona and is aligned with the City’s Vision for a safe, vibrant, and family-friendly community.

After 1.5 of community outreach, engagement, market studies, and strategizing, the City’s Downtown Revitalization Plan was adopted in September 2022. The Plan identifies the primary challenges in the Downtown, including public safety concerns, deteriorated infrastructure, lacking a sense of place, and the need for community events and programming. The Plan also incorporates goals, strategies, and design guidelines to address these challenges and create a cohesive vision and identity in the Downtown that will result in a thriving, vibrant destination. Multiple efforts are underway to revitalize the area, that will see an approximately $200M investment in the area, to advance revitalization at the Corona Mall South, redevelopment of the North Mall, Sixth & Main Beautification, City Park Revitalization, gateway signage, iconic Downtown signage, Historic Civic Center Renovation, and streetscape enhancements along Sixth Street.

In preparing this budget, we remain committed to transparency and accountability in our budgeting process and will continue to provide regular updates on the implementation and outcomes of funded initiatives.

City of Corona | Proposed Budget Fiscal Year 2025 Page 15 The FY 2025 budget is a balanced, forward-looking plan that addresses current needs while laying the foundation for a prosperous future. It is crafted with the understanding that our city’s strength lies in its people, and our goal is to ensure that every resident can thrive in a safe, healthy, and vibrant community.

I extend my gratitude to the City Council, our dedicated staff, and the engaged citizens who have contributed to this comprehensive budget process. Together, we will work towards realizing our shared vision for the city.

Respectfully Submitted,
Jacob Ellis
City Manager
City of Corona | Proposed Budget Fiscal Year 2025 Page 16 City of Corona | Proposed Budget Fiscal Year 2025 Page 17 City of Corona, CA 2021-2026 Strategic Plan 
City of Corona | Proposed Budget Fiscal Year 2025 Page 18 Guide to the Budget Document
The budget document is designed to communicate the cost of providing services and the associated revenues accurately and openly. The budget document for Fiscal Year 2025 is divided into the following sections:

Introduction
The budget document starts with the Budget at a Glance and the transmittal letter by the City Manager. Also included in this section is the demographic information for the City of Corona, transparency initiatives, and details about the budget process and the budget document.

Citywide Budget Overview and Financial Summaries
The Citywide Budget Overview and Financial Summaries section includes an overview and analysis of multiple parts of the City’s total budget. This section includes discussion about the key budgetary assumptions for both expenditures and revenues for Fiscal Year 2025 as compared to Fiscal Year 2024. In addition, there are schedules that provide the details of fund balance and working capital changes, revenue estimates, budgeted expenditures, service level changes, debt service obligations, interfund transfers, cost allocation plans, and position changes. Information on the allocation of Measure X funds can also be located in this section.

Ten-Year Capital Improvement Plan
The Ten-Year Capital Improvement Plan section includes the budget information for the capital improvement projects. The overview provides a highlight of projects approved for funding in Fiscal Year 2025. Additionally, there is a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding. For additional project details, please reference the City of Corona’s Ten-Year Capital Improvement Plan document for Fiscal Years 2025 to 2034, available on the Finance page of the City’s website at www.CoronaCA.gov.

City Departments
The City Departments section provides department mission statements, descriptions of program activities, accomplishments for Fiscal Year 2024, goals for Fiscal Year 2025, department organization charts, financial summaries by category and funding sources, and workload/performance measures. The information is organized alphabetically by department.

Appendix
The Appendix section includes the budget resolutions adopted by the four authorities associated with the City of Corona:

Corona City Council, Corona Utility Authority, Corona Housing Authority, and Corona Public Financing Authority. The GANN resolution is also a part of this section. In addition, there is a glossary that contains acronyms and terms to assist with understanding the discussion of the budget document.

City of Corona | Proposed Budget Fiscal Year 2025 Page 19 Corona - Past and Present
The City of Corona is located approximately 45 miles southeast of Los Angeles in western Riverside County. The community is ideally situated at the base of the mountainous Cleveland National Forest on an alluvial plain leading down or north to the Santa Ana River. The mean temperature in January has averaged 51.6 degrees, and in July 74.8 degrees. Rainfall averages

2.71 inches in January and .01 inches in July. Corona is a General Law City. Five Corona citizens make up the Corona City Council and each is elected to a four-year term of office.

Historically, the area has many significant features: The Luiseno Indians, the site of the first Spanish family to settle in Riverside County, the Temescal Tin Mines, and some of the best clay and mineral deposits in the United States. The City is also renowned for its circular Grand Boulevard where international road racing events once took place. Other business firsts include: the first United States lemon processing plant built in 1915; and the world’s largest cheese plant, which opened on Lincoln Avenue in 1985 on land where the Desi Arnaz horse ranch once stood. The local Luiseno Indians were known as hunters and gatherers. They hunted for such animals as bears, snakes, rodents, coyotes, rabbits, birds and fish. They made straw baskets from wild grasses, constructed clay containers and gathered acorns, seeds, wild berries, and roots for food.

These Native Americans were very clean and used the hot waters and natural springs in the Temescal Canyon to bathe on a daily basis and as part of their religious ceremonies. Current residents and visitors still enjoy the rejuvenating mud baths and hot springs at the Glen Ivy resort. Luiseno religious ceremonies were strictly followed and remnants of some of their artistic pictographs and petroglyphs can still be found on some of the rocks in the undeveloped areas.

These Shoshonean Indian tribes came under the influence of the Spanish settlers at the Mission San Luis Rey, and they were given the name Luiseno. As Spanish settlement progressed inland, the land was soon taken over by the Spanish ranchos.

Sheep and cattle dotted the hills of the ranchos run by the Serrano, Cota, Sepulveda and Botiller families. Remnants of the Serrano tanning vat are still found on Old Temescal Canyon Road. This is also the route that was taken by the Butterfield State Route that brought many Americans to California along the southern route between 1858 and 1861. Plaques marking the sites of Indian petroglyphs, the Butterfield Stage stops and the Serrano adobe and tanning vats are still found along this road.

In 1886, developer Robert Taylor persuaded his partners: Rimpau, Joy, Garretson and Merrill to form the South Riverside Land and Water Company. Together they raised approximately $110,000 to purchase approximately 12,000 acres of good agricultural land. Taylor realized the importance of water for the soon to be developed community, and additional funds were used to ensure that sufficient water rights were obtained. Taylor hired Anaheim engineer H. C. Kellogg to design a circular Grand Boulevard three miles round. Early residents used to parade their fancy buggies on this circular street that enclosed the main functions of the community: schools, churches, residences and stores. To the north along the railroad tracks were the manufacturing plants and packing houses.

The southern end of town was left to the citrus industry, and mining companies were established just outside the city’s southeastern and eastern city limits.

The town’s founders initially named their development South Riverside after the successful citrus community of Riverside, just a few miles away. In 1896, there was a movement to incorporate and change the town name. The citizens were anxious to establish their own identity and did not want to be considered an extension of the City of Riverside. On July 26, 1896, an incorporation vote was successful and the City of Corona’s date of incorporation was July 13, 1896. The name "Corona" was suggested, standing for the circle within the City and the connotative crown.

The town’s founders initially named their development South Riverside after the successful citrus community of Riverside, just a few miles away. In 1896, there was a movement to incorporate and change the town name. The citizens were anxious to establish their own identity and did not want to be considered an extension of the City of Riverside. On July 26, 1896, an incorporation vote was successful and the City of Corona’s date of incorporation was July 13, 1896. The name "Corona" was suggested, standing for the circle within the City and the connotative crown.

City of Corona | Proposed Budget Fiscal Year 2025 Page 20 During the teens and twenties, Corona citizens built
numerous churches, a library and a new city hall. By 1915, the production of lemons was exceeding national demand, and local businessmen worked together to form the first Lemon Exchange By-Products Company in the United States.

Located on Joy and the railroad tracks, this cooperative was eventually bought out by Sunkist. In 1954, they employed more than 700 people and marketed a variety of lemon
products for worldwide distribution. The plant produced citric acid, lemon oil, lemon juice and pectin, which helped Corona to gain the nickname “Lemon Capital of the World.” As housing developments began to overtake the Southern
California citrus orchards, Sunkist found that the lack of a local supply was forcing them to move. They closed the
Corona plant in 1982.

Mining has always played a secondary but vital role in the more prominent citrus industry. Now that citrus has declined and the mines remain, they have again become a focal point in the Corona industry. Historically, this area was known for having the only productive tin mine in the country, and it produced tin until 1893. Other more successful mining ventures included the Minnesota Mining and Manufacturing Company (previously Blue Diamond Mine), the Pacific Clay Company (organized in 1886), Redlands Clay Tile, Maruhachi Ceramics, Monier Roof Tile and US Tile. By 1954, the city had more than 11,000 inhabitants and was home to such industries as the Corona Clipper Company, Liston Brick Company, Borden Food Products, and Tillotsen Refractories. The only oil wells in Riverside County were located in the hills just northwest of the town.

During the 1980s, both Southern California and Corona began to grow. The Riverside Freeway (Highway 91) was constructed through Corona in 1962. Downtown Corona went through urban renewal in the late 60s and 70s, razing the old and putting in a new downtown. By 1989, I-15 was constructed on the east of town, and the development of Sierra del Oro, Corona Hills, and South Corona were put into full gear. New commercial developments began opening on Lincoln Avenue, McKinley Avenue, and in Sierra del Oro. Price Club, Walmart, and the new auto mall became important parts of the City’s revitalization plan. In June 1993, the City opened the newly redone Corona Public Library at 650 South Main Street with 62,300 square feet of space. The new library not only devoted the usual space to adult and children’s services, but added a Friends of the Corona Public Library bookshop, exhibit gallery, Heritage Room, community meeting rooms, study rooms and an adult literacy program, along with expanded automated technology. Additional plans for revitalizing downtown were addressed at an October 1995 community charette. By 1996, Corona’s population had topped 100,000 people. There were 32 Corona parks, a Senior Center, gymnasium, and 30 schools in the Corona/Norco Unified School District.

Written by Gloria Scott Freel, former Senior Librarian
County
County of Riverside, established May 4, 1886
Population
156,615 (Source: California Department of Finance,
Estimate January 2024)
School Districts
Corona-Norco Unified School District
www.cnusd.k12.ca.us
Alvord Unified School District
www.AlvordSchools.org
Area and Location

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

Climate
A Mediterranean climate with mild winters and hot
summers.

City of Corona | Proposed Budget Fiscal Year 2025 Page 21 Government
The City of Corona is a General Law City with a Council-Manager form of government. The City elects the City Council by district, according to the district map below. The City has a rotating Mayor and Vice Mayor which is determined in December of each year by the City Council. In November 2024, Districts 2 and 3 will hold their district election, as well as a city-wide election for the City Treasurer. For more district specific information, search ‘district’ or ‘election’ on the City’s website at www.CoronaCA.gov.

City of Corona | Proposed Budget Fiscal Year 2025 Page 22 Demographic Profile
The City of Corona's population consists of 27% of persons who are under the age of 20 years and 11% are 65 years or over. The average median age is 35 years old. (Source:

Applied Geographic Solutions)
The median household income in Corona is $105,374.

Approximately 53% of households make over $100,000 and
about 21% of households make less than $50,000 annually. (Source: Applied Geographic Solutions)
The chart outlines the City’s ethnic diversity.

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

Approximately 86% of the Corona population has a high
school diploma or higher. Only about 7% of the population has an education level less than 9th Grade. (Source: Applied Geographic Solutions)
Housing
According to the California Department of Finance January 2024 estimate, there are 50,915 housing units in Corona. 49,400 homes are occupied with 3.15 persons per
household.

The median sales price for homes in Corona for March 2024 was $770,000.
(Source: Realtor.com; median sales price was based on
single-family, condo and townhome properties)
City of Corona | Proposed Budget Fiscal Year 2025 Page 23 Parks & Open Space
Description Count
Total Park Acreage 389
Total Trails/Open Space Acreage 305
Playgrounds 27
Baseball/Softball Diamonds 36
Soccer/Football Fields 18
Community Centers 7
Library & Recreation
Description Count
Libraries 1
Number of Library Visits 216,286
Volumes in Collection 209,144
Circulation (Volumes Borrowed) 336,749
Number of Recreation Program/
Event Participants 934,108
City of Corona | Proposed Budget Fiscal Year 2025 Page 24 Fire
Description Count
Fire Stations 7
Sworn Fire Personnel 109
Emergency Responses 16,041
Fires Extinguished 418
Police
Description Count
Police Stations + Zone Offices 3
Sworn Police Personnel 153
Patrol Units 67
Physical Arrests 3,038
Parking Violations 5,104
Traffic Violations 10,815
City of Corona | Proposed Budget Fiscal Year 2025 Page 25 Transit
Description Count
Number of Fixed Route Minibuses 7
Number of Dial-A-Ride Minibuses 13
City Infrastructure
Description Count
Strees and Alleys (miles) 464
Streetlights 14,976
Traffic Signals 191
Water Main (miles) 734
Water Storage Capacity (millions of
gallons) 55
Sanitary Sewer (miles) 458
Storm Sewers (miles) 181
Treatment Capacity (millions of gallons) 16
Average Daily Sewage Treatment
(millions of gallons) 12.2
New Water Connections 146
Average Daily Water Consumption
(millions of gallons) 24.7
Potholes Filled (square feet) 31,474
City of Corona | Proposed Budget Fiscal Year 2025 Page 26 Comparative City Information
Name of City Fiscal Year
Number of
Employees Population
Estimated General
Fund Revenues
Estimated General
Fund Expenditures
Expenditures Per
Capita
Corona 2023-24 908 159,534 $212,511,735 $201,826,728 $1,265 2022-23 878 159,567 $194,828,187 $182,509,502 $1,144
2021-22 837 159,377 $411,672,038 $161,699,301 $1,015
2020-21 754 156,778 $148,705,450 $154,124,263 $983
2019-20 730 169,454 $139,866,118 $135,998,844 $803
2018-19 722 168,248 $144,136,828 $132,101,137 $785
Lake Elsinore 2023-24 202 71,898 $68,487,600 $68,487,600 $953 2022-23 164 71,973 $58,935,767 $58,044,761 $806
2021-22 141 71,615 $56,583,350 $52,952,565 $739
2020-21 118 64,762 $47,882,184 $45,202,392 $698
2019-20 105 63,453 $42,225,782 $42,311,820 $667
2018-19 101 62,949 $41,336,324 $41,054,855 $652
Riverside 2023-24 2,668 318,858 $318,229,147 $311,113,181 $976 2022-23 2,627 317,847 $302,490,761 $304,938,757 $959
2021-22 2,577 317,261 $286,973,197 $286,973,197 $905
2020-21 2,550 317,847 $289,400,000 $262,100,000 $825
2019-20 2,532 324,302 $276,400,000 $280,600,000 $865
2018-19 2,503 328,155 $272,000,000 $271,500,000 $827
Temecula 2023-24 198 108,899 $106,228,261 $118,438,132 $1,088 2022-23 196 108,899 $144,924,798 $139,646,241 $1,282
2021-22 178 109,925 $133,795,830 $105,645,373 $961
2020-21 173 112,771 $119,353,336 $91,974,475 $816
2019-20 177 111,970 $100,394,398 $90,566,062 $809
2018-19 172 113,826 $104,304,439 $99,332,578 $873
Norco 2023-24 121 25,398 $28,809,595 $31,073,552 $1,223 2022-23 120 25,042 $24,889,819 $27,810,978 $1,111
2021-22 109 26,077 $21,746,926 $21,929,980 $841
2020-21 99 26,604 $22,182,269 $21,766,184 $818
2019-20 95 27,564 $21,645,519 $21,645,519 $785
2018-19 94 26,610 $19,904,261 $19,904,261 $748
Moreno Valley 2023-24 402 213,574 $152,834,043 $152,830,827 $716 2022-23 463 208,289 $161,326,241 $161,721,140 $776
2021-22 447 209,407 $136,693,576 $127,385,754 $608
2020-21 426 209,426 $122,004,499 $106,113,032 $507
2019-20 429 208,838 $114,002,121 $109,264,995 $523
2018-19 450 208,297 $112,290,853 $102,279,118 $491
Murrieta 2023-24 441 119,182 $69,391,687 $69,124,778 $580 2022-23 432 109,998 $100,001,063 $78,224,768 $711
2021-22 431 109,998 $88,827,370 $67,613,815 $615
2020-21 407 111,183 $81,447,222 $71,149,130 $640
2019-20 355 115,172 $71,716,032 $53,467,907 $464
2018-19 347 115,561 $58,115,146 $51,949,869 $450
City of Corona | Proposed Budget Fiscal Year 2025 Page 27 Open Data/Transparency Initiatives
About the Open Budget Initiative
The City of Corona is committed to transparency and promoting an environment of openness in regard to the inner workings of local government. To do that well, we are clearing pathways to promote an understanding of the allocation of public funds in the City budget. This is core to the promise of a readily available government which invites public participation and keeps itself accountable for the objectives and strategic goals which are developed as a result of this partnership.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 28 The ‘Open Budget’ application is a guided view of the financial complexities of the City’s operating budget and presents ordinarily dense data in an interactive and easy-to-understand way. Users can also view an interactive map of capital projects currently in progress. The datasets include the adopted operating budgets, capital project budgets, and revenue estimates.

Also included are expenditure and revenue actuals which are updated on a weekly basis.

The ‘Open Checkbook' dataset includes payments made to vendors via the City’s accounts payable system. A search bar enables viewing across multiple categories.

City of Corona | Proposed Budget Fiscal Year 2025 Page 29 Open Payroll
The City of Corona regularly provides employee salary and benefits information to multiple agencies, including the State of California. For historical information on this, please visit the State Controller website at www.sco.ca.gov or Transparent California at www.TransparentCalifornia.com.

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

The Citizen Tax Receipt application is intended to provide an estimate to Corona residents on where their tax dollars go.

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

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

Open Data Dashboards - Corona Open Performance
In July 2018, the City of Corona launched Corona Open Performance - open data dashboards, powered by Socrata. The dashboards are a way for people to make sense of large amounts of data in a visual format. Site users can download the data sets in spreadsheets, flag data sets to watch or compare, create visualizations, such as maps, charts, and graphs, as well as embed the data into their websites. There are many data sets available for consumption that cover a variety of City operations, such as library and recreation patronage, social media, SeeClickFix, finance, police and fire activity, and transportation.

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 30 Get Involved & Join the Conversation
The first step in getting involved is getting to know the City of Corona – what we do, and what it takes to provide city services. We invite you to explore the online tools for yourself by visiting the following web pages:

Open Budget: http://www.opendatacorona.com/#!/year/default Open Checkbook: http://checkbook.opendatacorona.com
Balancing Act and Taxpayer Receipt: www.CoronaCA.gov/BalancingAct Corona Open Performance: http://Corstat.CoronaCA.gov
City of Corona | Proposed Budget Fiscal Year 2025 Page 31 Citywide Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 32 Guide to the City Budget Process
Building the Budget
The budget is a communication tool which accurately and openly explains the cost of providing services to the community and other public agencies. In addition, it establishes the foundation of effective financial planning. The budget is a resource planning document, with City staff and monetary support as its primary tools for achieving its goals. It establishes fiscal controls and is the legal limit for spending. The Proposed Fiscal Year (FY) 2025 budget was presented to the City Council on June 5, 2024.

Significant Budget Policies & Guiding Principle
The Corona Municipal Code, Chapter 2.04.060 requires that the City Manager prepare and submit the Annual Budget to the City Council for approval.

Under policy directive and guidance, the budget is developed based upon:

Guidance and policy direction are provided by the City Council through the City Manager and to his/her executive leadership team.

Long-term financial plan which reviews at least 3 years of actuals with a 5-year economic and financial outlook.

The 2021-2026 Citywide Strategic Plan.

Federal, State, and Local law and emerging issues.

The City Strategic Plan outlines six major goals, which should be the City's primary focal points for investment.

City of Corona | Proposed Budget Fiscal Year 2025 Page 33 Balanced Budget
The City is required to maintain a balanced budget. The total of budgeted expenses and transfers out shall not exceed the total of estimated revenues, transfers in, and use of any one-time funding or fund balance (including reserves). This information is summarized on the Schedule of Estimated Fund Balance Change.

Constitutional Spending Authority / Annual Tax Appropriations Limit (Gann Limit) In November 1979, California voters approved Proposition 4 (Gann Initiative) and added Article XIIIB to the California State Constitution. In 1980, the State Legislature added Dvision 9 (commencing with Section 7900) to Title I of the Government Code to implement Article XIIIB. This legislation required the governing body of each local jurisdiction in California to establish an Annual Tax Appropriations Limit (Gann Limit) on or before June 30th for the following fiscal year. The Gann Limit was based on actual appropriations during the Fiscal Years 1978-1979 and was increased each year using the growth in population and inflation.

On June 5, 1990, California voters approved Proposition 111, amending Article XIIIB. Proposition 111 allowed local jurisdictions to choose the annual adjustment factors. The adjustment factors included the growth in the California per capita income, or the growth in the non-residential assessed valuation due to construction within the city and the population growth within the county or the city.

Appropriations in the Annual Budget comply with the City’s appropriation limit as calculated in accordance with Article XIIIB of the Constitution of the State of California and Government Code Section 7900 (Gann Appropriation Limit), which limits growth in appropriations to a percentage increase in the cost of living as well as the City’s population.

The City Council will have a choice to adopt a resolution on June 5, 2024 that establishes the City's Tax Appropriations Limit for Fiscal Year 2025 at $192,701,927. With an appropriations limit of $733,929,415, the City of Corona's expenditure budget is $269,830,279 under the appropriation limit. The limitation is not a restricting factor for the City of Corona due to the high population growth after the calculation requirements were established. Historically, the City's "subject to limit" amount has been less than 30% of the appropriations limit. This factor will continue to be monitored annually and budget adjustments will be recommended if necessary in future years.

General Fund Balance Reserve Policy
The City’s General Fund Balance Reserve Policy was originally established in 2010. The emergency contingency reserve was $45.3 million as of June 30, 2023. This amount represents three months of the General Fund Operating Expenditures, which is in compliance with the General Fund Balance Reserve Policy. The City also maintains a budget balancing reserve which is used to maintain critical services which may be impacted by sudden economic or legislative changes that may adversely impact City revenues. The City’s budget balancing reserve was $3.9 million as of June 30, 2023. In FY 2022, City Council approved $30.0 million to the Pension Stabilization Trust, the balance as of June 30, 2023 was $35.4 million. At the end of FY 2022, the Measure X Reserve was created. As of June 30, 2023, the Measure X reserve was $43.3 million. The total of noted reserves for the City of Corona General Fund is $128.0 million as of June 30, 2023.

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 34 Debt Policy
The debt policy is adopted as a means of standardizing the issuance and management of debt. The primary objective is to establish conditions for the use of debt, to minimize the City’s Debt Service requirements and cost of issuance; to retain the highest practical credit rating; to maintain full and complete financial disclosure and reporting; and to maintain financial flexibility for the City. The policy applies to all debt issued by the City and its component units. The policy is an important tool to ensure the use of the City's resources to meet its commitments, to meet the needs of the citizens of Corona, and to maintain sound financial management practices.

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

City Budget Calendar
The budget process begins as a team effort in November of each year. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues and existing fund balance information to prioritize and recommend the budget to meet the next fiscal year’s objectives.

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

For Fiscal Year 2025, two public study sessions were held to provide in-depth details, City Council and public input, and discussion about the City’s budget. With the implementation of Measure X in Fiscal Year 2022 (the City’s 1% sales tax measure), a large part of the conversation was to ensure the budget meets the community’s priorities with the additional funds.

March 28, 2024 Spring Financial Workshop – Revenues, Operating and Capital Budget, Service Adjustments May 15, 2024 Study Session – FY 2025 Proposed Budget Overview/Recap June 5, 2024 City Council – FY 2025 Proposed Budget for adoption City of Corona | Proposed Budget Fiscal Year 2025 Page 35 Budgetary Control and Amendments
New and continuing (multi-year) appropriations are set for City funds via a majority vote of the City Council. The legal level of budgetary control is at the City Manager and department level. Budget amendments within departments are approved by Department Directors, as long as the amendment does not increase the department’s overall spending authority as dictated by the current budget.

Any amendment which increases spending authority must obtain City Council approval by majority vote. Furthermore, an amendment to the City’s Project Budget exceeding 10%, as explained below, requires City Council approval. This is because each project, having a specific scope, is awarded funding on a discrete basis, and therefore, is treated as a stand-alone budget.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 36 Understanding the City Budget
The City Budget in a Nutshell
The City of Corona’s fiscal year begins July 1 and ends June 30 . Annually, through a public process, the Proposed Budget commits financial resources to a myriad of services and programs that the City provides. In other words, it commits funding to what we do. However, the budget also works to legally limit funding too. The legal limit is required because financial resources are finite. Therefore, the investments that we make (of these finite resources) into what we do (or want to do) reflect the priorities of the City and the direction of its future.

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

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

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

The City budget includes information regarding estimated costs (or outflows) and revenue (or cash inflows) for identified programs, projects, and levels of service to meet the needs of the City. All annual operating budget appropriations lapse at the end of the fiscal year, except for items that have specifically received City Council approval and grant funded programs with a funding period that ends after June 30 . Operating and Maintenance projects and Capital projects typically span more than one fiscal year, and the appropriations roll forward (continuing appropriations) until projects are completed, placed into service, accounted for as capital assets, or abandoned at the discretion of the City Departments or the City Council. st th
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City of Corona | Proposed Budget Fiscal Year 2025 Page 37 The City of Corona’s budget is prepared and based on five expense categories; personnel, supplies and services, debt service, operating and maintenance projects and capital improvement projects. The first two listed are considered operational in nature and are known as recurring costs. Debt service refers to principal and interest payments on borrowed funds (such as bonds or long-term loans). Operating and Maintenance projects are investments in systems or other improvements that do not meet the criteria of a capital improvement project. Capital improvement projects (CIP) are long-term investments to improve, repair, replace, or construct an asset, facility, or public infrastructure which cost over $50,000. These reside “outside” of the operational budget and are an example of a one-time cost.

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

Governmental Funds include the General Fund, Special Revenue, Debt Service, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as Housing and Urban Development - HUD). These funds are accounted for using the modified accrual basis where revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the current period.

The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and/or fees.

The Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to specified purposes, often by legislative authority. For example, Gas Tax (Highway User Tax) and Transportation Urban Mitigation Fee (TUMF) revenues may only be used for certain street improvement and transit programs (and no other purpose).

The Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.

The Debt Service Funds are used to account for and report financial resources that are restricted, committed or assigned to expenditure for the payment of general long-term debt principal, interest, and related costs, other than enterprise debt.

Proprietary Funds are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned, while expenses are recognized in the period in which the liability is incurred. Proprietary funds include Enterprise and Internal Service Funds.

The Enterprise Funds are used to separately account for self-supporting activities that are supported by rates and/or fees. These funds include Airport, Electric Utility, Water Utility, Transit (Dial-a-Ride and Fixed Route Shuttles) and Sewer Utility.

The Internal Service Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. These costs include information technology, risk management, warehousing, and fleet.

Fiduciary Funds are custodial in nature (assets equal liabilities) and are accounted for on the accrual basis of accounting.

Successor Agency (formerly the Corona Redevelopment Agency) and funds that are maintained to account for debt service obligations relating to certain assessment and community facilities districts are included in this category.

City of Corona | Proposed Budget Fiscal Year 2025 Page 38 Table - Listing of City Funds

GOVERNMENTAL FUNDS
General Fund
110 General Fund
120 Measure X Fund
232 Civic Center Fund
485 Sec 115 Trust – Pension STB Fund
Special Revenue Funds
206 Library Facilities Fee Fund
207 Fire Wildland Mitigation Fund
208 TC Police Facilities Fund
209 TC Fire Facilities Fund
211 Street and Traffic Signals Fund
212 Drainage Fee Fund
213 Police Facilities Fund
214 Fire Facilities Fund
215 Public Meeting Facilities Fund
216 Aquatics Center Fund
217 Parks and Open Space Fund
218 Corona Mall BID Fund
221 RMRA Fund
222 Gas Tax (2105-2106-Prop 42) Fund
224 Rideshare-Trip Reduction Fund
227 Measure A Fund
231 CAL COPS Grants Fund
234 Parkland Acquisition Fee Fund
235 CFD 2016-3 Zn12 Lemon Grove Fund
236 CFD 2018-1 Spec Tax B Bedford Fund
237 CFD 2018-2 Spec Tax B Sierra Bella Fund
238 CFD 2017-2 Spec Tax B Valencia Fund
239 CFD 2016-3 Zn13 Corona Industrial Pk Fund
241 Abandoned Vehicle Abatement Fund
246 CFD 2000-1 (Eagle Glen II) Fund
247 CFD 2002-2 LMD Fund
248 CFD 97-1 Landscape Fund
249 CFD 2001-1 Landscape Fund
250 Asset Forfeiture Fund
251 CFD/LMD 2002-3 Fund
252 LMD 2003-1 Lighting Fund
253 CFD/LMD 2011-1 Landscape Fund
255 CFD 2016-2 Terrassa Special Tax Fund
257 CFD 2016-3 Zn2 Boardwalk Fund
258 CFD 2016-3 Zn3 Dollar Self Fund
259 CFD 2016-3 Zn4 515 S Promenade Fund
260 Residential Refuse/Recycling Fund
261 SC Major Thoroughfares Fund
Special Revenue Funds (continued)
263 CFD 2016-3 Zn17 Corona Med Center Fund
264 CFD 2016-3 Zn18 Corona Interchange Fund
265 CFD 2016-3 Zn19 Cresta/Promena Fund
266 CFD 2016-3 Zn20 Bedford Marketplace Fund
267 CFD 2016-3 Zn21 Christopher Ranch Fund
268 CFD 2016-3 Zn22 N Main Retail Fund
269 CFD 2016-3 Zn23 Fullerton/Taber Fund
270 CFD 2016-3 Zn24 WC Freeway Center Fund
271 CFD 2016-3 Zn25 Prom Dist Fund
272 CFD 2016-3 Zn26 TM 36605/36608 Fund
273 CFD 2016-3 Zn27 Corona Tle Fund
274 South Corona Landscaping Fund
276 CFD 2016-3 Zn28 A&F Tennis Center Fund
277 CFD 2016-3 Zn29 TM 36821 Fund
279 CFD 2016-3 Zn31 Lat Business Fund
280 CFD 2016-3 Zn32 NH Sherborn Fund
281 CFD 2016-3 Zn33 Oakmont Fund
287 CFD 2016-3 Zn15 Northpoint Fund
288 Park Development (Quimby) Fund
289 Dwelling Development Tax Fund
293 Opioid Settlement Fund
294 CFD 2016-3 Zone 6 Chung Fund
297 CFD 2016-3 Zone 8 K Parker Fund
410 PLHA Grant Fund
411 US Dept of Justice Grant Fund
413 American Rescue Plan Act Fund
415 Library Other Grants Fund
422 Traffic Offender Fund
442 Adult and Family Literacy Grant Fund
446 LMD 84-1 Lighting Fund
455 LMD 84-2 Zone 2 Fund
456 LMD 84-2 Zone 4 Fund
457 LMD 84-2 Zone 6 Fund
458 LMD 84-2 Zone 7 Fund
460 LMD 84-2 Zone 10 Fund
461 LMD 84-2 Zone 14 Fund
462 LMD 84-2 Zone 15 Fund
463 LMD 84-2 Zone 17 Fund
464 LMD 84-2 Zone 18 Fund
468 LMD 84-2 Zone 19 Fund
470 LMD 84-2 Zone 20 Fund
471 LMD 84-2 Zone 1 Fund
473 Eagle Glen HOA Fund
City of Corona | Proposed Budget Fiscal Year 2025 Page 39

GOVERNMENTAL FUNDS
Debt Service Funds
391 2016 Lease Revenue Bonds Fund
Capital Projects Funds
243 PW Grants/Agreements Fund
245 NPDES Discharge Fund
291 Low Moderate Income Housing Fund
431 CDBG Fund
432 HOME Investment Partnership Fund
445 Bicycle Transportation Account Fund
478 TUMF – RCTC Fund
479 TUMF – WRCOG Fund
480 Reimbursement Grants Fund

PROPRIETARY FUNDS
Enterprise Funds
275 Airport Fund
440 Sewer Capacity Fund
453 2012 Water Revenue Bonds Fund
454 2013 Wastewater Revenue Bonds Fund
507 Water Capacity Fund
567 Reclaimed Water System Fund
570 Water Utility Fund
571 Water Utility Grant Fund
572 Sewer Utility Fund
573 Sewer Utility Grant Fund
576 Direct Access Electric Utility Fund
577 Transit Services Fund
578 Greenfield Electric Utility Fund
579 Electric Utility Grant Fund
Internal Service Funds
680 Warehouse Services Fund
681 Information Technology Fund
682 Fleet Operations Fund
683 Workers’ Compensation Fund
684 Fleet Replacement Fund
687 Liability Risk Retention Fund

FIDUCIARY FUNDS
Agency Funds
342 CFD 86-2 (Woodlake) Fund
358 CFD 89-1 A (LOBS DW) Fund
359 CFD 89-1 B (LOBS Improvement) Fund
365 AD 95-1 (Centex) Fund
366 AD 96-1, 96 A (Mtn Gate) Fund
368 AD 96-1, 97 A (Van Daele) Fund
369 AD 96-1, 97 B (WPH) Fund
370 Ref CFD 90-1 (South Corona) Fund
371 CFD 97-2 (Eagle Glen I) Fund
373 AD 96-1, 99A (Centex) Fund
374 CFD 2000-01 (Eagle Glen II) Fund
377 CFD 2001-2 (Cresta-Grande) Fund
378 CFD 2002-1 (Dos Lagos) Fund
381 CFD 2002-4 (Corona Crossings) Fund
382 CFD 2004-1 (Buchanan Street) Fund
383 CFD 2003-2 (Highlands Collection) Fund
384 CFD 2018-1 Bedford 1A Fund
386 CFD 2018-2 Spec Tax A Sierra Bella Fund
387 CFD 2002-1 (Improvement Area) Fund
390 CFD 2016-2 Terrassa Special Tax A Fund
392 CFD 2017-2 Spec Tax A Valencia Fund
393 CFD 2018-1 Bedford IA2 Tax A Fund
Successor Agency Funds
233 Obligation Payment Fund
417 RDA Successor Agency Fund
475 Successor Agency Administration Fund
City of Corona | Proposed Budget Fiscal Year 2025 Page 40 FY 2025 Fund Types, by Department
Governmental Funds Proprietary Funds Fiduciary Funds
Departments
General
Fund
Special
Revenue
Debt
Service
Capital
Project Enterprise
Internal
Service Agency
Successor
Agency
Capital Improvement Projects X X X X X
City Manager's Office X X
Community Services X X X X
Debt Service X X X X X X X X
Economic Development X
Elected Officials X
Finance X X
Fire X X
General Government X
Human Resources X
Information Technology X X
Legal & Risk Management X X
Operating & Maintenance Projects X X X X X X
Planning & Development X X X
Police X X
Public Works X X X X X
Utilities X X
City of Corona | Proposed Budget Fiscal Year 2025 Page 41 City Fund Structure
Note: Not all funds have been shown due to space restrictions, such as the fiduciary funds (e.g. Corona Successor Agency), certain capital projects funds that are mostly grant-funded and the debt service funds. All funds are included in the "Summary of Expenditures by Fund Type" City of Corona | Proposed Budget Fiscal Year 2025 Page 42 Key Budgetary Assumptions & Changes
General Economic Outlook for California
During the early months of 2024, fluctuating key indicators led many experts to draw mixed conclusions regarding the fluid economic outlook. Strong jobs numbers and low unemployment rates allowed consumption spending to stay solid. Recent bank closures have tested the stock market and as a result, both investors and customers are nervous about the security and accessibility of their funds. One of the most vulnerable segments includes taxable discretionary merchandise as consumers are closely monitoring their own financial situation. From a sales tax perspective, the forecast does not differ from recent estimates. While no recession is anticipated, current year results are projected to slow and then decelerate into little or no growth for FY 2025. City staff continue to monitor the global, national, state and local stages for signs of change, which will have a material impact on the City’s revenue or expenditure budget.

National and Statewide Economic Drivers
Estimated
FY 2024
Estimated
FY 2025
U.S. Real GDP Growth 2.50% 1.90%
U.S. Unemployment Rate 3.90% 4.20%
California Employment Growth (Non-Farm) 0.80% 0.70%
California Unemployment Rate 5.20% 5.40%
California Median Existing Home Price $717,173 $762,767 California Residential Building Permits 110,931 112,638 Source: Beacon Economics, April 2024
The City of Corona has a diversified mix of businesses. The following are some exciting economic development activities occurring within Corona that will bolster the City’s economic condition:

A 135-room Hampton Inn and Suites is under construction at the Bedford Marketplace and expected to open in late 2024.

Fender Musical Instruments completed tenant improvements on its 117,000 square foot expansion building and is now operational.

LAB Holding LLC is nearing completion of the redevelopment of the South Corona Mall. Tenants are constructing tenant improvements in summer 2024, with opening set for late 2024/early 2025.

The City continued implementation of the Downtown Revitalization Plan including advancing the Sixth Street Beautification project, which will enhance roadways, siewalks, and medians near Main Street.

The Crossing at Corona continued to bring in new and exciting tenants including Torrid, Hot Topic, Bath & Body Works, Daiso, and a new hotel, Woodspring Suites.

Dos Lagos continues to revision their center, adding exciting dining and entertainment options including DADA Sushi, Tempo Urban Kitchen, 810 Billiards & Bowling.

The City supported Riverside Community College District with site selection assistance for an expansion campus, identifying the vacant shopping center at Main and Parkridge for their future home.

The City launched a Small Business Grants program in November 2023, awarding 30 small businesses with $10,000 grants and 60 entrepreneurs with $5,000 grants.

Key Revenue Assumptions
Property Tax Revenue
Property tax revenues are estimated at $65.6 million for FY 2025. This represents an overall property tax increase of 2.2% for FY 2025, when compared to the FY 2024 year-end projection of $64.2 million.

Assessment roll growth is assumed to be approximately 5% when compared to Fiscal Year 2024. The City continues to see growth in the taxable assessed values for properties. As of 2022, assessed values in the City of Corona were at the highest point in Corona’s history. Property tax collected in Fiscal Year 2025 is based on a valuation date of January 2024. While homeowners are seeing increasing values in the real estate market, assessed value growth is capped at City of Corona | Proposed Budget Fiscal Year 2025 Page 43 2% based on Proposition 13. The growth in assessed value is due to additional inventory and re-assessed value as property changes ownership.

Assessment roll growth is partially offset by delinquencies which affect the City’s ability to collect property tax revenue.

The delinquency rate is assumed to be approximately 3% for FY 2025, which is in line with normal trends for delinquencies. FY 2024 was also estimated with a 3% delinquency which returned the City to the prepandemic rate.

The Vehicle License Property Tax revenues are estimated to increase by $0.6 million, or 3.2%, as that line item is based on the assessed valuation growth.

The Property Tax Receipts graph is a ten-year look at total property tax revenues. The budget for FY 2025 includes an estimated increase in assessed valuation. For the property tax line items where the delinquency factor applies, those estimates have been adjusted appropriately.

Sales Tax Revenue
City of Corona | Proposed Budget Fiscal Year 2025 Page 44 The sales tax revenue category is estimated at $100.6 million for Fiscal Year 2025, which represents a

1.9% increase when compared to the FY 2024 year-end projection of $98.7 million.

In FY 2024, the sales tax revenues are projected to be $98.7 million, a decrease of $2.4 million as compared to the FY 2023 actuals of $101.1 million. Measure X was approved by a majority of Corona voters in November 2020. The additional 1% sales tax measure was effective on July 1, 2021. Original estimates were $30 Million on a recurring basis. Updated net estimates are $41.7 million for FY 2024 and $42.3 million for FY 2025. The net estimates include the sales tax agreement payments to be paid to businesses with those agreements. Adjusting for the 1% sales tax measure, normal sales tax activity is estimated to increase by $1.3 million.

The following chart is a ten-year look at the total sales tax revenue category. Starting in FY 2018, an accounting change was made to move sales tax agreements (aka operating covenant agreements) from expenditures to a contra revenue account.

This change was to provide more clarity on the net sales tax revenue available for funding the City’s operations. A full listing of the City’s operating covenant agreements is available on the City’s website, on the City Manager’s Office page.

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

Estimated Statewide Sales Tax Trends, by Industry Group:

Industry Group FY 2024 Estimates FY 2025 Estimates
Autos & Transportation -3.60% 2.00%
Building & Construction -1.30% 3.10%
Business & Industry 0.50% 1.70%
Food & Drugs -2.70% 1.50%
Fuel & Service Stations -2.60% 1.40%
General Consumer Goods -1.80% 1.60%
Restaurants & Hotels 1.90% 3.30%
State & County Pools -0.40% 2.00%
TOTAL -1.10% 2.00%
Source: Beacon Economics, April 2024
The following pie chart breaks down the City’s estimated sales tax revenue by industry group for Fiscal Year 2025.

City of Corona | Proposed Budget Fiscal Year 2025 Page 45 City of Corona | Proposed Budget Fiscal Year 2025 Page 46 Highway User Taxes - Gas Tax and Road Maintenance and Rehabilitation Account (RMRA)
Gas Tax revenue (Fund 222) is estimated at $4.8 million for Fiscal Year 2025, an increase of 2.2% as compared to FY 2024 projected. The Road Maintenance and Rehabilitation Account (RMRA, fund 221) is estimated at $3.9 million for FY 2025. This estimate is a decrease of 1.5% when compared to the FY 2024 year-end projection.

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

California has experienced a shift in consumer preferences, from traditional gasoline-powered to more fuel-efficient vehicles due to tax incentives, rebates, and environmental concerns. This has resulted in reduced available revenues for cities and constricted cash flows needed to support critical street maintenance and transportation-related projects.

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

The following table provides estimates for both the RMRA Fund and the Gas Tax Fund. Both the RMRA Fund and the Gas Tax Fund were being impacted by the COVID-19 ‘safer at home’ orders over the last two years. Now that people are returning to work and other activities, this is driving the estimated increase for FY 2025.

Actual Actual Actual Projected Estimated Growth %
Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 to FY 2024 221 - RMRA Fund $2,947,419 $3,231,690 $3,489,645 $3,970,463 $3,911,754 -1.5% 222 - Gas Tax Fund $3,683,238 $3,835,851 $4,149,826 $4,712,336 $4,814,965 2.2% Water and Sewer Revenue
In the Water Utility Fund in FY 2025, revenue is anticipated to increase by $0.9 million, or 1.5% over the FY 2024 projections.

In the Sewer Utility Fund, FY 2025 revenues are estimated to increase by $0.5 million, or 1.4%.

Actual Actual Actual Projected Estimated Growth %
Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 to FY 2024 570 - Water Utility $58,433,302 $58,125,365 $77,309,190 $61,788,492 $62,738,486 1.5% 572 - Sewer Utility $34,049,974 $30,495,052 $35,263,627 $33,985,883 $34,446,632 1.4% City of Corona | Proposed Budget Fiscal Year 2025 Page 47 Significant Expense Assumptions
Line-Item Budget
The City of Corona utilizes a line-item budget procedure, which is a traditional budgeting method where expenses are itemized and categorized into specific lines on a budget sheet. Each line represents a particular type of expense or revenue source, making it straightforward to see where money is ocming from and where it is going. Department directors were required, as part of this process, to review their budgets at a granular level of detail. This included several years of historical actuals, funding sources, revenue performance, and a review of the most commonly used commodities and service level agreements used citywide in the context of service needs and goals for the forthcoming year. Each department reviewed three years of actuals and was asked to adjust their budgets accordingly so the history supported each request.

Overall, a line-item budget is a useful tool for detailed financial planning and control, providing clarity and accountability in managing an organization's finances.

Salaries and Benefits
The salaries and benefits budget for FY 2025 has been prepared based on current resolutions or Memorandums of Understanding (MOU). All represented groups have negotiated contracts set to expire December 31, 2024.

Employee Group Approval Date Agreement Terms
Public Safety Groups (Approved by MOU):

Corona Firefighters Association (CFA) 12/15/21 01/01/22 - 12/31/24 Corona Police Employees Association (CPEA) 03/02/22 01/01/22 - 12/31/24 Corona Police Supervisors Association (CPSA) 03/02/22 01/01/22 - 12/31/24 Non-Safety Groups (Approved by MOU):

Corona Public Service Employees Association (CPSEA) 03/02/22 11/16/21 - 12/31/24 Corona Supervisors Association (CSA) 03/16/22 11/16/21 - 12/31/24 Non-Safety Groups (Approved by Resolution):

Executive Employees (EXEC) 03/02/22 N/A - typically follows CSA Management/Confidential Employees (MGMT) 03/02/22 N/A - typically follows CSA Note: The negotiated terms for the City Manager and City Attorney/Legal & Risk Management Director are based on their individual contracts as approved by the City Council. Copies of their contracts along with the rest of the Executive group can be found on the City’s website (www.CoronaCA.gov) in the Open & Transparent section.

With respect to health care costs, the budget is based on individual employee elections and the current MOUs or adopted resolutions. Health related costs in FY 2025 are budgeted at $14.2 million which is a 1.3% increase as compared to the Adopted FY 2024 budget.

City of Corona | Proposed Budget Fiscal Year 2025 Page 48 California Public Employees Retirement System (CalPERS)/Pension Obligation Bonds CalPERS contributions are made up of two components. The first is the normal cost which is calculated as a percentage of pay and will continue as long as the City has active employees in the CalPERS system. The second component is the unfunded accrued liability (UAL). The UAL amount and annual contribution are determined by assessing the projected funding target, as compared to the current market value of the plan’s assets.

In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2023, the City received the June 2022 actuarial reports. They are the first reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $81.8 million, with a minimum payment of $3.5 million in FY 2025. To achieve cash flow savings, the City of Corona will utilize the UAL pre-payment option. By providing the FY 2025 payment in July 2024, the City can take advantage of approximately 3% savings. For more details on the total CalPERS contributions, please reference the CalPERS information in the Budget Overview section.

Other Post-Employment Benefits (Benefits for Retirees)
OPEB costs are estimated to increase by $2.3 million, or 25.7%, in FY 2025 as compared to the FY 2024 adopted budget.

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

OPEB costs in FY 2024 were budgeted at $8,829,652. The budget for FY 2025 is $11,101,200, which is an increase of $2,271,548, or 25.7%, over the budget for FY 2024. The budget is based on the most recently completed actuarial report which considers a multitude of factors to calculate the City’s contribution.

City of Corona | Proposed Budget Fiscal Year 2025 Page 49 Consolidated Financial Summary/Major Funds
The following summarized schedule shows a three-year period for the City of Corona’s major funds: General Fund and Water Utility Fund. A fund whose revenues or expenditures are greater than 10% of the overall total revenues or expenditures is considered a major fund, for budget purposes.

GENERAL FUND WATER UTILITY FUND
Adopted Proposed Adopted Proposed
Actuals Budget Budget Actuals Budget Budget
FY 2023 FY 2024 FY 2025 FY 2023 FY 2024* FY 2025*

INFLOWS BY REVENUE SOURCE
Property Tax $ 60,965,345 $ 61,040,500 $ 65,623,930 $ - $ - $ - Sales Tax 101,136,364 97,918,147 100,612,838 - - -
Other Taxes 13,376,528 14,743,951 14,789,698 - - -
Licenses, Fees & Permits 2,783,393 2,215,550 2,091,186 - 1,288,107 - Fines, Penalties & Forfeitures 1,436,615 843,700 1,290,195 593,131 677,000 577,008 Special Assessments 669,915 679,215 779,667 - - -
Investment Earnings 6,546,859 3,465,795 6,484,027 145,958 867,451 1,545,208 Intergovernmental Revenue 2,217,199 2,429,630 2,099,035 - - - Current Services 14,297,476 11,758,683 12,849,409 189,603 185,633 25,633 Payment in Lieu of Services 6,029,949 6,445,705 7,874,038 30,542 25,000 25,000 Other Revenue 11,000,643 10,970,859 10,974,962 20,537,830 1,395,098 897,471 Proceeds From Long Term Obligation - - - 45,980 36,714 88,308 Utility Service Charges - - - 55,766,145 58,175,000 59,579,858 Transfers In 1,108,821 1,235,696 - - - -
TOTAL INFLOWS $221,569,106 $213,747,431 $225,468,985 $77,309,190 $62,650,003 $62,738,486

OUTFLOWS BY DEPARTMENT
Capital Projects $2,989,143 $6,196,000 $12,000,000 $3,496,736 $8,487,162 $1,950,000 City Manager's Office 6,526,530 10,458,392 10,298,456 - - - Community Services 16,852,617 17,643,333 19,396,559 - - - Economic Development 1,158,528 1,590,768 1,692,601 - - - Elected Officials 119,051 144,874 172,830 - - -
Finance 3,929,509 4,586,191 4,605,580 - - -
Fire 30,847,526 33,577,225 35,651,015 - - -
General Government/Debt Service 48,013,312 52,012,148 57,054,723 489,273 362,684 353,401 Human Resources 2,232,124 2,903,393 3,072,409 - - -
Information Technology 318,995 700,097 736,222 - - -
Legal and Risk Management 1,787,521 2,022,134 2,099,380 - - - Operating & Maintenance Projects 2,121,091 1,134,760 201,706 1,955,043 1,688,069 1,374,659 Planning & Development 7,867,814 9,523,863 9,051,108 64,291 82,652 54,853 Police 47,894,196 54,370,012 59,934,587 - - -
Public Works 3,975,073 4,963,538 4,974,657 564,144 878,921 839,350 Utilities - - 54,331,288 56,114,510 58,229,942
Transfers Out 427,304 125,039 - - - -
TOTAL OUTFLOWS $177,060,334 $201,951,767 $220,941,833 $60,900,774 $67,613,998 $62,802,205 INFLOWS OVER OUTFLOWS $ 44,508,772 $ 11,795,664 $ 4,527,151 $ 16,408,416 $ (4,963,995) $ (63,719) * Negative Inflows Over Outflows indicates use of existing fund balance or reserves for fiscal year activities.

City of Corona | Proposed Budget Fiscal Year 2025 Page 50 Schedule of Estimated Fund Balance Changes
Note: Fiduciary funds not included
Fund No. / Description
Projected
Beginning
Balance
7/1/2024
FY 2025
Estimated
Revenues
FY 2025
Estimated
Expenditures
FY 2025
Estimated
Net
Transfers
Projected
Ending
Balance
6/30/2025
General Fund $ 337,938,148 $ 226,111,205 $ (220,941,833) $ 1,305,451 $ 344,412,971 206 Library Facilities Fee Fund 45,596 65,572 (6,052) - 105,116 207 Fire Wild Land Mitigation Fund 10,199 10,944 (981) - 20,162 208 Temescal Canyon Police Facilities Fund 344,056 119,887 - - 463,943 209 Temescal Canyon Fire Facilities Fund 194,104 99,712 - - 293,816 211 Street and Traffic Signals Fund 694,291 538,955 (74,826) - 1,158,420 212 Drainage Fee Fund 72,390 173,653 (106,313) - 139,730 213 Police Facilities Fund 41,372 21,305 (759) - 61,918 214 Fire Facilities Fund 45,837 30,686 (2,016) - 74,507 215 Public Meeting Facilities Fund 131,182 47,336 (77) - 178,441 216 Aquatics Center Fund 144,491 36,998 (140) - 181,349 217 Parks and Open Space Fund 3,032,330 603,562 (301,687) - 3,334,205 218 Corona Mall Bus. Impr. Dist. Fund 149,013 13,185 - - 162,198 221 RMRA Fund 313,040 3,911,754 (4,133,508) - 91,286
222 Gas Tax Fund 1,058,286 4,814,965 (4,295,948) (1,305,451) 271,852 224 Rideshare-Trip Reduction Fund 1,769,058 260,501 (33,300) - 1,996,259 227 Measure A Fund 3,196,604 6,287,402 (6,809,169) - 2,674,837 231 CAL COPS Grant Fund 144,098 268,924 (228,266) - 184,756 234 AB1600 Parkland Acquisition Fee Fund 67,218 100,661 - - 167,879 235 CFD 2016-3 Zone 12 Lemon Grove Fund 1,344 2,212 (2,197) - 1,359 236 CFD 2018-1 Spec Tax B (Bedford) Fund 48,151 172,547 (169,152) - 51,546 237 CFD 2018-2 Spec Tax B Sierra Bella Fund 282,075 227,681 (125,349) - 384,407 238 CFD 2017-2 Valencia Special Tax Fund 57,796 51,195 (39,560) - 69,431 239 CFD 2016-3 Zone 3 Corona Industrial Pk Fund 33,183 23,631 (9,499) - 47,315 241 Abandoned Vehicle Abatement Fund 511,185 135,763 (89,261) - 557,687 243 Public Works Capital Grants Fund (96,344,937) 421,562 (12,061,091) - (107,984,466) A 244 SB 821 Transportation Grant Fund - 400,000 - - 400,000 245 Co. Svc. Area 152 (NPDES) Fund 571,940 1,057,522 (1,156,863) - 472,599 246 CFD 2000-1 (Eagle Glen II) Fund 1,052,294 51,743 (7,352) - 1,096,685 247 CFD 2002-2 LMD Fund 453,894 87,831 (75,307) - 466,418 248 CFD 97-1 Landscape Fund 1,080,987 463,408 (384,506) - 1,159,889 249 CFD 2001-1 Landscape Fund 4,971,498 802,554 (731,979) - 5,042,073 250 Asset Forfeiture Fund 92,135 9,708 (94,288) - 7,555 251 CFD/LMD 2002-3 Landscape Fund 301,831 27,337 (46,993) - 282,175 252 LMD 2003-1 Lighting Fund 595,002 160,640 (134,029) - 621,613 253 CFD/LMD 2011-1 Landscape Fund 297,692 112,884 (97,975) - 312,601 255 CFD 2016-2, Terrassa Special Tax Fund 100,794 40,898 (41,087) - 100,605 256 CFD 2016-3, Zone 1 Monte Olivio Fund - - - - -
257 CFD 2016-3, Zone 2 Boardwalk Fund 133,979 72,611 (52,265) - 154,325 258 CFD 2016-3, Zone 3 Dollar Self Fund 9,709 3,255 (1,819) - 11,145 259 CFD 2016-3, Zone 4 515 S Promenade Fund 52,780 13,681 (3,919) - 62,542 260 Residential Refuse/Recycling Fund 1,169,857 11,612,889 (11,809,722) - 973,024 261 So Corona Major Thoroughfares Fund 146 1,283 (1,314) - 115 263 CFD 2016-3 Zone 17 Corona Medical Center Fund 44,811 18,684 (1,952) - 61,543 264 CFD 2016-3 Zone 18 Corona Int Com Fund 10,687 6,533 (10,112) - 7,108 265 CFD 2016-3 Zone 19 Cresta/Promenade Fund 45,619 30,018 (9,659) - 65,978 266 CFD 2016-3 Zone 20 Bedford Market Place Fund 6,016 13,972 (13,545) - 6,443 267 CFD 2016-3 Zone 21 Christopher Rn Fund 11,707 5,518 (1,393) - 15,832 268 CFD 2016-3 Zone 22 N Main Retail Fund 13,328 6,608 (2,015) - 17,921 271 CFD 2016-3 Zone 25 Prom Dist Fund 1,457 2,358 (1,618) - 2,197 272 CFD 2016-3 Zone 26 TM 36605/36608 Fund 51,701 35,077 (11,737) - 75,041 273 CFD 2016-3 Zone 27 Corona Tle Fund 648 1,968 (1,222) - 1,394 274 So Corona Landscaping Fund 69,505 50,458 (194) - 119,769 City of Corona | Proposed Budget Fiscal Year 2025 Page 51 Note: Fiduciary funds not included
Fund No. / Description
Projected
Beginning
Balance
7/1/2024
FY 2025
Estimated
Revenues
FY 2025
Estimated
Expenditures
FY 2025
Estimated
Net
Transfers
Projected
Ending
Balance
6/30/2025
279 CFD 2016-3 Zone 31 LAT Business Fund 33,973 22,821 (7,570) - 49,224 287 CFD 2016-3 Zone 15 Northpoint Fund 857 1,308 (1,394) - 771 288 Park Development Fund (7,025,185) - - - (7,025,185) B 289 Dwelling Development Tax Fund 706,736 19,016 - - 725,752 291 Low Mod Income Housing Asset Fund 38,861,019 965,411 (340,183) - 39,486,247 293 Opioid Settlement Fund 111,319 11,307 (80,807) - 41,819 294 CFD 2016-3 Zone 6 Chung Fund 116,140 49,832 (13,873) - 152,099 297 CFD 2016-3 Zone 8 Karen Parker Fund 5,586 4,379 (2,553) - 7,412 410 PLHA Grant Fund (2,482,114) - (498,946) - (2,981,060) C 411 US DOJ Grant - Police Fund (121,214) 195,452 (195,144) - (120,906) C 413 American Rescue Plan Act Fund (27,892,368) 794,820 - - (27,097,548) D 415 Library Other Grants Fund (9,424) 9,424 - - -
422 Traffic Offender Fund 85,793 61,541 (15,000) - 132,334 431 CDBG Fund 474,709 1,181,327 (1,236,655) - 419,381
432 HOME Investment Partnership Prog. Fund (0) 526,977 (526,977) - (0) 442 Adult & Family Literacy Grant Fund (151,513) 3,702 - - (147,811) C 445 Bicycle Transportation Account Fund 2,042 58 - - 2,100 446 LMD 84-1 Lighting Fund (1,119,859) 2,160,322 (2,797,754) - (1,757,291) E 455 LMD 84-2, Zone 2 Fund 48,928 82,029 (104,298) - 26,659 456 LMD 84-2, Zone 4 Fund 285,593 101,183 (100,685) - 286,091 457 LMD 84-2, Zone 6 Fund 475,147 326,322 (356,518) - 444,951 458 LMD 84-2, Zone 7 Fund 198,291 84,247 (70,760) - 211,778 460 LMD 84-2, Zone 10 Fund 8,658,078 2,382,796 (1,671,867) - 9,369,007 461 LMD 84-2, Zone 14 Fund 2,354,448 647,923 (430,591) - 2,571,780 462 LMD 84-2, Zone 15 Fund 137,623 31,457 (28,489) - 140,591 463 LMD 84-2, Zone 17 Fund 8,904 22,713 (24,956) - 6,661 464 LMD 84-2, Zone 18 Fund 48,860 37,842 (45,267) - 41,435 468 LMD 84-2, Zone 19 Fund (77,191) 498,333 (421,049) - 93 470 LMD 84-2, Zone 20 Fund 3,103,066 1,146,316 (591,584) - 3,657,798 471 LMD 84-2, Zone 1 Fund 30,789 4,984 (3,027) - 32,746 473 Eagle Glen HOA Streetlight Fund 13,187 71,938 (85,125) - 0 478 TUMF - RCTC Fund (2,603,880) - - - (2,603,880) A
479 TUMF - WRCOG Fund (7,488,042) - - - (7,488,042) A
480 Reimbursement Grants Fund 302,618 2,566,093 - - 2,868,711 680 Warehouse Services Fund 677,052 471,110 (232,273) - 915,889 681 Information Technology Fund (1,103,887) 15,041,884 (15,056,607) - (1,118,610) F 682 Fleet Operations Fund 789,348 4,844,547 (4,607,418) - 1,026,477 683 Workers' Compensation Fund 2,362,147 2,560,500 (4,005,118) - 917,529 684 Fleet Replacement Fund 62,826 2,991,550 (991,085) - 2,063,291 687 Liability Risk Retention Fund 1,117,510 6,174,966 (6,138,541) - 1,153,935 Total Non-Enterprise Funds $ 276,111,354 $ 305,737,666 $ (304,805,963) $ - $ 277,043,057 A - Revenue / Reimbursement Offset Expected in Outyears - Revenue recognized when expensed.

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

C - Grant fund negative fund balance to be addressed as the grant period ends.

D - Grant funding received in FY 2022 and FY 2023. Revenue to be recognized when the expenses are incurred.

E - Loan Payable from LMD 84-1 to Electric Utility Fund for Streetlight Retrofit Project.

F - Projected ending balance due to GASB adjustments for OPEB and Pension Liabilities. Working to resolve over multiple fiscal years.

City of Corona | Proposed Budget Fiscal Year 2025 Page 52 Working Capital - Enterprise Funds
Fund No. / Description
Projected
Working
Capital
7/1/2024
FY 2025
Estimated
Revenues
FY 2025
Principal
Payments
on Debt
FY 2025
Estimated
Expenditures
FY 2025
Estimated
Net
Transfers
Projected
Working
Capital
06/30/2025
Utility Funds:
440 Sewer Capacity Fund $ 151,817 $ 2,226,042 $ (1,737,823) $ (230,737) $ - $ 409,300 453 2012 Water Revenue Bond Fund 14,014 - - - - 14,014
454 2013 Wastewater Revenue Bond Fund - - - - - -
507 Water Capacity Fund 1,297,213 4,133,005 (680,600) (723,894) - 4,025,724 567 Reclaimed Water System Fund 636,160 5,551,507 (2,163,732) (8,027,022) - (4,003,087) G 570 Water Utility Fund 5,865,782 62,738,486 (2,569,292) (62,802,205) - 3,232,772 571 Water Utility Grant Fund 2,180,991 - - (3,446,230) - (1,265,239) H 572 Sewer Utility Fund 14,429,799 34,446,632 (1,588,628) (44,322,569) - 2,965,233 573 Water Reclamation Grant Fund 378,681 - - - - 378,681 576 Direct Access Electric Utility Fund 1,776,623 6,609,388 - (7,276,884) - 1,109,126 578 Greenfield Electric Utility Fund 6,778,080 14,345,887 (328,226) (14,297,337) - 6,498,404 Total Utility Funds $ 33,509,159 $ 130,050,947 $ (9,068,301) $ (141,126,878) $ - $ 13,364,927 Total Water Funds 9,358,000 66,871,491 (3,249,892) (66,972,328) - 6,007,271 Total Reclaimed Water Funds 636,160 5,551,507 (2,163,732) (8,027,022) - (4,003,087) Total Sewer Funds 14,960,297 36,672,674 (3,326,451) (44,553,306) - 3,753,214 Total Electric Funds 8,549,702 20,955,275 (328,226) (21,574,221) - 7,602,530 Total Utility Funds $ 33,504,159 $ 130,050,947 $ (9,068,301) $ (141,126,878) $ - $ 13,359,927 Non-Utility Funds:
275 Airport Fund 946,126 554,645 - (285,189) - 1,215,582 577 Transit Services Fund (2,407,963) 3,401,197 (67,452) (6,674,465) - (5,748,683) H Grand Total $ 32,047,322 $ 134,006,789 $ (9,135,753) $ (148,086,532) $ - $ 8,831,826 G - A potential loan at fiscal-year end will be processed, if needed, based on actuals.

H - Revenue / Reimbursement Offset Expected in Outyears - Revenue recognized when expensed.

City of Corona | Proposed Budget Fiscal Year 2025 Page 53

BUDGET OVERVIEW
City of Corona | Proposed Budget Fiscal Year 2025 Page 54 Revenue - Where Does it Come From? - General Fund
The largest components of the General Fund revenues are Property Tax and Sales Tax. The two categories combined make up 73.7%, or $166.2 million out of a total of $225.5 million. The next three largest categories, Other taxes, Current Services, and Other Revenue total 17.1% of the estimated revenues for Fiscal Year 2025. The revenue categories will be discussed in more detail on the following pages.

Revenue estimates are carefully developed using current and historical trends, published industry data, workload and operating indicators collected by City staff, as well as opinions from expert third parties which may include the State of California's Department of Finance, County of Riverside and local economists.

Please also refer to the "Schedule of Estimated Revenue" which includes two years of revenue actuals by fund, the current year projection, as well as the City's estimated revenue for Fiscal Year 2025.

Estimated 2025 Revenues by Source
Sales Tax (44.6%)
Property Taxes (29.1%)
Other Taxes (6.6%)
Current Services (5.7%)
Other Revenue (4.9%)
Payments In Lieu Of Services (3.5%)
Investment Earnings (2.9%)
Intergovernmental Revenues (0.9%)
Licenses, Fees & Permits (0.9%)
City of Corona | Proposed Budget Fiscal Year 2025 Page 55 Revenue Source
Property Taxes $55,400,381 $60,965,345 $61,040,500 $64,184,995 $65,623,930 $1,438,935 2.2% Sales Tax $89,912,163 $101,136,364 $97,918,147 $98,704,186 $100,612,838 $1,908,652 1.9% Other Taxes $12,562,342 $13,376,528 $14,743,951 $14,457,606 $14,789,698 $332,092 2.3% Licenses, Fees & Permits $2,521,625 $2,783,393 $2,215,550 $2,256,423 $2,091,186 -$165,237 -7.3% Fines, Penalties & Forfeitures $1,135,619 $1,436,615 $843,700 $1,299,662 $1,290,195 -$9,467 -0.7% Special Assessments $573,201 $669,915 $679,215 $773,347 $779,667 $6,320 0.8% Investment Earnings -$5,693,460 $6,546,859 $3,465,795 $5,609,700 $6,484,027 $874,327 15.6% Intergovernmental Revenues $4,027,178 $2,217,199 $2,429,630 $4,763,693 $2,099,035 -$2,664,658 -55.9% Current Services $12,909,552 $14,297,476 $11,758,683 $13,298,339 $12,849,409 -$448,930 -3.4% Payments In Lieu Of Services $6,060,819 $6,029,949 $6,445,705 $6,445,705 $7,874,038 $1,428,333 22.2% Other Revenue $12,212,901 $11,000,643 $10,970,859 $11,583,258 $10,974,962 -$608,296 -5.3% Proceeds From Long Term
Obligation $223,947,991 $0 $0 $0 $0 $0 0%
Total Revenue Source: $415,570,311 $220,460,285 $212,511,735 $223,376,914 $225,468,985 $2,092,071 0.9% Name FY2022
Actual
FY2023
Actual
FY2024
Adopted
FY2024
Estimated
FY2025
Proposed
$ Change %
Change
City of Corona | Proposed Budget Fiscal Year 2025 Page 56 General Fund Revenue Overview
The General Fund revenue in FY 2024 is projected to be $223.4 million. This is $2.9 million more than FY 2023 actuals and $10.9 million higher than originally approved through the FY 2024 budget process.

The estimated FY 2025 revenue of $225.5 million is estimated to increase by $2.1 million as compared to FY 2024 projections. The FY 2025 estimates are growing by 0.9%. The FY 2025 estimates include the following changes over the FY 2024 Projections:

Property Tax FY 2025 Estimated: $65.6 million. This represents a growth of $1.4 million over FY 2024 projections. The estimated budget is based on an increase in assessed valuation of 5.0% which incorporates additional housing inventory for the tax rolls. It also includes a delinquency rate of 3.0%, based on a look-back of prior delinquency trends.

Sales Tax FY 2025 Estimated: $100.6 million. The estimate is an increase of $1.9 million over FY 2024 projections.

Regular sales tax activity is estimated to increase by $1.3 million and Measure X by $0.6 million based on economic forecast information available when the budget was prepared. The sales tax category also includes Proposition 172 sales tax activity (for public safety) and a contra revenue account, allowance for sales tax agreements (AKA operating covenant agreements). A full listing of operating covenant agreements is available on the City’s website.

Other Taxes FY 2025 Estimated: $14.8 million. This is an increase of $0.3 million over FY 2024 projections. Franchise fees are estimated to increase by $180,592 in FY 2025. Franchise fees are received from Waste Management, Ware Disposal, Southern California Edison, SoCalGas, and local cable companies. Transient Occupancy Tax (TOT) revenues are estimated to increase by $124,000 in FY 2025. Business License Taxes are estimated to increase by $27,500. The newly adopted Cannabis Tax is steady and is not estimated to increase or decrease, pending any new businesses becoming operational.

Licenses, Fees, and Permits FY 2025 Estimated: $2.1 million. The estimate is a decrease of $165,237 when compared to projections for FY 2024. The largest estimated declines are from encroachment permits and occupancy fees. There is also an increase in alarm permit renewals. The bulk of the revenue generated in this category is related to building activity. As such, the timing of development projects has a large impact on this category. This group can experience significant variations from one year to the next. Also included in this group are permits for animal licensing and garage sale permits.

Fines, Penalties, and Forfeitures FY 2025 Estimated: $1.3 million. The FY 2025 estimate is a decrease of $9,467 when compared to FY 2024 estimates. The decreases are in library fines and business license penalties. The remainder of the activity is from vehicle code fines, parking fines and administrative fines & penalties.

Special Assessments FY 2025 Estimated: $779,667. This category is from public service assessments and is part of the tax roll. The FY 2025 estimate is an increase of $6,320 over FY 2024 projections.

Investment Earnings FY 2025 Estimated: $6.5 million. The estimate is an increase of $874,327 over FY 2024 projections. The estimate is based on current investment strategies and performance of the portfolio, and cash balance in the General Fund.

Intergovernmental Revenue FY 2025 Estimated: $2.1 million. This is a decrease of $2.7 million as compared to FY 2024 projections. The revenue generated from this group includes mutual aid reimbursement, and State and Federal grant revenues. Many grant related items are one-time in nature and are not a sure source of revenue in future years. This category also experiences fluctuations from one year to the next from mutual aid reimbursements, depending on the severity of the fire season.

Current Services FY 2025 Estimated: $12.8 million. This represents a decrease of $448,930 when compared to FY 2024 projections. Primary revenue items in this group include plan check fees, engineering and inspection fees, recreation revenues, and the EMS program. As with the Licenses, Fees, and Permits category, fluctuations in building related activity can have a significant impact on this revenue group. There are increases in plan check, planning application fees, fire service agreements, property sales inspection, and after-school recreation programs. Additionally, there are decreases included for engineering and inspection, hazardous material services, and cannabis renewal revenues.

Payments in Lieu of Services FY 2025 Estimated: $7.9 million. The estimate is an increase of $1.4 million compared to FY 2024 projections. The increase is related to the updated Cost Allocation Plan, which is reviewed annually.

Other Revenue FY 2025 Estimated: $11.0 million. The decrease in this category is $608,296 over FY 2024 projections.

This is primarily due to decreases in special district administrative reimbursement and billboard revenues. In addition, there are decreases in damage recovery, estimated donations, and miscellaneous rental/lease income.

City of Corona | Proposed Budget Fiscal Year 2025 Page 57 Where Do Your Tax Dollars Go?
Property Tax
Property tax is applied to the net assessed property value as determined by the County of Riverside Assessor-Recorder.

California Proposition 13 sets the maximum tax rate at 1%, which excludes voter-approved overrides (such as additional taxes for community facilities districts). Proposition 13 also limits the growth in assessed property values to the lesser of inflation or 2% per year.

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

According to the County of Riverside Assessor-Recorder, of each $1 in your base 1% property taxes that you pay, only 8 cents goes to Corona's General Fund to pay for critical services such as (but not limited to) police, library services, infrastructure, parks, recreation, and fire.
*from countywide perspective
Example: Home valued at $770,000
1% secured property tax = $616 to the City of Corona General Fund Corona’s Median Home Price (sold) approx. $770,000
(March 2024 – Realtor.com)
Sales Tax
Sales and use taxes are imposed on retail transactions and are remitted to the State of California, which allocates the sales tax to state and local agencies. The program is administered by the California Department of Tax and Fee Administration (CDTFA).

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

Staff carefully monitors sales tax, along with published economic data as well as HdL Companies, the City’s sales tax consultant. HdL and City staff provide an update to the City Council on a quarterly basis.

Effective July 1, 2021, the City of Corona sales tax rate increased by 1.00%, to 8.75%. This is due to Measure X, also known as the City of Corona Economic Recovery, Public Safety, City Services Measure. Measure X was approved by a majority of the City of Corona voters in November 2020. Revenue collected will provide additional locally controlled funds to address City services and community-expressed priorities.

City of Corona | Proposed Budget Fiscal Year 2025 Page 58 Below is an infographic which illustrates your City of Corona sales tax dollars and where they go.

City of Corona | Proposed Budget Fiscal Year 2025 Page 59 Revenue - Where Does it Come From? - All Funds
Estimated 2025 Revenue by Fund
General Fund (49.6%)
Enterprise Funds (29.5%)
Special Revenue Funds (8.9%)
Internal Service Funds (7.1%)
Successor Agency Funds (1.8%)
Capital Projects Funds (1.6%)
Agency Funds (1.6%)
General Fund $415,570,311 $220,460,285 $212,511,735 $223,376,914 $225,468,985 $2,092,071 0.9% Special Revenue Funds $34,940,373 $38,711,116 $39,339,986 $43,982,061 $40,453,671 -$3,528,390 -8% Capital Projects Funds $25,169,886 $31,207,260 $17,396,677 $4,190,119 $7,118,949 $2,928,831 69.9% Enterprise Funds $120,691,391 $144,940,346 $128,097,667 $138,368,596 $134,006,789 -$4,361,807 -3.2% Internal Service Funds $23,227,692 $27,629,084 $27,451,887 $26,790,702 $32,084,557 $5,293,855 19.8% Agency Funds $7,143,289 $23,080,889 $6,736,773 $7,097,683 $7,107,504 $9,821 0.1% Successor Agency Funds $9,430,991 $7,595,376 $7,635,383 $7,635,383 $8,035,508 $400,125 5.2% Total: $636,173,933 $493,624,355 $439,170,108 $451,441,457 $454,275,962 $2,834,506 0.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2024 Estimated FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 60 Other funds (aside from the General Fund) receive revenue from multiple sources, such as utility rates (for water, sewer, and electric services), special capital grants (such as the federal Housing and Urban Development agency and community development block grants), as well as Gas Tax and Measure A. Below is a table which describes other significant non-General Fund revenue sources. For additional details, please also refer to documents on the Finance Department's page on the City's website (www.CoronaCA.gov) such as the "Budget Resources Manual" and presentations from budget workshops.

Special Revenue Funds – used to account for and report the proceeds of specific revenues sources that are restricted or committed to specific purposed, often by legislative authority.

Development Impact Fees (DIF) – Various funds Fees charged to real estate developers under AB1600. Fee is based upon the additional costs of providing public
services to the new development. These fees are used to fund major capital projects.

Gas Tax Fund 222 and Road Maintenance and Rehabilitation Account (RMRA) Fund 221
A tax on gasoline per the California Streets and Highway Code. The use of this revenue is limited to maintenance, rehabilitation, or improvement of public streets (such as paving).

Measure A Fund 227 Comes from a 0.50% sales tax rate originally approved by voters in 1988 (in Riverside County). In 2002, voters
extended this sales tax rate through 2039. Revenue used to maintain and construct local streets and roads, and is
allocated by the Riverside County Transportation
Commission (RCTC) to cities within Riverside County.

Special Taxing Districts – Special Assessments – Various funds A special assessment on a property tax parcel for a special benefit provided. This revenue is only used to fund
maintenance efforts in the City’s landscape maintenance (LMD) and community facilities districts (CFD).

Capital Project Funds – used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.

Home Investment Partnership Grant (HOME) Fund 432;
Neighborhood Stabilization Program Grant (NSP) and
Community Block Development Grants (CDBG) Fund 431
The City receives federal funding from the Housing and
Urban Development Agency (HUD). CDBG funds may be
used for eligible projects and are allocated to benefit low and moderate income persons and/or to fund programs and projects to alleviate blighted conditions within eligible CDBG areas. HOME funds may be used for activities that increase and preserve affordable housing. NSP funds are used to
acquire and rehabilitate foreclosed properties within the City for future multi-family development.

Transportation Uniform Mitigation Fee (TUMF) Funds 478 and 479
A voter-approved fee in 2002, which charges real estate developers a fee to fund transportation projects required as a result of growth. The program is administered by the
County of Riverside.

Enterprise Funds – used to separately account self-supporting activities that are supported by rates and/or fees.

Utility Rates – Various funds Utility rates are calculated and charged based on the cost of service for each of the City’s utilities – water, sewer, electricity, and reclaimed water in accordance with
Proposition 218. A rate study is conducted every 3 years.

Internal Service Funds – used to separately account for departments that provide services to other City departments, and therefore incur costs that are then allocated to each receiving department.

Services to Other Funds – Various funds Internal service funds provide services to City departments, such as fleet operations, information technology, risk
management, and warehouse services. Revenues received
by Internal Service Funds are treated as expenses by other departments receiving the services.

City of Corona | Proposed Budget Fiscal Year 2025 Page 61 Schedule of Estimated Revenue
Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Projected
2024
Proposed
2025
General Fund
Property Taxes $ 55,400,381 $ 60,965,345 $ 61,040,500 $ 64,184,995 $ 65,623,930 Sales Tax 89,912,163 101,136,364 97,918,147 98,704,186 100,612,838 Other Taxes 12,562,342 13,376,528 14,743,951 14,457,606 14,789,698 Special Assessments 573,201 669,915 679,215 773,347 779,667 Licenses, Fees & Permits 2,521,625 2,783,393 2,215,550 2,256,423 2,091,186 Fines, Penalties & Forfeitures 1,135,619 1,436,615 843,700 1,299,662 1,290,195 Investment Earnings (5,693,460) 6,546,859 3,465,795 5,609,700 6,484,027 Intergovernmental Revenues 4,027,178 2,217,199 2,429,630 4,763,693 2,099,035 Current Services 12,909,552 14,297,476 11,758,683 13,298,339 12,849,409 Payments In Lieu Of Services 6,060,819 6,029,949 6,445,705 6,445,705 7,874,038 Other Revenue 12,212,901 11,000,643 10,970,859 11,583,258 10,974,962 Proceeds From Long Term Obligation 223,947,991 - - - -
Total General Fund $ 415,570,311 $ 220,460,285 $ 212,511,735 $ 223,376,914 $ 225,468,985 Special Revenue Fund
206 Library Facilities Fee Fund $ 62,325 $ 50,628 $ 63,039 $ 64,393 $ 65,572 207 Fire Wild Land Mitigation Fund 12,777 7,490 5,435 12,744 10,944 208 TC Police Facilities Fund 71,940 116,594 58,038 195,679 119,887 209 TC Fire Facilities Fund 47,908 100,910 42,439 190,541 99,712 211 Street and Traffic Signals Fund 755,335 406,921 367,333 646,363 538,955 212 Drainage Fee Fund 233,765 204,528 202,186 247,489 173,653 213 Police Facilities Fund 33,391 13,956 31,587 4,029 21,305 214 Fire Facilities Fund 49,108 29,545 49,583 8,483 30,686 215 Public Meeting Facilities Fund 38,446 20,272 43,217 45,784 47,336 216 Aquatics Center Fund 14,632 16,312 31,372 34,459 36,998 217 Parks and Open Space Fund (70,945) 117,884 144,369 3,660,489 603,562 218 Corona Mall Business Improvement District Fund 16,545 6,696 7,746 10,395 13,185 221 RMRA Fund 3,231,690 3,489,645 3,839,043 3,970,463 3,911,754 222 Gas Tax (2105-2106-Prop 42) Fund 3,835,851 4,149,826 4,552,629 4,712,336 4,814,965 224 Rideshare -Trip Reduction Fund 111,920 279,958 26,478 144,815 260,501 227 Measure A Fund 5,130,213 6,133,343 5,947,406 6,058,238 6,287,402 231 CAL COPS Grants Fund 240,283 258,808 273,940 460,516 268,924 234 AB1600 Parkland Acquisition Fee Fund 375,145 216,162 402,917 100,521 100,661 235 CFD 2016-3 Zone 12 Lemon Grove Fund 1,879 2,042 2,083 2,180 2,212 236 CFD 2018-1 Special Tax B (Bedford) Fund 109,964 143,370 144,485 170,581 172,547 237 CFD 2018-2 Special Tax B (Sierra Bella) Fund 82,383 193,161 200,844 224,423 227,681 238 CFD 2017-2 Valencia Fund 42,951 47,670 48,244 50,409 51,195 239 CFD 2016-3 Zone 13 Corona Industrial Park Fund 19,425 21,560 22,094 23,214 23,631 241 Abandonded Vehicle Abatement Fund 165,499 178,293 129,479 133,486 135,763 246 CFD 2000-1 (Eagle Glen II) Fund (13,904) 36,343 39,365 45,447 51,743 247 CFD 2002-2 LMD Fund 56,563 78,102 78,684 84,535 87,831 248 CFD 97-1 Landscape Fund 391,946 434,919 437,567 453,344 463,408 249 CFD 2001-1 Landscape Fund 467,790 712,406 725,454 766,255 802,554 250 Asset Forfeiture Fund 44,867 56,344 6,400 34,147 9,708 251 CFD/LMD 2002-3 Landscape Fund 6,097 21,670 22,352 25,356 27,337 252 LMD 2003-1 Lighting Fund 121,785 148,190 153,288 156,011 160,640 253 CFD/LMD 2011-1 Fund 74,911 97,392 99,491 110,012 112,884 255 CFD 2016-2 Terrassa Fund 30,716 36,150 37,706 39,891 40,898 257 CFD 2016-3 Zone 2 Boardwalk Fund 57,686 66,917 67,988 71,208 72,611 258 CFD 2016-3 Zone 3 Dollar Self Fund 2,423 2,923 3,003 3,175 3,255 259 CFD 2016-3 Zone 4 515 S Promenade Fund 9,720 12,074 12,479 13,286 13,681 City of Corona | Proposed Budget Fiscal Year 2025 Page 62 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Projected
2024
Proposed
2025
260 Residential Refuse / Recycling Fund 11,043,755 11,064,004 11,450,461 12,210,439 11,612,889 261 South Corona Major Thoroughfares Fund (1,650) 655 754 1,011 1,283 263 CFD 2016-3 Zone 17 Corona Med Ctr Fund 17,109 16,825 17,411 18,327 18,684 264 CFD 2016-3 Zone 18 Corona Int Com Fund 5,504 5,950 6,113 6,426 6,533 265 CFD 2016-3 ZN19 (Cresta Rd and Promenade) Fund - 26,998 27,981 29,568 30,018 266 CFD 2016-3 Zone 20 Bedford Market Pl Fund 11,563 10,432 13,351 13,794 13,972 267 CFD 2016-3 Zone 21 Christopher Rn Fund 4,592 4,982 5,130 5,417 5,518 268 CFD 2016-3 Zone 22 N Main Rtl Fund 5,559 5,993 11,899 6,490 6,608 270 CFD 2016-3 Zone 24 WC Freeway CTR Fund - - - 3,446 3,480 271 CFD 2016-3 Zone 25 Prom Dist Ctr Fund - 2,189 2,235 2,330 2,358 272 CFD 2016-3 ZN26 (TM 36605/36608) Fund - 31,583 32,708 34,554 35,077 273 CFD 2016-3 Zone 27 Corona Tle Fund - 933 1,883 1,948 1,968 274 South Corona Landscaping Fund 12,328 42,564 40,403 33,955 50,458 279 CFD 2016-3 Zone 31 (Lat Business) Fund - 20,564 21,276 22,480 22,821 280 CFD 2016-3 Zone 32 NH Sherborn Fund - - - 4,124 4,166 281 CFD 2016-3 Zone 33 Oakmont Fund - - - 22,842 23,071 287 CFD 2016-3 Zone 15 N Point Evangl Ch Fund 1,122 1,224 1,240 1,291 1,308 288 Park Development (Quimby) Fund 686,232 165,204 - - - 289 Dwelling Development Tax Fund 151,680 208,646 8,296 14,992 19,016 293 Opioid Settlement Fund - 267,884 165,480 8,915 11,307 294 CFD 2016-3 Zone 6 Chung Fund 39,138 45,535 46,034 48,728 49,832 297 CFD 2016-3 Zone 8 Karen Parker Fund 2,908 3,250 4,130 4,312 4,379 410 Permanent Local Housing Grant Fund - - 995,498 - -
411 US Department of Justice Grant Fund 114,692 290,572 178,000 227,633 195,452 413 American Rescue Plan Fund 74,197 565,521 488,309 626,639 794,820 415 Library-Other Grants Fund 36,181 594,461 8,804 7,430 9,424 422 Traffic Offender Fund 50,031 57,407 44,727 61,093 61,541 442 Adult and Family Literacy Grant Fund 120,817 (17,830) 816 2,919 3,702 446 LMD84-1 Street Lights Fund 2,219,485 2,232,849 2,194,422 2,238,940 2,160,322 455 LMD 84-2 Zone 2 Fund 77,118 84,034 81,781 81,829 82,029 456 LMD 84-2 Zone 4 Fund 84,014 95,971 98,519 99,580 101,183 457 LMD 84-2 Zone 6 Fund 295,144 322,134 321,948 323,807 326,322 458 LMD 84-2 Zone 7 Fund 73,229 80,532 81,526 83,093 84,247 460 LMD 84-2 Zone 10 Fund 1,851,273 2,235,598 2,291,960 2,331,259 2,382,796 461 LMD 84-2 Zone 14 Fund 518,770 615,598 626,652 635,380 647,923 462 LMD 84-2 Zone 15 Fund 24,244 26,584 29,539 30,631 31,457 463 LMD 84-2 Zone 17 Fund 20,921 22,694 22,373 22,585 22,713 464 LMD 84-2 Zone 18 Fund 33,064 36,935 37,007 37,448 37,842 468 LMD 84-2 Zone 19 Fund 466,151 460,872 465,192 498,007 498,333 470 LMD 84-2 Zone 20 Fund 978,423 1,098,641 1,121,528 1,129,887 1,146,316 471 LMD 84-2 Zone 1 Fund 3,157 4,516 4,609 4,807 4,984
473 Eagle Glen HOA Fund 56,590 69,607 70,228 69,008 71,938 Total Special Revenue Fund $ 34,940,373 $ 38,711,116 $ 39,339,986 $ 43,982,061 $ 40,453,671 Capital Project Fund
243 Public Works Capital Grants Fund $ 13,960,262 $ 25,263,389 $ 12,500,000 $ 358,424 $ 421,562 244 SB 821 Transportation Grant Fund - - 432,500 - 400,000 245 County Service Area 152 (NPDES) Fund 2,436,349 1,180,095 1,153,455 1,154,872 1,057,522 291 Low Moderate Income Housing Asset Fund 8,029,154 900,480 898,813 817,797 965,411 431 CDBG Fund 674,388 960,149 1,181,327 1,186,216 1,181,327 432 Home Investment Partnership Program Fund (81,659) - 526,976 620,656 526,976 445 Bicycle Transportation Account Fund (72) 30 34 46 58 478 TUMF - RCTC Fund - - - - -
479 TUMF - WRCOG Fund - 38,814 700,000 - -
480 Reimbursement Grants Fund 151,463 2,864,302 3,572 52,108 2,566,093 Total Capital Project Fund $ 25,169,886 $ 31,207,260 $ 17,396,677 $ 4,190,119 $ 7,118,949 Enterprise Fund
City of Corona | Proposed Budget Fiscal Year 2025 Page 63 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Projected
2024
Proposed
2025
275 Airport Fund $ 427,133 $ 549,819 $ 495,231 $ 519,827 $ 554,645 440 Sewer Capacity Fund 2,575,647 3,729,667 2,164,810 1,810,604 2,226,042 453 2012 Water Revenue Bonds Fund 573 10,070 - - -
454 2013 Wastewater Rev Bonds Fund 26 - - - -
507 Water Capacity Fund 2,758,438 1,945,094 2,816,587 2,882,998 4,133,005 567 Reclaimed Water System Fund 4,383,496 4,546,686 5,337,688 5,408,830 5,551,507 570 Water Utility Fund 58,125,365 77,309,190 62,650,003 61,788,492 62,738,486 571 Water Utility Grant / Agreement Fund 1,975,850 296,312 - 10,219,801 - 572 Sewer Utility Fund 30,495,052 35,263,627 33,454,009 33,985,883 34,446,632 573 Sewer Grant / Agreement Fund 777,247 181,424 - 23,952 - 577 Transit Services Fund 2,252,233 2,662,458 3,406,105 3,424,491 3,401,197 576 Direct Access Electric Utility Fund - 5,792,337 5,327,240 5,379,602 6,609,388 578 Greenfield Electric Utility Fund 16,683,586 12,631,456 12,445,994 12,924,116 14,345,887 579 Electric Utility Grant/Agreement Fund 236,743 22,205 - - - Total Enterprise Fund $ 120,691,391 $ 144,940,345 $ 128,097,667 $ 138,368,596 $ 134,006,789 Internal Service Fund
680 Warehouse Services Fund $ 433,128 $ 446,580 $ 528,693 $ 528,963 $ 471,110 681 Information Technology Fund 12,711,350 14,233,631 13,269,858 13,560,184 15,041,884 682 Fleet Operations Fund 5,024,612 6,279,150 5,383,194 2,333,033 4,844,547 683 Workers' Compensation Fund 2,235,994 2,535,974 2,560,069 2,560,069 2,560,500 684 Fleet Replacement Fund - - - 3,519,860 2,991,550
687 Liability Risk Retention Fund 2,822,608 4,133,749 5,710,073 4,288,593 6,174,966 Total Internal Service Fund $ 23,227,692 $ 27,629,084 $ 27,451,887 $ 26,790,702 $ 32,084,557 Agency Funds
295 AB109 PACT/Other State Allocation Fund $ (889) $ - $ - $ - $ - 342 CFD 86-2 (Woodlake) Fund (1,478) 2,828 1,916 2,606 3,306 358 CFD 89-1 A (LOBS DW) Fund 793 1,779 1,690 2,280 2,892 359 CFD 89-1 B (LOBS Improvement) Fund 3,497 1,725 1,427 1,931 2,449 365 AD 95-1 (Centex) Fund (589) 235 272 365 463
366 AD 96-1, 96 A (MTN Gate) Fund (982) 397 460 618 784 368 AD 96-1, 97 A (Van Daele) Fund (1,037) 335 340 435 552 369 AD 96-1, 97 B (WPH) Fund (1,640) 478 532 694 880
370 Ref CFD 90-1 (South Corona) Fund (15,769) 11,665 12,277 16,537 20,975 371 CFD 97-2 (Eagle Glen I) Fund 1,186,923 282,561 439 540 686 373 AD 96-1, 99 A (Centex) Fund 191,011 207,617 202,511 682 865 374 CFD 2000-1 (Eagle Glen II) Fund 422,121 428,137 423,334 414,772 415,010 377 CFD 2001-2 (Cresta-Grande) Fund 230,527 233,367 235,611 235,009 235,245 378 CFD 2002-1 (Dos Lagos) Fund 1,156,181 1,205,701 1,154,787 1,178,104 1,178,288 381 CFD 2002-4 (Corona Crossings) Fund 599,962 623,343 609,949 599,164 599,310 382 CFD 2004-1 (Buchanan Street) Fund 202,555 204,596 203,357 202,628 202,806 383 CFD 2003-2 (Highlands Collection) Fund 458,617 467,867 451,378 442,888 443,118 384 CFD 2018-1 Bedford Fund 1,068,139 1,201,556 1,134,482 1,146,409 1,147,092 386 CFD 2018-2 Sierra Bella Debt Service Fund 473,998 17,002,985 1,124,811 1,167,811 1,167,920 387 CFD 2002-1 (Improvement Area) Fund 536,722 546,533 538,627 533,895 534,042 390 CFD 2016-2 (Terrassa Special Tax A) Fund 357,496 364,165 356,522 353,283 353,520 392 CFD 2017-2 (Valencia Special Tax A) Fund 277,132 279,088 267,594 266,788 266,971 393 CFD 2018-1 (Bedford IA 2 Tax A) Fund - 13,933 14,457 530,244 530,330 Total Agency Funds $ 7,143,289 $ 23,080,889 $ 6,736,773 $ 7,097,683 $ 7,107,504 Successor Agency Fund
233 Obligation Payment Fund $ 9,183,265 $ 7,204,595 $ 7,394,235 $ 7,394,235 $ 8,035,508 417 RDA Successor Agency Fund 247,636 390,781 241,148 241,148 - 475 Successor Agency Administration Fund 90 - - - -
Total Successor Agency Fund $ 9,430,991 $ 7,595,376 $ 7,635,383 $ 7,635,383 $ 8,035,508 Total All Funds $ 636,173,933 $ 493,624,355 $ 439,170,108 $ 451,441,457 $ 454,275,962 City of Corona | Proposed Budget Fiscal Year 2025 Page 64 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Projected
2024
Proposed
2025
Duplicate Debt Service/Agency Items (accounted for in multiple funds) 391 2016 Lease Revenue Bonds Fund $ 2,108,186 $ 2,112,727 $ 2,114,950 $ 2,114,950 $ 2,109,850 Total Duplicate Debt Service/Agency Items $ 2,108,186 $ 2,112,727 $ 2,114,950 $ 2,114,950 $ 2,109,850 Total All Funds, Including Duplicate Debt
Service Items, for Appropriation Purposes $ 638,282,119 $ 495,737,082 $ 441,285,058 $ 453,556,407 $ 456,385,812 City of Corona | Proposed Budget Fiscal Year 2025 Page 65 Expenses - What are Our Costs? - General Fund
The General Fund budget for Fiscal Year (FY) 2025 is $220.9 million. This represents a 9.5% increase, or $19.1 million, as compared to the FY 2024 adopted budget.

Budgeted Expenditures by Expense Type
Personnel Services (56.9%)
Materials And Supplies (26.7%)
Contractual (14.2%)
Utilities (2.2%)
General Fund
Expenditure Type
Actuals
FY 2022
Actuals
FY 2023
Adopted
FY 2024
Proposed
FY 2025
$ Change
FY 2024 to
FY 2025
Personnel $ 97,680,507 $ 101,599,518 $ 115,015,281 $ 125,775,518 $ 10,760,237 Services/Supplies
Capital Outlay 187,908 291,355 237,293 - (237,293)
Contractual 12,385,346 14,185,376 19,172,202 19,202,442 30,240 Materials and Supplies 23,463,937 29,627,489 32,714,299 35,566,911 2,852,612 Other Sources 526,625 184,958 - - -
Utilities 4,190,963 3,976,934 4,761,585 4,847,163 85,578 Subtotal Services/Supplies 40,754,779 48,266,112 56,885,379 59,616,516 2,731,137 Debt Service 244,297,428 21,716,865 22,595,308 23,348,093 752,785 Operating & Maintenance Projects - - 1,134,760 201,706 (933,054) Capital Improvement Projects 8,021,907 5,498,614 6,196,000 12,000,000 5,804,000 Totals $ 390,754,621 $ 177,081,109 $ 201,826,728 $ 220,941,833 $ 19,115,105 Year over year change ($) (213,673,512) 24,745,619 19,115,105 Year over year change (%) -54.68% 14.0% 9.5%
City of Corona | Proposed Budget Fiscal Year 2025 Page 66 The General Fund net changes between FY 2024 and FY 2025 are from the following categories:

Personnel: Increase of $10.8 million. There are 816 full-time positions and 100.98 part-time positions included in the FY 2025 budget, many of which are budgeted in the General Fund.

Capital Outlay: Decrease of $0.2 million. There is no new purchase of new machinery and equipment budgeted for FY 2025.

Contractual: Increase of $30,240. The primary increase in this category is due to increase in CAD dispatch service and offset by other increases and decreases in the professional/contractual services and one-time cost that was included in FY 2024.

Materials and Supplies: Increase of $2.9 million. There are multiple increases and decreases leading to the net increase in this category. There are increases in materials and supplies costs for tree maintenance service, and increase in insurance premiums. There are increases in internal service charges for information technology and fleet.

There are decreases in minor equipment and furniture, maintenance and operating service, program expenditures, and prevention and maintenance materials.

Utilities: Increase of $0.1 million. The primary increase in this category is due to an increase in electric utility costs.

Debt Service: Increase of $0.8 million. The increase is due to increase in interest expense. The budget is based on the approved bond payment schedule.

Operating & Maintenance Projects: Decrease of $0.9 million. This decrease is due to the completion of projects at fiscal year-end.

Capital Improvement Projects: Increase of $5.8 million. The increases compared to FY 2024 are due to the one-time nature of budgeting for capital projects and the fluctuations from year-to-year.

City of Corona | Proposed Budget Fiscal Year 2025 Page 67 Expenses - What are Our Costs? - All Funds
The City’s total budget for Fiscal Year (FY) 2025 is $464.1 million (excluding duplicate debt service fund 391). This represents an 5.5% increase, or $24.4 million, as compared to the FY 2024 adopted budget.

All Funds
Expenditure Type
Actuals
FY 2022
Actuals
FY 2023
Adopted
FY 2024
Proposed
FY 2025
$ Change
FY 2024 to
FY 2025
Personnel $ 69,546,645 $ 126,697,962 $ 141,890,125 $ 153,617,855 $ 11,727,730 Services/Supplies
Capital Outlay 378,235 757,665 349,952 200,000 (149,952) Claims Expense 3,767,553 1,878,040 1,377,028 2,483,778 1,106,750 Contractual 37,057,174 42,620,419 52,621,482 53,206,211 584,729 Depreciation 17,196,607 18,833,328 - - -
Materials and Supplies 85,824,600 92,833,984 106,783,881 116,000,073 9,216,192 Other Sources 526,625 184,958 - - -
Utilities 26,592,137 31,289,567 31,704,976 36,774,871 5,069,895 Subtotal Services/Supplies 171,342,931 188,397,962 192,837,319 208,664,933 15,827,614 Debt Service 307,516,824 33,284,348 33,082,933 33,402,377 319,444 Operating & Maintenance Projects - - 10,871,237 12,845,230 1,973,993 Capital Improvement Projects 46,998,911 39,715,546 61,035,583 55,568,741 (5,466,842) Totals $ 595,405,311 $ 388,095,819 $ 439,717,197 $ 464,099,136 $ 24,381,939 Year over year change ($) (207,309,492) 51,621,378 24,381,939 Year over year change (%) -34.82% 13.3% 5.5%
FY 2024 vs. FY 2025 Expenditures by Fund
Millions
Debt Service Funds
Successor Agency Funds
Agency Funds
Capital Projects Funds
Internal Service Funds
Special Revenue Funds
Enterprise Funds
General Fund
FY2024FY2025
$0
$100
$200
$300
$400
$500
City of Corona | Proposed Budget Fiscal Year 2025 Page 68 The net changes between FY 2024 and FY 2025 are from the following categories:

Personnel: Increase of $11.7 million. There are 14 new full-time positions and 0.38 new part-time positions included in the FY 2025 budget.

Claims Expense: Increase of $1.1 million. The primary increase in claims expense is due to increase in workers' compensation claims expenses related to medical.

Contractual: Increase of $0.6 million. The largest increase in this category is due to an increase in legal services offset by workers' compensation litigation settlement.

Materials and Supplies: Increase of $9.2 million. There are multiple increases and decreases leading to the net increase in this category. There are increases in materials and supplies costs for tree maintenance service, and increase in insurance premiums. There are increases in internal service charges for administrative services, information technology, and fleet. There are decreases in minor equipment and furniture, maintenance and operating service, program expenditures, prevention and maintenance materials.

Utilities: Increase of $5.1 million. The utilities category increase is primarily due to electric utility costs and wholesale energy costs.

Debt Service: Increase of $0.3 million. The increase in this category is due to a net increase and decrease in principal payment and interest expense for pension obligation bonds. The budget is based on the approved bond payment schedule.

Operating & Maintenance Projects: Increase of $2.0 million. This was a new category in FY 2024 due to the revamp of the CIP program. These are projects that were once included in the CIP budget, but will no longer be accounted for there as they are more routine in nature and don't meet the new CIP criteria. They are now their own category and will be shown within the operating expense budget.

Capital Improvement Projects: Decrease of $5.5 million. The decreases compared to FY 2024 are due to the revamp of the CIP program and one-time nature of budgeting for capital projects and the fluctuations from year-to-year.

City of Corona | Proposed Budget Fiscal Year 2025 Page 69 Personnel Costs
The main drivers for personnel costs are salaries, health care contributions, CalPERS normal employer contributions, overtime and comp time, and other post-employment benefits (retiree medical benefits).

Please refer to the Schedule of Positions for a historical overview of City staffing, including changes during FY 2024 and position changes authorized in the budget process for FY 2025.

The total citywide personnel budget for all funds is $153.6 Million (includes fiduciary funds).

All Funds Breakdown of Personnel Costs
(values in millions)
Salaries
Salary costs may vary as a result of changes in staffing levels, which occur either through salary savings as a result of vacant positions (authorized but unfilled), employee separation (attrition due to a retirement, resignation, or layoff) or new full-time equivalent positions (FTE) that are authorized in the budget. As a general rule, vacant positions are budgeted at the midsalary range of the position.

The City includes a full-time position vacancy factor in the budget process for the General Fund and utility funds. Historically, there was a savings at the end of each fiscal year based on vacancies from attrition and other related reasons. Instead of budgeting 100% of the positions, a vacancy factor has been applied to FY 2025 to account for the savings at the beginning of the budget process. The savings will continue to be monitored throughout the year to determine if adjustments are needed. For existing positions, the rates were determined using a lookback period of five years.

Vacancy Factor Applied: Sworn – Fire 0.0%
Vacancy Factor Applied: Sworn – Police 0.0%
Vacancy Factor Applied: Non-Sworn 5.4% average (varies by department, 0.0% - 10.3%) Vacancy Factor Applied: Non-Sworn Utilities 7.1%
City of Corona | Proposed Budget Fiscal Year 2025 Page 70 CalPERS Employer Contributions (Pension Costs) / Pension Obligation Bonds CalPERS contributions are made up of two components: normal cost and unfunded accrued liability (UAL). The following tables reflect the City’s employer contributions as forecasted by CalPERS over the next five fiscal years, which takes into account mortality rates, and CalPERS investment returns. The information is based on the June 30, 2022 actuarial report released in July 2023. The information from the actuarial report includes the discount rate (assumed rate of return) of 6.8% as approved by the CalPERS Board of Administration in November 2021. The employer normal cost rates below are calculated on base pay, special compensation and other PERS’able items. PERS is not calculated on overtime unless the hours were worked on a holiday.

Actual/Estimated CalPERS Employer Contribution - Normal Cost Normal Cost,
PERS Plan
Actual
FY 2023
Actual
FY 2024
Actual
FY 2025
Est.

FY 2026
Est.

FY 2027
Est.

FY 2028
Est.

FY 2029
Est.

FY 2030
Miscellaneous 10.88% 12.03% 12.05% 11.90% 11.60% 11.40% 11.20% 11.00% Police 23.98% 26.19% 25.13% 24.40% 23.60% 22.80% 22.10% 21.30% Fire - Classic 25.64% 29.09% 29.30% 29.30% 29.30% 29.30% 29.30% 29.30% Fire - PEPRA 13.66% 14.50% 14.72% 14.70% 14.70% 14.70% 14.70% 14.70% Note: Safety employees contribute 1.50% towards the employer contribution, not reflected above.

Actual/Estimated CalPERS Unfunded Accrued Liability (UAL) Value in Millions
Unfunded Liability,
PERS Plan
Actual
FY 2023
Actual
FY 2024
Actual
FY 2025
Est.

FY 2026
Est.

FY 2027
Est.

FY 2028
Est.

FY 2029
Est.

FY 2030
Miscellaneous $0.00 $0.00 $1.38 $1.97 $2.56 $3.14 $3.73 $3.73 Police $0.00 $0.00 $1.52 $2.19 $2.86 $3.52 $4.19 $4.19
Fire - Classic $0.00 $0.00 $0.63 $0.93 $1.23 $1.53 $1.84 $1.84 Fire - PEPRA $0.00 $0.00 $0.02 $0.03 $0.04 $0.05 $0.06 $0.06 Totals $0.00 $0.00 $3.54 $5.11 $6.68 $8.25 $9.82 $9.82
In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2023, the City received the June 2022 actuarial reports. They are the first reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $81.8 million, with a minimum payment of $3.5 million in FY 2025. To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum pre- payment option offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of a savings of approximately 3%. For FY 2025, the City will once again take advantage of the annual lump sum pre-payment option offered yielding a savings of $114,569, or 3.2%, across all plans.

City of Corona | Proposed Budget Fiscal Year 2025 Page 71 Other Post-Employment Benefits (Retirees)
The City is obligated to pay certain other post-employment benefits to retirees (‘OPEB’), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers’ Retiree Benefit Trust (CERBT) Program in March 2008. The current budgetary policy is to fund the annual required contribution (‘ARC’). The ARC is an actuarially-determined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

OPEB costs in FY 2024 were budgeted at $8,829,652. The budget for FY 2025 is $11,101,200 which is an increase of $2,271,548, or 25.7%, over the budget for FY 2024. As noted above, the budget is based on the most recently completed actuarial report which considers a multitude of factors to calculate the City’s contribution.

OPEB by Funding Source
Actuals
FY 2022
Actuals
FY 2023
Adopted
FY 2024
Proposed
FY 2025
$ Change
FY 2024 to
FY 2025
General Fund $ 7,150,819 $ 7,156,903 $ 7,323,942 $ 9,208,126 $ 1,884,184 Water, Sewer, Electric Funds 1,563,873 997,487 963,927 1,211,909 247,982 Other Funds 628,242 456,216 541,783 681,165 139,382
Totals $ 9,342,934 $ 8,610,605 $ 8,829,652 $ 11,101,200 $ 2,271,548 Year over year change ($) $ (732,329) $ 219,047 $ 2,271,548 Year over year change (%) -7.8% 2.5% 25.7%
Health Care Costs
The health care costs budgeted for FY 2025 are based on elections that employees made during the open enrollment period in October 2023. Employees can select a health plan option based on their hire date and respective bargaining unit. The health care costs include medical insurance premiums and medical insurance opt out payments. The budget for health care was prepared based on the current Memorandums of Understanding (MOU) and resolutions for each bargaining unit. The health costs in FY 2025 are expected to increase by $188,615, or 1.3%, as compared to the adopted FY 2024 budget. The increase is largely due to the additional new full-time positions included in the FY 2025 budget process.

Health Care Costs by Funding Source
Actuals
FY 2022
Actuals
FY 2023
Adopted
FY 2024
Proposed
FY 2025
$ Change
FY 2024 to
FY 2025
General Fund $ 6,832,447 $ 8,147,449 $ 10,513,217 $ 10,712,910 $ 199,693 Water, Sewer, Electric Funds 1,539,147 1,669,004 2,411,926 2,295,261 $ (116,665) Other Funds 644,584 785,552 1,110,546 1,216,134 $ 105,588 Totals $ 9,016,178 $ 10,602,005 $ 14,035,689 $ 14,224,304 $ 188,615 Year over year change ($) $ 1,585,827 $ 3,433,684 $ 188,615 Year over year change (%) 17.6% 32.4% 1.3%
Service Adjustments (Operating Budget)
A service adjustment change relates to new programs, service level enhancements, and/or new authorized positions. A capital outlay is a non-recurring operating expense, typically a one-time small equipment purchase, which does not meet the criteria of a new capital project (less than $50K).

City of Corona | Proposed Budget Fiscal Year 2025 Page 72 Service Adjustments - Operating Budget

FUND DEPARTMENT DESCRIPTION ONE-TIME/

RECURRING AMOUNT
GENERAL FUND (FUND 110 & 120)
City Manager's Office Artlist (Royalty-Free Music for Video Storytelling) Recurring 7,500 City Manager's Office Bitly Link Shortener Service Recurring 4,652 City Manager's Office Brand Implementation One-Time 250,000 City Manager's Office Mailchimp Service Upgrade Recurring 18,064 Community Services 1 PT Assistant Recreation Coordinator Recurring 35,821 Community Services 2 PT Library Assistants One-Time/Recurring 55,358 Community Services Auburndale Pool Maintenance Recurring 50,000 Community Services Board and Commission Training Recurring 5,000 Community Services CCC Low-Cost Activities and Adaptive Programs One-Time 6,560 Community Services Community Services Department Employee Appreciation Event
Recurring 2,000
Community Services Computer Equipment and Software - Surface Pro for Special Events
One-Time 1,500
Community Services Conference Training and Travel - Kids Club, Youth & Adult Sports and Senior Center
Recurring 3,650
Community Services Conference, Training, and Travel - Program Reservations
Recurring 4,000
Community Services Conference, Training, and Travel - Special Events and Volunteers
Recurring 2,350
Community Services Conferences - Literacy and Community Engagement Recurring 3,022 Community Services Conferences Library Services Recurring 8,000 Community Services Corona Mall Maintenance One-Time 25,000 Community Services Designer for Adult Area Renovation One-Time 12,000 Community Services eMedia One-Time 97,065
Community Services Foothill Extension Infill Planting One-Time 75,000 Community Services Graffiti Services Recurring 100,000
Community Services Homeless Encampment Cleanup One-Time 50,000 Community Services Homeless Programs Maintenance Costs One-Time/Recurring 85,909 Community Services Kids Club Adventure Camp Recurring 4,500 Community Services Maintenance & Repair for Citywide Buildings Recurring 100,000 Community Services Memberships and Dues - Program Reservations Recurring 540 Community Services Memberships and Dues - Special Events and Volunteers
Recurring 535
Community Services Mini Excavator One-Time 32,000
Community Services New Staff Workstations - Literacy and Community Engagement
One-Time 25,000
Community Services New Staff Workstations - Library Services One-Time 25,000 Community Services Rubber Surfacing Repair at Various Parks Recurring 45,000 Community Services
Community Services
Security Guard Funding
Special Events Equipment - Walkie Talkies
Recurring
One-Time
20,000
2,500
City of Corona | Proposed Budget Fiscal Year 2025 Page 73

FUND DEPARTMENT DESCRIPTION ONE-TIME/

RECURRING AMOUNT
Community Services Special Events - Halloweekend Recurring 5,950 Community Services Special Events - Holiday Lighting (Expanded Program)
One-Time/Recurring 65,300
Community Services Special Events - Movies in the Park Recurring 10,000 Community Services Special Events - Spring Event One-Time 20,308 Community Services Special Events - Street Fair Recurring 15,130 Community Services Special Events - Veterans Memorial Opening One-Time 1,000 Community Services Special Events - Public Advertising Recurring 7,000 Community Services Tree Trimming Service One-Time 813,000 Community Services Uniform Expenses for Programming Recurring 6,000 Community Services Volunteer Program Appreciation Recurring 1,000 Economic Development Appraisal Services One-Time 100,000 Economic Development Real Property Services One-Time 75,000 Finance 1 FT Reclassify Financial Analyst II to Budget
Supervisor
Recurring 33,996
Fire 1 FT EMS Officer (40-hour Fire Captain) One-Time/Recurring 161,595 Fire 1 FT Fire Inspector II (Fire Plan Check) One-Time/Recurring 137,599 Fire 2 PT Fire Cadets One-Time/Recurring 35,442
Fire 1 PT Reclassify Fire Inspector I to FT Fire Inspector One-Time/Recurring 108,447 Fire 1 PT Reclassify Fire Prevention Office Assistant to FT Fire Prevention Office Assistant
Recurring 54,351
Fire Executive Leadership Team Reorganization One-Time/Recurring 127,648 Fire Fire Station Equipment One-Time 24,000
Fire Peer Support Canine Program Recurring 10,000
Fire Technology and Mobile Device Scheduled
Replacement Plan
Recurring 32,000
Human Resources Computer Equipment and Software Recurring 2,400 Human Resources Overtime Recurring 2,000
Human Resources Professional and Contract Services Recurring 48,900 Human Resources Program Expenditures Recurring 10,000
Human Resources Subscriptions Recurring 800
Planning & Development 1 FT Reclassify Administrative Assistant to Senior Administrative Assistant
Recurring 3,840
Planning & Development 1 FT Reclassify Senior Office Assistant to Administrative Assistant
Recurring 6,077
Planning & Development Convert 3 Public Works Inspectors II to 2 Senior Public Works Inspectors and Lead Public Works
Inspector
One-Time/Recurring 38,291
Police 2 FT Janitors Recurring 25,082
Police 2 FT Operators - Real-Time Information Center
(RTIC)
One-Time/Recurring 210,792
Police 1 FT Supervisor - Real-Time Information Center
(RTIC)
One-Time/Recurring 133,181
Police BDT and UAS Overtime One-Time 100,000
Police Forensic Camera and Accessories One-Time 7,000
Police New Tactical Robot One-Time 68,785
Police Outsourcing Backgrounds Recurring 30,000
Police Patrol Shotguns, Vehicle Mounts, and Tactical
Accessories
One-Time 180,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 74

FUND DEPARTMENT DESCRIPTION ONE-TIME/

RECURRING AMOUNT
Public Works 2025 Truck One-Time/Recurring 22,520
Public Works Uniforms for Traffic Signal Technicians/Coordinator One-Time 500 GENERAL FUND TOTAL $ 3,892,460
RESIDENTIAL REFUSE/RECYCLING FUND (FUND 260)
Utilities Bi-Annual Bulky Item Event Marketing, Organization, and Safety
One-Time/Recurring 9,802
Utilties HHW and Bulky Item Event Safety Equipment One-Time/Recurring 2,100 Utilities 1 FT Sustainability Supervisor One-Time/Recurring 72,920 RESIDENTIAL REFUSE/RECYCLING FUND TOTAL $ 84,822
OPIOID SETTLEMENT FUND (FUND 293)
Fire 1 FT EMS Officer (40-hour Fire Captain) One-Time/Recurring 107,730 OPIOID SETTLEMENT FUND TOTAL $ 107,730
RECLAIMED WATER UTILITY FUND (FUND 567)
Utilities New Air Compressors for WRF 1 Reclaim System One-Time 100,000 Utilities TopView SCADA Software Recurring 75
Utilities Vehicle Lease for 2 new Utility Trucks One-Time/Recurring 1,210 RECLAIMED WATER UTILITY FUND TOTAL $ 101,285
WATER UTILITY FUND (FUND 570)
Planning & Development 1 FT Reclassify Senior Office Assistant to Administrative Assistant
Recurring 338
Utilities 1 FT Sustainability Supervisor One-Time/Recurring 72,920 Utilities 2 New iPad Pros and Wireless Services One-Time/Recurring 3,056 Utilities Master Valve, Flow Sensor, Pressure Regulator Rebate Program
Recurring 10,000
Utilities New Confined Space Trailer And Safety Equipment One-Time 50,000 Utilities New iPads and Surface Pro and Wireless Services One-Time/Recurring 4,508 Utilities New Utility Truck lease One-Time/Recurring 19,532 Utilities TopView SCADA Software Recurring 338
Utilities Tri State Seminar, ACE by AWWA, & D1 and T1
Certifications
Recurring 13,100
Utilities Vehicle Lease for 2 new Utility Trucks One-Time/Recurring 62,904 WATER UTILITY FUND TOTAL $ 236,696
SEWER UTILITY FUND (FUND 572)
Planning & Development 1 FT Reclassify Senior Office Assistant to Administrative Assistant
Recurring 338
Utilities New Bypass Hoses for Hose Trailers One-Time 50,000 Utilities New Confined Space Trailer And Safety Equipment One-Time 50,000 City of Corona | Proposed Budget Fiscal Year 2025 Page 75

FUND DEPARTMENT DESCRIPTION ONE-TIME/

RECURRING AMOUNT
Utilities TopView SCADA Software Recurring 337
Utilities Vehicle Lease for 2 new Utility Trucks One-Time/Recurring 56,856 SEWER UTILITY FUND TOTAL $ 157,531
DIRECT ACCESS ELECTRIC UTILITY FUND (FUND 576)
Utilities California Climate Credit Recurring 93,500
DIRECT ACCESS ELECTRIC UTILITY FUND TOTAL $ 93,500
TRANSIT SERVICES FUND (FUND 577)
Community Services 1 FT Management Analyst I One-Time/Recurring 118,842 TRANSIT SERVICES FUND TOTAL $ 118,842
GREENFIELD ELECTRIC UTILITY FUND (FUND 578)
Utilities California Climate Credit Recurring 185,000
GREENFIELD ELECTRIC UTILITY FUND TOTAL $ 185,000
INFORMATION TECHNOLOGY FUND (FUND 681)
Community Services Hardware/Software/IT cost for 1 FT Management Analyst I
One-Time/Recurring 2,668
Community Services Hardware/Software/IT cost for 2 PT Library Assistants
One-Time/Recurring 5,336
Fire Hardware/Software/IT cost for 1 FT EMS Officer (40- hour Fire Captain)
One-Time/Recurring 2,668
Fire Hardware/Software/IT cost for 1 FT Fire Inspector II (Fire Plan Check)
One-Time/Recurring 2,668
Fire Hardware/Software/IT cost for 2 PT Fire Cadet One-Time/Recurring 5,336 Information Technology Fleet Vehicle IT Parts Recurring 15,000 Information Technology 1 FT Security Analyst One-Time/Recurring 124,136 Information Technology Hardware/Software/IT cost for 1 FT Security Analyst One-Time/Recurring 2,066 Information Technology 1 FT Public Safety Emergency Communications Support Specialist
One-Time/Recurring 124,820
Information Technology Hardware/Software/IT cost for 1 FT Public Safety Emergency Communications Support Specialist
One-Time/Recurring 2,066
Information Technology 1 FT Systems Engineer One-Time/Recurring 124,820 Information Technology Hardware/Software/IT cost for 1 FT Systems Engineer
One-Time/Recurring 2,066
Information Technology 1 PT Reclassify Office Assistant to PT IT Admin Assistant
Recurring 7,171
Information Technology Managed Security Operations Center (SOC) Service One-Time/Recurring 219,036 Planning & Development Hardware/Software/IT cost for Convert 3 Public Works Inspectors II to 2 Senior Public Works
Inspectors and Lead Public Works Inspector
One-Time/Recurring 2,668
Police 4 Additional- 3SI GPS Trackers One-Time/Recurring 7,005 City of Corona | Proposed Budget Fiscal Year 2025 Page 76

FUND DEPARTMENT DESCRIPTION ONE-TIME/

RECURRING AMOUNT
Police Hardware/Software/IT cost for 2 FT Operators - RealTime Intelligence Center (RTIC)One-Time/Recurring 8,426 Police Hardware/Software/IT cost for 1 FT Supervisor -
Real-Time Intelligence Center (RTIC)
One-Time/Recurring 4,213
Police Software to Optimize Patrol Scheduling One-Time/Recurring 30,000 Police Spidr Tech One-Time/Recurring 20,000
Public Works 5 Additional CAD Software Licenses and 2 Civil 3D Software Licenses
Recurring 3,800
Utilities Hardware/Software/IT cost for 1 FT Sustainability Supervisor
One-Time/Recurring 2,668
INFORMATION TECHNOLOGY FUND TOTAL $ 718,637
TOTAL SERVICE LEVEL CHANGES $ 5,696,502
City of Corona | Proposed Budget Fiscal Year 2025 Page 77 Measure X Allocation Plan
In November 2020, City of Corona voters approved Measure X, a 1% sales tax measure effective on July 1, 2021. The sales tax measure was estimated to generate an additional $30 million in recurring revenues, based on data available at that time.

With updated data, the net Measure X estimates are $43.9 million for FY 2025. This amount is net of the estimate to be distributed for sales tax agreements. Please reference the ‘Measure X Allocation Plan’ for a full list of operating budget items, capital improvement projects, and estimated reserve contributions. Measure X funds for FY 2025 are allocated to community priorities as shown in the following table.

FY 2025 Measure X Allocations
Including FY 2025 Reserves
Category
Prev. Approved
Recurring
FY 2025
New Recurring
FY 2025
New One-Time
Total
FY 2025
Funding
FY 2025
Reserves
Economic Development $ 520,927 $ - $ 1,175,000 $ 1,695,924 $ 1,000,000 Public Safety 7,195,443 528,063 1,048,379 8,771,885 1,000,000 Service Improvements 5,166,566 - - 5,166,566 -
Proactive Debt Retirement 3,647,860 - - 3,647,860 2,000,000 Homelessness 5,915,861 28,000 57,909 6,001,770 -
Infrastructure Investments 458,514 - 3,661,000 4,119,514 - Parks & Recreation 2,764,556 195,000 3,891,000 6,850,556 2,295,428 Community Building/Engagement 881,263 85,574 429,065 1,395,902 - Totals $ 26,550,987 $ 836,637 $ 10,262,353 $ 37,649,977 $ 6,295,428 FY 2025 Grand Total: Total FY 2025 Funding + FY 2025 Reserves $ 43,945,405 City of Corona | Proposed Budget Fiscal Year 2025 Page 78 Measure X Funding Plan FY 2025
Strategic Goal #1 - Financial Stability / Strategic Goal #2 - Strong Economy / Strategic Goal #3 - Sound Infrastructure Strategic Goal #4 - Safe Community / Strategic Goal #5 - Sense of Place / Strategic Goal #6 - High-Performing Government

COMMUNITY BUILDING / ENGAGEMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously Approved
Recurring Items
Examples include: Broadcast Technician, Digital Journalist, Digital Outreach, Digital Media Specialist, and Salesforce software.
- 881,263 - 881,263
City Manager's
Office
5 Artlist (Royalty-Free
Music for Video
Storytelling)
Artlist is an all-in-one platform for video creators, providing the highest quality digital assets made by leading artists worldwide. They offer royalty-free music for videos, sound effects, stock footage, video templates, plugins, as well as video editing software.
- 7,500 - 7,500
City Manager's
Office
5 Bitly Bitly is a URL shortening service and a link management platform. Increasing the frequency, quality, and quantity of resident engagement that better reaches the silent majority and improving the relationship between the City and residents is a key goal in the Strategic Plan. Bitly enables us to do this by generating the easiest call to action QR Codes and Short URLs needed for a higher conversion rates on campaigns such as our Community Survey.
- 4,652 - 4,652
City Manager's
Office
5 Brand Implementation Creating a sense of Place is a fundamental element of the City’s Strategic Goals. We've reimagined the City's brand. The next step is to implement it and instill a sense of pride and highlight our unique position. This service level change is to continue brand implementation work. 250,000 - - 250,000
CIP 5 City Hall Veterans
Memorial
Improvements
Updating the Veterans Memorial area located on the South side of City Hall. The update will consist of removing the two archways (non-structural), amphitheater-style seating, lighting updates, relocations of kiosk, additional flag poles for military banners, landscaping, a slanted granite monument and additional signage. 20,000 - - 20,000
Community
Services
5 Designer for Adult
Reading Area
Renovation
The Adult Reading Area of the library needs a refresh. The current furniture is a mix of the original 30 year old tables, seating from the cafe that closed in 2006, refinished tables from the Computer Learning Center, and chairs from a 2006 fundraiser. A designer would be able to make sure the area meets current library trends.

With a design in place, the library staff will submit a request to the Friends of the Library to fund the cost of the new furniture and other items needed.
12,000 - - 12,000
Community
Services
5 eMedia In order to fund the eMedia and databases at the current level, additional funding of $97,065 is requested.

The funding request includes the following subscriptions and databases: Biblioteca - $21,850, Hoopla -$32,000, Newspaper Archive - $4,500, Newsbank - $7,461, Novelist - $16,165, ABC Mouse - $5,439, Kanopy - $7,200, and A to Z Database - $2450.
97,065 - - 97,065
Community
Services
5 Library Assistant (PT) This Library Assistant will be dedicated to work in the Heritage Room. It will allow the Heritage Room to be open 25 hours a week for public hours. This person will also rehouse the collection from large heavy bankers' boxes to more user-friendly boxes. This person will work on the backlog of unprocessed collections and digitization. The backlog will take between 4-5 years to complete for one FT person.

0.5 - 27,679 - 27,679
Community
Services
5 Library Assistant (PT) This Library Assistant will be dedicated to work in the Heritage Room. It will allow the Heritage Room to be open 25 hours a week for public hours. This person will also rehouse the collection from large heavy bankers' boxes to more user-friendly boxes. This person will work on the backlog of unprocessed collections and digitization. The backlog will take between 4-5 years to complete for one FT person.

0.5 - 27,679 - 27,679
City Manager's
Office
5 Mailchimp Service
Upgrade
Mailchimp recently launched new features including richer reporting and analytics, advanced segmentation, and SMS marketing. In alignment with the City of Corona's Strategic Plan, the communications team, in collaboration with the IT Team, will be leveraging Mailchimp's new features. The cost-savings that will come from the cancellation of Salesforce Marketing Cloud will allow for Mailchimp which will be a more costeffective, strategic way to engage our audiences. - 18,064 - 18,064
Community
Services
5 Workstations - Library
Services (LS)
The library workstations were installed in the Fall of 2006 using hand me down furniture from the Historic Civic Center when staff moved into the new City Hall. After 18 years, the furniture is falling apart and the configuration no longer accommodates changing staff workflows. 23 new workstations will be created in both Library Services and Literacy and Community Engagement areas for a total of $50,000 ($25K from both LS and LCE).
25,000 - - 25,000
Community
Services
5 Workstations - Literacy
and Community
Engagement (LCE)
The library workstations were installed in the Fall of 2006 using hand me down furniture from the Historic Civic Center when staff moved into the new City Hall. After 18 years, the furniture is falling apart, and the configuration no longer accommodates changing staff workflows. 23 new workstations will be created in both Library Services and Literacy and Community Engagement areas for a total of $50,000 ($25K from both LS and LCE).
25,000 - - 25,000
CATEGORY TOTAL 1 $ 429,065 $ 966,837 $ - $ 1,395,902
City of Corona | Proposed Budget Fiscal Year 2025 Page 79

ECONOMIC DEVELOPMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Economic
Development
Previously Approved
Recurring Items
Examples include: Two Economic Development Administrators and associated operating costs. - 520,924 - 520,924 Economic
Development
2 Appraisal Services Estimate for appraisal services relating to downtown properties. Fair market appraisals required for real property transactions.
100,000 - - 100,000
CIP 5 Downtown
Placemaking and
Wayfinding
Downtown branding and wayfinding signage to enhance Downtown Corona aesthetic and encourage connectivity within the area. The proposed project includes branding development, signage design, and fabrication and installation of wayfinding and placemaking signage. In response to the Downtown Revitalization Plan adopted in September 2023, staff is requesting a Downtown Branding and Wayfinding Signage project to establish placemaking and wayfinding within a revitalized Downtown Corona. The proposed project includes branding and signage design as well as fabrication and installation of Downtown branding and wayfinding signage design development. The cost estimate for branding development, signage design, and signage fabrication and installation is approximately $1.1 million. 1,000,000 - - 1,000,000
Economic
Development
2 Real Property Services Estimated costs for services required for property transactions (e.g., title reports, escrow, environmental, etc.) 75,000 - - 75,000 Finance 2 Economic
Development Reserve
Reserved for future economic development investments. - - 1,000,000 1,000,000 CATEGORY TOTAL 0 $ 1,175,000 $ 520,924 $ 1,000,000 $ 2,695,924

HOMELESSNESS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously Approved
Recurring Items
Examples include: Homeless Solutions Manager, Management Analyst I, Homeless Building Support, HOPE Team Support, and Homeless Cetner Operating Costs.
- 5,915,861 - 5,915,861
Community
Services
4 Homeless Programs Due to higher maintenance/repairs projected with client/tenant occupancy for Harrison Hope Center and 5th Street Units in equipment maintenance, vandalism, rebate program, recycling disposal, prevention & maintenance materials, outside services - labor, minor equipment & furniture, construction materials, program expenditures, and gasoline.
57,909 28,000 - 85,909
CATEGORY TOTAL 0 $ 57,909 $ 5,943,861 $ - $ 6,001,770

INFRASTRUCTURE INVESTMENTS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously Approved
Recurring Items
Examples include: Asset Management Coordinator, Part-Time Technical Intern, and CIP Supervisor. - 458,514 - 458,514 CIP 3 City Hall Carpet
Replacement
The carpet in City Hall has many issues including discoloration and staining. These issues have added up over the years and routine cleaning is no longer enough. We propose a phased approach where the carpet in City Hall is replaced in year one and other facilities are completed in the subsequent fiscal year. 1,050,000 - - 1,050,000
CIP 3 Citywide ADA and
Sidewalk
Improvements
Installation / replacement of missing or damaged curbs, gutters, sidewalks, driveway approach and noncompliant curb ramps defined by accessibility standards related to the Americans with Disabilities Act (ADA) at locations citywide. Enhance safety and mobility for pedestrians. 2,000,000 - - 2,000,000
CIP 3 Library Carpet
Replacement
The current carpet installation was completed 2003. Since the install was completed, approx. 8 million patrons have walked across the carpeting. The main carpet tiles throughout the Library have been discontinued and all of the extra carpet pieces have been used. The main entry area was changed to a different pattern in 2018.
600,000 - - 600,000
O&M 4 Vehicle Procurement This project is dedicated to the replacement of the City's fleet. 11,000 - - 11,000 CATEGORY TOTAL 0 $ 3,661,000 $ 458,514 $ - $ 4,119,514

PARKS & RECREATION
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously Approved
Recurring Items
Examples include: Facilities, Parks, and Trails Manager, Park Ranger Program, Park Ranger Supervisor, Parks Planner, Trails Planner, five Program Coordinator positions, tree reforestation, graffiti removal, Skyline weed abatement, and pool vacuuming.
- 2,764,556 - 2,764,556
City of Corona | Proposed Budget Fiscal Year 2025 Page 80

PARKS & RECREATION
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Community
Services
5 Auburndale Pool
Maintenance
Funding for the current fiscal year was approved as a one-time use and the department is requesting that the item be approved as recurring to cover year-round operations for the Auburndale pool as it is currently our only pool for programing. The request includes additional cleaning and maintenance for the Auburndale pool such heater PM's, tile repairs, filter media replacement and chemical controller. - 50,000 - 50,000
CIP 5 Eagle Road Trail
Access
Improve access to Eagle Road Trail in the Cleveland National Forest which is currently not as well known.

Unauthorized routes require trail users to trespass on private property. The Eagle Road Trail Access project is a collection of trail routes that would formalize access to Eagle Road Trail. During the Trails Master Inventory outreach phase, community members listed Eagle Road as one of the most popular trails in corona. There is no formal trailhead for Eagle Road Trail and no designated parking or direct active transportation connections near the trail. This would create a much needed formal trailhead for one of the top 5 trails, providing an additional access to the Cleveland National Forest, providing an alternative to Skyline Drive and reducing the traffic and parking for Skyline Drive.
30,000 - - 30,000
Community
Services
5 Foothill Extension Infill
Planting
This request is for the infill planting of landscape materials in the medians on the Foothill Parkway extension, which has died off over the years due to a faulty irrigation system. The irrigation has been fixed, and this funding will allow for the replacement of plants, mulching, and irrigation adjustments in the medians between Skyline and Paseo Grande.
75,000 - - 75,000
CIP 5 Fresno Canyon Trail
Amenities
The City aims to install new city standard trailhead amenities at the existing trailheads for Fresno Canyon Trail. Potential Grant Funding opportunities through the Recreational Trails program, Statewide Park Development and Community Revitalization Program.
15,000 - - 15,000
Community
Services
5 Graffiti Services The graffiti contract provides proactive graffiti removal services and focuses on known hot spots in the downtown areas including alleyways and public rights of way. The past two FY's have not had sufficient funding in the budget to accommodate the graffiti service needs, and staff has had to take this contract back to request additional appropriations. This request will help us correct the deficiency in the budget and continue responding to graffiti requests in a timely manner. - 100,000 - 100,000
Community
Services
4 Homeless
Encampment Cleanup
(contract work)
This contract will allow additional time for the City maintenance staff to focus on inspecting, repairing items, and servicing the city parks and facilities.
50,000 - - 50,000
Community
Services
5 Mini Excavator This equipment will help the City crew with the construction repairs and drainage cleaning, each rental with the trailer and excavator is approximately $900-$1,000. This will also help with digging holes for the tree planting events. We will no longer have to rely on the pricing and availability of renting an excavator for all cleanups and tree planting events.
32,000 - - 32,000
CIP 5 Park Playground
Replacements
Ongoing replacement of park playground equipment based upon age and condition. FY 2024: Mangular and Butterfield Parks, equipment for Village Park, FY 2025: River Road and Brentwood Parks, FY 2026: Promenade Park, FY 2027: Citrus and El Cerrito Parks, FY 2028: Husted and Ontario Parks, FY 2029: Eagle Glen and Rimpau Parks, FY 2030: Kellogg Park, FY 2031: Victoria Park, FY 2032: Serfas Club Park. Lifecycle replacement for park playgrounds at or past their useful life cycle, estimated at 25 years, and based upon assessments of equipment.
1,180,000 - - 1,180,000
CIP 5 Promenade Park Add shade over sports fields, seating areas, and play areas. At the end of the basketball court’s lifecycle, replace the two half courts with one full court. At the end of its lifecycle, replace and relocate the playground closer to parking areas for visibility and safety. Activate open turf area with shaded seating/gathering areas or informal sports fields.
1,046,000 - - 1,046,000
Community
Services
5 Rubber Surfacing
Repair at Various
Parks
This funding request will ensure safe fall protection for the playground surface as well as patching existing areas, which are in need of repair in order to extend the life of the rubber top. - 45,000 - 45,000
CIP 5 SART Trailhead at
Butterfield Park
Construct Trailhead at Santa Ana River Trail and Butterfield Park. The trailhead will serve the Butterfield Park Trail Loop that covers Phase 2A of the SART. Project will consist of construction of trail signage, and minimum amenities, such as a bench, trashcan, water fountain, bike repair station and kiosk/signage. This assumes a trailhead size of approximately 2,500 - 5,000 square feet. It includes cleaning, grubbing, landscaping and amenities.
100,000 - - 100,000
CIP 5 SART Trailhead at
Green River Road
Create a formalized trailhead with amenities at the Santa Ana River Trail parking area at Green River Road.

Include Trail signage at trailhead on Green River Road. Include at minimum the amenities: Bench, trashcan, water fountain, bike repair station, and kiosk/signage. This includes planning, design and construction. This assumes a trailhead size of approximately 2,500-5,000 square feet. Includes clearing, grubbing, landscaping, and amenities, a new trail surface, signage, fencing, and lighting. 100,000 - - 100,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 81

PARKS & RECREATION
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total CIP 5 SART Trailhead at
Metrolink Station
Construct a Santa Ana River Trailhead near Metrolink Station in West Corona. Assumes a trailhead size of approximately 2,500 - 5,000 square feet. Includes clearing and grubbing, landscaping and amenities. Assumes a small parking lot with 5 spaces. Will include minimum amenities, bench, trashcan, water fountain, bike, repair station and kiosk/signage.
100,000 - - 100,000
CIP 5 Sheridan Park There is an active CIP in FY 2024 to replace the playground equipment. This CIP will address deferred maintenance in this park.
250,000 - - 250,000
CIP 5 Skyline Trail Amenities Install new City standard trailhead amenities at the existing trailheads for Skyline Drive. 30,000 30,000 CIP 5 Trails Wayfinding
Plan/Program
Develop a citywide wayfinding program to facilitate connections to destinations and trails. Potential grant funding opportunities with Carbon Reduction program.
70,000 - - 70,000
Community
Services
5 Tree Trimming
Services
This request will help to maintain the City's growing Urban Forest and stay on schedule with the approved 5 year pruning schedules. This will also allow the funding to remove any identified trees in poor or declining condition. lastly, this will help to maintain the reforesting efforts on the 5 year planting schedule. 813,000 - - 813,000
Finance Parks & Recreation
Reserve
Reserved for future parks and recreation investments. - - 2,295,428 2,295,428 CATEGORY TOTAL 0 $ 3,891,000 $ 2,959,556 $ 2,295,428 $ 9,145,984

PROACTIVE DEBT RETIREMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Finance PERS Contributions Recurring cost in increase in CalPERS contribution as compared to Fiscal Year 2021 (baseline year). Reserves will be set aside to address future unfunded accrued pension liabilities. - 3,647,860 2,000,000 5,647,860
CATEGORY TOTAL 0 $ - $ 3,647,860 $ 2,000,000 $ 5,647,860

PUBLIC SAFETY
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously Approved
Recurring Items
Examples include: Code Compliance Supervisor, two Code Compliance Officers, Administrative Battalion Chief, Administrative Fire Captain, five Community Service Officers, Public Safety Communications Manager, two Police Corporals, Police Lieutenant, two Police Officers, Animal Control Supervisor, Low Acuity Paramedic Squad (six Firefighter/Paramedic positions), Police Sergeant (HOPE Team), two Public Safety Dispatch Call Takers, Forensic Specialist, dispatch services, and automated license plate reader program. - 7,195,443 - 7,195,443
CIP 4 Animal Control Fire
Alarm System
The ACO building has been grandfathered in and does not require a fire sprinkler system. The Fire Department recommends installing a Fire Alarm System instead. 30,000 - - 30,000
Police 4 BDT and UAS
Overtime
Business District Team (BDT) and Unmanned Aircraft Systems (UAS) Overtime is necessary to continue dedicating officers to the high crime areas. The program and overtime funding began in FY24 and is still essential since we have not reached the staffing level necessary to dedicate officers to the assignment fulltime. 78,594 - - 78,594
CIP 4 Citywide Unified
Camera Project, Phase
III
As requested by the City Council, the City would like to use cameras throughout the City to be more proactive in addressing issues of concern. As such, it was proposed to add cameras at the remaining City facilities, parks, and high-crime areas.
360,000 - - 360,000
O&M 4 Expansion of Animal
Control Kennel Space
Animal Control has outgrown the kennel space. Animal Control needs more kennels and prep for the kennel area(s) with cement, walls, lighting, and coverings. If kennels are not expanded, animal overcrowding and medical issues could arise. We are proposing a phased approached starting with completing the design in FY 2024 and beginning construction the following fiscal year. 30,000 - - 30,000
Fire 4 Fire Cadet - Prevention The Fire Cadet works under the direction of the Deputy Chief, Fire Marshal, Emergency Services Coordinator, and Training Officer. Additionally, this creates an alternate recruitment and mentoring opportunity for future firefighter and fire inspector hiring.
- 17,721 - 17,721
Fire 4 Fire Cadet - Prevention The Fire Cadet works under the direction of the Deputy Chief, Fire Marshal, Emergency Services Coordinator, and Training Officer. Additionally, this creates an alternate recruitment and mentoring opportunity for future firefighter and fire inspector hiring.
- 17,721 - 17,721
City of Corona | Proposed Budget Fiscal Year 2025 Page 82

PUBLIC SAFETY
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total CIP 3 Fire HQ Bathrooms The current restroom configuration at the fire headquarters does not meet the facility's needs. In addition to day-to-day personnel impacts, the department regularly hosts training for up to 50 students. The proposal includes the addition of two gender-neutral restrooms.
110,000 - - 110,000
Fire 4 Fire Station Equipment There is no set replacement schedule for station equipment and furniture due to the variable nature of durability. This purchase will replace furniture that is at the end of its useful life at two fire stations. Dining room chairs, day room furniture, and kitchen equipment. Stations 1, 2, 3, and 4 are impacted. 24,000 - - 24,000
Police 4 Forensic Camera &
Accessories
This replaces a camera that has reached its end of service life. The camera will need accessories such as a lens, flash, and memory card.
7,000 - - 7,000
Fire 4 Leadership
Reorganization
The request will re-organize the command staff to include (3) Deputy Chiefs as direct reports to the Fire Chief.

This format will align with the Corona Police Department Command Staff (3 Captains). This change supports future succession planning and will enhance overall department efficiencies and operations. Total includes cost for one vehicle.
- 116,648 - 116,648
Police 4 New Tactical Robot Our two current robots have reached the end of their life, and the vendor is no longer in business for future repairs. The new robot would help increase officer and public safety. Robots are essential to the Special Response Team (SRT) mission, allowing operators to deploy and clear dangerous areas they would typically have to check in person.
68,785 - - 68,785
Police 4 Patrol Shotguns The patrol pump-action shotguns have been in deployment since the department's inception. Current weapon systems have been in service for over 20-plus years, and a significant number of these firearms necessitate replacement; however, parts are no longer accessible, rendering the shotguns non-operational. Local gun vendors are positioned to facilitate a buyback of the aging shotguns. The revenue generated from this buyback program would help offset some of the costs associated with this purchase. 180,000 - - 180,000
CIP 4 RTIC Equipment The Real Time Information Center would function as a hub for monitoring various camera systems, analytical software, and drone footage to provide real-time updates to multiple city departments during natural disasters, large scale events, and in-progress calls for service. Startup costs would include various computer towers, monitors, large screen monitors, furniture, and room configuration. Council approved a security camera plan in Oct 2023 which included a Real Time Information Center concept. 100,000 - - 100,000
Police 4 RTIC Operator The Real Time information Center (RTIC) Operator is essential for ensuring the seamless operation of realtime information systems in the Police Department; they monitor and maintain the functionality of databases, communication systems, and technological tools. They will monitor data and video streams, communicate with officers on the police radio, and swiftly troubleshoot technical issues. 1 - 105,396 - 105,396
Police 4 RTIC Operator The Real Time Information Center (RTIC) Operator is essential for ensuring the seamless operation of realtime information systems in the Police Department; they monitor and maintain the functionality of databases, communication systems, and technological tools. They will monitor data and video streams, communicate with officers on the police radio, and swiftly troubleshoot technical issues. 1 - 105,396 - 105,396
Police 4 RTIC Supervisor The Police Department is establishing a Real-Time Information Center, crucial for swift responses to emerging situations, which requires leadership, adaptability, and technical skills to integrate and analyze data to support field units. The supervisor ensures seamless communication, upholding department policies, and utilizing cutting-edge technologies. Proficiency in technology, data analytics, GIS mapping, and adherence to legal and ethical standards is essential.
1 - 133,181 - 133,181
Fire 4 Technology/Mobile
device replacement
plan
The Fire Department deploys a variety of technology hardware that includes cell phones and tablets, both on Android and IOS platforms. Additional technology that needs a formalized replacement schedule includes drones, VR, and ATAK. The IT Department supports the software and SAS functions of the platforms, not the hardware. This will establish a line item for the year-over-year replacement of the actual devices. - 32,000 - 32,000
CIP 6 Training Center
Upgrades
Bathroom and storage enhancements at the Butler Building at the Fire Training Center at Corporation Yard.

Enhancing the fire training building with gender-neutral bathroom facilities is essential to promote inclusivity and accommodate the diverse workforce within the fire department. Secured storage and program management space are equally crucial for optimizing training efficiency, ensuring that equipment and resources are properly maintained and readily accessible, ultimately enhancing the overall effectiveness of the training programs and safety measures within the facility. 60,000 - - 60,000
Finance Public Safety Reserve Reserved for future public safety investments. - - 1,000,000 1,000,000 CATEGORY TOTAL 3 $ 1,048,379 $ 7,723,506 $ 1,000,000 $ 9,771,885 City of Corona | Proposed Budget Fiscal Year 2025 Page 83

SERVICE IMPROVEMENTS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Finance Previously Approved
Recurring Items
Examples include: Assistant to the City Manager, Development Services Manager, Human Resources Supervisor, Human Resources Technician, MOU Changes, Building Permit Technician, Associate Planner, Grant Financial Analyst, Plan Check Engineer, and Planning Technician. - 5,166,566 - 5,166,566
CATEGORY TOTAL 0 $ - $ 5,166,566 $ - 5,166,566
City of Corona | Proposed Budget Fiscal Year 2025 Page 84 Summary of Expenditures by Fund Type
Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Proposed
2025
General Fund
Elected Officials $ 128,780 $ 119,051 $ 144,874 $ 172,830 City Manager's Office 4,387,141 6,526,530 10,458,392 10,298,456 Human Resources Department 1,846,088 2,232,124 2,903,393 3,072,409 General Government / Debt Service 268,622,859 48,013,312 52,012,148 57,054,723 Information Technology Department 24,267 318,995 700,097 736,222 Finance Department 3,544,606 3,929,509 4,586,191 4,605,580 Economic Development Department 1,334,913 1,158,528 1,590,768 1,692,601 Legal & Risk Management Department 1,625,896 1,787,521 2,022,134 2,099,380 Planning & Development Department 5,167,369 7,867,814 9,523,863 9,051,108 Fire Department 29,735,014 30,847,526 33,577,225 35,651,015 Police Department 46,575,422 47,894,196 54,370,012 59,934,587 Public Works Department 3,377,462 3,975,073 4,963,538 4,974,657 Maintenance Services 4,776,139 - - -
Community Services Department 11,555,778 16,852,617 17,643,333 19,396,559 Capital Projects 8,052,861 5,558,313 6,196,000 12,000,000 Operating and Maintenance Projects - - 1,134,760 201,706 Total General Fund $ 390,754,597 $ 177,081,109 $ 201,826,728 $ 220,941,833 Special Revenue Fund
206 Library Facilities Fee Fund $ 81,452 $ 71,423 $ 56,450 $ 6,052 207 Fire Wild Land Mitigation Fund 3,569 47,617 15,943 981 208 TC Police Facilities Fund - - - -
209 TC Fire Facilities Fund 36,213 - - -
211 Street and Traffic Signals Fund 686,992 287,018 1,656,087 1,099,826 212 Drainage Fee Fund 18,156 29,683 16,954 106,313
213 Police Facilities Fund 17,778 81,828 15,266 759
214 Fire Facilities Fund 119,251 392,072 54,786 2,016
215 Public Meeting Facilities Fund 12,534 419 261 77
216 Aquatics Center Fund 593 295 2,131 140
217 Parks and Open Space Fund 171,808 246,425 2,076 301,687 218 Corona Mall Business Improvement District Fund 28,496 - - - 221 RMRA Fund 3,738,971 2,647,264 3,881,909 4,133,508
222 Gas Tax (2105-2106-Prop 42) Fund 2,186,977 2,688,562 4,735,142 4,595,948 224 Rideshare -Trip Reduction Fund 25,539 18,417 33,300 33,300 227 Measure A Fund 5,608,116 7,294,785 5,870,362 6,489,169 231 CAL COPS Grants Fund 281,527 262,460 245,136 228,266 235 CFD 2016-3 Zone 12 Lemon Grove Fund 701 1,229 1,660 2,197 236 CFD 2018-1 Special Tax B (Bedford) Fund 102,744 119,059 133,943 169,152 237 CFD 2018-2 Special Tax B (Sierra Bella) Fund 46,181 99,301 106,462 125,349 238 CFD 2017-2 Valencia Fund 33,171 34,461 39,169 39,560 239 CFD 2016-3 Zone 13 Corona Industrial Park Fund 10,109 11,291 16,565 9,499 241 Abandonded Vehicle Abatement Fund 75,753 29,599 89,842 89,261 246 CFD 2000-1 (Eagle Glen II) Fund 4,916 4,947 9,852 7,352 247 CFD 2002-2 LMD Fund 39,216 66,179 59,970 75,307
248 CFD 97-1 Landscape Fund 373,187 345,661 371,777 384,506 249 CFD 2001-1 Landscape Fund 568,949 583,781 713,637 731,979 250 Asset Forfeiture Fund 193,514 145,722 67,800 94,288 251 CFD/LMD 2002-3 Landscape Fund 20,949 16,895 28,858 46,993 252 LMD 2003-1 Lighting Fund 139,598 124,961 142,901 134,029 253 CFD/LMD 2011-1 Fund 71,782 72,692 112,612 97,975
255 CFD 2016-2 Terrassa Fund 15,636 17,090 34,111 41,087 256 CFD 2016-3 Zone 1 Monte Olivo Fund - - - 9,667
257 CFD 2016-3 Zone 2 Boardwalk Fund 49,575 49,883 55,443 52,265 258 CFD 2016-3 Zone 3 Dollar Self Fund 1,585 1,510 1,786 1,819 City of Corona | Proposed Budget Fiscal Year 2025 Page 85 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Proposed
2025
259 CFD 2016-3 Zone 4 515 S Promenade Fund 3,903 3,972 4,395 3,919 260 Residential Refuse / Recycling Fund 11,211,513 11,279,143 11,702,754 11,809,722 261 South Corona Major Thoroughfares Fund 794 111 45,713 1,314 263 CFD 2016-3 Zone 17 Corona Med Ctr Fund 2,053 2,462 2,934 1,952 264 CFD 2016-3 Zone 18 Corona Int Com Fund 1,964 2,376 2,786 10,112 265 CFD 2016-3 ZN19 (Cresta Rd and Promenade) Fund - 845 699 9,659 266 CFD 2016-3 Zone 20 Bedford Mkt Pl Fund 1,131 13,803 14,838 13,545 267 CFD 2016-3 Zone 21 Christopher Rn Fund 719 1,101 1,456 1,393 268 CFD 2016-3 Zone 22 N Main Retail Fund 726 1,571 1,944 2,015 270 CFD 2016-3 Zone 24 WC Freeway CTR Fund - - - 1,835
271 CFD 2016-3 Zone 25 Prom Dist Ctr Fund - 1,361 1,665 1,618 272 CFD 2016-3 Zone 26 Fund - 1,399 1,122 11,737
273 CFD 2016-3 Zone 27 Corona Tle Fund - 958 1,248 1,222 274 South Corona Landscaping Fund 213 424 246 194
276 CFD 2016-3 Zone 28 A&F Tennis CTR Fund - - - 519
277 CFD 2016-3 Zone 29 TM 36821 Fund - - - 519
279 CFD 2016-3 Zone 31 (Lat Business) Fund - 812 640 7,570 280 CFD 2016-3 Zone 32 NH Sherborn Fund - - 3,183
281 CFD 2016-3 Zone 33 Oakmont Fund - - 6,596
287 CFD 2016-3 Zone 15 N Point Evangl Ch Fund 835 960 1,290 1,394 288 Park Development (Quimby) Fund - - - -
289 Dwelling Development Tax Fund 213,398 254,439 - -
293 Opioid Settlement Fund - - 165,480 80,807
294 CFD 2016-3 Zone 6 Chung Fund 13,473 15,047 35,812 13,873 297 CFD 2016-3 Zone 8 Karen Parker Fund 1,986 2,276 2,814 2,553 410 PLHA Grant Fund - 1,047,192 995,498 498,946
411 US Department of Justice Grant Fund 166,267 292,404 303,653 195,144 413 American Rescue Plan Act Fund 200,856 1,011,928 - - 415 Library-Other Grants Fund 47,675 302,373 - -
422 Traffic Offender Fund 6,633 96,173 15,000 15,000
442 Adult and Family Literacy Grant Fund 58,136 75,627 - - 446 LMD84-1 Street Lights Fund 2,329,194 2,368,086 2,372,782 2,797,754 455 LMD 84-2 Zone 2 Fund 74,387 132,995 93,740 104,298
456 LMD 84-2 Zone 4 Fund 77,459 65,930 84,361 100,685
457 LMD 84-2 Zone 6 Fund 275,370 332,763 358,091 356,518 458 LMD 84-2 Zone 7 Fund 53,828 51,654 76,399 70,760
460 LMD 84-2 Zone 10 Fund 1,416,808 1,560,001 1,566,770 1,671,867 461 LMD 84-2 Zone 14 Fund 290,433 423,756 418,112 430,591 462 LMD 84-2 Zone 15 Fund 8,183 7,348 27,254 28,489
463 LMD 84-2 Zone 17 Fund 18,215 22,506 34,674 24,956
464 LMD 84-2 Zone 18 Fund 44,244 32,463 66,763 45,267
468 LMD 84-2 Zone 19 Fund 555,102 492,405 591,452 421,049 470 LMD 84-2 Zone 20 Fund 817,039 868,162 827,835 591,584 471 LMD 84-2 Zone 1 Fund 1,777 2,401 2,866 3,027
473 Eagle Glen HOA Fund 58,233 71,095 76,448 85,125
Total Special Revenue Fund $ 32,718,086 $ 36,632,850 $ 38,471,725 $ 38,538,638 Capital Project Fund
243 Public Works Capital Grants Fund $ 19,379,182 $ 20,185,273 $ 12,320,000 $ 12,061,091 245 County Service Area 152 (NPDES) Fund 2,356,206 938,299 1,108,647 1,150,754 291 Low Moderate Income Housing Asset Fund 351,729 129,797 273,044 340,183 431 CDBG Fund 725,594 913,963 1,246,668 1,236,655
432 Home Investment Partnership Program Fund 49,655 23,299 601,541 526,977 478 TUMF - RCTC Fund - - - -
479 TUMF - WRCOG Fund - 377,500 - -
480 Reimbursement Grants Fund 151,463 375,973 - -
Total Capital Project Fund $ 23,013,830 $ 22,944,104 $ 15,549,900 $ 15,315,660 City of Corona | Proposed Budget Fiscal Year 2025 Page 86 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Proposed
2025
Enterprise Fund
275 Airport Fund $ 458,143 $ 224,270 $ 303,681 $ 285,189 440 Sewer Capacity Fund 778,394 659,196 4,124,901 230,737 453 2012 Water Revenue Bonds - Project Fund - - - -
454 2013 Wastewater Rev Bonds Fund - - - -
507 Water Capacity Fund 2,296,392 2,642,898 842,243 723,894 567 Reclaimed Water System Fund 4,642,037 3,173,057 3,367,365 8,027,022 570 Water Utility Fund 55,236,015 55,278,827 67,613,998 62,802,205 571 Water Utility Grant / Agreement Fund 1,931,079 224,792 - 3,446,230 572 Sewer Utility Fund 30,722,054 33,289,309 48,956,546 44,322,569 573 Sewer Utility Grant Fund 754,832 42,346 - -
576 Direct Access Electric Utility Fund - 6,471,605 4,937,851 7,276,884 577 Transit Services Fund 2,906,505 3,356,928 3,408,574 6,674,465 578 Greenfield Electric Utility Fund 15,375,817 11,880,062 11,789,559 14,297,337 579 Electric Utility Grant Fund 236,743 22,205 - -
Total Enterprise Fund $ 115,338,012 $ 117,265,495 $ 145,344,718 $ 148,086,532 Internal Service Fund
680 Warehouse Services Fund $ 174,354 $ 238,560 $ 258,194 $ 232,273 681 Information Technology Fund 9,579,163 10,668,200 13,270,693 15,056,607 682 Fleet Operations Fund 5,619,976 5,959,146 5,458,315 4,607,418 683 Workers' Compensation Fund 3,181,182 2,959,167 2,956,146 4,005,118 684 Fleet Replacement Fund - - 1,738,500 991,085
687 Liability Risk Retention Fund 3,735,609 3,051,776 4,253,056 6,138,541 Total Internal Service Fund $ 22,290,285 $ 22,876,849 $ 27,934,904 $ 31,031,042 Agency Funds
342 CFD 86-2 (Woodlake) Fund $ 500 $ - $ - $ -
358 CFD 89-1 A (LOBS DW) Fund 1,750 - - -
359 CFD 89-1 B (LOBS Improvement) Fund 1,750 - - -
365 AD 95-1 (Centex) Fund 1,000 - - -
366 AD 96-1, 96 A (MTN Gate) Fund 1,000 - - -
368 AD 96-1, 97 A (Van Daele) Fund 78,147 1,477 2,527 - 369 AD 96-1, 97 B (WPH) Fund 191,972 1,477 2,527 -
370 REF CFD 90-1 (South Corona) Fund 2,250 - - -
371 CFD 97-2 (Eagle Glen I) Fund 1,238,974 1,234,847 1,237,011 21,406 373 AD 96-1, 99 A (Centex) Fund 201,327 201,803 199,533 135,667 374 CFD 2000-1 (Eagle Glen II) Fund 414,025 413,922 416,027 410,167 377 CFD 2001-2 (Cresta-Grande) Fund 226,744 232,261 228,641 224,404 378 CFD 2002-1 (Dos Lagos) Fund 1,171,655 1,171,912 1,166,673 1,162,328 381 CFD 2002-4 (Corona Crossings) Fund 602,380 598,052 600,531 592,917 382 CFD 2004-1 (Buchanan Street) Fund 198,321 202,231 198,345 198,183 383 CFD 2003-2 (Highlands Collection) Fund 436,468 441,145 437,917 427,051 384 CFD 2018-1 Bedford Fund 966,253 983,505 995,525 1,983,379 386 CFD 2018-2 Sierra Bella Debt Service Fund 24,840 963,907 1,001,786 1,037,002 387 CFD 2002-1 (Improvement Area) Fund 533,481 535,478 531,085 528,718 390 CFD 2016-2 (Terrassa Special Tax A) Fund 344,689 343,992 336,882 335,044 392 CFD 2017-2 (Valencia Special Tax A) Fund 269,843 246,836 243,912 244,074 393 CFD 2018-1 (Bedford IA 2 Tax A) Fund - 1,978 22,747 24,570 Total Agency Funds $ 6,907,369 $ 7,574,823 $ 7,621,669 $ 7,324,910 Successor Agency Fund
353 Corona Revitalization Zone-DS Fund $ 603,823 $ 711,206 $ - $ - 417 RDA Successor Agency Fund 3,137,624 2,989,575 2,937,584 2,830,473 475 Successor Agency Administration Fund 641,961 19,808 29,969 30,047 Total Successor Agency Fund $ 4,383,409 $ 3,720,589 $ 2,967,553 $ 2,860,520 City of Corona | Proposed Budget Fiscal Year 2025 Page 87 Fund Number / Description
Actuals
2022
Actuals
2023
Adopted
2024
Proposed
2025
Total All Funds $ 595,405,589 $ 388,095,819 $ 439,717,197 $ 464,099,136 Duplicate Debt Service/Agency Items (accounted for in multiple funds) 391 2016 Lease Revenue Bonds Fund $ 2,108,150 $ 2,112,750 $ 2,114,950 $ 2,109,850 Total Duplicate Debt Service/Agency Items (accounted for in multiple funds) $ 2,108,150 $ 2,112,750 $ 2,114,950 $ 2,109,850 Total All Funds, Including Duplicate Debt
Service Items, for Appropriation Purposes $ 597,513,739 $ 390,208,569 $ 441,832,147 $ 466,208,986 City of Corona | Proposed Budget Fiscal Year 2025 Page 88 Debt Service Obligations
Overview
The City’s annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. Commonly issued debt instruments include bonds, long-term loans (with the State of California) or small issue, private placement debt. Prior to issuing debt, the City may consult with City Council, expert financial advisors, bond and disclosure counsel, underwriters as well as internal finance and capital planning staff. The ‘Guide to City Budget Process’ section in the budget document includes a brief overview of the City’s ‘Debt Policy.' The ‘Debt Policy’ is accessible on the City’s website at www.CoronaCA.gov.

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

Included in this section is the Summary of Debt Service by debt type. Following the summary is the Schedule of Debt Payments by fund which includes principal and interest payments for the life of the debt.

Legal Debt Limit
California Government Code, Section 43605 sets the debt limit at 15% of assessed value. As reported in the City’s audited Annual Comprehensive Financial Report (ACFR) year ended June 30, 2023, the assessed value was $26.0 billion and the legal debt margin as a percentage of debt limit was 5.956%, which was significantly lower than the State’s debt limit.

Summary of Debt Service - Principal and Interest
General Fund
The source of payment for these obligations comes from General Fund revenue.

Description Fund Principal Interest Total Payments
Bond
Rating Purpose
Fiscal Year 2025
2016 Lease Revenue Refunding Bonds 110 $ 1,530,000 $ 579,850 $ 2,109,850 AA Lease payments for CPFA 2016
Lease Revenue Refunding Bonds.
2012 Refunding Lease 110 1,948,766 186,356 2,135,122 N/A To refund bonds issued to
construct City Hall.

Total $ 3,478,766 $ 766,206 $ 4,244,972
City of Corona | Proposed Budget Fiscal Year 2025 Page 89 Pension Obligation Bonds - Various Funds
The source of payment for the 2021 Taxable Pension Obligation Bonds comes from any source of legally available funds of the City. The allocation was primarily determined based on where full-time positions were budgeted when the bonds were issued.

Responsible Funds Fund Principal Interest Total Payments Bond
Rating Purpose
2021 Taxable Pension Obligation Bonds AA+
To refund the City's obligations
to CalPERs evidenced by the
three retirement plans.

Fiscal Year 2025
General Fund 110 $ 12,383,405 $ 3,071,855 $ 15,455,260
Measure X Fund 120 2,922,819 725,041 3,647,860
NPDES Discharge Fund 245 91,715 23,378 115,093
Residential Refuse/Recycling Fund 260 20,953 5,341 26,294 Low Moderate Income Housing Fund 291 15,295 3,899 19,194 CDBG Fund 431 9,483 2,417 11,900
Successor Agency Administration Fund 475 5,158 1,315 6,473 Reclaimed Water System Fund 567 80,058 20,407 100,465
Water Utility Fund 570 1,386,419 353,400 1,739,819
Sewer Utility Fund 572 823,263 209,851 1,033,114
Transit Services Fund 577 67,452 17,194 84,646
Electric Utility Fund 578 328,226 83,665 411,891
Warehouse Services Fund 680 24,721 6,302 31,023
Information Technology Fund 681 522,015 133,062 655,077 Fleet Operations Fund 682 169,018 43,083 212,101
Total $ 18,850,000 $ 4,700,210 $ 23,550,210
City of Corona | Proposed Budget Fiscal Year 2025 Page 90 Water, Reclaimed Water, and Sewer Utilities
The sources of payment for these obligations come from water and sewer capacity fees (charged as a result of new development) as well as water, reclaimed water, and sewer utility ratepayer revenue. The debt obligations were issued by the Corona Utility Authority, which is a component of the City of Corona.

Description Fund Principal Interest Total
Bond
Rating Purpose
Fiscal Year 2025
CUA 2013 Wastewater Revenue Bonds 440 $ 275,500 $ 109,393 $ 384,893 AA+ Certain improvements and refundings for the
Sewer Enterprise.

Joint Venture w/WRCRWA - SRF Loan 440 1,462,323 440,866 1,903,189 N/A Corona's share of annual debt service for the expansion of the WRCRWA Treatment Plant.

TOTAL WASTEWATER CAPACITY FEES 1,737,823 550,259 2,288,082 CUA 2023 Water Revenue Refunding
Bonds 507 680,600 357,418 1,038,018 AA
Certain improvements and refundings for the
Water Enterprise.

TOTAL WATER CAPACITY FEES 680,600 357,418 1,038,018
CUA 2023 Water Revenue Refunding
Bonds 567 232,400 122,046 354,446 AA
Certain improvements and refundings for the
Water Enterprise.

State Water Resources Control Board
Loan (Recycled) 567 1,851,274 93,721 1,944,995 N/A Financing construction of Recycled Waterimprovements.

TOTAL RECLAIMED WATER 2,083,674 215,767 2,299,441
CUA 2023 Water Revenue Refunding
Bonds 570 747,000 392,288 1,139,288 AA
Certain improvements and refundings for the
Water Enterprise.

Brine Line System Discharge 570 435,873 164,127 600,000 N/A To acquire wastewater discharge rights .

TOTAL WATER UTILITY 1,182,873 556,415 1,739,288
CUA 2013 Sewer Revenue Bonds 572 449,500 178,483 627,983 AA+ Certain improvements and refundings for the
Sewer Enterprise.

State Water Resources Control Board
Loan (Tertiary Filtration WRF 2) 572 315,865 193,576 509,441 N/A Financing of the Tertiary Filtration Project atSewer Facility No. 2 TOTAL WATER RECLAMATION $ 765,365 $ 372,059 $ 1,137,424 City of Corona | Proposed Budget Fiscal Year 2025 Page 91 Custodial Funds
Assessment Districts
The source of payment comes from assessments levied on parcels located within each district.

Description Fund Principal Interest Total Purpose
Fiscal Year 2025
AD 96-1 Improvement Bonds, 1999
Series A 373 $ 140,000 $ 3,840 $ 143,840 Improvements in the Mountain Gate Westdevelopment (Zones 5, 8 and 9).

TOTAL $ 140,000 $ 3,840 $ 143,840
Community Facilities Districts
The source of payment for these obligations comes from special taxes levied on parcels located within each Community Facilities District (CFD).

Description Fund Principal Interest
Total
Payments Purpose
Fiscal Year 2025
CFD 2000-1 Special Tax Bonds 374 320,000 63,240 383,240 Improvements in Eagle Glen.

CFD 2001-2 Special Tax Bonds 377 150,000 34,648 184,648 Improvements in Northeast Corona and South Corona areas.

CFD 2002-1 2017 Special Tax Refunding
Bonds 378 710,000 424,150 1,134,150 Improvements in Dos Lagos.

CFD 2002-4 2017 Special Tax Refunding
Bonds 381 355,000 218,850 573,850 Improvements in Corona Crossings.

CFD 2004-1 Special Tax Bonds 382 130,000 47,502 177,502 Improvements in Buchanan Street development.

CFD 2003-2 Special Tax Bonds 383 310,000 91,264 401,264 Improvements in Highlands Collection.

CFD 2018-1 Improvement Area 1 Special
Tax Bonds 384 130,000 841,300 971,300 Improvements in Bedford development.

CFD 2018-2 Sierra Bella 386 265,000 738,469 1,003,469 Improvements in Sierra Bella development.

CFD 2002-1 2017 Special Tax Refunding
Bonds (Improvement Area No. 1) 387 300,000 209,656 509,656 Improvements in Dos Lagos.

CFD 2016-2 2018 Special Tax Bonds 390 125,000 189,331 314,331 Improvements in Terrassa Court development.

CFD 2017-2 2018 Special Tax Bonds 392 75,000 148,381 223,381 Improvements in Valencia/Seville development.

TOTAL $ 2,870,000 $ 3,006,792 $ 5,876,792
City of Corona | Proposed Budget Fiscal Year 2025 Page 92 Successor Agency (of the former Corona Redevelopment Agency) The source of payment for these obligations comes from pledged tax increment revenues of the former Corona Redevelopment Agency.

Description Fund Principal Interest Total
Bond
Rating Purpose
Fiscal Year 2025
2007 Tax Allocation Bonds (Temescal) 417 940,000 431,703 1,371,703 AA Financed redevelopment activities within the Temescal Canyon Project Area.
2007 Tax Allocation Bonds (Project
Area A) 417 3,760,000 1,122,280 4,882,280 A
Financed redevelopment activities within
the Merged Downtown Project Area A.

TOTAL $ 4,700,000 $ 1,553,983 $ 6,253,983
Inter-fund Loan Payments
The following are inter-fund loan payments of principal and interest. While there is a (cash) transfer that occurs between these funds for the items reported below, these have been shown as a component of ‘debt service’ (rather than as a transfer) to reflect the nature of the transactions.

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

Description Fund Principal Interest Total Purpose
Fiscal Year 2025
LMD 84-1 446/578 $ 210,519 $ 36,626 $ 247,145
Loan payments for LED Street and Safety Light Retrofit
project.

Capital Lease Payment (Facilities) 570/110 - 2,168,773 2,168,773 Lease payments to the General Fund for the Water and
Sewer facilities.

Capital Lease Payment (Facilities) 572/110 - 1,464,595 1,464,595 Lease payments to the General Fund for the Water and
Sewer facilities.

Water Utility Interfund Loan 507/570 - 339,320 339,320
Loan payments for prior year cash advances to fund for
capital improvement projects.

Sewar Interfund Loan 567/572 - 145,021 145,021
Loan payments for prior year cash advances to fund for
capital improvement projects.

Total $ 210,519 $ 4,154,336 $ 4,364,855
City of Corona | Proposed Budget Fiscal Year 2025 Page 93 Schedule of Debt Payments, by Fund

SCHEDULE OF DEBT PAYMENTS
110 245
FY Principal Interest Total Principal Interest Total
2025 $ 18,784,993.61 $ 4,563,102.89 $ 23,348,096.50 $ 91,715.33 $ 23,378.38 $ 115,093.70 2026 19,816,246.97 4,261,759.04 24,078,006.01 97,268.73 22,341.08 119,609.81 2027 19,885,240.47 3,919,264.28 23,804,504.75 101,644.14 21,017.25 122,661.39 2028 18,328,356.84 3,536,860.62 21,865,217.46 106,412.22 19,306.58 125,718.79 2029 18,895,203.40 3,165,261.09 22,060,464.49 105,458.60 17,324.12 122,782.72 2030 19,796,463.57 2,749,478.43 22,545,942.00 110,731.53 15,170.65 125,902.18 2031 20,292,551.63 2,276,260.12 22,568,811.74 116,397.13 12,688.05 129,085.18 2032 20,960,635.01 1,771,192.96 22,731,827.97 122,399.29 9,962.03 132,361.32 2033 21,230,713.73 1,241,131.75 22,471,845.48 128,738.03 6,973.04 135,711.07 2034 21,803,452.88 689,545.20 22,492,998.08 135,525.52 3,661.90 139,187.42 2035 1,240,000.00 96,300.00 1,336,300.00 - - -
2036 1,275,000.00 58,575.00 1,333,575.00 - - -
2037 1,315,000.00 19,725.00 1,334,725.00 - - -
Grand Total $ 203,623,858.11 $ 28,348,456.38 $ 231,972,314.48 $ 1,116,290.52 $ 151,823.08 $ 1,268,113.58 260 291
FY Principal Interest Total Principal Interest Total
2025 $ 20,952.53 $ 5,340.83 $ 26,293.36 $ 15,295.43 $ 3,898.83 $ 19,194.25 2026 22,221.21 5,103.86 27,325.07 16,221.57 3,725.84 19,947.41 2027 23,220.78 4,801.43 28,022.21 16,951.26 3,505.06 20,456.32 2028 24,310.06 4,410.62 28,720.68 17,746.44 3,219.77 20,966.21 2029 24,092.20 3,957.72 28,049.92 17,587.40 2,889.15 20,476.55 2030 25,296.81 3,465.76 28,762.57 18,466.77 2,530.02 20,996.79 2031 26,591.13 2,898.61 29,489.73 19,411.63 2,115.99 21,527.62 2032 27,962.33 2,275.84 30,238.17 20,412.61 1,661.37 22,073.98 2033 29,410.43 1,593.00 31,003.43 21,469.73 1,162.90 22,632.62 2034 30,961.04 836.57 31,797.61 22,601.68 610.70 23,212.38 Grand Total $ 255,018.52 $ 34,684.24 $ 289,702.75 $ 186,164.52 $ 25,319.63 $ 211,484.13 373 374
FY Principal Interest Total Principal Interest Total
2025 $ 140,000.00 $ 3,840.00 $ 143,840.00 $ 320,000.00 $ 63,240.00 $ 383,240.00 2026 - - - 330,000.00 55,440.00 385,440.00
2027 - - - 340,000.00 47,400.00 387,400.00
2028 - - - 345,000.00 39,180.00 384,180.00
2029 - - - 350,000.00 30,840.00 380,840.00
2030 - - - 365,000.00 22,260.00 387,260.00
2031 - - - 370,000.00 13,440.00 383,440.00
2032 - - - 375,000.00 4,500.00 379,500.00
Grand Total $ 140,000.00 $ 3,840.00 $ 143,840.00 $ 2,795,000.00 $ 276,300.00 $ 3,071,300.00 City of Corona | Proposed Budget Fiscal Year 2025 Page 94

SCHEDULE OF DEBT PAYMENTS
377 378
FY Principal Interest Total Principal Interest Total
2025 $ 150,000.00 $ 34,648.00 $ 184,648.00 $ 710,000.00 $ 424,150.00 $ 1,134,150.00 2026 155,000.00 30,927.00 185,927.00 750,000.00 387,650.00 1,137,650.00 2027 160,000.00 27,084.00 187,084.00 780,000.00 349,400.00 1,129,400.00 2028 160,000.00 23,180.00 183,180.00 825,000.00 309,275.00 1,134,275.00 2029 165,000.00 19,215.00 184,215.00 865,000.00 273,512.50 1,138,512.50 2030 170,000.00 15,128.00 185,128.00 895,000.00 236,000.00 1,131,000.00 2031 175,000.00 10,919.00 185,919.00 940,000.00 196,587.50 1,136,587.50 2032 180,000.00 6,588.00 186,588.00 870,000.00 162,150.00 1,032,150.00 2033 180,000.00 2,196.00 182,196.00 915,000.00 121,875.00 1,036,875.00 2034 - - - 965,000.00 74,875.00 1,039,875.00
2035 - - - 1,015,000.00 25,375.00 1,040,375.00
Grand Total $ 1,495,000.00 $ 169,885.00 $ 1,664,885.00 $ 9,530,000.00 $ 2,560,850.00 $ 12,090,850.00 381 382
FY Principal Interest Total Principal Interest Total
2025 $ 355,000.00 $ 218,850.00 $ 573,850.00 $ 130,000.00 $ 47,502.00 $ 177,502.00 2026 370,000.00 206,200.00 576,200.00 130,000.00 44,226.00 174,226.00 2027 385,000.00 191,025.00 576,025.00 135,000.00 40,887.00 175,887.00 2028 400,000.00 172,050.00 572,050.00 140,000.00 37,422.00 177,422.00 2029 420,000.00 155,350.00 575,350.00 140,000.00 33,894.00 173,894.00 2030 435,000.00 137,125.00 572,125.00 145,000.00 30,303.00 175,303.00 2031 455,000.00 114,875.00 569,875.00 150,000.00 26,586.00 176,586.00 2032 480,000.00 91,500.00 571,500.00 155,000.00 22,743.00 177,743.00 2033 505,000.00 66,875.00 571,875.00 155,000.00 18,837.00 173,837.00 2034 530,000.00 41,000.00 571,000.00 160,000.00 14,868.00 174,868.00 2035 555,000.00 13,875.00 568,875.00 165,000.00 10,773.00 175,773.00 2036 - - - 170,000.00 6,552.00 176,552.00
2037 - - - 175,000.00 2,205.00 177,205.00
Grand Total $ 4,890,000.00 $ 1,408,725.00 $ 6,298,725.00 $ 1,950,000.00 $ 336,798.00 $ 2,286,798.00 City of Corona | Proposed Budget Fiscal Year 2025 Page 95

SCHEDULE OF DEBT PAYMENTS
383 384
FY Principal Interest Total Principal Interest Total
2025 $ 310,000.00 $ 91,264.00 $ 401,264.00 $ 130,000.00 $ 841,300.00 $ 971,300.00 2026 330,000.00 83,328.00 413,328.00 155,000.00 836,050.00 991,050.00 2027 325,000.00 75,206.00 400,206.00 180,000.00 829,300.00 1,009,300.00 2028 335,000.00 67,022.00 402,022.00 210,000.00 820,425.00 1,030,425.00 2029 330,000.00 58,776.00 388,776.00 240,000.00 810,175.00 1,050,175.00 2030 345,000.00 50,406.00 395,406.00 275,000.00 798,450.00 1,073,450.00 2031 350,000.00 41,788.00 391,788.00 310,000.00 785,150.00 1,095,150.00 2032 360,000.00 32,984.00 392,984.00 345,000.00 770,250.00 1,115,250.00 2033 370,000.00 23,932.00 393,932.00 385,000.00 753,650.00 1,138,650.00 2034 390,000.00 14,508.00 404,508.00 425,000.00 735,225.00 1,160,225.00 2035 390,000.00 4,836.00 394,836.00 470,000.00 714,875.00 1,184,875.00 2036 - - - 515,000.00 692,475.00 1,207,475.00
2037 - - - 565,000.00 667,900.00 1,232,900.00
2038 - - - 615,000.00 641,050.00 1,256,050.00
2039 - - - 670,000.00 611,800.00 1,281,800.00
2040 - - - 725,000.00 580,050.00 1,305,050.00
2041 - - - 785,000.00 545,675.00 1,330,675.00
2042 - - - 850,000.00 508,450.00 1,358,450.00
2043 - - - 915,000.00 468,275.00 1,383,275.00
2044 - - - 985,000.00 425,025.00 1,410,025.00
2045 - - - 1,060,000.00 378,450.00 1,438,450.00
2046 - - - 1,140,000.00 328,325.00 1,468,325.00
2047 - - - 1,220,000.00 274,550.00 1,494,550.00
2048 - - - 1,305,000.00 217,000.00 1,522,000.00
2049 - - - 1,400,000.00 155,325.00 1,555,325.00
2050 - - - 1,495,000.00 93,500.00 1,588,500.00
2051 - - - 1,590,000.00 31,800.00 1,621,800.00
Grand Total $ 3,835,000.00 $ 544,050.00 $ 4,379,050.00 $ 18,960,000.00 $ 15,314,500.00 $ 34,274,500.00 City of Corona | Proposed Budget Fiscal Year 2025 Page 96

SCHEDULE OF DEBT PAYMENTS
386 387
FY Principal Interest Total Principal Interest Total
2025 $ 265,000.00 $ 738,468.75 $ 1,003,468.75 $ 300,000.00 $ 209,656.25 $ 509,656.25 2026 275,000.00 724,968.75 999,968.75 310,000.00 200,312.50 510,312.50 2027 290,000.00 710,843.75 1,000,843.75 320,000.00 190,268.75 510,268.75 2028 305,000.00 695,968.75 1,000,968.75 330,000.00 179,500.00 509,500.00 2029 320,000.00 680,343.75 1,000,343.75 345,000.00 167,893.75 512,893.75 2030 335,000.00 663,968.75 998,968.75 355,000.00 155,421.88 510,421.88 2031 350,000.00 646,843.75 996,843.75 365,000.00 142,143.75 507,143.75 2032 365,000.00 628,968.75 993,968.75 380,000.00 127,700.00 507,700.00 2033 385,000.00 610,218.75 995,218.75 395,000.00 112,200.00 507,200.00 2034 405,000.00 589,962.50 994,962.50 415,000.00 96,000.00 511,000.00 2035 425,000.00 568,175.00 993,175.00 430,000.00 79,100.00 509,100.00 2036 445,000.00 546,728.13 991,728.13 450,000.00 59,250.00 509,250.00 2037 465,000.00 525,684.38 990,684.38 470,000.00 36,250.00 506,250.00 2038 485,000.00 503,715.63 988,715.63 490,000.00 12,250.00 502,250.00 2039 505,000.00 479,875.00 984,875.00 - - -
2040 530,000.00 454,000.00 984,000.00 - - -
2041 560,000.00 426,750.00 986,750.00 - - -
2042 585,000.00 398,125.00 983,125.00 - - -
2043 615,000.00 368,125.00 983,125.00 - - -
2044 645,000.00 336,625.00 981,625.00 - - -
2045 675,000.00 303,625.00 978,625.00 - - -
2046 705,000.00 269,125.00 974,125.00 - - -
2047 740,000.00 233,000.00 973,000.00 - - -
2048 780,000.00 195,000.00 975,000.00 - - -
2049 815,000.00 155,125.00 970,125.00 - - -
2050 855,000.00 113,375.00 968,375.00 - - -
2051 900,000.00 69,500.00 969,500.00 - - -
2052 940,000.00 23,500.00 963,500.00 - - -
Grand Total $ 14,965,000.00 $ 12,660,609.39 $ 27,625,609.39 $ 5,355,000.00 $ 1,767,946.88 $ 7,122,946.88 390 392
FY Principal Interest Total Principal Interest Total
2025 $ 125,000.00 $ 189,331.25 $ 314,331.25 $ 75,000.00 $ 148,381.25 $ 223,381.25 2026 130,000.00 184,231.25 314,231.25 80,000.00 145,831.25 225,831.25 2027 135,000.00 178,931.25 313,931.25 80,000.00 142,781.25 222,781.25 2028 140,000.00 173,431.25 313,431.25 85,000.00 138,656.25 223,656.25 2029 145,000.00 167,731.25 312,731.25 90,000.00 134,281.25 224,281.25 2030 150,000.00 161,831.25 311,831.25 95,000.00 129,656.25 224,656.25 2031 155,000.00 155,731.25 310,731.25 100,000.00 124,781.25 224,781.25 2032 160,000.00 149,431.25 309,431.25 100,000.00 119,781.25 219,781.25 2033 165,000.00 142,931.25 307,931.25 110,000.00 114,531.25 224,531.25 2034 175,000.00 136,568.75 311,568.75 115,000.00 108,906.25 223,906.25 2035 180,000.00 130,356.25 310,356.25 120,000.00 103,856.25 223,856.25 2036 185,000.00 123,853.13 308,853.13 125,000.00 99,337.50 224,337.50 2037 190,000.00 117,056.25 307,056.25 130,000.00 94,393.75 224,393.75 2038 195,000.00 109,956.25 304,956.25 135,000.00 89,093.75 224,093.75 2039 200,000.00 102,550.00 302,550.00 140,000.00 83,593.75 223,593.75 2040 210,000.00 94,600.00 304,600.00 145,000.00 77,168.75 222,168.75 2041 215,000.00 86,100.00 301,100.00 150,000.00 69,793.75 219,793.75 2042 225,000.00 77,300.00 302,300.00 160,000.00 62,043.75 222,043.75 2043 230,000.00 68,200.00 298,200.00 165,000.00 53,918.75 218,918.75 2044 240,000.00 58,800.00 298,800.00 175,000.00 45,418.75 220,418.75 2045 250,000.00 49,000.00 299,000.00 185,000.00 37,228.13 222,228.13 2046 260,000.00 38,800.00 298,800.00 190,000.00 29,493.75 219,493.75 2047 270,000.00 28,200.00 298,200.00 200,000.00 21,450.00 221,450.00 2048 280,000.00 17,200.00 297,200.00 205,000.00 13,096.88 218,096.88 2049 290,000.00 5,800.00 295,800.00 215,000.00 4,434.38 219,434.38 Grand Total $ 4,900,000.00 $ 2,747,921.88 $ 7,647,921.88 $ 3,370,000.00 $ 2,191,909.39 $ 5,561,909.39 City of Corona | Proposed Budget Fiscal Year 2025 Page 97

SCHEDULE OF DEBT PAYMENTS
417 431
FY Principal Interest Total Principal Interest Total
2025 $ 4,700,000.00 $ 1,553,983.43 $ 6,253,983.43 $ 9,483.00 $ 2,417.23 $ 11,900.23 2026 5,120,000.00 1,264,694.08 6,384,694.08 10,057.20 2,309.98 12,367.18 2027 6,475,000.00 920,689.68 7,395,689.68 10,509.60 2,173.10 12,682.70 2028 7,540,000.00 501,341.90 8,041,341.90 11,002.60 1,996.22 12,998.82 2029 1,110,000.00 249,975.00 1,359,975.00 10,904.00 1,791.24 12,695.24 2030 1,170,000.00 198,675.00 1,368,675.00 11,449.20 1,568.59 13,017.79 2031 1,220,000.00 144,900.00 1,364,900.00 12,035.00 1,311.89 13,346.89 2032 1,275,000.00 88,762.50 1,363,762.50 12,655.60 1,030.03 13,685.63 2033 1,335,000.00 30,037.50 1,365,037.50 13,311.00 720.98 14,031.98 2034 - - - 14,012.80 378.63 14,391.43
Grand Total $ 29,945,000.00 $ 4,953,059.09 $ 34,898,059.09 $ 115,420.00 $ 15,697.89 $ 131,117.89 440 475
FY Principal Interest Total Principal Interest Total
2025 $ 1,737,822.85 $ 550,258.31 $ 2,288,081.16 $ 5,158.43 $ 1,314.89 $ 6,473.32 2026 1,778,906.98 508,366.68 2,287,273.66 5,470.77 1,256.55 6,727.32 2027 1,822,419.01 465,234.65 2,287,653.66 5,716.86 1,182.09 6,898.95 2028 1,866,468.98 422,400.69 2,288,869.66 5,985.04 1,085.88 7,070.91 2029 1,909,167.09 378,306.07 2,287,473.16 5,931.40 974.38 6,905.78 2030 1,956,223.76 333,044.90 2,289,268.66 6,227.97 853.26 7,081.23 2031 1,998,149.61 288,307.05 2,286,456.66 6,546.63 713.63 7,260.25 2032 2,044,455.45 242,457.21 2,286,912.66 6,884.21 560.30 7,444.51 2033 1,699,952.31 203,236.35 1,903,188.66 7,240.73 392.19 7,632.92 2034 1,732,251.40 170,937.26 1,903,188.66 7,622.48 205.96 7,828.44 2035 1,765,164.18 138,024.48 1,903,188.66 - - -
2036 1,798,702.30 104,486.36 1,903,188.66 - - -
2037 1,832,877.64 70,311.02 1,903,188.66 - - -
2038 1,867,702.30 35,486.34 1,903,188.64 - - -
Grand Total $ 25,810,263.86 $ 3,910,857.37 $ 29,721,121.22 $ 62,784.52 $ 8,539.13 $ 71,323.63 507 567
FY Principal Interest Total Principal Interest Total
2025 $ 680,600.00 $ 357,417.50 $ 1,038,017.50 $2,163,732.20 $ 236,172.62 $ 2,399,904.81 2026 711,350.00 322,618.75 1,033,968.75 2,225,361.55 177,102.81 2,402,464.36 2027 746,200.00 286,180.00 1,032,380.00 343,524.58 116,065.83 459,590.41 2028 785,150.00 247,896.25 1,033,046.25 360,986.61 101,500.10 462,486.70 2029 826,150.00 207,613.75 1,033,763.75 374,154.20 86,014.62 460,168.82 2030 867,150.00 165,281.25 1,032,431.25 392,756.91 69,679.88 462,436.79 2031 910,200.00 120,847.50 1,031,047.50 412,402.38 52,340.33 464,742.70 2032 957,350.00 74,158.75 1,031,508.75 433,741.63 34,018.30 467,759.93 2033 1,004,500.00 25,112.50 1,029,612.50 455,374.68 14,661.73 470,036.40 2034 - - - 118,299.44 3,196.45 121,495.89
Grand Total $ 7,488,650.00 $ 1,807,126.25 $ 9,295,776.25 $7,280,334.18 $ 890,752.67 $ 8,171,086.81 City of Corona | Proposed Budget Fiscal Year 2025 Page 98

SCHEDULE OF DEBT PAYMENTS
570 572
FY Principal Interest Total Principal Interest Total
2025 $ 2,569,292.21 $ 909,814.69 $ 3,479,106.90 $ 1,588,627.95 $ 581,909.22 $ 2,170,537.17 2026 2,700,066.72 842,864.35 3,542,931.07 1,666,810.05 542,947.45 2,209,757.50 2027 2,817,926.29 769,390.42 3,587,316.71 1,737,657.43 500,111.93 2,237,769.36 2028 2,946,625.65 687,639.70 3,634,265.35 1,812,171.71 455,025.77 2,267,197.48 2029 2,991,498.99 599,170.54 3,590,669.54 1,832,371.69 406,192.26 2,238,563.95 2030 3,130,924.87 505,437.72 3,636,362.59 1,914,811.15 354,683.50 2,269,494.65 2031 3,278,977.98 403,981.72 3,682,959.71 1,991,626.66 301,851.44 2,293,478.11 2032 3,437,073.66 295,916.29 3,732,989.95 2,077,817.87 245,811.83 2,323,629.70 2033 3,600,725.51 180,819.75 3,781,545.27 1,528,588.01 199,033.94 1,727,621.95 2034 2,617,393.53 86,639.69 2,704,033.22 1,597,347.46 161,479.21 1,758,826.68 2035 474,098.06 14,222.94 488,321.00 388,829.62 120,611.49 509,441.11 2036 - - - 396,995.04 112,446.07 509,441.11
2037 - - - 405,331.94 104,109.17 509,441.11
2038 - - - 413,843.91 95,597.20 509,441.11
2039 - - - 422,534.63 86,906.48 509,441.11
2040 - - - 431,407.86 78,033.25 509,441.11
2041 - - - 440,467.42 68,973.69 509,441.11
2042 - - - 449,717.24 59,723.87 509,441.11
2043 - - - 459,161.30 50,279.81 509,441.11
2044 - - - 468,803.69 40,637.42 509,441.11
2045 - - - 478,648.56 30,792.55 509,441.11
2046 - - - 488,700.18 20,740.93 509,441.11
2047 - - - 498,963.03 10,478.22 509,441.25
Grand Total $ 30,564,603.47 $ 5,295,897.81 $ 35,860,501.31 $ 23,491,234.40 $ 4,628,376.70 $ 28,119,611.12 577 578
FY Principal Interest Total Principal Interest Total
2025 $ 67,451.93 $ 17,193.60 $ 84,645.52 $ 328,226.25 $ 83,665.37 $ 411,891.62 2026 71,536.17 16,430.72 87,966.89 348,100.50 79,953.13 428,053.63 2027 74,754.06 15,457.11 90,211.17 363,759.00 75,215.49 438,974.49 2028 78,260.74 14,199.00 92,459.73 380,822.75 69,093.42 449,916.17 2029 77,559.40 12,741.00 90,300.40 377,410.00 61,998.69 439,408.69 2030 81,437.37 11,157.24 92,594.61 396,280.50 54,291.98 450,572.48 2031 85,604.13 9,331.41 94,935.54 416,556.25 45,407.37 461,963.62 2032 90,018.41 7,326.56 97,344.97 438,036.50 35,651.63 473,688.13 2033 94,680.23 5,128.31 99,808.54 460,721.25 24,954.77 485,676.02 2034 99,672.08 2,693.14 102,365.22 485,012.00 13,105.02 498,117.02 Grand Total $ 820,974.52 $ 111,658.09 $ 932,632.59 $ 3,994,925.00 $ 543,336.87 $ 4,538,261.87 City of Corona | Proposed Budget Fiscal Year 2025 Page 99

SCHEDULE OF DEBT PAYMENTS
680 681
FY Interest Total Principal Interest Total
2025 $ 24,721.20 $ 6,301.47 $ 31,022.67 $ 522,014.63 $ 133,062.33 $ 655,076.95 2026 26,218.08 6,021.87 32,239.95 553,622.85 127,158.34 680,781.19 2027 27,397.44 5,665.05 33,062.49 578,526.30 119,623.53 698,149.83 2028 28,682.64 5,203.95 33,886.59 605,664.68 109,886.94 715,551.61 2029 28,425.60 4,669.59 33,095.19 600,237.00 98,603.40 698,840.40 2030 29,846.88 4,089.14 33,936.02 630,248.85 86,346.56 716,595.41 2031 31,374.00 3,419.97 34,793.97 662,495.63 72,216.38 734,712.01 2032 32,991.84 2,685.19 35,677.03 696,658.05 56,700.74 753,358.79 2033 34,700.40 1,879.53 36,579.93 732,736.13 39,688.35 772,424.47 2034 36,529.92 987.04 37,516.96 771,368.40 20,842.37 792,210.77 Grand Total $ 300,888.00 $ 40,922.80 $ 341,810.80 $ 6,353,572.52 $ 864,128.94 $ 7,217,701.43 682
FY Principal Interest Total
2025 $ 169,018.13 $ 43,082.98 $ 212,101.10
2026 179,252.25 41,171.38 220,423.63
2027 187,315.50 38,731.76 226,047.26
2028 196,102.38 35,579.24 231,681.62
2029 194,345.00 31,925.85 226,270.85
2030 204,062.25 27,957.33 232,019.58
2031 214,503.13 23,382.25 237,885.38
2032 225,564.25 18,358.59 243,922.84
2033 237,245.63 12,850.31 250,095.94
2034 249,754.00 6,748.35 256,502.35
Grand Total $ 2,057,162.52 $ 279,788.04 $2,336,950.55
*Interfund loan amounts are not included. Interest is adjusted annually and no set dates when the principal will be paid off.

City of Corona | Proposed Budget Fiscal Year 2025 Page 100 Interfund Transfers
An interfund transfer occurs between funds and involves the transfer of cash. Interfund transfers for the City of Corona may occur for a variety of reasons. Generally, transfers between funds occur to reimburse for services that occur in one fund on behalf of another fund. For example, the General Fund may need to be reimbursed for debt service incurred on a bond that may be issued on behalf of one or more other non-General Funds (which then receive a benefit with respect to how the bond proceeds are used).

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

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

Estimated
FY 2025
Fund Description Transfer In Transfer Out
110 - General Fund
Reimbursement for engineering and project support $ 1,305,451 $ - Total Fund 110 - General Fund 1,305,451 -
222 - Gas Tax Fund
Reimbursement for engineering and project support - (1,305,451) Total Fund 222 - Gas Tax Fund - (1,305,451)
Total All Transfers $ 1,305,451 $ (1,305,451)
City of Corona | Proposed Budget Fiscal Year 2025 Page 101 Cost Allocation Plan
A Cost Allocation Plan, or CAP, is used to identify, value, and distribute indirect costs across city services. The CAP sets forth the reimbursement between funds for the indirect costs incurred by other funds. Procedurally, this reimbursement takes place via transfer. In the presentation of the budget, funds providing services to other funds receive reimbursements as a component of operating revenue. As such, funds receiving services from other funds report the cost of service (to be reimbursed) as a component of operating expense.

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

The CAP assumes that all indirect costs are incurred proportionately to the direct cost base of the activity. These indirect costs are commonly referred to as ‘City overhead’ or general and administrative expenses. Examples of indirect cost functions are finance, city clerk and human resources. All direct City services and programs incur indirect costs.

The City utilizes a consultant to assist the City in the development of the annual CAP to ensure that it coincides with standard practices used by other cities. The City’s CAP is a ‘total’ cost allocation plan, which includes a citywide allocation of legislative costs which are incurred on behalf of all funds. Furthermore, costs have been allocated based upon budgetary assumptions for the forthcoming year.

Admin = Administrative Services Charge, General Indirect Costs NPDES = National Pollutant Discharge Exchange System Administrative Charges Admin NPDES
From Fund To Fund 110 To Fund 245 Total
206 Library Facilities and Collection Fee Fund $ 6,052 $ 6,052 207 Fire Wild Land Facilities Fee Fund 981 981
211 Streets, Bridges and Signals Development Fee Fund 49,826 49,826 212 Storm Drainage Development Fee Fund 1,253 1,253
213 Law Enforcement Development Fee Fund 759 759
214 Fire Protection Development Fee Fund 2,016 2,016
215 Community Meeting Development Fee Fund 77 77
216 Aquatic Center Development Fee Fund 140 140
217 Parkland Acquisition and Development Fee Fund 1,687 1,687 221 RMRA Fund 115,380 115,380
222 Gas Tax Fund 279,077 279,077
227 Measure A Fund 179,952 179,952
235 CFD 2016-3 Zone 12 Lemon Grove Fund 399 399
236 CFD 2018-1 Special Tax B Bedford Fund 4,873 4,873
237 CFD 2018-2 Special Tax B Sierra B Fund 3,630 3,630
238 CFD 2017-2 Valencia Special Tax B Fund 1,774 1,774
239 CFD 2016-3 ZN13 Corona Ind Park Fund 848 848
245 Drainage Quality / NPDES Fund 74,800 74,800
246 CFD 2000-1 O&M Det/Debris Basin Fund 794 794
247 CFD 2002-2 LMD Fund 2,478 2,478
248 CFD 97-1 Landscape Fund 12,739 12,739
249 CFD 2001-1 Landscape Fund 23,522 23,522
251 CFD/LMD 2002-3 Landscape Fund 1,550 1,550
252 LMD 2003-1 Lighting Fund 6,883 6,883
253 CFD/LMD 2011-1 Landscape Fund 4,660 4,660
255 CFD 2016-2 Terrassa Fund 1,762 1,762
257 CFD 2016-3 Zone 2 Boardwalk Fund 2,301 2,301
City of Corona | Proposed Budget Fiscal Year 2025 Page 102 Admin NPDES
From Fund To Fund 110 To Fund 245 Total
258 CFD 2016-3 Zone 3 Dollar Self Fund 404 404
259 CFD 2016-3 Zone 4 515 S Promenade Fund 492 492
261 So Corona Major Thoroughfares Fund 1,314 1,314
263 CFD 2016-3 Zone 17 Corona Medical Center Fund 453 453 264 CFD 2016-3 Zone 18 Corona Inter. Comm. Center Fund 436 436 265 CFD 2016-3 Zone 9 Cresta/Promenade Fund 341 341
266 CFD 2016-3 Zone 20 Bedford Market Place Fund 787 787 267 CFD 2016-3 Zone 21 Christopher Ranch Fund 397 397
268 CFD 2016-3 Zone 22 North Main Retail Fund 417 417
271 CFD 2016-3 Zone 25 Promenade Distr. Center Fund 341 341 272 CFD 2016-3 Zone 26 Landscape Maintenance Fund 358 358 273 CFD 2016-3 Zone 27 Corona TLE Fund 329 329
274 So Corona Landscaping Fund 194 194
275 Airport Fund 19,555 19,555
279 CFD 2016-3 Zone 31 Landscape Maintenance Fund 332 332 287 CFD 2016-3 Zone 15 Northpoint Eva Fund 388 388
294 CFD 2016-3 Zone 6 TM31373 Fund 1,430 1,430
297 CFD 2016-3 Zone 8 Karen Parker Fund 434 434
440 Sewer Capacity Fund 121,344 121,344
446 LMD 84-1 Lighting Fund 101,640 101,640
455 LMD 84-2, Zone 2 Fund 3,626 3,626
456 LMD 84-2, Zone 4 Fund 3,124 3,124
457 LMD 84-2, Zone 6 Fund 12,139 12,139
458 LMD 84-2, Zone 7 Fund 3,017 3,017
460 LMD 84-2, Zone 10 Fund 50,031 50,031
461 LMD 84-2, Zone 14 Fund 14,148 14,148
462 LMD 84-2, Zone 15 Fund 1,189 1,189
463 LMD 84-2, Zone 17 Fund 1,771 1,771
464 LMD 84-2, Zone 18 Fund 2,642 2,642
468 LMD 84-2, Zone 19 Fund 18,611 18,611
470 LMD 84-2, Zone 20 Fund 26,188 26,188
471 LMD 84-2, Zone 1 Fund 464 464
473 Eagle Glen HOA Streetlights Fund 4,177 4,177
475 Successor Agency Administration Fund 2,102 2,102
507 Water Capacity Fund 27,156 27,156
567 Reclaimed Water System Fund 129,651 129,651
570 Water Utility Fund 3,176,790 3,176,790
572 Sewer Utility Fund 2,176,320 163,826 2,340,146
577 Transit Services Fund 35,000 35,000
576 Direct Access Electric Utility Fund 161,544 161,544 578 Greenfield Electric Utility Fund 592,656 111,174 703,830 683 Workers' Compensation Fund 90,418 90,418
Total Cost Allocation by Fund $ 7,564,363 $ 275,000 $ 7,839,363 City of Corona | Proposed Budget Fiscal Year 2025 Page 103 Citywide Positions
The Schedule of Citywide Positions includes a total of 922.98 FTE positions in the budget for Fiscal Year 2025. This figure includes part-time staff, full-time staff, and elected officials. With respect to full-time staffing, the budget includes a total of 816.00 positions for Fiscal Year 2025, including recommended service level changes.

Position Type
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
FTE
Authorized
FY 2024
FTE
Proposed
FY 2025
Elected Officials 6.00 6.00 6.00 6.00 6.00
Full-Time Employees 733.00 778.00 801.00 802.00 816.00
Part-Time Employees 97.81 100.08 100.87 100.60 100.98
TOTALS 836.81 884.08 907.87 908.60 922.98
The Schedule of Positions includes part-time employees that assist with City’s day-to-day operations and special events. The count of part-time employees is calculated as a full-time equivalent (FTE) based on actual hours worked or hours budgeted.

One FTE equates to 2,080 hours per year (40 hours/week x 52 weeks).

Changes Throughout Fiscal Year 2024
There have been multiple position changes since the Fiscal Year 2024 budget was adopted with 907.87 positions. The change is a net increase of 0.73 positions. Many of the changes throughout the year were department reorganizations through reclassification of multiple positions, part-time hour adjustments, positions that are eligible for Flex I to II, and FTE count correction due to an error. Below is a summary of the changes by department:

The Community Services Department increased by a net total of 0.28 FTE due to a full-time and part-time position reorganization, FTE count correction due to rounding error, and a position that was eligible to Flex I to II.

The Economic Development Department reclassified an Economic Development Administrator to Economic Development Manager, which had no impact on the net change in positions.

The Finance Department had a position that was eligible to flex from a I to a II, which had no impact on the net change in positions.

The Human Resources Department reclassified a Human Resources Supervisor to Human Resources Manager, which had no impact on the net change in positions.

The Information Technology Department reclassified GIS Analyst to Data Scientist, which also had no impact on position changes.

The Legal & Risk Management Department increased by 0.75 FTE due to part-time hours adjustment and reclassification of part-time employees.

The Planning and Development Department reclassified a Public Works Inspection Superintendent to a Construction Manager, which had no impact on the net change in positions.

The Police Department decreased by a net total of 0.30 FTE due to a part-time hours adjustment for a Police Detective.

The Public Works Department had multiple positions that were reclassified and a position that was eligible to flex from a I to a II. These changes have no net impact on the position count.

The Utilities Department had multiple positions that were reclassified and positions that were eligible to flex from a I to a II. These changes also have no net impact on the position count.

With the incorporation of the above changes, the authorized or ending total for Fiscal Year 2024 is 908.60 FTE.

City of Corona | Proposed Budget Fiscal Year 2025 Page 104 Position Changes in Fiscal Year 2024
Department / Position Count Comments
Community Services
Assistant Recreation Coordinator (0.72) Department Reorganization Community Services Leader 0.80 FTE count Correction Due to Error Community Services Program Coordinator 1.00 Department Reorganization Parks & Landscape Technician I Flex (1.00) Position Eligible to Flex I to II Parks & Landscape Technician II Flex 1.00 Position Eligible to Flex I to II Patron Services Assistant (0.80) FTE Count Correction Due to Error Recreation Coordinator (1.00) Department Reorganization Recreation Specialist 1.00 Department Reorganization
Net Change 0.28
Economic Development
Economic Development Administrator (1.00) Department Reorganization Economic Development Manager 1.00 Department Reorganization Net Change -
Finance
Accounting Technician I Flex (1.00) Position Eligible to Flex I to II Accounting Technician II Flex 1.00 Position Eligible to Flex I to II Net Change -
Human Resources
Human Resources Manager 1.00 Department Reorganization
Human Resources Supervisor (1.00) Department Reorganization Net Change -
Information Technology
Data Scientist 1.00 Department reorganization
GIS Analyst (1.00) Department reorganization
Net Change -
Legal & Risk Management
Law Clerk 1.47 Department Reorganization / PT Hours Adjustment Professional/Graduate Student Intern (0.72) Department Reorganization / PT Hours Adjustment Net Change 0.75
Planning and Development
Construction Manager 0.70 Department Reorganization
Public Works Inspection Superintendent (0.70) Department Reorganization Net Change -
Police
Police Detective (0.30) Department Reorganization / PT Hours Adjustment Net Change (0.30)
Public Works
Associate Engineer - Traffic 1.00 Department Reorganization Construction Manager 0.30 Department Reorganization
Engineering Assistant (0.48) Department Reorganization
Intern II 0.48 Department Reorganization
Public Works Inspection Superintendent (0.30) Department Reorganization Street Maintenance Worker I Flex (1.00) Position Eligible to Flex I to II Street Maintenance Worker II Flex 1.00 Position Eligible to Flex I to II Traffic Management Technician I (1.00) Department Reorganization Net Change -
Utilities
Lead Water Reclamation Operator 1.00 Department Reorganization SCADA Engineer (1.00) Department Reorganization
Senior SCADA Engineer 1.00 Department Reorganization
Sustainability Specialist I Flex (1.00) Position Eligible to Flex I to II Sustainability Specialist II Flex 1.00 Position Eligible to Flex I to II City of Corona | Proposed Budget Fiscal Year 2025 Page 105 Utility Service Worker I Flex (1.00) Position Eligible to Flex I to II Utility Service Worker II Flex 1.00 Position Eligible to Flex I to II Water Reclamation Operator III Flex (1.00) Department Reorganization Net Change -
FTE Adopted FY 2024 907.87
FTE Net Changes 0.73
FTE Authorized FY 2024 908.60
Changes in the FY 2025 Budget
The budget for Fiscal Year 2025 includes a total of 922.98 FTE positions. From the Authorized Fiscal Year 2024 total of 908.60, this is a net increase of 14.38 positions. This includes a net increase of 14.00 full-time positions and a net increase of

0.38 FTE part-time positions. The changes have been reviewed and discussed at the FY 2025 budget workshops. The changes are shown in the following table.

Position Changes in Fiscal Year 2025 Budget
Department / Position Count Comments
Community Services
Assistant Recreation Coordinator 0.72 Service Adjustment Library Assistant 1.25 Service Adjustment
Management Analyst I 1.00 Service Adjustment
Net Change 2.97
Finance
Budget Supervisor 1.00 Service Adjustment / Department Reorganization Financial Analyst II (1.00) Service Adjustment / Department Reorganization Net Change -
Fire
40-Hour Battalion Chief (1.00) Service Adjustment
Deputy Fire Chief 2.00 Service Adjustment
Fire Cadet 0.96 Service Adjustment
Fire Inspector I 0.52 Service Adjustment
Fire Inspector II 1.00 Service Adjustment
Office Assistant 0.52 Service Adjustment
Net Change 4.00
Information Technology
IT Administrative Analyst 0.48 Service Adjustment / Department Reorganization Security Analyst 1.00 Service Adjustment / Department Reorganization Office Assistant (0.48) Service Adjustment / Department Reorganization Public Safety Emergency Communications Support Specialist 1.00 Service Adjustment / Department Reorganization Systems Engineer 1.00 Service Adjustment / Department Reorganization Net Change 3.00
Planning and Development
Lead Public Works Inspector 1.00 Service Adjustment / Department Reorganization Public Works Inspector II Flex (2.80) Service Adjustment / Department Reorganization Senior Administrative Assistant 1.00 Service Adjustment / Department Reorganization Senior Office Assistant (1.00) Service Adjustment / Department Reorganization Senior Public Works Inspector 1.80 Service Adjustment / Department Reorganization Net Change -
Police
Janitor 0.41 Service Adjustment
Real-Time Information Center Operator 2.00 Service Adjustment Real-Time Information Center Supervisor 1.00 Service Adjustment Net Change 3.41
Public Works
Public Works Inspector II Flex (0.20) Service Adjustment / Department Reorganization City of Corona | Proposed Budget Fiscal Year 2025 Page 106 Senior Public Works Inspector 0.20 Service Adjustment / Department Reorganization Net Change -
Utilities
Sustainability Supervisor 1.00 Service Adjustment
Net Change 1.00
Total Position Changes for FY 2025 14.38
FTE Proposed FY 2025 922.98
City of Corona | Proposed Budget Fiscal Year 2025 Page 107

FTE FTE FTE FTE FTE
Authorized Authorized Adopted Authorized Proposed
Departments FY 2022 FY 2023 FY 2024 FY 2024 FY 2025
Elected Officials 6.00 6.00 6.00 6.00 6.00
City Manager's Office 19.55 22.55 23.05 23.05 23.05
Community Services 111.65 115.47 120.80 121.08 124.05
Economic Development 6.00 6.00 6.00 6.00 6.00
Finance 33.82 35.86 35.86 35.86 35.86
Fire 122.20 130.28 132.24 132.24 136.24
Human Resources 14.00 16.00 16.00 16.00 16.00
Information Technology 29.03 32.55 33.55 33.55 36.55
Legal & Risk Management 6.72 7.72 7.72 8.47 8.47
Planning & Development 53.06 60.86 60.86 60.86 60.86
Police 264.23 268.95 276.95 276.65 280.06
Public Works 58.34 66.19 68.19 68.19 68.19
Utilities 112.21 115.65 120.65 120.65 121.65
Totals 836.81 884.08 907.87 908.60 922.98
Department Distribution of Full-Time Equivalent (FTE)
Fiscal Year 2025
City of Corona | Proposed Budget Fiscal Year 2025 Page 108 Schedule of Citywide Positions
Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Elected Officials
City Council Members 5.00 5.00 5.00
City Treasurer 1.00 1.00 1.00
Total Elected Officials 6.00 6.00 6.00
City Manager's Office
Assistant City Manager 2.00 2.00 2.00
Assistant to the City Manager 2.00 2.00 2.00
Broadcast Operator 0.96 0.96 0.96
Broadcast Specialist 1.00 1.00 1.00
Chief Communications Officer 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00
City Clerk Services Specialist 1.00 1.00 1.00
City Clerk Services Technician 1.00 1.00 1.00
City Management Fellow 1.00 1.00 1.50
City Manager 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00
Digital Journalist 1.00 1.00 1.00
Digital Media Specialist - 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Homeless Solutions Manager 1.00 1.00 1.00
Management Administrative Assistant I 1.00 1.00 1.00
Management Analyst I - 1.00 1.00
Office Assistant 0.63 0.63 0.63
Public Information Officer 1.00 1.00 1.00
Receptionist 0.96 0.96 0.96
Social Media Specialist - 1.00 1.00
Total City Manager's Office 19.55 22.55 23.05
Total Full Time FTE, City Manager's Office 16.00 19.00 20.00 Total Part Time FTE, City Manager's Office 3.55 3.55 3.05 Total FTE, City Manager's Office 19.55 22.55 23.05
Community Services Department
Accounting Manager (Note 1) - 0.14 0.14
Administrative Assistant 1.00 3.00 3.00
Assistant Director, City Librarian 1.00 - -
Assistant Recreation Coordinator 5.06 5.07 5.07
Building Maintenance Technician 2.08 2.08 2.08
Community Assistance Manager 1.00 1.00 1.00
Community Services Director 1.00 1.00 1.00
Community Services Leader 33.78 35.14 35.14
Community Services Program Coordinator 6.00 6.00 6.00
Facilities Maintenance Technician II Flex 5.00 5.00 5.00 Facilities, Parks, & Trails Manager 1.00 1.00 1.00
Lead Facilities Maintenance Technician 1.00 1.00 1.00
Lead Parks & Landscape Technician 1.00 1.00 1.00
Librarian I Flex 1.00 - 2.00
Librarian II Flex 3.00 4.00 4.00
Library Acquisitions Technician 0.40 0.40 0.40
Library Assistant 2.61 3.59 3.59
Library Manager - 1.00 1.00
Library Specialist I Flex 1.00 - -
Library Specialist II Flex 3.00 4.00 4.00
Library Supervisor 2.00 2.00 2.00
City of Corona | Proposed Budget Fiscal Year 2025 Page 109 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Maintenance Supervisor 1.00 1.00 1.00
Management Analyst I 2.00 2.00 2.00
Management Analyst II 2.00 2.00 2.00
Office Assistant 2.00 2.00 4.00
Office Worker 0.42 - -
Parks & Landscape Technician I Flex 4.00 1.00 1.00
Parks & Landscape Technician II Flex 2.00 5.00 5.00
Park Maintenance Assistant 0.96 0.96 0.96
Park Planner 1.00 1.00 1.00
Park Ranger 2.40 2.40 2.73
Park Ranger Supervisor 1.00 1.00 1.00
Parks Supervisor 1.00 1.00 1.00
Patron Services Assistant 0.80 0.80 0.80
Recreation Coordinator - - 1.00
Recreation Services Manager 1.00 1.00 1.00
Recreation Specialist 0.63 - -
Recreation Supervisor 2.00 2.00 2.00
Regulatory Compliance Specialist I Flex (Note 1) - 0.25 0.25 Senior Community Services Leader 7.07 7.16 7.16
Senior Office Assistant 2.00 2.00 2.00
Senior Park Ranger 1.44 1.48 1.48
Senior Parks & Landscape Technician 3.00 3.00 3.00
Trails Planner 1.00 1.00 1.00
Transit Program Manager 1.00 1.00 1.00
Total Community Services 111.65 115.47 120.80 1
Total Full Time FTE, Community Services 55.00 57.39 62.39 Total Part Time FTE, Community Services 56.65 58.08 58.41 Total FTE, Community Services 111.65 115.47 120.80 1
Community Services Notes:
1 Position is split between multiple departments.

Economic Development Department
Economic Development Administrator 3.00 3.00 3.00
Economic Development Assistant 1.00 1.00 1.00
Economic Development Director 1.00 1.00 1.00
Economic Development Manager - - -
Management Analyst II 1.00 1.00 1.00
Total Economic Development 6.00 6.00 6.00
Total Full Time FTE, Economic Development 6.00 6.00 6.00 Total Part Time FTE, Economic Development - - -
Total FTE, Economic Development 6.00 6.00 6.00
Finance Department
Accounting Assistant 1.48 2.00 2.00
Accounting Manager (Note 1) 0.86 0.86 0.86
Accounting Supervisor 2.00 2.00 2.00
Accounting Technician I Flex 2.00 1.00 1.00
Accounting Technician II Flex 2.00 3.00 3.00
Budget Manager 1.00 1.00 1.00
Budget Supervisor - - -
Data Entry Clerk 0.48 - -
Finance Director 1.00 1.00 1.00
Financial Analyst I 3.00 3.00 3.00
Financial Analyst II 2.00 2.00 2.00
City of Corona | Proposed Budget Fiscal Year 2025 Page 110 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Grant Financial Analyst - 1.00 1.00
Lead Purchasing Specialist 2.00 2.00 2.00
Lead Warehouse Specialist 1.00 1.00 1.00
Payroll Analyst 1.00 1.00 1.00
Payroll Technician I 1.00 1.00 1.00
Payroll Technician II 1.00 1.00 1.00
Purchasing Manager 1.00 1.00 1.00
Purchasing Specialist I Flex 5.00 4.00 4.00
Purchasing Specialist II Flex 1.00 3.00 3.00
Senior Accounting Technician 3.00 2.00 2.00
Senior Financial Analyst 1.00 2.00 2.00
Warehouse Specialist 1.00 1.00 1.00
Total Finance 33.82 35.86 35.86
Total Full Time FTE, Finance 32.86 35.86 35.86
Total Part Time FTE, Finance 0.96 - -
Total FTE, Finance 33.82 35.86 35.86
Finance Notes:
1 Position is split between multiple departments.

Fire Department
40-Hour Battalion Chief s 1.00 1.00 1.00
40-Hour Fire Captain s 3.00 3.00 3.00
Administrative Assistant 1.00 1.00 1.00
Assistant to the Fire Chief 1.00 1.00 1.00
Battalion Chief s 3.00 3.00 3.00
Deputy Fire Chief s 1.00 1.00 1.00
Deputy Fire Marshal s 1.00 1.00 1.00
Emergency Services Assistant 0.48 - -
Emergency Services Coordinator s 1.00 0.48 0.48
Emergency Services Manager - 1.00 1.00
Fire Cadet 1.32 2.88 4.32
Fire Captain s 24.00 24.00 24.00
Fire Chief s 1.00 1.00 1.00
Fire Engineer s 24.00 24.00 24.00
Fire Inspector I s 6.96 6.96 6.96
Fire Inspector II s - - -
Fire Marshal s 1.00 1.00 1.00
Firefighter s 24.00 24.00 18.00
Firefighter/Paramedic s 24.00 30.00 36.00
Management Analyst II 1.00 1.00 1.00
Nurse Educator 0.48 0.48 1.00
Office Assistant 1.96 2.48 2.48
Total Fire 122.20 130.28 132.24 1
s = Sworn Public Safety 114.96 120.44 120.44 1
Total Full Time FTE, Fire 118.00 125.00 126.00 1
Total Part Time FTE, Fire 4.20 5.28 6.24
Total FTE, Fire 122.20 130.28 132.24 1
Human Resources Department
Chief Talent Officer 1.00 1.00 1.00
Human Resources Administrative Assistant 1.00 1.00 1.00 Human Resources Analyst 2.00 4.00 4.00
Human Resources Assistant 1.00 2.00 2.00
Human Resources Manager - - -
Human Resources Specialist 3.00 3.00 3.00
City of Corona | Proposed Budget Fiscal Year 2025 Page 111 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Human Resources Supervisor 2.00 2.00 2.00
Occupational Health & Safety Manager 1.00 1.00 1.00
Organizational Training & Development Officer 1.00 1.00 1.00 Safety Program Analyst 1.00 1.00 1.00
Senior Human Resources Specialist 1.00 - -
Total Human Resources 14.00 16.00 16.00
Total Full Time FTE, Human Resources 14.00 16.00 16.00
Total Part Time FTE, Human Resources - - -
Total FTE, Human Resources 14.00 16.00 16.00
Information Technology Department
Applications Analyst 2.00 3.00 3.00
Chief Data Officer - - 1.00
Chief Information Officer 1.00 1.00 1.00
Data Analyst - - -
Data Scientist 1.00 1.00 -
Deputy Chief Information Officer 1.00 1.00 1.00
GIS Administrator 1.00 1.00 1.00
GIS Analyst 2.96 2.96 3.96
GIS Data Analyst 1.00 1.00 1.00
Help Desk I 0.48 1.48 1.48
Help Desk II 4.15 4.15 4.15
Help Desk III 0.48 0.48 0.48
Help Desk Manager 1.00 1.00 1.00
Junior Network Analyst 1.00 1.00 1.00
IT Administrative Assistant - - -
Security Analyst - - -
Network Analyst 1.00 1.00 1.00
Office Assistant 0.48 0.48 0.48
Public Safety Emergency Communications Support Specialist 1.00 1.00 1.00 Public Safety Technical Support Engineer 2.00 2.00 1.00 Radio Technician 0.48 1.00 1.00
Senior Applications Analyst 1.00 1.00 1.00
Senior Network Architect 1.00 1.00 1.00
Senior Public Safety Technical Support Engineer - - 1.00 Senior Software Architect 1.00 1.00 1.00
Senior Systems Engineer 1.00 1.00 1.00
Software Developer 1.00 1.00 1.00
Systems Administrator 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00
Ui/Ux Digital Services Engineer - 1.00 1.00
Total Information Technology 29.03 32.55 33.55
Total Full Time FTE, Information Technology 23.00 27.00 28.00 Total Part Time FTE, Information Technology 6.03 5.55 5.55 Total FTE, Information Technology 29.03 32.55 33.55
Legal & Risk Management Department
Assistant City Attorney/Assistant Legal & Risk Management Director 1.00 1.00 1.00 Chief Deputy City Attorney 1.00 1.00 1.00
Deputy City Attorney II (Litigation) - 1.00 -
City Attorney/Legal & Risk Management Director 1.00 1.00 1.00 Law Clerk - - -
Professional/Graduate Student Intern 0.72 0.72 0.72
Risk Management Specialist 1.00 1.00 1.00
Senior Deputy City Attorney (Constitutional Policing Advisor) - - 1.00 Senior Paralegal/Claims Manager 1.00 1.00 1.00
City of Corona | Proposed Budget Fiscal Year 2025 Page 112 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Workers' Compensation Manager 1.00 1.00 1.00
Total Legal & Risk Management 6.72 7.72 7.72
Total Full Time FTE, Legal & Risk Management 6.00 7.00 7.00 Total Part Time FTE, Legal & Risk Management 0.72 0.72 0.72 Total FTE, Legal & Risk Management 6.72 7.72 7.72
Planning and Development Department
Accounting Manager 0.14 - -
Administrative Assistant 2.00 2.00 2.00
Assistant Engineer 1.00 1.00 1.00
Assistant Planner 1.00 1.00 1.00
Associate Engineer 6.00 6.00 6.00
Associate Planner 2.00 3.00 3.00
Building Inspection Supervisor 1.00 1.00 1.00
Building Inspector II Flex 5.00 5.00 5.00
Building Official 1.00 1.00 1.00
Building Permit Technician II Flex 3.00 5.00 5.00
Code Compliance Inspector II Flex 4.00 4.00 4.00
Code Compliance Supervisor 1.00 1.00 1.00
Code Compliance Technician 1.00 1.00 1.00
Combination Plans Examiner 1.00 1.00 1.00
Construction Manager (Note 3) - - -
Development Services Manager 1.00 1.00 1.00
Engineering Intern 0.48 0.48 0.48
Executive Assistant 1.00 1.00 1.00
Intern II 1.44 1.44 1.44
Lead Public Works Inspector - - -
Plan Check Engineer 1.00 2.00 2.00
Plan Check Manager 1.00 1.00 1.00
Planning & Development Director 1.00 1.00 1.00
Planning Manager 1.00 1.00 1.00
Planning Technician 1.00 2.00 2.00
Public Works Inspection Superintendent 1.00 0.70 0.70
Public Works Inspector II Flex (Note 3) 4.00 3.70 3.70
Public Works Permit Technician II Flex (Note 3) 2.00 2.86 2.86 Senior Administrative Assistant - - -
Senior Building Permit Technician 1.00 1.00 1.00
Senior Code Compliance Inspector 1.00 1.00 1.00
Senior Engineer (Note 3) 2.00 1.88 1.88
Senior Office Assistant 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00
Senior Public Works Inspector (Note 3) - 1.80 1.80
Senior Public Works Permit Technician - 1.00 1.00
Subtotal Planning and Development 51.06 58.86 58.86
Planning and Development Department (Special Funding)
Code Compliance Inspector II Flex (Note 1) 1.00 1.00 1.00 Code Compliance Inspector II Flex (Note 2) 1.00 1.00 1.00 Subtotal Special Funding 2.00 2.00 2.00
Total Planning and Development 53.06 60.86 60.86
Total Full Time FTE, Planning and Development 51.14 58.94 58.94 Total Part Time FTE, Planning and Development 1.92 1.92 1.92 Total FTE, Planning and Development Development 53.06 60.86 60.86 Planning and Development Notes:
1 Position is funded by Community Development Block Grant (CDBG) on a year-to-year basis.

City of Corona | Proposed Budget Fiscal Year 2025 Page 113 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
2 Position is funded by the Abandoned Vehicle Abatement program. 3 Position is split between multiple departments.

Police Department
Accounting/Grants Specialist 1.00 1.00 1.00
Administrative Assistant 4.00 4.00 4.00
Animal Care Attendant 1.92 - -
Animal Care Technician 3.00 4.00 4.00
Animal Control Officer 4.00 4.00 4.00
Animal Control Supervisor 1.00 2.00 2.00
Assistant to the Chief of Police 1.00 1.00 1.00
Background Investigator 1.00 1.00 1.00
Chief of Police s 1.00 1.00 1.00
Community Outreach Assistant - 0.48 0.48
Community Outreach Specialist - 1.00 1.00
Community Services Officer I Flex 2.00 2.00 2.00
Community Services Officer II Flex 8.00 8.00 12.00
Crime & Intelligence Analyst 2.00 2.00 2.00
Crime Prevention Assistant 0.48 - -
Crime Prevention Specialist 1.00 - -
Forensic Specialist II Flex 2.00 3.00 3.00
Jailer 6.00 6.00 6.00
Janitor 1.59 1.59 1.59
Management Analyst II 1.00 1.00 1.00
Parking Enforcement Officer 0.48 0.96 0.96
Police Cadet 5.74 5.76 5.76
Police Captain s 3.00 3.00 3.00
Police Corporal s 17.00 17.00 17.00
Police Department General Assistant 5.43 5.86 5.86
Police Detective s 22.30 22.30 22.30
Police Lieutenant s 6.00 6.00 6.00
Police Officer s 83.00 83.00 83.00
Police Records Supervisor 1.00 1.00 2.00
Police Records Technician II Flex 9.00 9.00 10.00
Police Sergeant s 22.00 23.00 24.00
Property & Evidence Technician 2.00 2.00 2.00
Public Safety Communications Manager 1.00 1.00 1.00
Public Safety Dispatch Call Taker 2.00 2.00 2.00
Public Safety Dispatch Supervisor 4.00 4.00 4.00
Public Safety Dispatcher II Flex 19.29 20.00 20.00
Public Safety Information Coordinator - 1.00 1.00
Range Master 1.00 1.00 1.00
Real-Time Information Center Operator - - -
Real-Time Information Center Supervisor - - -
Senior Office Assistant 1.00 1.00 2.00
Senior Public Safety Dispatcher 6.00 6.00 6.00
Support Services Manager 1.00 1.00 1.00
Subtotal Police 254.23 258.95 266.95 2
Police Department Special Funding
Community Services Officer I Flex (Note 4) 1.00 1.00 1.00 Police Corporal - Contract Funding (Note 1) s 1.00 1.00 1.00 Police Officer - Contract Funding (Note 2, 3, 5) s 8.00 8.00 8.00 Subtotal Special Funding 10.00 10.00 10.00
Total Police 264.23 268.95 276.95 2
s = Sworn Public Safety 163.30 164.30 165.30 1
City of Corona | Proposed Budget Fiscal Year 2025 Page 114 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Total Full Time FTE, Police 246.00 251.00 259.00 2
Total Part Time FTE, Police 18.23 17.95 17.95
Total FTE, Police 264.23 268.95 276.95 2
Police Notes:
1 Police Corporal 1 position - Post-Release Accountability and Compliance Team (PACT). Agreement with Riverside County Probation Department. 2 Police Officer 1 position - Post-Release Accountability and Compliance Team (PACT). Agreement with Riverside County Probation Department. 3 Police Officer 4 positions - Corona-Norco Unified School District agreement (School Resource Officers) to high schools. (City pays for 1.5, CNUSD pays for 1.5). 4 Community Service Officer 1 position - Corona-Norco Unified School district 3 year agreement for Proposition 47 Grant Program, ending June 2, 2026.

Additional funding approved for position to continue through June 30, 2026. 5 Police Officer 1 position - Tobacco Grant Program Award July 1, 2022 thru July 1, 2025 for School Resource Officer.

Public Works Department
Administrative Assistant 1.00 1.00 1.00
Administrative Program Analyst 1.00 1.00 1.00
Asset Management Coordinator 1.00 1.00 1.00
Assistant Engineer - Traffic 1.00 1.00 1.00
Assistant Project Manager - 3.00 3.00
Associate Engineer 6.00 7.00 7.00
Associate Engineer - Traffic - - -
CIP Manager/Assistant City Engineer 1.00 1.00 1.00
CIP Project Manager 2.00 - -
CIP Supervisor - 3.00 3.00
City Traffic Engineer 1.00 1.00 1.00
Construction Manager (Note 1) - - -
Construction Superintendent 1.00 1.00 1.00
District Engineer 1.00 - -
Engineering Assistant 0.48 0.48 0.48
Engineering Technician 1.00 1.00 1.00
Environmental Compliance Coordinator 1.00 1.00 1.00
Environmental Compliance Supervisor 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Fleet Manager 1.00 1.00 1.00
Fleet Superintendent 1.00 1.00 1.00
Fleet Technician II Flex 3.00 3.00 3.00
Intern II 2.36 2.40 2.40
Lead Fleet Technician 1.00 1.00 1.00
Management Analyst II 1.00 1.00 1.00
Project Manager - 1.00 1.00
Public Works Director 1.00 1.00 1.00
Public Works Inspection Superintendent - 0.30 0.30
Public Works Inspector II Flex (Note 1) - 0.30 0.30
Public Works Permit Technician II Flex (Note 1) - 0.14 0.14 Regulatory Compliance Specialist I Flex (Note 1) 1.00 0.75 0.75 Senior Engineer (Note 1) 2.00 2.12 2.12
Senior Engineer-Traffic 1.00 1.00 1.00
Senior Fleet Technician 4.00 4.00 4.00
Senior Office Assistant 1.00 1.00 1.00
Senior Project Manager - 2.00 2.00
Senior Public Works Inspector (Note 1) - 0.20 0.20
Senior Street Maintenance Worker 4.00 4.00 4.00
Street Light Maintenance Technician 1.00 1.00 1.00
Street Maintenance Crew Leader 2.00 2.00 2.00
Street Maintenance Worker I Flex 3.00 2.00 2.00
Street Maintenance Worker II Flex 3.00 4.00 4.00
Street Sign Maintenance Technician - - 1.00
Technical Intern 0.50 0.50 0.50
Traffic Maintenance Technician 1.00 1.00 1.00
City of Corona | Proposed Budget Fiscal Year 2025 Page 115 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Traffic Management Technician I 1.00 1.00 1.00
Traffic Signal Coordinator 1.00 1.00 1.00
Traffic Signal Technician 2.00 2.00 3.00
Total Public Works 58.34 66.19 68.19
Total Full Time FTE, Public Works 55.00 62.81 64.81
Total Part Time FTE, Public Works 3.34 3.38 3.38
Total FTE, Public Works 58.34 66.19 68.19
Public Works Notes:
1 Position is split between multiple departments.

Utilities Department
Administrative Assistant 2.00 2.00 2.00
Administrative Services Manager IV 1.00 - -
Administrative Supervisor 1.00 1.00 1.00
Assistant Director of Utilities 1.00 1.00 1.00
Business Manager 1.00 - -
Business Supervisor 1.00 1.00 1.00
Chief Distribution Operator 1.00 1.00 1.00
Chief Reclamation Operator 1.00 1.00 1.00
Chief Water Operator 1.00 1.00 1.00
Customer Care Assistant I 0.48 1.92 1.92
Customer Care Specialist I Flex 6.00 6.00 3.00
Customer Care Specialist II Flex 3.00 3.00 6.00
Customer Care Supervisor 1.00 1.00 1.00
Deputy Chief Operator - Water 1.00 1.00 1.00
Deputy Chief Operator - Water Reclamation 1.00 1.00 1.00 Director of Utilities 1.00 1.00 1.00
Electric Utility Analyst 1.00 1.00 1.00
Electric Utility Manager - 1.00 1.00
Intern I 1.73 1.73 1.73
Lead Customer Care Specialist 1.00 1.00 1.00
Lead Utility Maintenance Technician 1.00 2.00 2.00
Lead Utility Service Worker - 1.00 1.00
Lead Water Operator 2.00 2.00 2.00
Lead Water Reclamation Operator 1.00 1.00 1.00
Maintenance Manager 1.00 1.00 1.00
Maintenance Planner 1.00 1.00 1.00
Management Analyst I 1.00 1.00 1.00
Management Analyst II 1.00 1.00 1.00
Meter Service Technician - - 2.00
Office Assistant 3.00 3.00 3.00
Operations Manager 1.00 1.00 1.00
Project Coordinator - - 1.00
Recycling & Program Analyst 2.00 2.00 2.00
Regulatory Compliance Specialist II Flex - 1.00 1.00
SCADA Engineer 2.00 2.00 2.00
Senior SCADA Engineer - - -
Senior Administrative Assistant 1.00 1.00 1.00
Senior Customer Care Specialist 4.00 4.00 4.00
Senior Regulatory Compliance Specialist 3.00 2.00 2.00
Senior Sustainability Specialist 1.00 1.00 1.00
Senior Utility Maintenance Technician 2.00 2.00 2.00
Senior Utility Service Worker 6.00 6.00 4.00
Sustainability Specialist I Flex 1.00 1.00 1.00
Sustainability Specialist II Flex - - -
Sustainability Supervisor - - -
City of Corona | Proposed Budget Fiscal Year 2025 Page 116 Department / Position
FTE
Authorized
FY 2022
FTE
Authorized
FY 2023
FTE
Adopted
FY 2024
Autho
FY
Utilities Operations Analyst 1.00 1.00 1.00
Utility Billing and Administration Manager - 1.00 1.00
Utility Maintenance Superintendent 2.00 2.00 2.00
Utility Maintenance Technician I Flex 3.00 3.00 3.00
Utility Maintenance Technician II Flex 5.00 5.00 7.00
Utility Service Worker I Flex 4.00 3.00 3.00
Utility Service Worker II Flex 5.00 6.00 6.00
Utility Service Worker Crew Leader/Equipment Operator - - 2.00 Water Operator I Flex 3.00 3.00 3.00
Water Operator II Flex 7.00 7.00 7.00
Water Operator III Flex 7.00 7.00 7.00
Water Reclamation Operator I Flex 1.00 - -
Water Reclamation Operator II Flex 1.00 2.00 2.00
Water Reclamation Operator III Flex 9.00 9.00 9.00
Water Resources Field Representative 3.00 3.00 3.00
Total Utilities Department 112.21 115.65 120.65 1
Total Full Time FTE, Utilities 110.00 112.00 117.00 1
Total Part Time FTE, Utilities 2.21 3.65 3.65
Total FTE, Utilities 112.21 115.65 120.65 1
GRAND TOTAL 836.81 884.08 907.87 9
Total Elected Officials 6.00 6.00 6.00
Total Full Time Employees 733.00 778.00 801.00 8
Total Part Time Employees 97.81 100.08 100.87 1
Total Employees 836.81 884.08 907.87 9
s = Sworn Public Safety 278.26 284.74 285.74 2
City of Corona | Proposed Budget Fiscal Year 2025 Page 117

OPERATING & MAINTENANCE PROJECTS
City of Corona | Proposed Budget Fiscal Year 2025 Page 118 Operating & Maintenance Projects Overview
Historically, the Capital Improvement Plan (CIP) consisted of Capital Improvement and Operating & Maintenance Projects.

During the FY 2024 budget process, the City underwent a revamp process in which the definition for Capital Improvement Projects was refined. This new definition meant true Capital Improvement Projects were to remain in the CIP, while projects that did not meet the revised criteria of a Capital Improvement Project would no longer be included in the CIP. Those projects have been labeled Operating & Maintenance (O&M) Projects and will now be considered a new category within the overall umbrella of operating expenditures. While Capital Improvement Projects are a long-term investment of funds ($50,000+) to improve, repair, replace, or construct an asset (lifespan of 5+ years), facility, or public infrastructure, O&M Projects are not tied to a budget threshold or involve construction. Some examples include: purchase of major equipment (excluding major equipment that would extend the lifespan of a current system), development of studies and plans, grant programs (i.e. HOME and CDBG), and routine maintenance (excluding major maintenance or rehabilitation that would extend the lifespan of a current asset).

New O&M funding for Fiscal Year 2025 totals $12,805,230. The following schedule lists all projects, grouped by fund, and includes estimated carryover funding and new Fiscal Year 2025 funding. Projects fall into one of the following categories:

FC - Facilities, Parks & Open Space
ST - Streets, Traffic & Storm Drains
TC - Technology & Communications
UT - Utilities

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
GENERAL FUND (110)
110 78380 FC PURCHASE 901 W 6TH STREET 764 - 764
110 78390 FC PURCHASE 402 CORONA MALL 134,695 - 134,695 110 72540 TC REPLACE MICROWAVE LINKS TO FIRE STATION 39,126 - 39,126 110 77880 TC ERP SYSTEM 327,239 - 327,239
110 77220 FC UNANTICIPATED / EMERGENCY REPAIRS AT 725 S. MAIN 99,815 - 99,815 110 69060 FC GENERAL PLAN/CLIMATE ACTION PLAN UPDATE 1,349 - 1,349 110 68340 FC VEHICLE PROCUREMENT 224,575 40,527 265,102 110 63800 FC COMMUNITY EVENTS - CO-SPONSORED 33,318 - 33,318 110 63900 FC LIBRARY MATERIALS 3,530 - 3,530
110 68920 FC CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 41,617 - 41,617 110 73820 FC TRAILS MASTER PLAN 398 - 398
110 73840 FC PARKS, FACILITIES AND AMENITIES INVENTORY 34,942 - 34,942 110 78150 FC BUILDING EVALUATION & MAINTENANCE PLAN 48,830 - 48,830 110 AUTO - 1117 FC PD TRAINING ROOMS UPGRADE - 95,179 95,179 110 AUTO - 1125 FC RECORDS SUPERVISOR OFFICE EXPANSION - 25,000 25,000 GENERAL FUND (110) TOTAL $990,198 $160,706 $1,150,904
MEASURE X FUND (120)
120 77880 TC ERP SYSTEM 1,100,000 - 1,100,000
120 79080 TC REPLACE FIRE MICROWAVE NETWORK 150,000 - 150,000 120 76160 FC FIRE EMERGING TECHNOLOGY/EQUIPMENT 1,925 - 1,925 120 76170 FC SELF-CONTAINED BREATHING APPARATUS (SCBA) 1,080 - 1,080 120 76180 FC FIRE RADIOS REPLACEMENT PROGRAM 422 - 422
120 68340 FC VEHICLE PROCUREMENT 2,156,466 11,000 2,167,466 120 77350 FC ADA SELF EVALUATION AND TRANSITION PLAN UPDATE 278,452 - 278,452 120 68920 FC CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 25,000 - 25,000 120 76390 FC MASTER PLAN FOR CITY PARK, SENIOR AND AQUATIC CENTER DESIGNS 21,497 - 21,497 120 76450 FC PARKS MASTER PLAN 6,616 - 6,616
120 77380 FC UV BARRIER FOR SPECIALTY PD VEHICLES 45,000 - 45,000 120 78150 FC BUILDING EVALUATION & MAINTENANCE PLAN 221,482 - 221,482 120 78260 FC FIRE STATION 4 KITCHEN VENTILATION 20,000 - 20,000 City of Corona | Proposed Budget Fiscal Year 2025 Page 119

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
120 78280 FC FIRE STATION 3 BATHROOM REMODEL 10,000 - 10,000 120 AUTO - 1044 FC EXPANSION OF ANIMAL CONTROL KENNEL SPACE - 30,000 30,000 MEASURE X FUND (120) TOTAL $4,037,939 $41,000 $4,078,939 LIBRARY FACILITIES FEE FUND (206)
206 86900 FC CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 206 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 206 63900 FC LIBRARY MATERIALS 23,938 - 23,938
LIBRARY FACILITIES FEE FUND (206) TOTAL $30,770 - $30,770 FIRE WILD LAND MITIGATION FUND (207)
207 62900 FC FIRE EQUIPMENT ACQUISITION 14,240 - 14,240 FIRE WILD LAND MITIGATION FUND (207) TOTAL $14,240 - $14,240 TC POLICE FACILITIES FUND (208)
208 86900 FC CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 208 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 TC POLICE FACILITIES FUND (208) TOTAL $6,832 - $6,832
TC FIRE FACILITIES FUND (209)
209 62900 FC FIRE EQUIPMENT ACQUISITION 23,593 - 23,593 209 86900 FC CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 209 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 TC FIRE FACILITIES FUND (209) TOTAL $30,425 - $30,425
STREET AND TRAFFIC SIGNALS FUND (211)
211 69510 ST CITYWIDE MASTER PLAN STREET IMPROVEMENTS 1,587,748 - 1,587,748 211 70630 ST CITYWIDE TRAFFIC SIGNALS 2,509,801 - 2,509,801 211 76210 ST TRAFFIC SIGNAL ADA ENHANCEMENTS 120,836 - 120,836 211 76230 ST TRAFFIC MONITORING CCTV SYSTEM REPAIRS AND UPGRADES 207,897 - 207,897 211 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 10,007 - 10,007 STREET AND TRAFFIC SIGNALS FUND (211) TOTAL $4,436,289 - $4,436,289 DRAINAGE FEE FUND (212)
212 86920 ST REIMBURSEMENT AGREEMENT PAYMENTS - DRAINAGE 166,628 - 166,628 212 68860 ST CITYWIDE BENCHMARK UPDATE - 105,060 105,060 212 77390 ST DRAINAGE MASTER PLAN UPDATE 842,232 - 842,232 212 86900 FC CITYWIDE FACILITIES INVENTORY 47,297 - 47,297 212 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 5,382 - 5,382 DRAINAGE FEE FUND (212) TOTAL $1,061,539 $105,060 $1,166,599 POLICE FACILITIES FUND (213)
213 86450 FC POLICE EQUIPMENT ACQUISITION 32,440 - 32,440 213 86900 FC CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 213 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 POLICE FACILITIES FUND (213) TOTAL $39,272 - $39,272
FIRE FACILITIES FUND (214)
214 62900 FC FIRE EQUIPMENT ACQUISITION 82,687 - 82,687 214 86900 FC CITYWIDE FACILITIES INVENTORY 3,956 - 3,956 214 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 FIRE FACILITIES FUND (214) TOTAL $89,475 - $89,475
PUBLIC MEETING FACILITIES FUND (215)
215 86900 FC CITYWIDE FACILITIES INVENTORY 4,000 - 4,000 215 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 215 73840 FC PARKS, FACILITIES AND AMENITIES INVENTORY 1,826 - 1,826 PUBLIC MEETING FACILITIES FUND (215) TOTAL $8,658 - $8,658 AQUATICS CENTER FUND (216)
216 86900 FC CITYWIDE FACILITIES INVENTORY 5,645 - 5,645 216 86910 FC CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 101,082 - 101,082 AQUATICS CENTER FUND (216) TOTAL $106,727 - $106,727
PARKS AND OPEN SPACE FUND (217)
217 73840 FC PARKS, FACILITIES AND AMENITIES INVENTORY 2,205,128 - 2,205,128 City of Corona | Proposed Budget Fiscal Year 2025 Page 120

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
217 76450 FC PARKS MASTER PLAN 22,023 - 22,023
PARKS AND OPEN SPACE FUND (217) TOTAL $2,227,151 - $2,227,151 GAS TAX (2105-2106-PROP 42) FUND (222)
222 68340 FC VEHICLE PROCUREMENT 112,659 - 112,659
222 69220 ST PAVEMENT MAINTENANCE AND RESURFACING 193,267 300,000 493,267 222 70730 ST SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 64,353 900,000 964,353 222 70940 ST MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 109,438 300,000 409,438 222 71830 ST TRAFFIC SIGNALS LIGHTING UPGRADE 176,430 50,000 226,430 222 72160 ST CITYWIDE TRAFFIC SIGNS 152,901 100,000 252,901 222 72220 ST CHANGEABLE TRAFFIC MESSAGE SIGN REPLACEMENT 20,000 - 20,000 222 72920 ST STRIPING REHABILITATION 213,525 - 213,525
222 76610 ST QUIET ZONE FEASIBILITY STUDY 44,267 - 44,267 222 77160 ST LOCAL ROAD SAFETY PLAN 5,019 - 5,019
222 77420 ST TRAFFIC SIGNAL BATTERY BACKUP SYSTEM REPLACEMENTS 200,000 - 200,000 222 77960 ST STREET LIGHT INSTALLATION 2,788 115,000 117,788 222 78350 ST BRIDGE PREVENTIVE MAINTENANCE PROGRAM 118,727 80,000 198,727 GAS TAX (2105-2106-PROP 42) FUND (222) TOTAL $1,413,375 $1,845,000 $3,258,375 MEASURE A FUND (227)
227 69220 ST PAVEMENT MAINTENANCE AND RESURFACING 12,276 - 12,276 227 70690 ST PAVEMENT MANAGEMENT STUDY 192,081 - 192,081 227 70730 ST SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 53,399 - 53,399 227 71830 ST TRAFFIC SIGNALS LIGHTING UPGRADE 252,186 - 252,186 227 72160 ST CITYWIDE TRAFFIC SIGNS 2,064 - 2,064
227 72220 ST CHANGEABLE TRAFFIC MESSAGE SIGN REPLACEMENT 4,331 - 4,331 227 72920 ST STRIPING REHABILITATION 492,866 300,000 792,866 227 78170 ST BICYCLE MASTER PLAN UPDATE 199,244 - 199,244 MEASURE A FUND (227) TOTAL $1,208,448 $300,000 $1,508,448 CAL COPS GRANTS FUND (231)
231 70110 FC PUBLIC SAFETY ENTERPRISE COMMUNICATION (PSEC) RADIO

INTEROPERABILITY
9,970 - 9,970
CAL COPS GRANTS FUND (231) TOTAL $9,970 - $9,970
PUBLIC WORKS CAPITAL GRANTS FUND (243)
243 71790 ST BRIDGE EVALUATION 119,322 - 119,322
243 77160 ST LOCAL ROAD SAFETY PLAN 48,460 - 48,460
243 78170 ST BICYCLE MASTER PLAN UPDATE 398,735 - 398,735 243 78350 ST BRIDGE PREVENTIVE MAINTENANCE PROGRAM 67,837 - 67,837 PUBLIC WORKS CAPITAL GRANTS FUND (243) TOTAL $634,354 - $634,354 LMD 2003-1 LIGHTING FUND (252)
252 72710 ST DOS LAGOS TRAFFIC SIGNAL IMPROVEMENTS 171,280 - 171,280 LMD 2003-1 LIGHTING FUND (252) TOTAL $171,280 - $171,280 RESIDENTIAL REFUSE/RECYCLING FUND (260)
260 68340 FC VEHICLE PROCUREMENT 10,875 - 10,875
RESIDENTIAL REFUSE/RECYCLING FUND (260) TOTAL $10,875 - $10,875 SOUTH CORONA LANDSCAPING FUND (274)
274 86900 FC CITYWIDE FACILITIES INVENTORY 2,370 - 2,370 SOUTH CORONA LANDSCAPING FUND (274) TOTAL $2,370 - $2,370 AMERICAN RESCUE PLAN FUND (413)
413 76760 FC BUSINESS GRANTS 400,000 - 400,000
413 76820 FC BUSINESS SUPPORT FOR IT PROJECTS 120,000 - 120,000 413 76780 FC ARMORED RESCUE VEHICLE 439 - 439
413 76770 FC COMMUNITY BASED ORGANIZATION PROGRAM (CBO) 170,920 - 170,920 413 76810 FC RENTAL ASSISTANCE TO HISTORIC CIVIC CENTER (HCC) NON-PROFIT

TENTANTS
92,847 - 92,847
413 76850 FC SENIOR CENTER COMPUTER EQUIPMENT 0 - 0
AMERICAN RESCUE PLAN FUND (413) TOTAL $784,206 - $784,206 City of Corona | Proposed Budget Fiscal Year 2025 Page 121

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
RDA SUCCESSOR AGENCY FUND (417)
417 65810 FC SKYPARK OPA 7,630 88,434 96,064
417 68530 FC TEMESCAL CANYON/ DOS LAGOS OWNER PARTICIPATION AGREEMENT 1 - 1 417 68630 FC CORONA NORTH MAIN DEVELOPMENT OWNER PARTICIPATION

AGREEMENT
146,218 603,432 749,650
417 68700 FC CASA DE LA VILLA - 450,000 450,000
RDA SUCCESSOR AGENCY FUND (417) TOTAL $153,849 $1,141,866 $1,295,715 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431)
431 67133 FC RESIDENTIAL REHABILITATION PROGRAM 249,201 - 249,201 431 74090 FC EMERGENCY HOUSING NEEDS ASSISTANCE PROGRAM - RENTER 3,983 - 3,983 431 75010 FC CDBG-CV PROGRAM PLANNING, ADMINISTRATION, AND MONITORING 15,375 - 15,375 431 AUTO - 1086 FC CITY OF CORONA: CODE COMPLIANCE - 100,000 100,000 431 AUTO - 1100 FC ABC HOPES, INC.: (DIS)ABILITIES FITNESS + LIFE SKILL SUPPORT - 28,839 28,839 431 AUTO - 1101 FC BIG BROTHERS BIG SISTERS: BIGS WITH BADGES MENTORING

PROGRAM
- 28,839 28,839
431 AUTO - 1102 FC FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY: FAIR HOUSING - 33,000 33,000 431 AUTO - 1103 FC PEPPERMINT RIDGE: NURSING SERVICES - 28,839 28,839 431 AUTO - 1104 FC STARTING OVER, INC.: PATH TO SEED - 28,839 28,839 431 AUTO - 1105 FC VOICES FOR CHILDREN: COURT-APPOINTED SPECIAL ADVOCATE

PROGRAM
- 28,839 28,839
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431) TOTAL $268,559 $277,195 $545,754 HOME INVESTMENT PARTNERSHIP PROGRAM FUND (432)
432 67133 FC RESIDENTIAL REHABILITATION PROGRAM 360,871 - 360,871 432 71699 FC COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) 233,926 79,046 312,972 432 75030 FC TENANT-BASED RENTAL ASSISTANCE 1,761,869 395,233 2,157,102 432 75040 FC AFFORDABLE / PERMANENT SUPPORTIVE HOUSING DEVELOPMENT 200,000 - 200,000 432 77720 FC SECOND STREET AFFORDABLE HOUSING 1,529,875 - 1,529,875 432 77730 FC HOME ARP ADMINISTRATION AND PLANNING 267,739 - 267,739 HOME INVESTMENT PARTNERSHIP PROGRAM FUND (432) TOTAL $4,354,280 $474,279 $4,828,559 SEWER CAPACITY FUND (440)
440 76330 UT WATER AND SEWER CAPACITY FEE STUDY 50,000 - 50,000 SEWER CAPACITY FUND (440) TOTAL $50,000 - $50,000
LMD 84-1 LIGHTING FUND (446)
446 70940 ST MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 45,027 22,000 67,027 LMD 84-1 LIGHTING FUND (446) TOTAL $45,027 $22,000 $67,027 LMD 84-2 ZONE 10 FUND (460)
460 70440 FC LMD 84-2, ZONE 10 LANDSCAPE RETROFIT/SLOPE STUDY 759 - 759 LMD 84-2 ZONE 10 FUND (460) TOTAL $759 - $759
REIMBURSEMENT GRANTS FUND (480)
480 70115 FC FY20 HSGP PSEC BASE RADIO 6 - 6
REIMBURSEMENT GRANTS FUND (480) TOTAL $6 - $6
WATER CAPACITY FUND (507)
507 76330 UT WATER AND SEWER CAPACITY FEE STUDY 49,855 - 49,855 WATER CAPACITY FUND (507) TOTAL $49,855 - $49,855
RECLAIMED WATER SYSTEM FUND (567)
567 72750 TC BUSINESS PROCESS MAPPING 5,065 - 5,065
567 68340 FC VEHICLE PROCUREMENT 53,120 663 53,783
567 72310 UT DEVELOPMENT METERS 20,000 - 20,000
567 72740 UT BORDER RECLAIMED BOOSTER STATION PUMP REPLACEMENT 106,164 - 106,164 567 73900 UT RECLAIMED WATERLINE INFRASTRUCTURE 27,279 60,118 87,397 567 76280 UT ARC FLASH STUDY 3,426 - 3,426
567 77470 FC UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 532 - 532 City of Corona | Proposed Budget Fiscal Year 2025 Page 122

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
567 77490 UT WATER RECLAMATION FACILITY 1 RECLAIMED HYDRO TANK AIRLINE

REPLACEMENT
50,000 - 50,000
567 AUTO - 1021 UT WRCRWA NORTH PIPELINE CAPACITY PURCHASE - 200,000 200,000 RECLAIMED WATER SYSTEM FUND (567) TOTAL $265,587 $260,781 $526,368 WATER UTILITY FUND (570)
570 72750 TC BUSINESS PROCESS MAPPING 106,839 - 106,839 570 68340 FC VEHICLE PROCUREMENT 1,475,089 45,331 1,520,420 570 77070 UT POTABLE WATER MP UPD PGRM EIR 519,788 - 519,788 570 65890 UT MANGULAR BLENDING FACILITY 739,368 - 739,368 570 69820 UT SCADA PANEL REPLACEMENT 332,572 - 332,572
570 69980 UT RESIDENTIAL TURF REMOVAL REBATE PROJECT 88,602 - 88,602 570 71870 UT CITYWIDE METER REPLACEMENT 153,479 - 153,479 570 71930 UT WATERLINE INFRASTRUCTURE 262,585 1,176,158 1,438,743 570 72310 UT DEVELOPMENT METERS 154,540 - 154,540
570 73290 UT TEMESCAL CANYON ROAD WIDENING PROJECT, TEMESCAL VALLEY,

UTILITIES RELOCATION
1,100,177 - 1,100,177
570 75060 UT DESALTER MEMBRANE REPLACEMENTS 146,930 - 146,930 570 76280 UT ARC FLASH STUDY 17,162 - 17,162
570 76290 UT PUBLIC SAFETY POWER SHUTOFF SOP MODIFICATIONS 156,000 - 156,000 570 76300 UT PAINT/COAT ABOVE GROUND WATER STORAGE TANKS 120,000 - 120,000 570 76310 UT WATER TANK MIXER INSTALLATIONS 130,874 153,170 284,044 570 76350 UT CHEMICAL TANK REPLACEMENTS 27,705 - 27,705 570 77470 FC UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 26,583 - 26,583 570 77520 UT CATHODIC PROTECTION SYSTEM PLAN FOR FACILITIES AND PIPELINE

INFRASTRUCTURE
300,000 - 300,000
570 77530 UT GLEN IVY RADIO COMMUNICATIONS TOWER 250,000 - 250,000 570 77770 UT SIERRA DEL ORO WATER TREATMENT PLANT BACKWASH TANK EPOXY LINING
21,541 - 21,541
570 77980 UT LESTER WATER TREATMENT PLANT BACKWASH TANK PAINT 4,257 - 4,257 570 78190 UT SDO WTP BRACKETS/BOARD REPLACEMENT 75,000 - 75,000 570 78200 UT LESTER WTP GRAVITY THICKENER PAINT 60,000 - 60,000 570 78220 UT WELLS FLOOR EPOXY/PAINT 50,000 - 50,000
570 78230 UT LESTER WTP CHEMICAL SKID BOARD REPLACEMENT 26,348 - 26,348 570 78240 UT DESALTER AMMONIA PUMP REPLACEMENT 30,554 - 30,554 570 78250 UT BORDER POTABLE BOOSTER MCC DESIGN 24,917 - 24,917 WATER UTILITY FUND (570) TOTAL $6,400,910 $1,374,659 $7,775,569 WATER UTILITY GRANT/AGRMT FUND (571)
571 76620 UT COVID-19 ARREARAGES FUNDING 25,779 - 25,779 571 76860 UT PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 2,792 - 2,792 WATER UTILITY GRANT/AGRMT FUND (571) TOTAL $28,571 - $28,571 SEWER UTILITY FUND (572)
572 72750 TC BUSINESS PROCESS MAPPING 60,017 - 60,017
572 68340 FC VEHICLE PROCUREMENT 980,608 31,143 1,011,751 572 77630 UT SEWER MASTER PLAN UPDATE PROGRAM EIR 1,074,124 - 1,074,124 572 69820 UT SCADA PANEL REPLACEMENT 484,964 - 484,964
572 71950 UT SEWER LINE INFRASTRUCTURE 1,043,554 250,000 1,293,554 572 73940 UT AUTOMATIC TRANSFER SWITCH CHANGE OUTS 50,000 50,000 100,000 572 76280 UT ARC FLASH STUDY 10,843 - 10,843
572 76350 UT CHEMICAL TANK REPLACEMENTS 227,302 - 227,302 572 77470 FC UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 23,924 - 23,924 572 77580 UT WATER RECLAMATION FACILITY #1 B RAS ISOLATION AND CHECK

VALVE REPLACEMENT
63,602 - 63,602
572 77640 UT WATER RECLAMATION FACILITY NO. 1 LEASE 2,437,124 2,000,000 4,437,124 572 77650 UT LIFT STATION WET WELL REHABILITATION 171,640 - 171,640 572 77810 UT WATER RECLAMATION FACILITY #1 TRUCK SCALE 1,144 - 1,144 City of Corona | Proposed Budget Fiscal Year 2025 Page 123

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
572 77820 UT WATER RECLAMATION FACILITY NO. 1 CHEMICAL INJECTION FLASH

MIXER AND STATIC MIXER INSTALLATION
26,672 - 26,672
572 77900 UT SMITH SEWER MAIN UNDER 91FW REHABILITATION 200,000 - 200,000 572 77920 UT RECONDITIONING OF SEWER DRYING BEDS AT WRF1 200,000 - 200,000 572 AUTO - 1018 UT SEWER INFLOW AND INFILTRATION STUDY - 500,000 500,000 572 AUTO - 1035 UT WRF1 DIGESTER MIXING PUMPS 2 AND 3 REPLACEMENTS - 150,000 150,000 572 AUTO - 1038 UT WRF2 PRIMARY CLARIFIERS REHABILITATION DESIGN/CONSTRUCTION 2025
- 50,000 50,000
572 AUTO - 1155 UT WATER RECLAMATION FACILITY 1 GENERATORS & AUTOMATIC

TRANSFER SWITCH GEAR EVALUATION
- 50,000 50,000
SEWER UTILITY FUND (572) TOTAL $7,055,519 $3,081,143 $10,136,662 SEWER GRANT/AGREEMENT FUND (573)
573 76620 UT COVID-19 ARREARAGES FUNDING 4,930 - 4,930
573 76860 UT PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 3,181 - 3,181 SEWER GRANT/AGREEMENT FUND (573) TOTAL $8,111 - $8,111
DIRECT ACCESS ELECTRIC UTILITY FUND (576)
576 72750 TC BUSINESS PROCESS MAPPING 5,606 - 5,606
576 77470 FC UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 818 - 818 DIRECT ACCESS ELECTRIC UTILITY FUND (576) TOTAL $6,424 - $6,424 TRANSIT SERVICES FUND (577)
577 76530 FC COA - INTELLIGENT TRANSPORTATION SYSTEM FOR TRANSIT 1,300,000 - 1,300,000 577 76550 FC COA - DIGITAL LAND MOBILE RADIO 135,000 - 135,000 577 76560 FC COA - ADA ACCESSIBLE VAN 96,237 - 96,237
577 76580 FC COA - REPLACEMENT OF BUSES 306,330 2,988,456 3,294,786 577 AUTO - 1095 FC COA IMPLEMENTATION - 250,000 250,000 TRANSIT SERVICES FUND (577) TOTAL $1,837,567 $3,238,456 $5,076,023 GREENFIELD ELECTRIC UTILITY FUND (578)
578 72750 TC BUSINESS PROCESS MAPPING 15,323 - 15,323
578 68340 FC VEHICLE PROCUREMENT 119,606 - 119,606
578 65750 UT PAD MOUNTED ENCLOSURE (PME) SWITCHES UPGRADE 174,839 50,000 224,839 578 69960 UT PLUG IN VEHICLE (PEV) READINESS PLAN 189,007 - 189,007 578 71870 UT CITYWIDE METER REPLACEMENT 234,605 22,000 256,605 578 72310 UT DEVELOPMENT METERS 12,817 - 12,817
578 76280 UT ARC FLASH STUDY 59,661 - 59,661
578 77470 FC UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 1,309 - 1,309 578 77690 UT CAPACITOR BANK UPGRADE 450,000 - 450,000
GREENFIELD ELECTRIC UTILITY FUND (578) TOTAL $1,257,167 $72,000 $1,329,167 ELECTRIC UTILITY GRANT/AGRMT FUND (579)
579 76620 UT COVID-19 ARREARAGES FUNDING 5,000 - 5,000
ELECTRIC UTILITY GRANT/AGRMT FUND (579) TOTAL $5,000 - $5,000 WAREHOUSE SERVICES FUND (680)
680 68920 FC CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 6,350 - 6,350 WAREHOUSE SERVICES FUND (680) TOTAL $6,350 - $6,350
INFORMATION TECHNOLOGY FUND (681)
681 72750 TC BUSINESS PROCESS MAPPING 36,021 - 36,021
681 73090 TC CNG STATION FUEL MASTER SOFTWARE UPGRADE 25,000 - 25,000 681 74050 TC ENTERPRISE POWER BACKUP AND STORAGE 150,000 - 150,000 681 76040 TC PENETRATION TESTING 367,160 100,000 467,160 681 76090 TC SD-WAN SOLUTION 100,000 - 100,000
681 76890 TC CITY HALL DATACENTER HARDWARE 80,000 - 80,000 681 77000 TC SECURITY SOLUTION TO IDENTIFY NEFARIOUS MOVEMENT 150,000 20,000 170,000 681 79060 TC MICROWAVE LINK FROM POLICE TO FIRE HEADQUARTERS 40,000 - 40,000 681 79080 TC REPLACE FIRE MICROWAVE NETWORK 450,000 - 450,000 681 79090 TC MICROWAVE LINK FROM CITY HALL TO WRF1 40,000 - 40,000 INFORMATION TECHNOLOGY FUND (681) TOTAL $1,438,181 $120,000 $1,558,181 City of Corona | Proposed Budget Fiscal Year 2025 Page 124

OPERATIONS & MAINTENANCE (O&M) PROJECTS
Schedule of Estimated Carryover and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
FLEET OPERATIONS FUND (682)
682 76250 FC CNG COMPRESSOR REMEDIATION 150,000 - 150,000 682 68920 FC CORPORATION YARD FACILITY CAPITAL IMPROVEMENTS 110,718 - 110,718 FLEET OPERATIONS FUND (682) TOTAL $260,718 - $260,718
FLEET REPLACEMENT FUND (684)
684 68340 FC VEHICLE PROCUREMENT 5,336,498 291,085 5,627,583 FLEET REPLACEMENT FUND (684) TOTAL $5,336,498 $291,085 $5,627,583 GRAND TOTAL $46,143,332 $12,805,230 $58,948,562
The estimated carryover funding as listed is an estimate of the continuing appropriations at the time of printing the proposed documents. When fund balance analyses are completed by the Finance Department after the close of the prior year-end, continuing appropriations will be finalized and authorized. Although not listed above, continuing appropriations may include amounts needed for grants that extend over more than one fiscal year.

City of Corona | Proposed Budget Fiscal Year 2025 Page 125

CAPITAL IMPROVEMENT PLAN
City of Corona | Proposed Budget Fiscal Year 2025 Page 126

CAPITAL IMPROVEMENT PLAN OVERVIEW
Ten-Year Capital Improvement Plan (CIP)
The Capital Improvement Plan (CIP) identifies capital projects, the necessary public financing required, grant and other funding opportunities, as well as the on-going impact to the operating budgets. The identification of capital projects to be funded is based on multiple factors including feasibility, community enrichment, asset age, historical preservation, safety, and preventative maintenance. Capital Improvement Projects, whether funded or not, utilize a 10-year time horizon and are developed using a prioritized implementation plan. This task is one of the key strategies identified in the City's Strategic Plan under Goal 3: Sound Infrastructure.

A CIP is defined as a: "Long-term investment of funds to improve, repair, replace, or construct an asset, facility, or public infrastructure." Additionally, the following criteria must be met in order for a project to be included in the CIP.

Budget Threshold: $50,000
Asset Lifespan: 5+ Years
Construction Projects: Included
Purchase of Major Equipment/Assets: Included
If purchase and installation of parts extends the lifespan of a system.

Development of Studies/Plans: Not Included
Routine Maintenance: Included
If major maintenance or rehab projects extend the lifespan of an asset Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects that score 70 points and above are considered Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier II projects to be implemented in years 7-10 of the CIP.

The CIP program provides clarity and structure to ensure the City is investing wisely in capital projects and its public infrastructure is well-maintained for current and future generations.

Projects are classified into the following categories:

Facilities, Parks & Open Space Streets, Traffic & Storm Drains Technology & Communications Utilities
Funding by Program
The Capital Improvement Plan (CIP) is a comprehensive list of numerous projects across the organization. Specifically, the Fiscal Year 2025 budget recommends a total investment of $55.6 million across four (4) categories. Facilities, Parks & Open Space; Streets, Traffic & Storm Drains; Technology & Communications; and Utilities. The largest dollar category is Streets, Traffic & Storm Drains with projects such as the Citywide Street Pavement Rehabilitation (2025), Corona South Main Street Strom Drain, North Main Street Channel, and the Citywide ADA and Sidewalk Improvements. The second-largest dollar category is Utilities, which includes projects such as the WRCRWA Booster Pump Station, WRF #1A Primary and Blower Room MCC, WRF #1B Energy Efficiency, WRF #2 Primary Clarifiers Rehabilitation, and the Booster Station Rehabilitation at Various Locations Project.

New CIP funding for Fiscal Year 2025 totals $55,608,741 in the categories shown in the following table.

City of Corona | Proposed Budget Fiscal Year 2025 Page 127

PROJECT CATEGORY

ESTIMATED

CARRYOVER
FUNDING FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 - FY 2034 TOTAL FUNDING Facilities, Parks & Open Space 38,912,850 8,821,783 8,227,000 6,379,000 4,270,000 2,787,000 16,095,000 85,492,633 Streets, Traffic & Storm Drains 146,742,206 27,508,219 14,193,500 14,525,975 14,868,924 15,356,870 78,318,352 311,514,046 Technology & Communications 5,828,330 750,000 225,000 200,000 - - - 7,003,330 Utilities 89,589,423 18,528,739 59,320,758 50,852,265 21,828,930 10,918,949 118,324,946 369,364,010 TOTAL $281,072,809 $55,608,741 $81,966,258 $71,957,240 $40,967,854 $29,062,819 $212,738,298 $773,374,019 Funding by Funding Source
The City utilizes multiple funding sources for its CIP program, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. The following is a summary of funding (in millions) for Fiscal Year 2025 and beyond.

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2025 FY 2026 FY 2027 FY 2028 FY 2029FY 2030 - FY 2034 TOTAL FUNDING

GENERAL FUND
110 - GENERAL FUND 10,430,422 3,749,000 3,045,000 2,500,000 2,500,000 2,000,000 6,000,000 30,324,422 120 - MEASURE X FUND 21,868,772 8,251,000 9,182,000 7,879,000 5,770,000 4,787,000 26,095,000 83,732,772 232 - CIVIC CENTER FUND 254,742 - - - - - - 254,742
GENERAL FUND TOTAL 32,553,936 12,000,000 12,227,000 10,379,000 8,270,000 6,787,000 32,095,000 114,311,936

SPECIAL REVENUE FUND
211 - STREET AND TRAFFIC SIGNALS FUND 9,287,877 1,050,000 - - - - - 10,337,877 212 - DRAINAGE FEE FUND 2,551,469 - - - - - - 2,551,469 214 - FIRE FACILITIES FUND 7,121 - - - - - - 7,121
216 - AQUATICS CENTER FUND 84,480 - - - - - - 84,480
217 - PARKS AND OPEN SPACE FUND 1,141,560 300,000 - - - - - 1,441,560 218 - CORONA MALL BUSINESS IMPROVEMENT DISTRICT
FUND
257,273 - - - - - - 257,273
221 - RMRA FUND 7,623,847 4,018,128 4,186,500 4,398,975 4,618,924 4,849,870 28,138,523 57,834,767 222 - GAS TAX (2105-2106-PROP 42) FUND 2,167,041 370,000 - - - - - 2,537,041 224 - RIDESHARE -TRIP REDUCTION FUND 64,057 - - - - - - 64,057 227 - MEASURE A FUND 15,948,374 6,009,000 6,007,000 6,127,000 6,250,000 6,375,000 33,533,829 80,250,203 261 - SOUTH CORONA MAJOR THOROUGHFARES FUND 45,660 - - - - - - 45,660 274 - SOUTH CORONA LANDSCAPING FUND 1,200,726 - - - - - - 1,200,726 289 - DWELLING DEVELOPMENT TAX FUND 53,451 - - - - - - 53,451 413 - AMERICAN RESCUE PLAN FUND 25,560,896 - - - - - - 25,560,896 460 - LMD 84-2 ZONE 10 FUND 256,553 - - - - - - 256,553 470 - LMD 84-2 ZONE 20 FUND 11,950 - - - - - - 11,950
SPECIAL REVENUE FUND TOTAL 66,262,334 11,747,128 10,193,500 10,525,975 10,868,924 11,224,870 61,672,352 182,495,083

CAPITAL PROJECT FUND
243 - PUBLIC WORKS CAPITAL GRANTS FUND 76,008,724 12,061,091 - - - - - 88,069,815 245 - COUNTY SERVICE AREA 152 (NPDES) FUND 349,306 - - - - 132,000 396,000 877,306 431 - COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND
1,908,822 721,783 - - - - - 2,630,605
479 - TUMF - WRCOG FUND 6,451,339 - - - - - - 6,451,339 480 - REIMBURSEMENT GRANTS FUND 4,516,079 - - - - - - 4,516,079 CAPITAL PROJECT FUND TOTAL 89,234,269 12,782,874 - - - 132,000 396,000 102,545,143

ENTERPRISE FUND
275 - AIRPORT FUND 814,530 - - - - - - 814,530
440 - SEWER CAPACITY FUND 5,478,326 - - - - - - 5,478,326 507 - WATER CAPACITY FUND 2,282,148 - 14,500,000 - - - 2,995,000 19,777,148 567 - RECLAIMED WATER SYSTEM FUND 2,398,167 5,273,204 6,211,453 50,000 50,000 - - 13,982,824 570 - WATER UTILITY FUND 33,988,414 1,950,000 23,269,305 18,782,265 16,678,930 10,518,949 89,565,485 194,753,348 571 - WATER UTILITY GRANT/AGRMT FUND 4,933,446 3,446,230 - - - - - 8,379,676 572 - SEWER UTILITY FUND 39,949,055 7,609,305 15,150,000 31,920,000 5,100,000 100,000 25,764,461 125,592,821 573 - SEWER GRANT/AGREEMENT FUND 24,348 - - - - - - 24,348 576 - DIRECT ACCESS ELECTRIC UTILITY FUND 8,324 - - - - - - 8,324 577 - TRANSIT SERVICES FUND 560,747 150,000 - - - - - 710,747 City of Corona | Proposed Budget Fiscal Year 2025 Page 128 578 - GREENFIELD ELECTRIC UTILITY FUND 624,427 250,000 190,000 100,000 - 300,000 - 1,464,427 ENTERPRISE FUND TOTAL 91,061,933 18,678,739 59,320,758 50,852,265 21,828,930 10,918,949 118,324,946 370,986,520

INTERNAL SERVICE FUND
681 - INFORMATION TECHNOLOGY FUND 1,957,189 400,000 225,000 200,000 - - - 2,782,189 682 - FLEET OPERATIONS FUND 3,147 - - - - - - 3,147
INTERNAL SERVICE FUND TOTAL 1,960,337 400,000 225,000 200,000 - - - 2,785,337

UNFUNDED
999 - UNFUNDED PROJECTS - - - - - - 250,000 250,000
UNFUNDED TOTAL - - - - - - 250,000 250,000
GRAND TOTAL $281,072,809 $55,608,741 $81,966,258 $71,957,240 $40,967,854 $29,062,819 $212,738,298 $773,374,019 Ten-Year History
The chart below provides a snapshot of the City’s Capital Improvement Budget over a ten-year period.

Dollars ($)
Capital Improvement Budget Over the Past Decade
$36.3
$51.1
$39.1
$34.4
$43.8 $43.0
$63.2
$61.0 $61.1
$55.6
Millions
FY 2016 Adopted
FY 2017 Adopted
FY 2018 Adopted
FY 2019 Adopted
FY 2020 Adopted
FY 2021 Adopted
FY 2022 Adopted
FY 2023 Adopted
FY 2024 Adopted
FY 2025 Proposed
0 10
20 30
40 50
60 70
City of Corona | Proposed Budget Fiscal Year 2025 Page 129 Significant Capital Improvements
The following project summaries describe a few of the significant capital improvement projects proposed for Fiscal Year 2025.

City of Corona | Proposed Budget Fiscal Year 2025 Page 130 City of Corona | Proposed Budget Fiscal Year 2025 Page 131 City of Corona | Proposed Budget Fiscal Year 2025 Page 132 City of Corona | Proposed Budget Fiscal Year 2025 Page 133 City of Corona | Proposed Budget Fiscal Year 2025 Page 134 Schedule of Estimated Carryover Funding and New Funding, by Fund FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
GENERAL FUND (110)
110 FC-2017-01 FC CITYWIDE FIRE STATION ALERTING SYSTEMS 23,965 - 23,965 110 FC-2020-01 FC CITYWIDE ADA IMPROVEMENTS AT PARKS 3,353,889 1,000,000 4,353,889 110 FC-2022-01 FC LIBRARY SKYLIGHTS REPLACEMENT 40,000 - 40,000 110 FC-2022-02 FC LIBRARY HVAC PNEUMATIC CONTROLS 82,152 - 82,152 110 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 88,537 - 88,537 110 FC-2022-05 FC LIBRARY FACILITIES CAPITAL IMPROVEMENTS 311,888 - 311,888 110 FC-2022-09 FC ANIMAL CONTROL FACILITY CAPITAL IMPROVEMENTS 90,388 - 90,388 110 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 65,341 - 65,341 110 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER)
25,988 - 25,988
110 FC-2022-12 FC HARRISON SHELTER REHABILITATION 32,450 - 32,450 110 FC-2022-13 FC LINCOLN PARK NEW FITNESS EQUIPMENT 1,788 - 1,788 110 FC-2022-18 FC BORDER AND FAIRVIEW PARK PLAYGROUND EQUIPMENT 61,192 - 61,192 110 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 600,000 - 600,000 110 FC-2022-22 FC ACCESS CONTROL AND VIDEO SURVEILLANCE SYSTEM AT HARRISON

SHELTER
460 - 460
110 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 384,765 - 384,765 110 FC-2023-10 FC CORONA INNOVATION CENTER 72,964 - 72,964 110 FC-2024-06 FC EMERGENCY MEDICAL SERVICES SKILLS LAB TENANT IMPROVEMENTS 86,620 - 86,620 110 FC-2025-03 FC BORDER PARK - 350,000 350,000
110 FC-2025-06 FC EMERGENCY OPERATIONS CENTER PHASE 2 UPGRADE - 49,000 49,000 110 ST-2012-02 ST AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD

GRADE SEPARATION
1,150,436 - 1,150,436
110 ST-2014-01 ST GILBERT AVENUE PUBLIC IMPROVEMENTS 10,842 - 10,842 110 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 438,374 - 438,374 110 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 721 - 721 110 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS - 2,000,000 2,000,000 110 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 47,804 - 47,804 110 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 115,220 - 115,220 110 ST-2024-04 ST SANTA ANA RIVER TRAIL 57,705 - 57,705 110 TC-2014-01 TC CITYWIDE UNIFIED CAMERA PROJECT 197,173 - 197,173 110 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 3,673 - 3,673 110 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 19,389 - 19,389 110 TC-2016-03 TC CITY HALL SECURITY IMPROVEMENTS 369,623 - 369,623 110 TC-2017-02 TC POLICE CAD/RMS SYSTEM 419,906 - 419,906 110 TC-2020-02 TC EMERGENCY OPERATIONS CENTER UPGRADE 37,675 - 37,675 110 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL - 250,000 250,000 110 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL - 100,000 100,000 110 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 1,800,869 - 1,800,869 110 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 438,626 - 438,626 GENERAL FUND (110) TOTAL $10,430,422 $3,749,000 $14,179,422 MEASURE X FUND (120)
120 FC-2017-01 FC CITYWIDE FIRE STATION ALERTING SYSTEMS 16,373 - 16,373 120 FC-2021-01 FC MOUNTAIN GATE PARK PLAYGROUND PHASE II 13,158 - 13,158 120 FC-2021-02 FC PD MAIN STATION HVAC AUTOMATION UPGRADE 85,000 - 85,000 120 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 32,100 - 32,100 120 FC-2022-08 FC HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 66,946 - 66,946 120 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 76,642 - 76,642 120 FC-2022-14 FC CITY PARK ASPHALT REMOVE AND REPLACE 230,000 - 230,000 120 FC-2022-15 FC CITYWIDE PARK AMENITIES REPLACEMENT PHASE I 119,180 - 119,180 120 FC-2022-23 FC LIBRARY HERITAGE ROOM EXPANSION 294,856 - 294,856 120 FC-2022-24 FC PD WROUGHT IRON FENCE AT SOUTH PERIMETER PARKING 36,200 - 36,200 120 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 590,647 - 590,647 120 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 927,500 - 927,500 120 FC-2023-05 FC FIRE HEADQUARTERS INFRASTRUCTURE UPGRADES 154 - 154 City of Corona | Proposed Budget Fiscal Year 2025 Page 135 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
120 FC-2023-06 FC CITY HALL VETERANS MEMORIAL IMPROVEMENTS 372,308 20,000 392,308 120 FC-2023-07 FC HISTORIC CIVIC CENTER FOUNTAIN AND SIGN 230,000 - 230,000 120 FC-2023-08 FC CITY PARK POOL AND BUILDING DEMOLITION 659,192 - 659,192 120 FC-2024-01 FC POLICE DEPARTMENT HVAC SYSTEM 100,000 - 100,000 120 FC-2024-02 FC GRIND AND OVERLAY OF POLICE TRAINING CENTER ASPHALT 60,000 - 60,000 120 FC-2024-03 FC POLICE DEPARTMENT LOCKER ROOM/FACILITY EXPANSION 20,000 - 20,000 120 FC-2024-04 FC DOWNTOWN PLACEMAKING AND WAYFINDING SIGNAGE 64,157 1,000,000 1,064,157 120 FC-2024-05 FC PARK PLAYGROUND REPLACEMENTS 616,238 1,180,000 1,796,238 120 FC-2024-07 FC CITY PARK REVITALIZATION 9,134,807 - 9,134,807 120 FC-2025-01 FC CITY HALL CARPET REPLACEMENT - 1,050,000 1,050,000 120 FC-2025-02 FC ANIMAL CONTROL FIRE ALARM SYSTEM - 30,000 30,000 120 FC-2025-04 FC CITYWIDE UNIFIED CAMERA PROJECT, PHASE III - 360,000 360,000 120 FC-2025-05 FC EAGLE ROAD TRAIL ACCESS - 30,000 30,000 120 FC-2025-07 FC FIRE HQ BATHROOMS - 110,000 110,000
120 FC-2025-08 FC FRESNO CANYON TRAIL AMENITIES - 15,000 15,000 120 FC-2025-09 FC LIBRARY CARPET REPLACEMENT - 600,000 600,000 120 FC-2025-10 FC PROMENADE PARK - 1,046,000 1,046,000
120 FC-2025-11 FC REAL-TIME INTELLIGENCE CENTER - EQUIPMENT - 100,000 100,000 120 FC-2025-12 FC SART TRAILHEAD AT BUTTERFIELD PARK - 100,000 100,000 120 FC-2025-13 FC SART TRAILHEAD AT GREEN RIVER ROAD - 100,000 100,000 120 FC-2025-14 FC SART TRAILHEAD AT METROLINK STATION - 100,000 100,000 120 FC-2025-15 FC SHERIDAN PARK - 250,000 250,000
120 FC-2025-16 FC SKYLINE TRAIL AMENITIES - 30,000 30,000 120 FC-2025-17 FC TRAINING CENTER UPGRADES - 60,000 60,000 120 FC-2025-19 FC WAYFINDING PLAN/PROGRAM - 70,000 70,000 120 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 2,776,956 - 2,776,956 120 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS 3,962,716 - 3,962,716 120 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 624,669 - 624,669 120 ST-2025-05 ST CITYWIDE ADA AND SIDEWALK IMPROVEMENTS - 2,000,000 2,000,000 120 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 701,190 - 701,190 120 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 57,783 - 57,783 MEASURE X FUND (120) TOTAL $21,868,772 $8,251,000 $30,119,772 STREET AND TRAFFIC SIGNALS FUND (211)
211 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 1,000,000 - 1,000,000 211 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,289,321 - 1,289,321 211 ST-2017-01 ST ADVANCED TRAFFIC MANAGEMENT SYSTEM PHASE III & MASTER PLAN UPDATE
3,291,932 800,000 4,091,932
211 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK

STATION
100,000 - 100,000
211 ST-2017-03 ST TRAFFIC SIGNAL MAINTENANCE FACILITY 130,000 - 130,000 211 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 356,837 - 356,837 211 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 100,000 - 100,000 211 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 830,146 - 830,146 211 ST-2021-02 ST TRAFFIC SIGNAL AT MASTERS DRIVE / CALIFORNIA AVENUE 871,364 - 871,364 211 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 968,276 - 968,276 211 ST-2022-01 ST CITYWIDE ADA CURB RAMP IMPROVEMENTS 350,000 - 350,000 211 ST-2025-01 ST TRAFFIC SIGNALS ON PROMENADE AVENUE EAST OF MCKINLEY STREET - 250,000 250,000 STREET AND TRAFFIC SIGNALS FUND (211) TOTAL $9,287,877 $1,050,000 $10,337,877 DRAINAGE FEE FUND (212)
212 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 1,000,000 - 1,000,000 212 ST-2012-03 ST CHASE DRIVE IMPROVEMENTS - PHASE III 90,906 - 90,906 212 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 394,133 - 394,133 212 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 561,181 - 561,181 212 ST-2023-02 ST WEST RINCON STREET IMPROVEMENTS 505,249 - 505,249 DRAINAGE FEE FUND (212) TOTAL $2,551,469 - $2,551,469
FIRE FACILITIES FUND (214)
214 FC-2017-01 FC CITYWIDE FIRE STATION ALERTING SYSTEMS 7,121 - 7,121 FIRE FACILITIES FUND (214) TOTAL $7,121 - $7,121
City of Corona | Proposed Budget Fiscal Year 2025 Page 136 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
AQUATICS CENTER FUND (216)
216 FC-2022-06 FC AQUATIC IMPROVEMENTS AT AUBURNDALE POOL 84,480 - 84,480 AQUATICS CENTER FUND (216) TOTAL $84,480 - $84,480
PARKS AND OPEN SPACE FUND (217)
217 FC-2022-16 FC BUTTERFIELD PARK WEST PARKING LOT (DESIGN ONLY) 36,000 - 36,000 217 FC-2022-17 FC MOUNTAIN GATE PARK SHADE STRUCTURE FOR BALLFIELD PLAZA 108,707 - 108,707 217 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 25,917 - 25,917 217 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 574,550 - 574,550 217 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 396,385 - 396,385 217 FC-2025-18 FC WARDLOW CANYON TRAIL CENTRAL/SOUTH - 300,000 300,000 PARKS AND OPEN SPACE FUND (217) TOTAL $1,141,560 $300,000 $1,441,560 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218)
218 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 257,273 - 257,273 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218) TOTAL $257,273 - $257,273 RMRA FUND (221)
221 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 200,779 - 200,779 221 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 7,423,068 - 7,423,068 221 ST-2025-06 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) - 4,018,128 4,018,128 RMRA FUND (221) TOTAL $7,623,847 $4,018,128 $11,641,975 GAS TAX (2105-2106-PROP 42) FUND (222)
222 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 11,032 - 11,032 222 ST-2014-01 ST GILBERT AVENUE PUBLIC IMPROVEMENTS 335,613 - 335,613 222 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 279,520 - 279,520 222 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 1,009 - 1,009 222 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK

STATION
150,000 - 150,000
222 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 64,741 370,000 434,741 222 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 115,205 - 115,205 222 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 150,000 - 150,000 222 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 9,920 - 9,920 222 ST-2023-04 ST CITYWIDE DYNAMIC MESSAGE SIGN RETROFIT 450,000 - 450,000 222 ST-2023-05 ST CITYWIDE TRAFFIC SIGNAL MODIFICATIONS 600,000 - 600,000 GAS TAX (2105-2106-PROP 42) FUND (222) TOTAL $2,167,041 $370,000 $2,537,041 RIDESHARE -TRIP REDUCTION FUND (224)
224 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 64,057 - 64,057 RIDESHARE -TRIP REDUCTION FUND (224) TOTAL $64,057 - $64,057 MEASURE A FUND (227)
227 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 115,051 - 115,051 227 ST-2012-02 ST AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD

GRADE SEPARATION
251,435 - 251,435
227 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,895,793 120,000 2,015,793 227 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 1,747,771 - 1,747,771 227 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 1,396,891 - 1,396,891 227 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 8,687,065 - 8,687,065 227 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,080,890 - 1,080,890 227 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 46,112 - 46,112 227 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 486,878 - 486,878 227 ST-2025-06 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) - 5,889,000 5,889,000 227 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 190,000 - 190,000 227 UT-2021-13 UT COTTONWOOD COURT WATERLINE REPLACEMENT 50,487 - 50,487 MEASURE A FUND (227) TOTAL $15,948,374 $6,009,000 $21,957,374 CIVIC CENTER FUND (232)
232 FC-2022-03 FC HISTORIC CIVIC CENTER BREEZEWAY REBUILD 239,550 - 239,550 232 FC-2022-08 FC HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 15,192 - 15,192 CIVIC CENTER FUND (232) TOTAL $254,742 - $254,742
PUBLIC WORKS CAPITAL GRANTS FUND (243)
243 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 34,765,072 - 34,765,072 City of Corona | Proposed Budget Fiscal Year 2025 Page 137 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
243 ST-2012-02 ST AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD

GRADE SEPARATION
3,239,578 - 3,239,578
243 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 2,037,085 - 2,037,085 243 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 3,398,834 - 3,398,834 243 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK

STATION
235,685 - 235,685
243 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 11,273,067 - 11,273,067 243 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 441,815 - 441,815 243 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 2,078,536 - 2,078,536 243 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 351,539 - 351,539 243 ST-2022-05 ST RADIO ROAD RAILROAD GRADE CROSSING IMPROVEMENTS 3,261,000 - 3,261,000 243 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 4,110,000 - 4,110,000 243 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 4,376,513 - 4,376,513 243 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS - 1,000,000 1,000,000 243 ST-2024-01 ST SOUTH JOY STREET STORM DRAIN CONSTRUCTION 1,300,000 - 1,300,000 243 ST-2024-02 ST SOUTH VICTORIA AVENUE STORM DRAIN CONSTRUCTION 1,430,000 - 1,430,000 243 ST-2024-03 ST CORONA DRAIN LINE 9A CONSTRUCTION 3,710,000 - 3,710,000 243 ST-2025-02 ST CORONA SOUTH MAIN STREET STORM DRAIN - 3,810,000 3,810,000 243 ST-2025-03 ST CORONA MDP LINE 5 - 3,710,000 3,710,000 243 ST-2025-04 ST NORTH MAIN STREET CHANNEL - 3,541,091 3,541,091 PUBLIC WORKS CAPITAL GRANTS FUND (243) TOTAL $76,008,724 $12,061,091 $88,069,815 COUNTY SERVICE AREA 152 (NPDES) FUND (245)
245 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS 349,306 - 349,306 COUNTY SERVICE AREA 152 (NPDES) FUND (245) TOTAL $349,306 - $349,306 SOUTH CORONA MAJOR THOROUGHFARES FUND (261)
261 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 45,660 - 45,660 SOUTH CORONA MAJOR THOROUGHFARES FUND (261) TOTAL $45,660 - $45,660 SOUTH CORONA LANDSCAPING FUND (274)
274 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,200,726 - 1,200,726 SOUTH CORONA LANDSCAPING FUND (274) TOTAL $1,200,726 - $1,200,726 AIRPORT FUND (275)
275 FC-2022-25 FC AIRPORT HELIPAD IMPROVEMENTS 50,000 - 50,000 275 FC-2022-26 FC AIRPORT SECURITY MEASURES 200,000 - 200,000 275 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 564,530 - 564,530 AIRPORT FUND (275) TOTAL $814,530 - $814,530
DWELLING DEVELOPMENT TAX FUND (289)
289 FC-2022-12 FC HARRISON SHELTER REHABILITATION 7,330 - 7,330 289 FC-2022-22 FC ACCESS CONTROL AND VIDEO SURVEILLANCE SYSTEM AT HARRISON

SHELTER
46,121 - 46,121
DWELLING DEVELOPMENT TAX FUND (289) TOTAL $53,451 - $53,451 AMERICAN RESCUE PLAN FUND (413)
413 FC-2022-20 FC FIRE STATION #2 REBUILD 9,861,990 - 9,861,990 413 FC-2023-09 FC OLD PD BUILDING DEMOLITION 960,009 - 960,009 413 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 8,562,241 - 8,562,241 413 ST-2022-03 ST CITYWIDE TRAFFIC SIGNAL OPTIMIZATION 5,814,991 - 5,814,991 413 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL 163,886 - 163,886 413 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL 84,536 - 84,536 413 UT-2022-04 UT SIXTH STREET CORONA MALL WATERLINE 113,243 - 113,243 AMERICAN RESCUE PLAN FUND (413) TOTAL $25,560,896 - $25,560,896 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431)
431 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER)
491,078 - 491,078
431 FC-2023-12 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK

SPLASH PAD
695,961 - 695,961
431 FC-2024-08 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE II - SHERIDAN PARK

PLAYGROUND
721,783 - 721,783
431 FC-2025-20 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE II - VICTORIA PARK

COMMUNITY FACILITY
- 721,783 721,783
City of Corona | Proposed Budget Fiscal Year 2025 Page 138 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431) TOTAL $1,908,822 $721,783 $2,630,605 SEWER CAPACITY FUND (440)
440 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 3,098,400 - 3,098,400 440 UT-2020-02 UT GALLOWAY LANE SEWER EXTENSION 488,164 - 488,164 440 UT-2021-08 UT JAMES STREET SEWER EXTENSION 187,027 - 187,027 440 UT-2021-14 UT RUDELL ROAD SEWER EXTENSION 1,424,185 - 1,424,185 440 UT-2023-02 UT WARDLOW ROAD SEWER RELOCATION 280,550 - 280,550 SEWER CAPACITY FUND (440) TOTAL $5,478,326 - $5,478,326 LMD 84-2 ZONE 10 FUND (460)
460 FC-2020-02 FC LMD 84-2, ZONE 10 SLOPE IMPROVEMENT/STABILIZATION 61,501 - 61,501 460 FC-2023-03 FC DOMINGUEZ RANCH SLOPE IMPROVEMENTS 195,053 - 195,053 LMD 84-2 ZONE 10 FUND (460) TOTAL $256,553 - $256,553
LMD 84-2 ZONE 20 FUND (470)
470 FC-2022-15 FC CITYWIDE PARK AMENITIES REPLACEMENT PHASE I 11,950 - 11,950 LMD 84-2 ZONE 20 FUND (470) TOTAL $11,950 - $11,950
TUMF - WRCOG FUND (479)
479 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 103,602 - 103,602 479 ST-2012-02 ST AUTO CENTER DRIVE/BURLINGTON NORTHERN SANTA FE RAILROAD

GRADE SEPARATION
187,736 - 187,736
479 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 6,160,000 - 6,160,000 TUMF - WRCOG FUND (479) TOTAL $6,451,339 - $6,451,339
REIMBURSEMENT GRANTS FUND (480)
480 FC-2023-10 FC CORONA INNOVATION CENTER 2,500,000 - 2,500,000 480 FC-2023-11 FC GRIFFIN PARK ENHANCEMENTS PHASE II 1,993,580 - 1,993,580 480 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 22,499 - 22,499 REIMBURSEMENT GRANTS FUND (480) TOTAL $4,516,079 - $4,516,079 WATER CAPACITY FUND (507)
507 UT-2016-01 UT WATER STORAGE TANK IN 1380-ZONE 2,082,148 - 2,082,148 507 UT-2024-01 UT BOOSTER PUMP STATION IN 1220-ZONE 200,000 - 200,000 WATER CAPACITY FUND (507) TOTAL $2,282,148 - $2,282,148 RECLAIMED WATER SYSTEM FUND (567)
567 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 899,797 - 899,797 567 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 4,121 - 4,121 567 UT-2021-01 UT BOOSTER STATION REHABILITATION AT VARIOUS LOCATIONS 50,000 50,000 100,000 567 UT-2021-05 UT FLOW METER UPGRADE AT VARIOUS LOCATIONS 25,575 - 25,575 567 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 19,488 - 19,488 567 UT-2023-01 UT WRCRWA RECLAIMED WATERLINE 293,477 - 293,477 567 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 805,708 2,623,204 3,428,912 567 UT-2023-04 UT WRCRWA BOOSTER PUMP STATION 300,000 2,500,000 2,800,000 567 UT-2025-11 UT WATER RECLAMATION FACILITY #1 RECLAIMED HYDRO TANK

COMPRESSORS
- 100,000 100,000
RECLAIMED WATER SYSTEM FUND (567) TOTAL $2,398,167 $5,273,204 $7,671,371 WATER UTILITY FUND (570)
570 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 28,210 - 28,210 570 UT-2013-02 UT LESTER POST DISINFECTION STATION 2,457,536 - 2,457,536 570 UT-2013-03 UT REPIPE WELL 14 2,100,513 - 2,100,513
570 UT-2013-04 UT WELL 15 RELOCATION 400,000 - 400,000
570 UT-2013-05 UT COMMON WELL 22 UPGRADES 73,790 - 73,790 570 UT-2014-01 UT WELL REHABILITATION AT VARIOUS LOCATIONS 515,786 - 515,786 570 UT-2015-02 UT ARCADIA/MINNESOTA WATERLINE REPLACEMENT 1,818,797 - 1,818,797 570 UT-2016-02 UT DOWNTOWN SIXTH STREET WATERLINE REPLACEMENT 1,000,000 - 1,000,000 570 UT-2016-03 UT GRAND QUAD WATERLINE REPLACEMENT 998,070 - 998,070 570 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 27,199 - 27,199 570 UT-2021-01 UT BOOSTER STATION REHABILITATION AT VARIOUS LOCATIONS 108,622 1,200,000 1,308,622 570 UT-2021-05 UT FLOW METER UPGRADE AT VARIOUS LOCATIONS 196,053 - 196,053 570 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 177,335 - 177,335 570 UT-2021-13 UT COTTONWOOD COURT WATERLINE REPLACEMENT 135,927 - 135,927 570 UT-2022-01 UT EMERGENCY GENERATORS AT VARIOUS LOCATIONS 671,346 - 671,346 City of Corona | Proposed Budget Fiscal Year 2025 Page 139 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
570 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 17,741,230 - 17,741,230 570 UT-2023-05 UT LIBERTY AVENUE WATERLINE REPLACEMENT 1,919,126 - 1,919,126 570 UT-2023-06 UT DESALTER SURGE ANTICIPATOR 177,522 - 177,522 570 UT-2023-14 UT CYPRESS POINT DR. / OAKLAND HILLS DR. WATER MAIN REPLACEMENT 134,239 - 134,239 570 UT-2023-15 UT GLEN IVY WATER TREATMENT PLANT 518,392 - 518,392 570 UT-2023-16 UT GRANULAR ACTIVATED CARBON TREATMENT PLANT MEDIA

REPLACEMENT
412,169 350,000 762,169
570 UT-2024-05 UT TEMESCAL VALLEY WATER DISTRICT METER INSTALLATION 150,000 - 150,000 570 UT-2024-07 UT SIERRA DEL ORO GENERATOR REPLACEMENT 150,000 - 150,000 570 UT-2024-08 UT LESTER FILTERS DIFFERENTIAL PRESSURE CELL REPLACEMENT 87,709 - 87,709 570 UT-2024-10 UT PFAS AND 1, 2, 3-TCP REMEDIATION 300,000 - 300,000 570 UT-2024-11 UT CARMELITA AVENUE WATER MAIN INSTALLATION 243,718 - 243,718 570 UT-2024-12 UT RIDGEVIEW TERRACE WATER MAIN INSTALLATION 1,445,126 - 1,445,126 570 UT-2025-07 UT HYDRO-PNEUMATIC TANK REPLACEMENTS - 100,000 100,000 570 UT-2025-08 UT REPLACE DESALTER MOTORIZED OPERATING VALVES - 300,000 300,000 WATER UTILITY FUND (570) TOTAL $33,988,414 $1,950,000 $35,938,414 WATER UTILITY GRANT/AGRMT FUND (571)
571 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 1,374 997,210 998,584 571 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 18,842 - 18,842 571 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 2,000,000 - 2,000,000 571 UT-2023-01 UT WRCRWA RECLAIMED WATERLINE 2,615,755 - 2,615,755 571 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 297,476 2,449,020 2,746,496 WATER UTILITY GRANT/AGRMT FUND (571) TOTAL $4,933,446 $3,446,230 $8,379,676 SEWER UTILITY FUND (572)
572 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 75,956 - 75,956 572 UT-2011-01 UT WATER RECLAMATION FACILITY #1B ENERGY EFFICIENCY - 2,000,000 2,000,000 572 UT-2013-06 UT RESEARCH/RAILROAD SEWER LINE REPLACEMENT 549,368 - 549,368 572 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 10,115,374 - 10,115,374 572 UT-2015-05 UT WATER RECLAMATION FACILITY #3 LIFT STATION 2,991,547 - 2,991,547 572 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 356,107 - 356,107 572 UT-2019-02 UT ALCOA RECLAIMED WATER EFFLUENT RELOCATION AND PIPE REMOVAL 1,399,503 - 1,399,503 572 UT-2021-02 UT CENTRIFUGE INSTALLATION AT WATER RECLAMATION FACILITY #1 2,281,694 - 2,281,694 572 UT-2021-03 UT WATER RECLAMATION FACILITY #2 EQUALIZATION BASIN REPLACEMENT 1,767,014 - 1,767,014 572 UT-2021-04 UT WATER RECLAMATION FACILITY #1 DRYER REBUILD 4,253,314 - 4,253,314 572 UT-2021-05 UT FLOW METER UPGRADE AT VARIOUS LOCATIONS 136,391 109,305 245,696 572 UT-2021-07 UT PLANT 1A SECONDARY CLARIFIER CONCRETE DECKS 98,274 800,000 898,274 572 UT-2021-09 UT WATER RECLAMATION FACILITY #1 AERATION DIFFUSER REPLACEMENT 4,626,867 - 4,626,867 572 UT-2021-10 UT WATER RECLAMATION FACILITY #2 ASPHALT ROADWAY PAVING 80,868 - 80,868 572 UT-2021-11 UT WATER RECLAMATION FACILITY #2 MCC INSTALLATION - SUNKIST AND

AERATION
3,181,860 - 3,181,860
572 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 171,182 - 171,182 572 UT-2022-01 UT EMERGENCY GENERATORS AT VARIOUS LOCATIONS - 200,000 200,000 572 UT-2022-05 UT WATER RECLAMATION FACILITY #1 DIGESTER DOME #2 REPLACEMENT 2,215,023 - 2,215,023 572 UT-2023-02 UT WARDLOW ROAD SEWER RELOCATION 441,705 - 441,705 572 UT-2023-07 UT WATER RECLAMATION FACILITY #2 SECONDARY CLARIFIER

REHABILITATION
2,510,126 - 2,510,126
572 UT-2023-08 UT WATER RECLAMATION FACILITY #1A PRIMARY AND BLOWER ROOM MCC

REPLACEMENT
100,000 1,000,000 1,100,000
572 UT-2023-09 UT WATER RECLAMATION FACILITY #1 BOILER DESIGN 598,809 - 598,809 572 UT-2023-10 UT SIERRA DEL ORO LIFT STATION GENERATOR REPLACEMENT 165,776 - 165,776 572 UT-2023-11 UT SMITH AND RINCON LIFT STATION PIPING UPGRADE/PAVING 192,805 - 192,805 572 UT-2023-12 UT WATER RECLAMATION FACILITY #2 GENERATOR REPLACEMENT 739,774 - 739,774 572 UT-2024-02 UT SEWER MAIN REHABILITATION AT VARIOUS LOCATIONS 499,720 - 499,720 572 UT-2024-03 UT HIGH MAINTENANCE SEWER PIPING REHABILITATION AT VARIOUS

LOCATIONS
200,000 - 200,000
572 UT-2024-09 UT STAGECOACH LIFT STATION MOTOR CONTROL CENTER AND GENERATOR

UPGRADE
200,000 - 200,000
572 UT-2025-05 UT DIGESTER EQUIPMENT REHAB AND ELECTRICAL UPGRADE - 300,000 300,000 City of Corona | Proposed Budget Fiscal Year 2025 Page 140 FUND PROJECT NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2025
TOTAL

AVAILABLE
572 UT-2025-06 UT GREEN RIVER LIFT STATION GENERATOR UPGRADE - 150,000 150,000 572 UT-2025-09 UT WATER RECLAMATION FACILITY #1 COMPLIANCE FLOW METER - 150,000 150,000 572 UT-2025-10 UT WATER RECLAMATION FACILITY #1 EQUALIZATION BASINS

IMPROVEMENT
- 400,000 400,000
572 UT-2025-12 UT WATER RECLAMATION FACILITY #2 PRIMARY CLARIFIERS

REHABILITATION (DESIGN / CONSTRUCTION)
- 2,500,000 2,500,000
SEWER UTILITY FUND (572) TOTAL $39,949,055 $7,609,305 $47,558,360 SEWER GRANT/AGREEMENT FUND (573)
573 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 24,348 - 24,348 SEWER GRANT/AGREEMENT FUND (573) TOTAL $24,348 - $24,348 DIRECT ACCESS ELECTRIC UTILITY FUND (576)
576 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 8,324 - 8,324 DIRECT ACCESS ELECTRIC UTILITY FUND (576) TOTAL $8,324 - $8,324 TRANSIT SERVICES FUND (577)
577 FC-2022-19 FC COA - CITYWIDE BUS STOP IMPROVEMENTS 560,747 150,000 710,747 TRANSIT SERVICES FUND (577) TOTAL $560,747 $150,000 $710,747 GREENFIELD ELECTRIC UTILITY FUND (578)
578 UT-2020-01 UT BURD TRANSFORMER REPLACEMENTS AT VARIOUS LOCATIONS 110,677 - 110,677 578 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 11,289 - 11,289 578 UT-2022-02 UT TRANSFORMER LIFECYCLE REPLACEMENTS AT VARIOUS LOCATIONS 327,461 200,000 527,461 578 UT-2023-13 UT ELECTRICAL VAULTS WATER INFILTRATION MITIGATION AT VARIOUS

LOCATIONS
175,000 50,000 225,000
GREENFIELD ELECTRIC UTILITY FUND (578) TOTAL $624,427 $250,000 $874,427 INFORMATION TECHNOLOGY FUND (681)
681 TC-2019-01 TC NEW VOICE OVER INTERNET PROTOCOL PHONE SERVICE 164,299 - 164,299 681 TC-2020-01 TC ELECTRONIC DOCUMENT MANAGEMENT SYSTEM (EDMS) 820,000 - 820,000 681 TC-2022-03 TC UTILITY BILLING SOFTWARE SYSTEM UPGRADE 522,408 - 522,408 681 TC-2022-04 TC DEVICE COMPLIANCE - SECURITY REMEDIATION 120,000 - 120,000 681 TC-2022-05 TC CITYWIDE BADGE ACCESS SYSTEM UPGRADE 137,294 - 137,294 681 TC-2023-02 TC PD REPLACEMENT NETWORK SWITCHES 41,314 - 41,314 681 TC-2023-03 TC CITYWIDE FIRE STATIONS FIREWALL REPLACEMENT 60,000 - 60,000 681 TC-2025-01 TC ACCESS CONTROL REPLACEMENT - 400,000 400,000 681 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 91,874 - 91,874 INFORMATION TECHNOLOGY FUND (681) TOTAL $1,957,189 $400,000 $2,357,189 FLEET OPERATIONS FUND (682)
682 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 3,147 - 3,147 FLEET OPERATIONS FUND (682) TOTAL $3,147 - $3,147
GRAND TOTAL $281,072,809 $55,608,741 $336,681,550
The estimated carryover funding as listed is an estimate of the continuing appropriations at the time of printing the proposed budget documents. When fund balance analyses are completed by the Finance Department after the close of the prior year-end, continuing appropriations will be finalized and authorized. Although not listed above, continuing appropriations may include amounts needed for grants that extend over more than one fiscal year.

City of Corona | Proposed Budget Fiscal Year 2025 Page 141

DEPARTMENTS
City of Corona | Proposed Budget Fiscal Year 2025 Page 142 City Manager's Office
Jacob Ellis
City Manager
The mission of the City manager's Office is to ensure implementation and administration of policies and programs as adopted and directed by the City Council. The City Clerk is responsible for the care and custody of all official records and documents of the City and for conducting all municipal elections. The Communications Division is responsible for outbound communications between the City and its residents.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 143 City of Corona | Proposed Budget Fiscal Year 2025 Page 144 City Manager's Office Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 145 City Manager's Office - Expenditures Summary
$10,801,216 -$656,246
(-5.73% vs. prior year)
2025 Expenditures by Fund
General Fund (95.3%)
Special Revenue Funds (4.6%)
Enterprise Funds (0.04%)
General Fund $4,379,672 $6,513,898 $10,458,392 $10,298,456 -$159,936 -1.5% Special Revenue Funds $0 $1,047,192 $995,498 $498,946 -$496,552 -49.9% Enterprise Funds $1,791 $1,864 $3,572 $3,814 $242 6.8%
Total: $4,381,463 $7,562,954 $11,457,462 $10,801,216 -$656,246 -5.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 146 City Manager's Office
Budgeted Expenditures by Function
Homeless Solutions (57%)
City Manager's Offiffiffice Administration (20.3%)
Communications (13.6%)
City Clerk (9.1%)
Expenditures
11 - City Manager's Office
City Manager's Office Administration $1,415,188 $1,803,135 $2,136,189 $2,190,527 $54,338 2.5% Communications $440,160 $1,172,672 $1,690,694 $1,467,671 -$223,023 -13.2% Homeless Solutions $1,937,289 $3,713,254 $7,000,237 $6,157,699 -$842,538 -12% City Clerk $588,825 $873,894 $630,342 $985,318 $354,976 56.3% Total 11 - City Manager's Office: $4,381,463 $7,562,954 $11,457,462 $10,801,216 -$656,246 -5.7% Total Expenditures: $4,381,463 $7,562,954 $11,457,462 $10,801,216 -$656,246 -5.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 147 City Manager's Office Budget Detail
What do we do?
The City Manager's Office is responsible for the implementation and administration of goals, policies, procedures, and programs adopted by the City Council. This requires ongoing planning, organization, direction, and evaluation of the City's programs and resources. The City Manager's Office researches issues and prepares recommendations for consideration by the City Council. This group is also responsible for implementing the City's Strategic Plan.

Goals & Objectives
What did we do in Fiscal Year 2024?
Continued to enhance the City's legislative advocacy efforts by utilizing a contracted state lobbyist and executed an agreement with a federal lobbying firm to advocate for the City's interests at the federal level.

Maintained standard annual performance reporting to the City Council to increase accountability.

Launched an annual community satisfaction survey to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.

Continued building a high-performing team with Council and City management.

Continued the Corona Citizen's Academy to educate residents about the major elements of city services and how the city operates.

Coordinated a Student Discovery Day for local students to tour city facilities and help them gain a vision for jobs they could prepare for.

Reviewed and revamped the Capital Improvement Plan (CIP) program to include all potential capital improvement projects, whether funded or not, utilizing a 10-year time horizon, and developed a prioritized implementation plan.

Launched the Envisio software for strategic plan quarterly reporting and online dashboard.

What do we plan to do in Fiscal Year 2025?
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, and outcomes achieved by the City for its residents.

Restructure City departments as needed to improve efficiency and achieve organizational objectives.

Increase the City's support, coordination, and partnerships to enhance veteran services and programs.

Develop a Strategic Plan Annual Report to highlight departmental workplan milestones and performance measures.

Prepare the year four Strategic Plan implementation schedule and continue reporting our progress quarterly.

Continue the rollout of Envisio software citywide to better align department workplans and activities, improve coordination and communication, and analyze performance.

Finalize the development of the Electronic Document Management System (EDMS).

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.

Host a Corona Citizen's Academy Winter cohort to educate residents about the major elements of city services and how the city operates.

City of Corona | Proposed Budget Fiscal Year 2025 Page 148 City Manager's Office
Budgeted Expenditures by Expense Type
Personnel Services (82.8%)
Materials And Supplies (9.7%)
Contractual (7.4%)
Utilities (0.2%)
Expense Objects
Personnel Services $1,195,392 $1,518,050 $1,742,449 $1,812,787 $70,338 4% Contractual $88,901 $116,080 $161,720 $161,720 $0 0%
Materials And Supplies $129,445 $166,532 $228,420 $212,420 -$16,000 -7% Utilities $1,450 $2,473 $3,600 $3,600 $0 0%
Total Expense Objects: $1,415,188 $1,803,135 $2,136,189 $2,190,527 $54,338 2.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 149 Communications Budget Detail
What do we do?
The Communications Officer is dedicated to strengthening the relationship between the City of Corona and its residents.

This team is responsible for outbound communications to the City's 170.000+ residents through press releases, the Inner Circle e-newsletter, and social media channels. The group also maintains and manages the City's website and live broadcasts. The Communications Office keeps residents informed about what is going on in their City through engaging, transparent, and timely distribution of accurate and relevant information.

Goals & Objectives
What did we do in Fiscal Year 2024?
Imagined, created, and delivered strategic communications across digital and print platforms.

Elevated the City's social media community engagement with the launch of various communications campaigns to drive awareness and invite community input on strategic projects.

Launched an external communication plan to tell our story, build trust between the City and residents, help people get to know their City on a personal level, and boost community pride.

What do we plan to do in Fiscal Year 2025?
Implement the City of Corona's new brand, identity, and story. Improve the City's website for ease of use.

Boost digital engagement via strategic media campaigns. Improve broadcast capabilities and viewer experience.

Expand multicultural/bilingual communications outreach.

Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the "silent majority."
Service Adjustment Changes (Operating Budget)
Description Amount
Artlist (Royalty-Free Music for Video Storytelling) 7,500 Bitly 4,652
Brand Implementation 250,000
Mailchimp Service Upgrade 18,064
Total $ 280,216
City of Corona | Proposed Budget Fiscal Year 2025 Page 150 Communications
Budgeted Expenditures by Expense Type
Personnel Services (56%)
Materials And Supplies (25.8%)
Contractual (18%)
Utilities (0.3%)
Expense Objects
Personnel Services $386,694 $683,913 $743,732 $821,553 $77,821 10.5% Contractual $3,507 $214,136 $424,000 $264,000 -$160,000 -37.7% Materials And Supplies $49,016 $272,254 $516,542 $378,178 -$138,364 -26.8% Utilities $943 $2,368 $6,420 $3,940 -$2,480 -38.6%
Total Expense Objects: $440,160 $1,172,672 $1,690,694 $1,467,671 -$223,023 -13.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 151 Homeless Solutions Budget Detail
What do we do?
Homelessness is currently one of the most urgent and significant issues facing local government. Without effective solutions, homelessness impacts the quality of life for everyone and results in expensive cost impacts to taxpayers. The Homeless Solutions Program was created to strategically address homelessness in the City of Corona. Critical to the success of this Program is the successful implementation of the City's Homeless Strategic Plan. The Plan focuses on preventing homelessness and reducing chronic and situational homelessness through a comprehensive system of services that includes outreach and engagement, emergency shelter, a wide range of multi-disciplinary services, permanent housing, public/private partnerships, advocacy, and data tracking to measure system performance. The Homeless Solutions program staff manages implementation of the Plan through contract administration, grant writing, partnership development, and collaboration with County Agencies, the Continuum of Care, and many other partners.

City of Corona | Proposed Budget Fiscal Year 2025 Page 152 Goals & Objectives
What did we do in Fiscal Year 2024?
Since the launch of the Homeless Plan in June 2020, achieved a 60% reduction in unsheltered homelessness as confirmed by the 2023 Point in Time Count of the homeless. The next regional unsheltered count is January 2025.

In collaboration with the County, Abode Communities, City Net, CPD HOPE Team, Centro Medico Community Clinic, and Mercy House, achieved 100% lease-up of the Vista Dorada 52 Permanent Supportive Housing Units. This monumental task included the provision of security deposits for all tenants through use of City’s HOME funds, provision of essential items and move-in kits through the Make It Cozy Warehouse funded with City resources, and weekly meetings over a 6- month period to case conference in support of getting Corona’s chronically street homeless document ready with disability verifications from the clinic, homeless certification letters, completion of project based voucher rental assistance applications and more! In addition, coordinated a successful Grand Opening Ceremony to celebrate the achievement of moving 52 long-term chronically homeless from the streets of Corona into permanent housing.

Homeless Solutions Manager continued performing duties as Chair of the Riverside County Continuum of Care, including Chairing monthly Continuum of Care meetings, participating as a member of the Board of Governance to approve policies and federal/state/county funding to support regional homeless and housing programs, and Chairing the Policy/Advocacy Committee which includes working groups for Youth/Advocacy, Legislation/Housing, Healthcare/Mental Healthcare, Reentry & Justice System, and Community Education and Engagement.

Managed a $10,596,765 FY 2024 budget that includes funds allocated at budget adoption plus additional funds that were subsequently allocated due to the addition of the Norco SAMHSA grant, Norco Housing Funds, Corona and Norco Encampment Response Grants, Corona Measure X funds, Corona HOME funds, and Corona’s State PLHA Funds.

Managed Corona’s Homeless System of services including homeless prevention, outreach and engagement, emergency shelter, supportive services, rental assistance, and permanent supportive housing resources.

Renewed MOU with the City of Norco to manage collaborative homeless services in the cities of Corona and Norco.

Launched the Pilot Meal/Transportation Program in collaboration with Mercy House, City Net, CPD HOPE, and 2 Mile Homeless Ministry. The goal of this program is to move meal services out of City Park and into the Harrison Hope Center.

Secured a $1,000,000 County ARPA Grant to offset the City’s $3 million capital investment in the shelter renovation.

The City of Corona was recognized by Cal Cities and the County for achieving a 60% reduction in homelessness and for the implementation of a highly successful system of services.

Completed State PLHA grant milestones for implementation of the Harrison Hope Center, resulting in the successful drawdown of $1.4 million in grant funds.

Successfully launched Phase I of the Santa Ana Riverbed Homeless Encampment Response Programs in the cities of Corona and Norco.

Worked with County Behavioral Health to co-locate the Mobile Crisis Management Team (MCMT) in City Hall. MCMT now collaborates with Homeless Solutions, City Net, CPD HOPE, Mercy House, and other stakeholders to address behavioral health crises and to connect at-risk and homeless residents to the County’s behavioral health system of services.
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City of Corona | Proposed Budget Fiscal Year 2025 Page 153 What do we plan to do in Fiscal Year 2025?
Work with Corona Regional Hospital, Centro Medico Community Clinic, and Mercy House to negotiate an MOU for the provision of post hospital recuperative care.

Work with Mercy House and County to finalize negotiations for the Project Based Voucher HAP Agreement that will provide 20 years of rental subsidy for the 5 Street Permanent Supportive Housing Units and subsequently achieve 100% lease up at the Fifth Street Permanent Supportive Housing Project.

Manage all five program components in the Mercy House Homeless System of Services and all four program components in the City Net System of Services.

Implement Phase II of the Santa Ana Riverbed Encampment Response Program in the cities of Corona and Norco.

Develop a dashboard report that integrates client data and contractor performance measures for all the City Net and Mercy House Programs.

Expand permanent housing placements from the Harrison HOPE Center and Motel Shelters and report to City Council on a quarterly basis.

Expand partnerships with the faith community, businesses, residents, and the County to support initiatives in the Homeless Strategic Plan.

Utilize HMIS data tracking system to evaluate system performance for client measures such as length of homelessness, number of first time homeless, street exit destinations, length of shelter stay, housing placements, and housing retention rates.
th
Homeless Solutions
Budgeted Expenditures by Expense Type
Contractual (95.2%)
Personnel Services (4.5%)
Materials And Supplies (0.3%)
Utilities (0.02%)
Expense Objects
Personnel Services $148,836 $176,703 $286,052 $277,196 -$8,856 -3.1% Contractual $1,775,709 $3,531,847 $6,699,087 $5,863,406 -$835,681 -12.5% Materials And Supplies $12,745 $4,580 $14,090 $16,090 $2,000 14.2% Utilities $0 $124 $1,008 $1,008 $0 0%
Total Expense Objects: $1,937,289 $3,713,254 $7,000,237 $6,157,699 -$842,538 -12% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 154 City Clerk Budget Detail
What do we do?
The City Clerk is the custodian of records for the City of Corona. The mission of the City Clerk's Office is to ensure transparency to the public in the decision-making process, to accurately record all proceedings of the City Council, to preserve vital and historical records of the City, and to serve as a source of information for all City Departments and the public. The Office of the City Clerk is committed to providing these services in an efficient, professional, ethical, and courteous manner. The City Clerk also serves as the City's election official, responsible for all general municipal and special elections. The Office of the City Clerk is responsible for the preparation and distribution of City Council agendas and minutes; performs centralized processing of all legal notices; coordinates appointments to City Boards and Commissions; issues and administers oaths of office; maintains campaign and economic interest statement filings in accordance with the Political Reform Act; manages the retention and retrieval of all official City Council actions; and maintains and administers the Corona Municipal Code.

Goals & Objectives
What did we do in Fiscal Year 2024?
Implemented a new Subpoena portal to streamline the subpoena process.

Installed an interactive Digital Board in the breezeway to allow residents to easily access agendas for public meetings.

Worked closely with all departments on updating the record retention schedules to assist in retaining and organizing their records for optimal operation and access by the public.

Explored electronic agenda management systems and began the implementation process with eScribe. The new electronic agenda platform will allow the public to access meeting details more easily.

Continued to research system and procedures to streamline our public records request process.

Continued to improve the Claims and Subpoenas process by streamlining for staff efficiency.

What do we plan to do in Fiscal Year 2025?
Finalize and present to the City Council a Records Retention Schedule for adoption.

Finalize the transition from Legistar to eScribe for our agenda management system and launch the new system citywide.

Successfully complete a citywide annual records destruction and continue to evaluate, coordinate, and facilitate the records destruction program.

Effectively administer and coordinate a successful 2024 District election for two City Council District seats and an atlarge City Treasurer during the November 5, 2024 General Municipal Election.

Conduct the biennial Conflict of Interest Code in 2024 pursuant to the Political Reform Act of 1974.

Continue to evaluate Electronic Document Management Solutions with our Information Technology department to maximize our operational goals by making information more readily available for service delivery of our Public Records Request.

Provide appropriate training to all departments for improved agenda, public records request processes, and records management training.

Continue to evaluate, coordinate, and facilitate the records management and records destruction programs by developing a citywide records management training program to support department records coordinators.

Continue to improve the Claims and Subpoena process by streamlining for staff efficiency.

Continue working with City Departments to find ways to assist the public with accessing public records on the City's website.

City of Corona | Proposed Budget Fiscal Year 2025 Page 155 City Clerk
Budgeted Expenditures by Expense Type
Personnel Services (64.6%)
Contractual (33.6%)
Materials And Supplies (1.7%)
Utilities (0.1%)
Expense Objects
Personnel Services $487,050 $528,573 $575,542 $636,118 $60,576 10.5% Contractual $87,079 $318,776 $38,000 $331,000 $293,000 771.1% Materials And Supplies $13,394 $24,652 $15,500 $16,900 $1,400 9% Utilities $1,302 $1,893 $1,300 $1,300 $0 0%
Total Expense Objects: $588,825 $873,894 $630,342 $985,318 $354,976 56.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 156 Community Services
Donna Finch
Community Services Director
Welcome to the Community Services Department where we create a community in Corona. The Community Services Department includes Parks, Facility Maintenance, Trails, Library Services, recreation, Community Assistance, and the Airport. We are your special events coordinator, your access to programs for all ages, your access to city transit, your maintainer of the beautiful open spaces and trees of our City, and we want to community with you. Our vision is for Corona to be an engaged, healthy, and enriched community! What do we do?
Within the Leisure & Culture service area, the Community Services Department enriches the lives of adults, seniors, youth, and their families through creative recreational programming and the promotion of reading and learning activities through the Corona Public Library. We engage in the community in Corona's parks and trails and through the Park Ranger Program, Park Ambassador Program, and Adopt-A-Park. These services strive to keep parks and open spaces a clean and safe place to enjoy the outdoors. We also relish in the abundance of urban trees we care for and are committed to maintaining a rich Urban Forest in Corona. Community Assistance provides transit throughout the City, housing assistance, and we are fortunate to oversee the City's special resource, the Corona Airport.

City of Corona | Proposed Budget Fiscal Year 2025 Page 157 City of Corona | Proposed Budget Fiscal Year 2025 Page 158 Community Services Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 159 2025 Expenditures by Fund
General Fund (66.5%)
Special Revenue Funds (19.2%)
Enterprise Funds (12.2%)
Capital Projects Funds (2.1%)
Successor Agency Funds (0.1%)
General Fund $13,757,588 $16,845,890 $17,643,333 $19,396,559 $1,753,226 9.9% Special Revenue Funds $4,930,832 $5,620,914 $5,761,592 $5,601,920 -$159,672 -2.8% Capital Projects Funds $338,521 $340,372 $543,581 $599,462 $55,881 10.3% Enterprise Funds $2,093,363 $3,563,341 $3,694,610 $3,554,004 -$140,606 -3.8% Successor Agency Funds -$74,689 $18,442 $28,620 $28,732 $112 0.4% Total: $21,045,616 $26,388,959 $27,671,736 $29,180,677 $1,508,941 5.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 160 Community Services
Budgeted Expenditures by Function
Parks, Trees and Medians
Maintenance (50.8%)
Parks, Trees and Medians
Maintenance (50.8%)
Transit (11.2%)
Facility Maintenance (9.5%)
Events & Programs (6.9%)
Library Services (5.3%)
Facilities & Project Management (4.2%)
Administration (3.7%)
Literacy and Community Engagement (2.3%)
Special Events & Volunteers (2.1%)
Corona Housing Authority (CHA) (1.1%)
Airport (1%)
Expenditures
47/65 - Community Services
CDBG/HOME Investment Partnership $230,648 $227,851 $288,963 $278,474 -$10,489 -3.6% Corona Housing Authority (CHA) $107,873 $112,521 $254,618 $320,988 $66,370 26.1% Property Management $157,193 $215,890 $184,358 $197,208 $12,850 7% Transit $1,926,418 $3,339,071 $3,390,929 $3,268,815 -$122,114 -3.6% Facility Maintenance $2,052,156 $2,429,153 $2,757,223 $2,768,581 $11,358 0.4% Airport $166,945 $224,270 $303,681 $285,189 -$18,492 -6.1% Parks, Trees and Medians Maintenance $11,199,893 $13,753,709 $13,670,693 $14,836,718 $1,166,025 8.5% Pubic Transport/Emission Redu $26,464 $11,855 $33,300 $33,300 $0 0% Events & Programs $1,691,991 $1,931,516 $2,607,459 $2,009,567 -$597,892 -22.9% Facilities & Project Management $728,790 $674,763 $824,398 $1,230,324 $405,926 49.2% Administration $1,237,999 $1,382,656 $1,207,548 $1,078,399 -$129,149 -10.7% Library Services $999,064 $1,427,399 $1,309,767 $1,555,709 $245,942 18.8% Literacy and Community Engagement $594,870 $639,863 $810,179 $680,872 -$129,307 -16% Special Events & Volunteers $0 $0 $0 $607,801 $607,801 N/A Successor Agency Dissolution -$74,689 $18,442 $28,620 $28,732 $112 0.4% Total 47/65 - Community Services: $21,045,616 $26,388,959 $27,671,736 $29,180,677 $1,508,941 5.5% Total Expenditures: $21,045,616 $26,388,959 $27,671,736 $29,180,677 $1,508,941 5.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 161 Airport Budget Detail
What do we do?
The Corona Municipal Airport Program is responsible for the management of all aspects of airport operations including: the adherence of lease agreements; compliance with all federal, state, and local laws, ordinances, and regulations; and the continual maintenance of runways, taxiways, aprons, streets, grounds, lighting, and equipment located within the airport's parameters. The Airport Program is dedicated to safety and providing a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2024?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

Removed eight (8) unauthorized aircraft.

Kicked off the annual hangar inspection program in conformance with the City’s municipal code. Conducted annual hangar inspections of over 300 hangars and office facilities and 75 follow-up inspections of hangars/offices found in violation. Extended the cure period through June 30, 2024,4 to remediate all outstanding violations.

Assisted and coordinated efforts, in collaboration with Pubic Works to complete Phase II of the paving improvements.

Phase II included pavement of Taxi-Lanes 2 through 5. Phase I included pavement of the Runway, Taxiway, Taxi-lane 1 and Aviation Road. All city-maintained common areas are paved.

Cleared the vegetation in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.

Cleared the North and South channels.

Made improvements to wash rack.

Coordinated relocation efforts of aircraft impacted by flooding.

Planned and processed the annual airport inspection by the State's Department of Transportation inspector.

Prepared annual reports to the Corps and County Assessor's Office (Fixed aircraft and possessor interest reports). And updated the FAA’s Based Aircraft database, an effort that is required annually and as aircraft leaves or enters the airport.

Managed operational activities resulting from an aircraft accident incident (no injury incident).

Retrofitted 40 Runway lights.

Conducted over 200 general condition inspections.

What do we plan to do in Fiscal Year 2025?
Continue researching the aircraft lien and abatement procedures to establish a program and SOP.

Conduct annual hangar inspection program.

Field calls, requests, complaints, etc. as received.

Continue collaboration and partnership efforts between the City and City's Master Lease Holders to continue improving the operations and maintenance throughout the airport.

Continue to enforce lease and use violations.

Implement the airport security CIP
Coordinate with IT on city-approved security system to commence implementation of all Security Measure Improvements to secure the airfield and leased areas 24/7, relocate wrought-iron gate, install new security access system, including added access features such as a keypad, intercom system, remote access, and add chain-link fencing, and emergency gates.

Manage the airport grants reimbursement requests.

Continue vegetation management and general monthly maintenance.

Continue 4-day-a-week general inspections.

City of Corona | Proposed Budget Fiscal Year 2025 Page 162 Airport
Budgeted Expenditures by Expense Type
Materials And Supplies (35.1%)
Personnel Services (35.1%)
Contractual (24.9%)
Utilities (4.8%)
Expense Objects
Personnel Services $24,840 $91,670 $86,582 $100,221 $13,639 15.8% Contractual $46,727 $5,483 $95,703 $71,000 -$24,703 -25.8% Materials And Supplies $68,436 $103,030 $108,766 $100,238 -$8,528 -7.8% Utilities $12,645 $9,792 $12,630 $13,731 $1,101 8.7%
Depreciation $14,297 $14,297 $0 $0 $0 0%
Total Expense Objects: $166,945 $224,270 $303,681 $285,189 -$18,492 -6.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 163 CDBG/HOME Investment Partnership Budget Detail
What do we do?
The City of Corona receives federal funding from Housing and Urban Development under the Community Development Block Grant (CDBG) and HOME Investment Partnership Grant Programs. CDBG funds are utilized for low and moderate income housing, economic development activities and community improvements that alleviate blighted conditions within eligible CDBG areas. HOME funds are used to preserve the City's affordable housing stock and tenant-based rental assistance. The Community Development Department is responsible for administering these programs in compliance with federal requirements.

Goals & Objectives
What did we do in Fiscal Year 2024?
Spent all CARES Act-funded and closed all programs, i.e., Rental Assistance, Mortgage Assistance, and Personal Protective Equipment Grants for Businesses.

Provided technical assistance and guidance to grantees (i.e. Service Providers, Code Compliance, Facility/Parks/Trails Division, PW-CIP Division, and Finance) to ensure compliance and performance in accordance with projections.

Assisted in project planning and development of all Park projects.

Conducted quarterly monitoring of grantees and monthly HUD grant drawdowns to reimburse the City for grant expenses.

Prepared and processed the annual Action Plan for Fiscal Year 2024.

Prepared and processed the Fiscal Year 2023 Consolidated Annual Performance Evaluation Report.

Prepared for and completed HUD HOME Audit. No significant findings were made.

Provide technical support and training for the Mercy House and Homeless Solutions staff on the Tenant Based Rental Assistance (TBRA) program and continue to work through the TBRA process between the Homeless Solutions Team and the Community Assistance Team.

Partnered with the Fair Housing Council of Riverside County to disseminate federal and state COVID protection information and fair housing guidance.

Conducted Annual Audit of Service Providers.

City of Corona | Proposed Budget Fiscal Year 2025 Page 164 What do we plan to do in Fiscal Year 2025?
Audit prior year grantee files.

Oversight and monitoring of all CDBG and HOME funded activities.

Close out the rental assistance to Corona Residents through the CARES Act funded COVID programs. Close-out activities include auditing all recipient files, general documentation, etc.

Continue to provide technical assistance to service providers and city staff for the award capital projects and code compliance.

Continue to provide TBRA technical assistance and program oversight. In this initial year conduct several audits to ensure compliance and adjust processes as needed for efficiency.

Conduct the planning process to prepare the next five-year consolidated plan. Activities include public and stakeholder outreach through surveys and community meetings, preparing Needs Assessment, Market Analysis, Analysis of Impediments to Fair Housing, Language Assessment Plan, and a host of miscellaneous research and data gathering. At the culmination of this assessment, a Notice of Funding Availability will be launched to seek services providers and capital projects in line with the community’s expressed qualified needs. And, finally, to kick-off Year 1 of the new Consolidated Plan, staff will prepare and submit the Fiscal Year 2026 Annual Action Plan.

Prepare and submit the Fiscal Year 2024 Consolidated Action Plan Evaluation Report.

Explore partnership options with a Community Housing Development Organization (CHDO) to spend CHDO set aside.

CDBG/HOME Investment Partnership
Budgeted Expenditures by Expense Type
Contractual (92.9%)
Personnel Services (4.3%)
Materials And Supplies (2.7%)
Utilities (0.07%)
Expense Objects
Personnel Services $61,387 $53,913 $10,312 $11,982 $1,670 16.2% Contractual $111,528 $111,214 $274,836 $258,738 -$16,098 -5.9% Materials And Supplies $43,925 $56,802 $3,615 $7,554 $3,939 109% Utilities $13,808 $5,922 $200 $200 $0 0%
Total Expense Objects: $230,648 $227,851 $288,963 $278,474 -$10,489 -3.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 165 Community Services Administration Budget Detail
What do we do?
The Community Services Department's Administrative Team sets the vision for creating a sense of place in the City of Corona through celebrating our community, developing programs to increase access to arts, culture, and recreational activities, and ultimately improving the quality of life in Corona. The Administration division also streamlines department functions, including but not limited to providing frontline customer service, processing onboarding of new staff and completing personnel forms, overseeing department accounting and budget operations, preparing, and managing purchase requisitions, purchasing and contracts, and supervising capital projects. The department also conducts training for the department's registration/reservation software and ensures the accuracy of all transactions. The team also works with the Library Trustees and Parks and Recreation Commission on departmental policies, procedures, and programs.

Goals & Objectives
What did we do in Fiscal Year 2024?
Created a standardized log of all Community Service Capital Improvement projects and contracts.

Created a database of vendors commonly used by Community Services to track contracts and purchase orders.

Revamped the department budget process and developed detailed line-item budget sheets for all divisions that identify all projected expenditures for the upcoming fiscal year based on actual costs from previous years and any projected cost increases.

Implemented strict monitoring and oversight of the department budget to ensure expenditures stay within budgeted amounts and any unanticipated expenditures are accounted for in the quarterly budget adjustment requests.

Implemented a staff report review process and timeline to ensure reports are submitted with ample time for internal review and editing before the agenda due date.

What do we plan to do in Fiscal Year 2025?
Identify grant funding needs across the department and create a database of all applicable grants to fulfill those needs; maintain proper record of grants we’ve applied for and ensure compliance with grants we’ve received.

Create a catalogue of all department policies and SOPs; make any necessary updates to policies and SOPs and put them into a standardized format organized by division; identify any policy gaps and create policies/SOPs to fill those gaps
Create an annual calendar of upcoming items for the Parks & Recreation Commission to assist with agenda planning and ensure the Commission has the opportunity to provide input on all important matters related to parks and recreation.

Develop a Community Sponsorship Program that provides opportunities for private partners (i.e. businesses, nonprofits, residents) to sponsor city events and programs.

Service Adjustment Changes (Operating Budget)
Description Amount
Board and Commission Training 5,000
Community Services Department Employee Appreciation Event 2,000 Total $ 7,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 166 Community Services Administration
Budgeted Expenditures by Expense Type
Personnel Services (95.6%)
Materials And Supplies (4.3%)
Utilities (0.05%)
Expense Objects
Personnel Services $1,041,084 $1,208,675 $1,090,117 $1,031,157 -$58,960 -5.4% Contractual $130,986 $115,947 $73,553 $0 -$73,553 -100% Materials And Supplies $65,402 $57,423 $42,978 $46,673 $3,695 8.6% Utilities $528 $610 $900 $570 -$330 -36.7%
Total Expense Objects: $1,237,999 $1,382,656 $1,207,548 $1,078,399 -$129,149 -10.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 167 Corona Housing Authority (CHA) Budget Detail
What do we do?
The Corona Housing Authority, or CHA, is responsible for administering all low and moderate-income housing functions and assets. CHA is responsible for increasing and preserving the City's affordable housing stock and for developing and implementing affordable housing programs and projects that meet state requirements and support our local Housing Element. The City’s newest efforts in furthering the preservation of affordable housing include the creation of a Mobile Home Rent Stabilization Program that will be managed under the CHA.

Goals & Objectives
What did we do in Fiscal Year 2024?
Provided continued assistance as requested to Corona de Oro and Corona del Rey for their rehabilitation efforts.

Fielded miscellaneous housing inquiries from residents and developers.

Completed all development activities needed to proceed with project approvals for the Second Street Affordable Housing & Permanent Supportive Housing Project.

Completed negotiation efforts with Christian Church Developers for the proposed senior housing project on Chase east of Main. Due to site constraints and available funding, determined the project is no viable.

Received eight (8) eligible applications and approved six (6) to assist all with repairs under the Residential Rehabilitation Program.

Mailed 5400 Residential Rehabilitation Program flyers to targeted neighborhoods as outlined in the City's Housing Element.

Prepared annual compliance reports and submitted them to the CA State HCD. And, in collaboration with Planning, completed the Housing & CDBG program reporting requirements for the annual Housing Element Update.

Conducted monitoring activities of existing housing assets and affordable housing projects. Found one in violation of overcharging rents. Enforced said violation resulting in reimbursement of $200,000 for overcharges in calendar year 2022 and 2023.

Processed housing loan monthly payments, payoff demands, and subordination requests.

Completed the Rent Stabilization legitimate government interest analysis.

Started efforts towards creating a Mobile Home Rent Stabilization ordinance and program.

Planned and coordinated internal efforts to meet the goals and coordinated with the City's fair housing provider to expand services to meet the City's Housing Elements requirements.

City of Corona | Proposed Budget Fiscal Year 2025 Page 168 What do we plan to do in Fiscal Year 2025?
Continue to work through affordable housing contracts with National CORE for the rehabilitation activities at Corona Del Rey and Corona de Oro.

Take for approval final contracts and project entitlements for the Second Street Affordable Housing & Permanent Supportive Housing Project to build 115 new multifamily and 25 PSH units.

Assist income-qualified homeowners with health, safety, and code violation reports under the Residential Rehabilitation Program.

Prepare annual compliance reports due to the CA State HCD and Housing Element Updates.

Conduct annual monitoring activities of housing assets and affordable housing projects.

Assist homelessness program efforts on permanent supportive housing opportunities.

Explore development options on City and Housing infill properties if time permits.

Complete the Rent Stabilization ordinance and develop the program guidelines, documents, and SOPs for executing the RSO program, and kick-off the program.

Continue to manage the execution of all new Housing Element housing and fair housing program requirements.

Assist Finance with all internal and external audit activities.

Corona Housing Authority (CHA)
Budgeted Expenditures by Expense Type
Contractual (49.8%)
Personnel Services (48%)
Materials And Supplies (1.7%)
Utilities (0.4%)
Expense Objects
Personnel Services $82,746 $100,605 $137,469 $154,224 $16,755 12.2% Contractual $10,803 $5,618 $110,000 $160,000 $50,000 45.5% Materials And Supplies $14,164 $6,127 $5,925 $5,540 -$385 -6.5% Utilities $160 $171 $1,224 $1,224 $0 0%
Total Expense Objects: $107,873 $112,521 $254,618 $320,988 $66,370 26.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 169 Events and Programs Budget Detail
What do we do?
The Events and Programs Division provides a variety of programs and services for Corona residents, including youth and adult sports, after-school recreation, summer camps, and extensive services and activities designed for Corona's senior population.

Goals & Objectives
What did we do in Fiscal Year 2024?
Implemented Extended Learning Opportunities Program (ELOP) within Kids Club at select elementary schools to comply with CNUSD Title I requirements. Eligible sites received full reimbursement from the School District for City monthly membership dues, making this program free to qualifying families.

Successfully completed one complete year of partnership with the Riverside County Office on Aging to bring a congregate meal program to the Corna Senior Center. This service provides nutritious meals and social engagement opportunities Monday-Friday, for a suggested donation of $3.00. Operating costs are largely offset by funds utilized by the County through the Older Americans Act.

What do we plan to do in Fiscal Year 2025?
Continue to seek opportunities with the CNUSD ELOP program to expand reach into different Corona-based schools and/or explore the possibility of the Vicentia Activity Center (VAC) as a year-round congregate site with transportation services provided by the School District.

Continue to seek sponsorships, grants, partnerships, and funding opportunities to offset Senior Center Program offerings and services throughout the City service area.

Service Adjustment Changes (Operating Budget)
Description Amount
Conference Training and Travel - Kids Club, Youth & Adult Sports and Senior Center 3,650 Kids Club Adventure Camp 4,500
Uniform Expenses for Programming 6,000
Total $ 14,150
City of Corona | Proposed Budget Fiscal Year 2025 Page 170 Events and Programs
Budgeted Expenditures by Expense Type
Personnel Services (89.1%)
Materials And Supplies (9.5%)
Contractual (1%)
Utilities (0.4%)
Expense Objects
Personnel Services $1,124,616 $1,201,185 $1,603,470 $1,790,398 $186,928 11.7% Contractual $411,598 $515,627 $703,632 $20,600 -$683,032 -97.1% Materials And Supplies $142,743 $200,853 $282,827 $190,419 -$92,408 -32.7% Utilities $13,033 $13,852 $17,530 $8,150 -$9,380 -53.5% Total Expense Objects: $1,691,991 $1,931,516 $2,607,459 $2,009,567 -$597,892 -22.9% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 171 Facilities and Project Management Budget Detail
What do we do?
The Facility Reservations Team oversees the use of City facilities, including the Circle City Center, the Historic Civic Center, including the operation of Corona's historic theater, Vicentia Activity Center, Victoria Park, Auburndale Community Centers, as well as picnic area reservations at 27 parks Program also, oversee the operations of Contract Classes and Adaptive Services, to program the City’s facilities and park sites with engaging programs.

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed a Performing Arts Center Feasibility Study with the support of a consultant with consideration for developing an additional performance venue with the City and/or renovating the Historic Civic Center.

Further extended the implementation of on demand facility reservations to expand 24/7 online access, reduce wait times, and provide streamlined insurance and third-party vendor offerings to make the process as user-friendly as possible. Permits are down from 30+ day processing, to 7 days for park shelters, and 15 for indoor room reservations.

Online reservations have increased by 44% over last year.

Completed a survey as part of the Parks and Recreation Master Plan to work with and engage the community in feedback and outreach opportunities to help build activity offerings and services that reflect the needs and interests of the residents.

What do we plan to do in Fiscal Year 2025?
Evaluate next steps for the implementation of the Performing Arts Center Feasibility Study including the renovation of the Historic Civic Center as a center for the arts, and/or the creation of a new Performing Arts Center.

Work toward the implementation of the City Parks Operations Plan and Parks and Recreation Master Plan by seeking out and building program through contract instructors, internally led programs, and partnerships, with the intention of having fully programmed sites and consistent attendance throughout the hours of operation.

Complete the work associated with the on-demand reservation program incorporating one click insurance options, linking park reservations to posted park signage though QR code system, and reducing turnaround times on reservations permits with a goal of 24 hours.

Service Adjustment Changes (Operating Budget)
Description Amount
CCC Low-Cost Activities and Adaptive Programs 6,560
Conference, Training, and Travel - Program Reservations 4,000 Memberships and Dues - Program Reservations 540
Total $ 11,100
City of Corona | Proposed Budget Fiscal Year 2025 Page 172 Facilities and Project Management
Budgeted Expenditures by Expense Type
Personnel Services (69.4%)
Contractual (26.2%)
Materials And Supplies (4%)
Utilities (0.4%)
Expense Objects
Personnel Services $692,034 $639,654 $771,091 $854,144 $83,053 10.8% Contractual $717 $5,951 $2,100 $322,100 $320,000 15,238.1% Materials And Supplies $31,289 $23,870 $47,355 $49,600 $2,245 4.7% Utilities $4,749 $5,289 $3,852 $4,480 $628 16.3%
Total Expense Objects: $728,790 $674,763 $824,398 $1,230,324 $405,926 49.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 173 Facility Maintenance Budget Detail
What do we do?
The Facility Maintenance Services Division is responsible for the maintenance and repair of 28 city-owned buildings and related public facilities using both City personnel and contractual services. A systematic preventative maintenance program is utilized to enhance the longevity and efficiency of the buildings and their related equipment and infrastructure.

Goals & Objectives
What did we do in Fiscal Year 2024?
Historic Civic Center Remodel.

Assisted with punch list items for Harrison Shelter opening. Senior Center Foundation Replacement.

Installed additional security lighting at City Hall and Library. Skylights @ the library.

Upgraded all parking lot lights at City Hall.

New fencing at Police Department.

Library Kitchenette & Mother’s Room.

Moved crew to Corp yard.

Police Department electrical & wiring for new camera system.

Fire station 5 patio remodel.
735 patio awnings.

What do we plan to do in Fiscal Year 2025?
Continue to complete all scheduled preventative maintenance and perform required repairs in a timely manner.

Replace Carpet at City Hall.

Reconfigure the dormitories at Fire Stations 1 and 3.

Complete dorm remodel at Fire Station 1 & 3.

Complete Heritage Room remodel.

Update Council Chamber.

Complete Communication Studio Upgrades.

Service Adjustment Changes (Operating Budget)
Description Amount
Janitorial Contract Reduction (Guaranteed Janitorial Service) (63,588) Homeless Programs Maintenance Costs (Harrison Shelter and 5th St Units) 85,909 Maintenance & Repair for Citywide Buildings 100,000
Total $ 122,321
City of Corona | Proposed Budget Fiscal Year 2025 Page 174 Facility Maintenance
Budgeted Expenditures by Expense Type
Materials And Supplies (39%)
Contractual (29.1%)
Personnel Services (28.4%)
Utilities (3.5%)
Expense Objects
Personnel Services $629,254 $723,142 $801,279 $787,475 -$13,804 -1.7% Contractual $502,149 $546,405 $785,943 $806,259 $20,316 2.6% Materials And Supplies $837,728 $1,053,077 $1,070,143 $1,079,228 $9,085 0.8% Utilities $83,026 $106,528 $99,858 $95,619 -$4,239 -4.2% Total Expense Objects: $2,052,156 $2,429,153 $2,757,223 $2,768,581 $11,358 0.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 175 Library Services Budget Detail
What do we do?
Library Services has three major functions. Library Collection Services provides research assistance to the public, maintains the Integrated Library System, evaluates, as well as selects and processes print and electronic materials.

Circulation/Passport Services oversees all activities related to materials circulation, patron accounts, and passport services.

Shelving/Reservations does facilities reservations and room set-ups, and are responsible for shelving materials.

Goals & Objectives
What did we do in Fiscal Year 2024?
The materials were moved from Heritage Room and securely stored. The renovations began in March 2024.

Implemented Evidence-based Selection Planning tool which increased book turnover rate (number of times each books circulates) from 3.76 to 4.39.

New marketing materials including flyers and social media posts were created for the library collections.

The new emedia database, Palace Project, was launched to increase the patron selection for ebooks and eaudiobooks. 5609 items were circulated this fiscal year.

Contentdm from OCLC was selected as new platform for Corona Heritage Online digital media archive. The new version of the database was launched in April 2024 for patrons.

What do we plan to do in Fiscal Year 2025?
Prepare Heritage Room for reopening. Hire new staff for Heritage Room and move materials back into the Heritage Room. Establish new hours of operations.

Plan grand opening for new Heritage Room space.

Create a Heritage Room Work Group to develop a work plan.

Complete Library Strategic Plan and Priorities.

Complete Broadband & Building Forward grant projects.

Hire a designer to redesign the Adult Area of the library to increase the available seating options and the browsability of the library collection.

Service Adjustment Changes (Operating Budget)
Description Amount
2 PT Library Assistant 55,358
Conferences Library Services 8,000
Designer for Adult Area Renovation 12,000
eMedia 97,065
New Staff Workstations - Library Services 25,000
Security Guard Funding 20,000
Total $ 217,423
City of Corona | Proposed Budget Fiscal Year 2025 Page 176 Library Services
Budgeted Expenditures by Expense Type
Personnel Services (70.2%)
Materials And Supplies (21.4%)
Contractual (8.4%)
Expense Objects
Capital Outlay $0 $8 $0 $0 $0 0%
Personnel Services $721,134 $818,021 $1,033,122 $1,092,827 $59,705 5.8% Contractual $36,498 $36,785 $44,722 $130,534 $85,812 191.9% Materials And Supplies $241,433 $572,585 $231,923 $332,348 $100,425 43.3% Total Expense Objects: $999,064 $1,427,399 $1,309,767 $1,555,709 $245,942 18.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 177 Parks, Trees & Medians Maintenance Budget Detail
What do we do?
The Park and Trees Maintenance Program provides maintenance for all developed and underdeveloped parkland. This includes the maintenance of recreation and community buildings, playgrounds, and four aquatic facilities. This division is also responsible for the management of city trees and ongoing maintenance for safety, tree health, and aesthetics, as well as response to storm and emergencies related to City trees. The Parks and Trees Maintenance Program also administers the contracted landscape maintenance of Community Facilities Districts (CFDs) and Landscape Maintenance Districts (LMDs). The Graffiti Removal Program is responsible for the removal of graffiti from all public property and private property when permission is granted. This division also includes the Park Ranger Program, the Park Ambassador Program, and the supervision use of picnic shelters and use of ballfields.

Goals & Objectives
What did we do in Fiscal Year 2024?
Successfully Completed the second year of the five-year Urban Forest Management Plan reforestation plan by planting 3,000 trees in Corona.

Completed the Community Mural Project.

Worked with a consultant to complete the Trails Master Plan Phase II.

Conducted multiple homeless encampment cleanups on the Santa Ana River bottom.

Delivered the Parks and Recreation Master Plan.

Removed over 270,000 square feet of graffiti throughout the City.

Installed the first round of updated shade structures at Mountain Gate, Cresta Verde, Lincoln and Santana Park.

Successfully Completed a year of Corona Beautiful Projects.

What do we plan to do in Fiscal Year 2025?
Implement residential Pay program.

Deliver the City Park Master Plan year 1 projects.

Finish City Park Master Plan Design Process.

Complete the third year of the five-year Urban Forest management Plan reforestation plan by planting 3,000 trees in Corona.

Service Adjustment Changes (Operating Budget)
Description Amount
Auburndale Pool Maintenance 50,000
Corona Mall Maintenance 25,000
Foothill Extension Infill Planting 75,000
Graffiti Services 100,000
Homeless Encampment Cleanup (Contract Work) 50,000
Mini Excavator 32,000
Rubber Surfacing Repair at Various Parks 45,000
Tree Trimming Service 813,000
Total $ 1,190,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 178 Parks, Trees & Medians Maintenance
Budgeted Expenditures by Expense Type
Materials And Supplies (46%)
Contractual (29.7%)
Personnel Services (15.5%)
Utilities (8.8%)
Expense Objects
Capital Outlay $0 $0 $25,775 $0 -$25,775 -100%
Personnel Services $1,463,342 $2,057,564 $2,174,320 $2,297,585 $123,265 5.7% Contractual $3,866,280 $4,016,357 $4,439,804 $4,412,831 -$26,973 -0.6% Materials And Supplies $4,169,050 $6,217,570 $5,409,576 $6,818,413 $1,408,837 26% Utilities $1,701,221 $1,462,218 $1,621,218 $1,307,890 -$313,328 -19.3% Total Expense Objects: $11,199,893 $13,753,709 $13,670,693 $14,836,718 $1,166,025 8.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 179 Property Management Budget Detail
What do we do?
Property Management oversees leasable real property at the Historic Civic Center and Mission Apartments (affordable housing units) owned by the City. Responsibilities include lease activities, tenant relations, needs assessment/capital improvements, and related activities needed to operate quasi-public/private facilities seamlessly for the tenants and community. Property and asset management activities shall increase as the City moves towards a centralized City asset management framework.

Goals & Objectives
What did we do in Fiscal Year 2024?
Renewed one lease and renegotiated three (3) leases with tenants at Historic Civic Center.

Renegotiated a new lease with the Settlement House for 511 S Vicentia (storage).

Renegotiated a new lease with the YMCA for the 312 S Merrill facility.

Initiated discussions with the YMCA for the Auburndale Facility to expand programming.

Coordinate with the YMCA to vacate City Park facilities.

Coordinate with staff on events, maintenance, etc., to communicate said activities with HCC tenants. Field tenant inquiries, requests, and complaints and coordinate task execution as needed.

Conduct property maintenance activities for three (3) vacant parcels and one (1) vacant-unoccupied single family residence.

Initiated discussions with non-art tenants at HCC regarding conversion to a full arts complex and their tenancy status.

Initiated relocation research to determine if HCC tenants are eligible.

Extended Rental Assistance with the use of ARPA funds through 2024. Each tenant received 50% rent reduction and 100% CAM fee reduction.

Prepare annual possessory interest reports.

What do we plan to do in Fiscal Year 2025?
Renegotiate one (1) HCC tenant lease.

Assess whether to process a lease extension of 152 E Sixth Street, a facility currently leased by the Corona Norco Unified School District.

Annually revisit all leases to determine whether the City will continue leasing depending on needs and coordinate efforts accordingly.

Coordinate facility maintenance and capital needs with the Facility Team.

Assess HCC groundskeeping and related efforts with city staff.

Prepare annual possessory interest reports.

City of Corona | Proposed Budget Fiscal Year 2025 Page 180 Property Management
Budgeted Expenditures by Expense Type
Personnel Services (94.7%)
Materials And Supplies (5.3%)
Expense Objects
Personnel Services $155,906 $127,333 $177,798 $186,698 $8,900 5% Contractual $1,188 $84,777 $0 $0 $0 0%
Materials And Supplies $0 $3,046 $6,560 $10,510 $3,950 60.2% Utilities $100 $733 $0 $0 $0 0%
Total Expense Objects: $157,193 $215,890 $184,358 $197,208 $12,850 7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 181 Public Transport/Emission Reduction Budget Detail
What do we do?
This section manages AB2766 Subvention Fund program to promote reduction of motor vehicle emissions. Staff currently utilizes the funds for the following programs: bus pass subsidy and membership dues for Western Riverside County Clean Cities Coalition.

Goals & Objectives
What did we do in Fiscal Year 2024?
Continued participation in the Western Riverside County Clean Cities Coalition.

What do we plan to do in Fiscal Year 2025?
Continue the bus pass subsidy program.

Continue participation in Western Riverside County Clean Cities Coalition.

Pursue additional projects that contribute to the reduction in motor vehicle emissions Budgeted Expenditures by Expense Type
Materials And Supplies (90.4%)
Contractual (9%)
Utilities (0.6%)
City of Corona | Proposed Budget Fiscal Year 2025 Page 182 Expense Objects
Personnel Services $1,158 $0 $0 $0 $0 0%
Contractual $0 $0 $3,000 $3,000 $0 0%
Materials And Supplies $24,656 $11,818 $30,100 $30,100 $0 0% Utilities $650 $37 $200 $200 $0 0%
Total Expense Objects: $26,464 $11,855 $33,300 $33,300 $0 0% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 183 Literacy and Community Engagement Budget Detail
What do we do?
The Literacy and Community Engagement Team is responsible for the development of children, teen, adult library programs, activities, and special events, and administers the adult and family literacy programs. The team also coordinates with local businesses, community organizations, and area agencies to develop partnerships, garner program sponsorship, and communicate department activities to residents. The division also coordinates Storyteller, Storytime Assistant, Homework Center, Summer Reading Assistant and Vets Connect program volunteers, and plans On-the-Go outreach to provide activities spanning the Community Services division of the department.

Goals & Objectives
What did we do in Fiscal Year 2024?
Expanded outreach to the community with two On-the-Go park outreach days a week, Mondays and Wednesdays, and increased school visits and library tours to 22 sessions with a 56% rise in Outreach program attendance.

Increased the number of Adult Education Classes provided in partnership with the Corona-Norco Unified School District Adult School to 6 sessions a week year-round.

Rebranded program flyers, social media graphics, Outreach apparel, and Summer at Your Library marketing to new City branding.

Reestablished monthly teen and adult programs with over 8,000 program participants.

Increased Summer Reading Challenge participation with a 33% increase in signups including a 50% increase in teen and adult participation.

Finalized social media procedures for content creation and marketing and saw a 40% and 66% growth in Instagram followers and engagement, respectively.

What do we plan to do in Fiscal Year 2025?
Expand Maker Exchange open hours to two days a week, with one session for tweens and teens and the other for adults.

Establish special event programming for adults to be held on Friday evenings.

Work with Community Partners and Friends of the Corona Public Library to establish a large-scale Library event for families.

Implement the Teen Advisory Council (TAC) Roadmap to Success which includes teen input on creating teen library programs and services.

Use completed Library Strategic Plan to guide and create Library Programs Workplan for the next 3 years.

Service Adjustment Changes (Operating Budget)
Description Amount
Conferences 3,022
New Staff Workstations 25,000
Total $ 28,022
City of Corona | Proposed Budget Fiscal Year 2025 Page 184 Literacy and Community Engagement
Budgeted Expenditures by Expense Type
Personnel Services (85.7%)
Materials And Supplies (14%)
Utilities (0.3%)
Expense Objects
Capital Outlay $1,500 $0 $0 $0 $0 0%
Personnel Services $489,774 $520,269 $740,896 $583,474 -$157,422 -21.2% Contractual $10,154 $11,482 $0 $0 $0 0%
Materials And Supplies $92,313 $107,235 $67,170 $95,285 $28,115 41.9% Utilities $1,129 $878 $2,113 $2,113 $0 0%
Total Expense Objects: $594,870 $639,863 $810,179 $680,872 -$129,307 -16% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 185 Successor Agency Dissolution Budget Detail
What do we do?
The Successor Agency is responsible for implementing all legal processes and wind-down activities as outlined in AB X126 and AB 1484 for the elimination of redevelopment agencies and activities.

Goals & Objectives
What did we do in Fiscal Year 2024?
Prepared Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance in order to receive a Redevelopment Property Tax Trust Fund (RPTTF) remittance to pay for redevelopment debt.

What do we plan to do in Fiscal Year 2025?
Prepare and submit an Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance in order to receive a Redevelopment Property Tax Trust Fund (RPTTF) remittance to pay for redevelopment debt.

City of Corona | Proposed Budget Fiscal Year 2025 Page 186 Budgeted Expenditures by Expense Type
Personnel Services (89.2%)
Materials And Supplies (10.8%)
Expense Objects
Personnel Services -$87,651 $9,566 $25,630 $25,619 -$11 0% Materials And Supplies $12,955 $8,846 $2,990 $3,113 $123 4.1% Utilities $8 $30 $0 $0 $0 0%
Total Expense Objects: -$74,689 $18,442 $28,620 $28,732 $112 0.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 187 Transportation Services Budget Detail
What do we do?
The Transit Division provides/oversees the Dial-A-Ride (DAR) and Corona Cruiser Services. The Dial-A-Ride Service provides curb-to-curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College). The service is available to qualified individuals (seniors 60 and older or persons with disabilities). The complementary paratransit Dial-A-Ride service area extends beyond city limits to ensure compliance with the Americans with Disabilities Act 3/4-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA. The service is available weekdays and Saturdays.

The Corona Cruiser Service is a network of two fixed routes known as the Blue Line and the Red Line. The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Blue Line operates approximately every hour. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retinal area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito, The Crossings shipping complex at Cajalco Road/Temescal Canyon Road, and the Ships at Dos Lagos on Saturdays. The Red Line also operates approximately every hour. Both lines operate weekdays and Saturday, providing service within the City with connections to the North Main Corona Metrolink Station via the Corona Transit Center and Riverside Transit Agency (RTA) buses via transfer points.

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 188 Goals & Objectives
What did we do in Fiscal Year 2024?
The City Council approved the service improvements recommended in the Comprehensive Operations Analysis (COA).

Prepared and processed the 2024-2026 Triennial Disadvantage Business Enterprise Goals pursuant to the Federal Transit Administration.

Implemented the three-year Fare Subsidy Program, which became effective October 1, 2023, through June 30, 2026.

California Department of Transportation Low Carbon Transit Operations Program funds are being used to subsidize the fares, which include free fares for Seniors, Persons with Disabilities, and Students and a reduced fare of $1.00 for the General Public.

Installed solar-powered LED dusk-to-dawn lights with push button signaling activation at various dimly lit bus stops along the Corona Cruiser routes.

Submitted the required documents for SB 125 Transit and Intercity Rail Capital Program (TIRCP) and Zero Emission Transit Capital Program (ZETCP) Formula Program to be used for a startup for capital and infrastructure needs for the zero-emission bus pursuant to SB125 Guidelines.

Processed all state and federal-mandated quarterly, semi-annual, and annual reports.

Council approved the extension of the agreement with MV Transportation for an additional three years, for a total of nine years, which will expire on June 30, 2027.

Prepared and processed the FY 2024/25-2026/27 Short Range Transit Plan Updated marketing materials with new branding.

Prepared the scope of work for consulting services to implement the activities outlined in the Final COA Plan for service improvements.

Fielded and executed miscellaneous transit matters, such as complaints, DAR applications, and service inspections, to ensure compliance under the State of Good Repair; attended all mandatory transit meetings; assisted with RCTC's TOD analysis, etc.

What do we plan to do in Fiscal Year 2025?
Hire a transit expert versed in project coordination and management to assist with implementing activities outlined in the Final COA Plan for service improvements.

Proceed with procurement activities for the purchase of cutaway buses which are past their useful life.

Proceed with activities for the Intelligent Transportation System (ITS). The ITS will include components such as Computer Aided Dispatching (CAD); Automatic Vehicle Location (AVL); Automated Annunciators to meet ADA Requirements; Relay real-time transit information; Automated Passenger Counter (APC); and an advance fare payment system. The use of ITS technologies contributes to enhanced customer service, improve productivity, and to the overall fiscal responsibility of the transit system.

Create an official Code of Conduct and policy.

Prepare and process all state and federal-mandated quarterly reports.

Prepare and process the 2025/26-2027/28 Short Range Transit Plan.

Onboarding additional staff to assist with day-to-day operations, data analysis, grant reporting, and procurement activities.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Management Analyst I 118,842
Total $ 118,842
City of Corona | Proposed Budget Fiscal Year 2025 Page 189 Transportation Services
Budgeted Expenditures by Expense Type
Contractual (82.1%)
Personnel Services (8.2%)
Utilities (7.8%)
Materials And Supplies (2%)
Expense Objects
Capital Outlay $37,026 $0 $0 $0 $0 0%
Personnel Services -$774,099 $198,341 $184,253 $267,916 $83,663 45.4% Contractual $1,724,833 $2,213,915 $2,892,556 $2,682,524 -$210,032 -7.3% Materials And Supplies $121,803 $59,086 $62,830 $63,855 $1,025 1.6% Utilities $154,914 $214,374 $251,290 $254,520 $3,230 1.3% Depreciation $661,942 $653,355 $0 $0 $0 0%
Total Expense Objects: $1,926,418 $3,339,071 $3,390,929 $3,268,815 -$122,114 -3.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 190 Special Events & Volunteers Budget Detail
What do we do?
The Special Events team plans and coordinators all City signature events, administers the City’s Co-Sponsorship Program for community-organized non-profit events, and helps guide new use requests through local event policies to ensure successful experiences. The Volunteer Program coordinates entry and opportunities for single day and ongoing volunteer opportunities throughout the City, volunteer recognition, and the development of new opportunities.

Goals & Objectives
What did we do in Fiscal Year 2024?
Administered the City’s Co-Sponsorship Program assisting and supporting 25 community organized events valued at $26,000 in in-kind services and waived fees to encourage participation.

Completed Year 1 of 3 objective to increase large-scale recreation events that provide both social and economic benefits to the community.

Revised the CMC to allow controlled alcohol distribution from the Historic Center Front Lawn as an intentional outdoor event space.

Launched Volunteer-Led Hikes Program utilizing volunteers to expand access, interest, and information about the City’s trail system and local ecology.

What do we plan to do in Fiscal Year 2025?
Implement year 2 of 3 increased large-scale recreation events that provide both social and economic benefits to the community.

Revise and Administer Co-Sponsorship Program to reflect more than one funding phase of funding opportunities, revisit terms for included services, and explore opportunities for additional funding for community cultural groups and larger scale event organizers.

Continue to expand and grow reoccurring and single day volunteer opportunities.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Assistant Recreation Coordinator 35,821
Computer Equipment and Software - Surface Pro for Special Events 1,500 Conference, Training, and Travel - Special Events and Volunteers 2,350 Memberships and Dues - Special Events and Volunteers 535 Special Event Equipment - Walkie Talkies 2,500
Special Events - Halloweekend 5,950
Special Events - Holiday Lighting (Expanded Program) 65,300 Special Events - Movies in the Park 10,000
Special Events - Spring Event 20,308
Special Events - Street Fair 15,130
Special Events - Veterans Memorial Opening 1,000
Special Events Public Advertising 7,000
Volunteer Program Appreciation 1,000
Total $ 168,394
City of Corona | Proposed Budget Fiscal Year 2025 Page 191 Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Contractual (79.8%)
Materials And Supplies (13.6%)
Personnel Services (6.1%)
Utilities (0.5%)
*This division was newly created during FY 2024.

Expense Objects
Personnel Services $36,866 $36,866 N/A
Contractual $485,220 $485,220 N/A
Materials And Supplies $82,715 $82,715 N/A
Utilities $3,000 $3,000 N/A
Total Expense Objects: $607,801 $607,801 N/A
Name FY2025 Proposed $ Change % Change
City of Corona | Proposed Budget Fiscal Year 2025 Page 192 Economic Development
Jessica Gonzales
Economic Development Director
The mission of the Economic Development Department is to provide business attraction, revitalization and expansion opportunities that diversify and strengthen the Corona economy, foster innovation and elevate the quality of life for Corona's community.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 193 Economic Development Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 194 2025 Expenditures by Fund
General Fund (100%)
General Fund $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Total General Fund: $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change Economic Development
Budgeted Expenditures by Function
Economic Development (100%)
Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 195 Expenditures
19 - Economic Development
Economic Development $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Total 19 - Economic Development: $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Total Expenditures: $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 196 Economic Development Budget Detail
What do we do?
The Business Attraction and Development Division is responsible for business attraction and entrepreneurship development, to support aspiring entrepreneurs and attract quality companies to Corona. This Division administers entrepreneurship development programs including Emprendedor@s, Entrepreneurial and Business Leadership Series, and Growing Your Business Series. This Division also provides site selection assistance to companies looking to locate in Corona, and leads the Department's communications and marketing outreach to promote business programs, events, and services. This Division is also leading the implementation of the citywide Economic Development Strategic Plan.

The Business Retention and Expansion Division is responsible for business retention, expansion, and workforce development, to support existing Corona businesses. This Division supports Corona companies through business visitations and supports meetings to understand business needs and connect them with various resource agencies to assist them.

This Division also administers the City's Manufacturing Assistance Program to support Corona-based manufacturers and the Live Work Corona workforce development initiative to connect Corona residents with Corona-based employers.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 197 Goals & Objectives
What did we do in Fiscal Year 2024?
Continued implementation of the City’s Economic Development Strategic Plan including several strategic actions including hosting a Commercial Development Event for the brokerage community.

Continued implementation of the Downtown Revitalization Plan, including advancing planning of the Sixth Street Beautification project.

Supported business attraction and retention through the interdepartmental Team Corona model, assisting more than 10 companies through the development process.

Enhanced business communication and outreach through the Office of Economic Development Instagram and LinkedIn accounts, sharing business programs, events, and other resources to support entrepreneurship development.

Facilitated ongoing support of Downtown revitalization efforts for the Corona Mall (South) through coordinated meetings between the developer and interdepartmental staff. Construction improvements have continued and are expected to conclude by the end of 2024.

Finalized the surplus process on 725 S. Main St. within the Corona Mall South. Staff is working to reposition the site to better align with the redevelopment of the larger Corona Mall.

Hosted and cohosted more than XX events to facilitate business development and prosperity.

Hosted multiple entrepreneurship programs in partnership with resource agencies and offered in English and Spanish to foster entrepreneurial growth across Corona's diverse community.

Administered the Corona Manufacturing Assistance Program, a multi-agency collaborative program, including educational and workforce partnerships, serving more than 200 manufacturing companies in Corona and connecting them with technical, hiring, and financial assistance.

Promoted the Live Work Corona workforce development campaign by launching a dedicated website (livework.coronaca.gov) with resource information for both job seekers and employers and secured 23 Hire Local Pledges from Corona-based companies committed to hiring local job seekers.

Continued retail attraction efforts in partnership with a consulting firm and held meetings with multiple retailers expanding in the Southern California market.

Launched a Small Business Grants program, funded with American Rescue Plan Act funds), with three grant programs (Entrepreneur, Small, and Downtown Commercial Beautification), awarding 30 small businesses with $10,000 grants and 60 entrepreneurs with $5,000 grants.

Conducted dedicated outreach to the City's largest shopping centers (Shops at Dos Lagos, Crossings at Corona, Corona Hills Plaza, Los Arcos Plaza, and Bedford Marketplace) reaching approximately 60 businesses and supporting shopping center property managers with connection to retail consulting firm to support with any current or future vacancies.

Launched a Shop Dine Corona campaign to encourage residents to support local businesses during the holiday season and throughout the year.

What do we plan to do in Fiscal Year 2025?
Increase participation in the Live Work Corona workforce development initiative by conducting outreach and increasing the number of businesses to take the Hire Local pledge.

Continue implementation of the Economic Development Strategic Plan and the economic development priorities and strategies identified in the plan.

Continue implementation of the Downtown Revitalization Plan strategies to enhance Corona's Downtown. Efforts include implementation of the Sixth Street Beautification project and implementation of Downtown branding and wayfinding signage.

Further the Corona Mall revitalization by acquiring properties to better position the site for a complete redevelopment.

Further support the development community to enhance private investment citywide.

Advance development and implementation of the Corona Innovation Center.

Further support manufacturing industry through Corona Manufacturing Assistance Program.

Continue support of entrepreneurship development programming to help with small business creation.

City of Corona | Proposed Budget Fiscal Year 2025 Page 198 Service Adjustment Changes (Operating Budget)
Description Amount
Appraisal Services 100,000
Real Property Services 75,000
Total $ 175,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 199 Economic Development
Budgeted Expenditures by Expense Type
Personnel Services (59.1%)
Contractual (32.1%)
Materials And Supplies (8.5%)
Utilities (0.2%)
Expense Objects
Personnel Services $660,590 $861,051 $884,183 $1,000,589 $116,406 13.2% Contractual $614,046 $217,980 $556,000 $544,000 -$12,000 -2.2% Materials And Supplies $57,665 $75,591 $147,435 $144,512 -$2,923 -2% Utilities $2,300 $2,074 $3,150 $3,500 $350 11.1%
Total Expense Objects: $1,334,601 $1,156,696 $1,590,768 $1,692,601 $101,833 6.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 200 Elected Officials
The mission of the City Council is to receive input from the community and formulate policy upon which all City services shall be developed and implemented. The City Council holds regularly scheduled meetings to represent the public on issues brought to its attention. The City Treasurer enhances the economic status of the City while protecting its assets and maximizing the City's funds through prudent investment.

What do we do?
The City of Corona's Elected Officials represent the residents of Corona in their official capacity. The City Council acts as the legislative body for the City and sets citywide policies for efficient and effective governance. The mission of the City Treasurer is to enhance the economic status of the City while protecting its assets and maximizing the management of the City's funds through prudent investment.

Elected Officials Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 201 2025 Expenditures by Fund
General Fund (100%)
General Fund $128,780 $119,051 $144,874 $172,830 $27,956 19.3% Total General Fund: $128,780 $119,051 $144,874 $172,830 $27,956 19.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change Elected Officials
Budgeted Expenditures by Function
City Council (91.3%)
City Treasurer (8.7%)
Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 202 Expenditures
10/12 - Elected Officials
City Council $113,630 $104,120 $129,900 $157,810 $27,910 21.5% City Treasurer $15,150 $14,931 $14,974 $15,020 $46 0.3% Total 10/12 - Elected Officials: $128,780 $119,051 $144,874 $172,830 $27,956 19.3% Total Expenditures: $128,780 $119,051 $144,874 $172,830 $27,956 19.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 203 City Council Budget Detail
What do we do?
The City Council provides policy direction, upon which all City actions, programs, and priorities are based. The Council relies on the input from committees, commissions, and resident input on issues under consideration, to assist in public discussion upon which policy is formulated. The City Council extends its influence through review and comments on proposed federal and state legislation, and through participation in regionally oriented governing bodies.

Goals & Objectives
What did we do in Fiscal Year 2024?
Successfully recognized outstanding Corona residents through recognitions and proclamations.

Represented the City on various regional boards and intergovernmental agencies and supported regional activities.

Continued to encourage community involvement through the appointment of citizens to City commissions, boards, and committees.

Promoted public safety by protecting residents and businesses.

Served as liaisons between the City and the business community.

Adopted policies to continue to enhance the quality of life in Corona.

Provided city staff with direction on the implementation of the Strategic Plan to carry out priorities for the City.

What do we plan to do in Fiscal Year 2025?
Adopt a balanced Budget for Fiscal Year 2025 with projections for Fiscal Year 2026.

Provide policy direction to City staff.

Continue to provide City staff with direction on the Strategic Plan and to determine priorities for the City.

Continue to promote Corona as a business-friendly community.

Continue to receive input from the community.

Represent the city's interest in intergovernmental agencies and boards.

Represent the citizens of Corona fairly and with integrity.

Advocate for the City on state and federal issues.

Create policies to continue a high quality of life in Corona.

Continue to enhance Economic Development.

City of Corona | Proposed Budget Fiscal Year 2025 Page 204 City Council
Budgeted Expenditures by Expense Type
Personnel Services (81.3%)
Materials And Supplies (16.2%)
Utilities (2.6%)
Expense Objects
Personnel Services $91,180 $91,691 $93,150 $128,252 $35,102 37.7% Materials And Supplies $17,704 $8,441 $33,150 $25,500 -$7,650 -23.1% Utilities $4,747 $3,988 $3,600 $4,058 $458 12.7%
Total Expense Objects: $113,630 $104,120 $129,900 $157,810 $27,910 21.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 205 City Treasurer Budget Detail
What do we do?
The City Treasurer is an elected position and is responsible for overseeing the custody and safekeeping of all City funds.

Furthermore, the Treasurer has the authority to invest idle funds in certain eligible securities allowed by Government Code Section 53635.

Goals & Objectives
What did we do in Fiscal Year 2024?
Assured compliance with all federal, state, and local laws governing investments.

Reviewed the investment portfolio in accordance with the City Investment Policy and California Government Code.

Conducted quarterly meetings with the Treasury Committee.

Adopted the 2024 Legislative Platform and Financial Priorities.

Worked with the Pension Stabilization Trust Board to analyze and recommend funding to the City Council.

What do we plan to do in Fiscal Year 2025?
Conduct quarterly meetings with the Treasury Committee to provide up-to-date market and economic data and realign the City's investments accordingly.

Review and evaluate the investment portfolio for areas of improved returns while safeguarding the assets.

Submit the Investment Policy for City Council approval.

City of Corona | Proposed Budget Fiscal Year 2025 Page 206 Budgeted Expenditures by Expense Type
Personnel Services (100%)
Expense Objects
Personnel Services $15,150 $14,931 $14,974 $15,020 $46 0.3% Total Expense Objects: $15,150 $14,931 $14,974 $15,020 $46 0.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 207 Finance Department
Kim Sitton
Finance Director
The Finance Department is committed to the development of sound fiscal policies. It is responsible for providing financial services and facilitating growth in the City through the efficient management of resources and processes. The department provides timely, accurate, clear and complete information and support to other City departments, citizens and the community at large.

What do we do?
Within the Citywide Internal Support service area, the Finance Department is responsible for citywide financial administration and overview of warehouse operations.

City of Corona | Proposed Budget Fiscal Year 2025 Page 208 Finance Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 209 Finance - Expenditures Summary
$4,831,551 -$6,367
(-0.13% vs. prior year)
2025 Expenditures by Fund
General Fund (95.3%)
Internal Service Funds (4.7%)
General Fund $3,538,510 $3,918,158 $4,586,191 $4,605,580 $19,389 0.4% Internal Service Funds -$227,507 $232,015 $251,727 $225,971 -$25,756 -10.2% Total: $3,311,003 $4,150,173 $4,837,918 $4,831,551 -$6,367 -0.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 210 Finance
Budgeted Expenditures by Function
Finance Administration (95.3%)
Warehouse (4.7%)
Expenditures
18 - Finance
Finance Administration $3,538,510 $3,918,158 $4,586,191 $4,605,580 $19,389 0.4% Warehouse -$227,507 $232,015 $251,727 $225,971 -$25,756 -10.2% Total 18 - Finance: $3,311,003 $4,150,173 $4,837,918 $4,831,551 -$6,367 -0.1% Total Expenditures: $3,311,003 $4,150,173 $4,837,918 $4,831,551 -$6,367 -0.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 211 Finance Administration Budget Detail
What do we do?
The Budget and Revenue function is responsible for preparing and maintaining the City’s operating and capital budgets.

This area also monitors all revenue accounts, provides revenue estimates for budgetary purposes, coordinates a Citywide biennial user fee study, and coordinates the cost allocation plan. Other areas of responsibility include activities related to transient occupancy taxes and oversight of the business license program, centralized cashiering, and personnel related activities that include cost analysis and maintaining information for the Human Resources system.

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

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 212 Goals & Objectives
What did we do in Fiscal Year 2024?
Received the thirty-third consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA), the highest form of recognition in governmental accounting and financial reporting.

Received the twentieth consecutive California Society of Municipal Finance Officers (CSMFO) Excellence in Budgeting Award.

Received the eighth budget award from the GFOA.

Implemented GASB 96 for citywide information technology contracts.

Implemented an on-going project to develop and document purchasing processes and procedures which resulted in a list of 40+ items for improvements.

The following improvement items were completed in FY 2024:

Processed annual purchase orders earlier in the fiscal year.

Evaluated the structure of our purchase orders.

Reviewed agreement language.

Reviewed insurance endorsements/insurance matrix.

Created emergency purchasing request form.

Created contract management database/reporting.

Created purchasing process phases and checklists.

Updated purchasing workflow chart.

Created scope of work guidelines.

Distributed weekly P-track status report.

Established recurring P-track review meetings with all departments.

Conducted an RFP for False Alarm Program Administration.

Worked with the Pension Stabilization Trust Board to analyze the City's new unfunded pension liabilities and recommended a FY 2024 pension trust contribution to the City Council.

City of Corona | Proposed Budget Fiscal Year 2025 Page 213 What do we plan to do in Fiscal Year 2025?
Receive the GFOA award for the Annual Comprehensive Financial Report (ACFR).

Receive the GFOA and CSMFO awards for the annual adopted budget.

Receive an unmodified opinion from the annual financial audit.

Maintain aging of receivables to be under 90 days.

Process vendor invoices within an average of 30 days.

Ensure seamless transition to Finance Enterprise, the upgraded version of the City's financial system, One Solution.

Implement a Purchasing Cost Savings Program focusing on negotiated savings and cost avoidance.

Update RFP and Bid templates.

Update workflow approval code assignments.

Implement simplified agreement for recreation low risk vendors Implement purchasing process improvements including P-Track system enhancements.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify Financial Analyst II to Budget Supervisor 33,996 Total $ 33,996
Finance Administration
Expenditures by Expense Type
Personnel Services (81.1%)
Contractual (18.1%)
Materials And Supplies (0.8%)
Expense Objects
Personnel Services $2,796,728 $3,177,800 $3,850,511 $3,736,575 -$113,936 -3% Contractual $544,112 $558,354 $692,280 $831,515 $139,235 20.1% Materials And Supplies $197,670 $182,004 $43,400 $37,490 -$5,910 -13.6% Total Expense Objects: $3,538,510 $3,918,158 $4,586,191 $4,605,580 $19,389 0.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 214 Warehouse Budget Detail
What do we do?
The Warehouse Services Program provides for a centralized inventory and warehouse operations, storage, shipping, receiving, and distribution operations for inventory items, file archives, surplus material, and housing of supplies and equipment requiring temporary storage.

Goals & Objectives
What did we do in Fiscal Year 2024?
Closely monitored Warehouse inventory and ensured adequate inventory supply levels were maintained to support Citywide operations.

Reviewed minimum and maximum required quantities throughout the warehouse to ensure stock is available when needed, without carrying an excessive number of parts.

What do we plan to do in Fiscal Year 2025?
Continue to closely monitor Warehouse inventory to ensure adequate inventory supply levels are maintained to support the City as a whole.

Continue to fine tune warehouse reporting to allow staff to more efficiently source products using "just in time" (JIT) ordering.

Expand storage capacity of facility more efficiently to generate increased storage options.

Continue to optimize visual information for all items found on NexGen. Update pictures and information currently not available on all items.

Expand delivery efficiency beyond City locations of operation, such as delivering directly to an outside worksite in real time.

City of Corona | Proposed Budget Fiscal Year 2025 Page 215 Warehouse
Expenditures by Expense Type
Personnel Services (87.5%)
Materials And Supplies (11.9%)
Utilities (0.6%)
Expense Objects
Personnel Services -$317,858 $225,223 $185,872 $197,682 $11,810 6.4% Contractual $34,904 $0 $38,000 $0 -$38,000 -100%
Materials And Supplies $54,305 $5,806 $26,555 $26,989 $434 1.6% Utilities $1,142 $985 $1,300 $1,300 $0 0%
Total Expense Objects: -$227,507 $232,015 $251,727 $225,971 -$25,756 -10.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 216 Fire
Brian Young
Fire Chief
The mission of the Corona Fire Department is to prevent or minimize the loss of life, damage to the environment, and loss of property from the adverse effects of fire, medical emergencies, and hazardous conditions.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 217 Fire Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 218 Fire - Expenditures Summary
$35,734,819 $2,153,580
(6.41% vs. prior year)
2025 Expenditures by Fund
General Fund (99.8%)
Special Revenue Funds (0.2%)
General Fund $29,684,784 $30,784,801 $33,577,225 $35,651,015 $2,073,790 6.2% Special Revenue Funds $7,185 $3,301 $4,014 $83,804 $79,790 1,987.8% Total: $29,691,969 $30,788,102 $33,581,239 $35,734,819 $2,153,580 6.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 219 Fire
Budgeted Expenditures by Function
Fire Operations (88.7%)
Prevention (5.3%)
Training And Safety (2.7%)
Admin (2.6%)
Emergency Services (0.7%)
Expenditures
30 - Fire
Admin $714,655 $782,501 $821,315 $911,480 $90,165 11%
Training And Safety $796,472 $1,004,014 $959,106 $971,534 $12,428 1.3% Emergency Services $418,219 $419,955 $239,450 $240,278 $828 0.3% Prevention $1,242,655 $1,328,814 $1,548,273 $1,906,122 $357,849 23.1% Fire Operations $26,519,968 $27,252,818 $30,013,095 $31,705,404 $1,692,309 5.6% Total 30 - Fire: $29,691,969 $30,788,102 $33,581,239 $35,734,819 $2,153,580 6.4% Total Expenditures: $29,691,969 $30,788,102 $33,581,239 $35,734,819 $2,153,580 6.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 220 Fire Administration Budget Detail
What do we do?
The Administration Division consists of the Fire Chief, finance, and administrative support staff. The Division provides leadership, departmental oversight, planning, and policy direction. The Administration division is responsible for the overall management of the Fire Department, including fiscal management, personnel matters, labor relations, and special projects. Additionally, the Administration Division provides support services for all other Fire Department Divisions, and customer service to the public.

Goals & Objectives
What did we do in Fiscal Year 2024?
Implemented an asset management/tracking program.

Started the Fire Station 2 design process.

Expanded on several app-based administrative tools.

Identified organizational structure changes to support succession planning.

Enhanced the Fire Cadet program as a recruitment and retention tool.

Prioritized firefighter health initiatives aimed at reducing injuries.

What do we plan to do in Fiscal Year 2025?
Conduct organization-wide training on Emotional Intelligence.

Formalize the long-term sustainability/replacement program for fire apparatus.

Increase community outreach and education initiatives.

Finalize and implement organizational structure changes.

Embrace new technologies to improve response times and operational efficiency.

Implement a peer support canine program.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT EMS Officer (40-hour Fire Captain) 269,325
Total $ 269,325
City of Corona | Proposed Budget Fiscal Year 2025 Page 221 Fire Administration
Budgeted Expenditures by Expense Type
Personnel Services (96.5%)
Materials And Supplies (3.3%)
Contractual (0.2%)
Expense Objects
Personnel Services $672,885 $740,494 $790,051 $879,408 $89,357 11.3% Contractual $3,030 $6,772 $1,800 $1,800 $0 0%
Materials And Supplies $38,645 $35,225 $29,464 $30,272 $808 2.7% Utilities $95 $10 $0 $0 $0 0%
Total Expense Objects: $714,655 $782,501 $821,315 $911,480 $90,165 11% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 222 Training and Safety Budget Detail
What do we do?
The Training and Safety Division is responsible for maintaining all applicable certification and licensing records, course and instructor development, maintaining and updating training materials, administering skills testing and instruction, developing health and safety programs, monitoring safety trends, and implementing programs to reduce risk. In addition to standard performance drills, each firefighter completes well over 240 hours of annual training. Areas of training include fire suppression, ladder technique and safety, wildland firefighting, auto extrication, emergency medical services, hazardous materials, swift water rescue, trench rescue, active shooter triage, and fire ground survival. Corona Firefighters collaboratively train with other departments to address agency protocols, inter-agency communication, mutual/automatic aid agreements, operational plans, and unified command. Fire Training also works with statewide organizations tasked with supporting recruitment endeavors through standardized testing, validation, and eligibility lists.

Goals & Objectives
What did we do in Fiscal Year 2024?
Trained multiple individuals in specialized skills to address attrition.

Recruited, hired and onboarded new Firefighters, Firefighter Paramedics, Fire Apparatus Engineers, Fire Captains and Battalion Chiefs.

Provided hands-on emergency vehicle operations training for operations personnel.

Provided human relations training to all operations personnel.

What do we plan to do in Fiscal Year 2025?
Install upgrade live fire training simulator.

Rehabilitate training center support building.

Provide training to in-house training cadre members to obtain California State Fire Training Instructor status in their respective disciplines.

Recruit, hire and onboard new Firefighters, Firefighter Paramedics, Fire Apparatus Engineers, Fire Captains, and Battalion Chiefs.

City of Corona | Proposed Budget Fiscal Year 2025 Page 223 Training and Safety
Budgeted Expenditures by Expense Type
Personnel Services (75.5%)
Materials And Supplies (15.1%)
Contractual (9.4%)
Expense Objects
Capital Outlay $54,271 $0 $0 $0 $0 0%
Personnel Services $577,387 $818,429 $777,042 $733,596 -$43,446 -5.6% Contractual $28,365 $68,626 $80,000 $91,000 $11,000 13.8% Materials And Supplies $135,178 $116,034 $102,064 $146,938 $44,874 44% Utilities $1,270 $924 $0 $0 $0 0%
Total Expense Objects: $796,472 $1,004,014 $959,106 $971,534 $12,428 1.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 224 Emergency Services Budget Detail
What do we do?
Emergency Services, commonly referred to as Emergency Management, is charged with reducing community vulnerability to hazards and improving the capability to cope with disasters. Emergency Management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other human-made disasters. This is achieved by implementing the four phases of Emergency management (Mitigation, Planning, Response, Recovery). This includes the development and implementation of Emergency Plans, the training, and exercising of city staff to these plans and ensuring the overall readiness of the City Emergency Operation Center (EOC). The division coordinates with County, State, and Federal partners to secure financial reimbursement for damages incurred during a disaster. Additionally, Emergency Manager seeks, applies for, and manages numerous State and Federal grants. The division also oversees the Community Emergency Response Team (CERT) training program.

Goals & Objectives
What did we do in Fiscal Year 2024?
Updated Emergency Operations Plan (EOP).

Integration of new alert and warning system on Civic Plus.

Multiple CERT classes and events regionally at local high schools.

Multiple EOC exercises.

Updated the Local Hazard Mitigation Plan (LHMP).

Established a Disaster Recovery Plan.

Digitized legacy Emergency Response Guide.

What do we plan to do in Fiscal Year 2025?
Teen CERT classes for Santiago, Centennial, and Corona High Schools.

Continue to support current grant programs and seek new funding opportunities.

Expand Department of Defense Skillbridge internship program for transitioning military.

Three-year Training and Exercise Plan, including Full-Scale Exercise Earthquake Scenario.

City of Corona | Proposed Budget Fiscal Year 2025 Page 225 Emergency Services
Budgeted Expenditures by Expense Type
Personnel Services (87.6%)
Materials And Supplies (8.6%)
Utilities (2.6%)
Contractual (1.2%)
Expense Objects
Capital Outlay $66,000 $0 $0 $0 $0 0%
Personnel Services $147,614 $161,184 $208,232 $210,471 $2,239 1.1% Contractual $83,027 $65,641 $3,000 $3,000 $0 0%
Materials And Supplies $115,418 $185,882 $22,018 $20,607 -$1,411 -6.4% Utilities $6,160 $7,248 $6,200 $6,200 $0 0%
Total Expense Objects: $418,219 $419,955 $239,450 $240,278 $828 0.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 226 Fire Prevention Budget Detail
What do we do?
One of the core services a Fire Department must provide is to prevent conflagration and minimize fire losses. The Fire Prevention Division strives to minimize potential fire hazards through education, engineering, and enforcement. They are responsible for administering the California Fire Code, California Coe of Regulation Titles 19 and 24, and nationally recognized standards and practices. These relate to compliance with fire and life safety requirements set by local, state, and federal governments and apply to both new and existing occupancies. The Prevention Division provides services in the areas of new construction inspections, state mandated inspections, hazardous materials disclosures, life safety compliance, weed abatement, fuel modification, youth intervention, and fire investigations.

Goals & Objectives
What did we do in Fiscal Year 2024?
Supported FireSafe Corona by completing an Education Plan, enhanced website development and social media platforms through grant funding.

Completed our Prevention Tenant Improvement.

Onboard and train an open Fire Inspector I position.

Added cadet positions to assist with capacity issues and allow Fire Inspectors to focus on more complex tasks.

What do we plan to do in Fiscal Year 2025?
Focus on succession planning.

Create a Fire Inspector II position by conducting plan review in-house for control and efficiency.

Convert both an Office Assistant and Fire Inspector I from part-time to full-time to assist with workload and the new task of business license inspections.

Transition FireSafe Corona from Corona Fire Prevention to the Board, Prevention to remain in an advisory role and establish a project list to seek out funding.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Fire Inspector II (Fire Plan Check) 137,599
2 PT Fire Cadets 35,442
1 PT Reclassify Fire Inspector I to FT Fire Inspector 108,447 1 PT Reclassify Fire Prevention Office Assistant to FT Fire Prevention Office Assistant 54,351 Total $ 335,839
City of Corona | Proposed Budget Fiscal Year 2025 Page 227 Fire Prevention
Budgeted Expenditures by Expense Type
Personnel Services (90.8%)
Materials And Supplies (7.3%)
Contractual (1.6%)
Utilities (0.3%)
Expense Objects
Personnel Services $1,118,074 $1,183,037 $1,378,691 $1,730,650 $351,959 25.5% Contractual $55,543 $52,644 $60,000 $30,000 -$30,000 -50% Materials And Supplies $62,471 $87,752 $103,658 $139,548 $35,890 34.6% Utilities $6,568 $5,381 $5,924 $5,924 $0 0%
Total Expense Objects: $1,242,655 $1,328,814 $1,548,273 $1,906,122 $357,849 23.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 228 Fire Operations and Suppression Budget Detail
What do we do?
Fire Operations and Suppression personnel safeguard Corona citizens and visitors with well-trained and equipped professional firefighters. The Operations section responds to all hazards of emergencies that threaten life, property, or the environment. A daily total of 33 firefighters provides a constant state of readiness from seven fire stations 24/7. These firefighters provide Advanced and Basic Life Support at medical emergencies, extinguish fires, participate in search and rescue operations, respond to catastrophic events, and ensure the City's readiness to respond to and recover from extraordinary emergencies and disasters that impact the City of Corona. Specialized teams include Hazardous Materials Response, Swift Water Rescue, Rope Rescue, Auto Extrication, Multiple Casualty Response, Tactical Response, and Confined Space Rescue. Operations personnel also conduct fire inspections of existing occupancies. The Operations Division also participates in the Statewide Master Mutual Aid Agreement and responds to emergencies under contractual and automatic aid agreements with surrounding communities.

Goals & Objectives
What did we do in Fiscal Year 2024?
Deployed a more technologically advanced self-contained breathing apparatus platform.

Supported major incidents through statewide master mutual aid.

Two low acuity call squads placed in service.

Transitioned to a fire centric dispatch center.

Enhanced Emergency Medical Dispatch capabilities.

Expanded the unmanned aerial vehicle (drone) program.

What do we plan to do in Fiscal Year 2025?
Continued replacement of end-of-life light-duty vehicles and fire apparatus.

Gain state agency approval to administer packed blood platelets in the field.

Continue to create a sustainable blood supply to support the program.

Implement a new digital CAD integrated building pre-plan program.

Implement a Command Staff re-organization.

Explore maximizing the utilization of the PSEC radio system.

Service Adjustment Changes (Operating Budget)
Description Amount
Executive Leadership Team Reorganization 127,648
Fire Station Equipment 24,000
Peer Support Canine Program 10,000
Technology and mobile device scheduled replacement plan 32,000 Total $ 193,648
City of Corona | Proposed Budget Fiscal Year 2025 Page 229 Fire Operations and Suppression
Budgeted Expenditures by Expense Type
Personnel Services (92%)
Materials And Supplies (7%)
Contractual (0.9%)
Utilities (0.1%)
Expense Objects
Capital Outlay $2,729 $34,431 $0 $0 $0 0%
Personnel Services $24,152,437 $23,642,367 $27,124,006 $29,167,495 $2,043,489 7.5% Contractual $237,710 $258,235 $286,500 $286,500 $0 0%
Materials And Supplies $2,081,536 $3,279,722 $2,566,148 $2,214,968 -$351,180 -13.7% Utilities $45,556 $38,063 $36,441 $36,441 $0 0%
Total Expense Objects: $26,519,968 $27,252,818 $30,013,095 $31,705,404 $1,692,309 5.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 230 General Government/Debt Service
The purpose of the General Government budget is to provide a means for allocating resources for specific items that are of benefit to multiple departments and require special planning, implementation, and monitoring.

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

Expenditures Summary
$69,218,857 $4,626,881
(7.16% vs. prior year)
2025 Expenditures by Fund
General Fund (82.4%)
Agency Funds (10.6%)
Debt Service Funds (3%)
Successor Agency Funds (2.4%)
Enterprise Funds (1%)
Internal Service Funds (0.3%)
City of Corona | Proposed Budget Fiscal Year 2025 Page 231 General Fund $268,622,860 $48,013,312 $52,012,148 $57,054,723 $5,042,575 9.7% Special Revenue Funds $334,047 $23,667 $25,242 $26,294 $1,052 4.2% Debt Service Funds $2,108,150 $2,112,750 $2,114,950 $2,109,850 -$5,100 -0.2% Capital Projects Funds $1,857,387 $131,584 $140,342 $146,191 $5,849 4.2% Enterprise Funds $40,488,161 $982,552 $702,499 $684,519 -$17,980 -2.6% Internal Service Funds $10,791,441 $189,485 $187,240 $182,448 -$4,792 -2.6% Agency Funds $6,907,369 $7,572,846 $7,598,922 $7,324,910 -$274,012 -3.6% Successor Agency Funds $2,840,991 $2,667,351 $1,810,633 $1,689,922 -$120,711 -6.7% Total: $333,950,406 $61,693,545 $64,591,976 $69,218,857 $4,626,881 7.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change General Government/Debt Service
Budgeted Expenditures by Function
Debt Service (51.3%)
General Government (42.2%)
General Government Utilities (6.5%)
Expenditures
13/16 - Debt Service/General Government
Debt Service $309,624,974 $35,397,098 $35,175,136 $35,512,227 $337,091 1% General Government $20,491,484 $22,811,258 $25,105,698 $29,237,226 $4,131,528 16.5% General Government Utilities $3,833,948 $3,485,189 $4,311,142 $4,469,404 $158,262 3.7% Total 13/16 - Debt Service/General Government: $333,950,406 $61,693,545 $64,591,976 $69,218,857 $4,626,881 7.2% Total Expenditures: $333,950,406 $61,693,545 $64,591,976 $69,218,857 $4,626,881 7.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 232 Debt Service Budget Detail
What do we do?
The City's annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cash funding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable).

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

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

Budgeted Expenditures by Expense Type
Materials And Supplies (99.7%)
Contractual (0.3%)
Expense Objects
Personnel Services $275,605,977 $0 $0 $0 $0 0%
Contractual $1,200,762 $828,192 $78,415 $107,159 $28,744 36.7% Materials And Supplies $32,818,235 $34,568,906 $35,096,721 $35,405,068 $308,347 0.9% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 233 Total Expense Objects: $309,624,974 $35,397,098 $35,175,136 $35,512,227 $337,091 1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 234 General Government Budget Detail
What do we do?
Citywide shared costs relate to items which provide a benefit to multiple departments and programs, such as citywide credit card transaction/processing fees, insurance premiums, and the General Fund's share of internal service charges for the information technology and warehouse functions.

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

General Government
Budgeted Expenditures by Expense Type
Materials And Supplies (58.5%)
Personnel Services (36.2%)
Contractual (5.3%)
Expense Objects
Personnel Services $7,592,307 $7,481,888 $8,689,142 $10,593,346 $1,904,204 21.9% Contractual $785,687 $843,574 $1,343,395 $1,551,856 $208,461 15.5% Materials And Supplies $11,586,864 $14,300,837 $15,073,161 $17,092,024 $2,018,863 13.4% Other Sources Expense $526,625 $184,958 $0 $0 $0 0%
Total Expense Objects: $20,491,484 $22,811,258 $25,105,698 $29,237,226 $4,131,528 16.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 235 General Government Utilities for City Facilities Budget Detail What do we do?
This relates to the cost of utilities to service city buildings (such as natural gas, electricity, and water).

Budgeted Expenditures by Expense Type
Utilities (100%)
Expense Objects
Utilities $3,833,948 $3,485,189 $4,311,142 $4,469,404 $158,262 3.7% Total Expense Objects: $3,833,948 $3,485,189 $4,311,142 $4,469,404 $158,262 3.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 236 Human Resources
Angela Rivera
Chief Talent Officer
The Human Resources Department is committed to the development of sound personnel management policies. It is responsible for providing human resources based services and facilitating growth in the City. In addition, it strives to develop and maintain high quality personnel resources to manage the City's operations with integrity.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 237 Human Resources Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 238 Human Resources - Expenditures Summary
$3,072,409 $169,016
(5.82% vs. prior year)
2025 Expenditures by Fund
General Fund (100%)
General Fund $1,842,327 $2,223,967 $2,903,393 $3,072,409 $169,016 5.8% Total General Fund: $1,842,327 $2,223,967 $2,903,393 $3,072,409 $169,016 5.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 239 Human Resources
Budgeted Expenditures by Function
Human Resources (77.6%)
Safety And Training (22.4%)
Expenditures
15 - Human Resources
Human Resources $1,553,653 $1,850,329 $2,351,377 $2,383,915 $32,538 1.4% Safety And Training $288,674 $373,638 $552,016 $688,494 $136,478 24.7% Total 15 - Human Resources: $1,842,327 $2,223,967 $2,903,393 $3,072,409 $169,016 5.8% Total Expenditures: $1,842,327 $2,223,967 $2,903,393 $3,072,409 $169,016 5.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 240 Human Resources Budget Detail
What do we do?
The Human Resources function monitors and evaluates current City programs and policies and develops and enhances new or existing programs to achieve organizational goals. Additionally, the program ensures legal compliance in all facets of human resources management.

The Benefits function provides information and assistance to all staff including medical, dental, vision, 457 accounts, CalPERS retirement, flexible spending accounts and Employee Assistance Programs. Additionally, the program coordinates compliance with disability laws; is responsible for centralized administration and maintenance of City staff benefits transactions and employee file data; implements the provisions of the Affordable Care Act and monitors ongoing legal compliance requirements; provides service to employees nearing retirement and to all City retirees. Administers retiree health benefits, including health & Medicare reimbursement, COBRA, and flexible benefit elections; administers the tuition reimbursement and computer loan programs; provides Disability Interactive Process for non-industrial injuries & coordinates compliance with disability laws; provides Reasonable Accommodations/Temporary Light Duty Assignments.

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

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

The Employee/Labor Relations function provides coaching and guidance to management and supervisors in Performance Management, Reduction in Force, Discipline and Dismissal, MOU and Resolution interpretation, Complaint/Grievance processing; Mediates/Negotiates resolution of complaints between management and employees; and provides MOU and Resolution interruption to management, staff, and associations by operating as a nexus between management and represented employees.

The Recruitment and Selection function oversees recruitment and selection procedures, confers with hiring authorities, posts announcements, filter applications, written and performance tests, interviews, forms, retention, etc.; Deliver relevant services to help build and maintain a high-quality workforce and sustain a high performing organization; Ensures that all phases of recruitment and selection comply with applicable federal, state, and local laws, regulations, and guidelines; Conducts background checks to determine applicant suitability for City employment and volunteers; Negotiate final salary and discuss benefit plans and options with potential new hires; Oversees procedures, forms, and onboarding services for all departments; Create descriptive enticing advertisements that accurately depict the key goals of both the organization and position, to attract the right candidates for mission-critical positions; and administers New Hire Orientation.

City of Corona | Proposed Budget Fiscal Year 2025 Page 241 Goals & Objectives
What did we do in Fiscal Year 2024?
Conducted an annual employee engagement survey, gathering valuable insights to enhance employee satisfaction and organizational performance.

Continued work on updating the Human Resources Employee Policy Library, ensuring policies are current and aligned with legal requirements and best practices.

Organized and hosted an informative Employee Benefits Fair, enabling employees to gain a deeper understanding of the diverse range of benefits offered by the City.

We continued to develop data analytics capabilities for improved reporting and data-driven decision-making.

Successfully completed RFP review process to identify a new HRIS system, streamlining HR processes and increasing efficiency.

Continued enhancing the Employee Wellness Program, promoting employee well-being, and fostering a healthy worklife balance.

Established an Employee Mentorship Program encouraging knowledge sharing, skill enhancement and career progression through the pairing of experienced mentors with less experienced colleagues.

Established a Leadership Program that cultivates future leaders by providing them with essential skills and development opportunities. This program enhances leadership capabilities, driving both personal and organizational growth.

Conducted a citywide compensation study to prepare for upcoming negotiations.

Initiated labor negotiations for all associations to ensure fair and comprehensive agreements.

What do we plan to do in Fiscal Year 2025?
Begin implementation of a new HRIS to include workforce development, performance management, training, absence management, position management, and payroll.

Continue to update the Human Resources Employee Policy Library, combining all policies into a singular Policy Manual.

Continue to create and facilitate professional growth workshops, to include Management/Supervisory Leadership sessions.

Create a retirement page online for educational purposes so employees can easily access the information and better prepare for retirement.

Continue to enhance data analytics capabilities and simplify data access.

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

Negotiation of contracts with all represented employees to achieve successful outcomes, ensuring fairness and sustainability for all parties involved.

City of Corona | Proposed Budget Fiscal Year 2025 Page 242 Service Adjustment Changes (Operating Budget)
Description Amount
Overtime 2,000
Program Expenditures 10,000
Total $ 12,000
Human Resources
Budgeted Expenditures by Expense Type
Personnel Services (76.6%)
Contractual (15.3%)
Materials And Supplies (8.1%)
Utilities (0.04%)
Expense Objects
Personnel Services $1,172,424 $1,485,950 $1,772,845 $1,824,965 $52,120 2.9% Contractual $338,746 $215,839 $300,432 $365,000 $64,568 21.5% Materials And Supplies $41,525 $147,922 $277,100 $192,950 -$84,150 -30.4% Utilities $958 $618 $1,000 $1,000 $0 0%
Total Expense Objects: $1,553,653 $1,850,329 $2,351,377 $2,383,915 $32,538 1.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 243 Safety and Training Budget Detail
What do we do?
The Safety and Training Program provides City employees a safe and healthy work environment, including both online and instructor-based training programs to comply with Cal/OSHA regulations. The Safety and Training Program continues to be a valuable resource for the city to ensure a lower rate of injury and illnesses by providing staff with the training they need to perform their duties, handling of equipment and materials in a safe manner.

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 244 Goals & Objectives
What did we do in Fiscal Year 2024?
Performed a Gap Analysis identifying all critical gaps and areas for improvement of safety policies, procedures, and practices of all City departments.

In collaboration with departments, developed corrective action plans to close the gaps identified in the Gap Analysis.

Developed customized e-learning safety training that provides more effective and specific training that’s applicable to City employees.

Implemented a citywide Learning Management System (LMS).

Developed and facilitated Safety Leadership Training as part of the HR Leadership Academy.

Implemented a citywide digital Enterprise Health and Safety Management System that provides a “one stop shop” for all safety related activities.

What do we plan to do in Fiscal Year 2025?
Develop and/or update four critical written safety programs and procedures; Workplace Violence, Injury and Illness Program, Aerosol Transmissible Diseases, and Zoonotics.

Implement a citywide Department Safety Representative Program that helps facilitate safety activities and promote a pro-active safety culture in each Department.

Customize and facilitate in-house safety training that will provide more specific training that will meet the needs of City employees.

Track Leading and Lagging Safety Data that are submitted through the digital EHS System to identify potential safety issues that helps drive performance and continuous improvement.

Establish an Executive Threat Assessment Committee to respond and evaluate reported workplace violence incidents and investigate post incident responses.

Service Adjustment Changes (Operating Budget)
Description Amount
Computer Equipment & Software 2,400
Professional and Contract Services 48,900
Subscriptions 800
Total $ 52,100
City of Corona | Proposed Budget Fiscal Year 2025 Page 245 Safety and Training
Budgeted Expenditures by Expense Type
Personnel Services (46.9%)
Materials And Supplies (35.8%)
Contractual (17.2%)
Utilities (0.07%)
Expense Objects
Personnel Services $124,063 $220,632 $268,796 $322,924 $54,128 20.1% Contractual $24,431 $31,816 $78,700 $118,400 $39,700 50.4% Materials And Supplies $139,963 $120,741 $204,020 $246,670 $42,650 20.9% Utilities $217 $449 $500 $500 $0 0%
Total Expense Objects: $288,674 $373,638 $552,016 $688,494 $136,478 24.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 246 Information Technology
Chris McMasters
Chief Information Officer
The mission of the Information Technology Department is to serve the City and its citizens by providing the technical framework, strategic vision and forward thinking technological solutions to facilitate better outcomes through technology.

What do we do?
The Information Technology Department provides technologically innovative solutions to enhance the delivery of services that improve the lives of the citizens and employees of the City of Corona.

City of Corona | Proposed Budget Fiscal Year 2025 Page 247 City of Corona | Proposed Budget Fiscal Year 2025 Page 248 Information Technology Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 249 Information Technology - Expenditures Summary
$15,139,766 $1,455,534
(10.64% vs. prior year)
2025 Expenditures by Fund
Internal Service Funds (95.1%)
General Fund (4.9%)
General Fund $24,267 $318,995 $700,097 $736,222 $36,125 5.2% Internal Service Funds $1,495,833 $10,969,818 $12,984,135 $14,403,544 $1,419,409 10.9% Total: $1,520,100 $11,288,813 $13,684,232 $15,139,766 $1,455,534 10.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 250 Information Technology
Budgeted Expenditures by Function
Info Tech-Contracts/Renewals (55.4%)
Info Tech-Admin (34.7%)
Info Tech-Mobile Data Computer (5.7%)
Info Tech-Gis (2.7%)
Info Tech-Tablets (0.6%)
Info Tech-Radio/Comm (0.6%)
Info Tech-Projects (0.4%)
Expenditures
17 - Information Technology
Info Tech-Admin -$4,002,922 $4,364,669 $4,749,173 $5,253,400 $504,227 10.6% Info Tech-Projects $629,844 $371,725 $41,000 $57,005 $16,005 39% Info Tech-Gis $122,067 $79,924 $361,851 $405,200 $43,349 12% Info Tech-Contracts/Renewals $4,569,267 $6,013,845 $7,571,173 $8,387,043 $815,870 10.8% Info Tech-Mobile Data Computer $162,417 $390,051 $771,541 $861,011 $89,470 11.6% Info Tech-Radio/Comm $39,427 $68,600 $111,649 $87,449 -$24,200 -21.7% Info Tech-Tablets $0 $0 $77,845 $88,658 $10,813 13.9%
Total 17 - Information Technology: $1,520,100 $11,288,813 $13,684,232 $15,139,766 $1,455,534 10.6% Total Expenditures: $1,520,100 $11,288,813 $13,684,232 $15,139,766 $1,455,534 10.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 251 Information Technology Administration Budget Detail
What do we do?
Information Technology Administration and Operations include support of departmental personnel, employee training, office equipment, cybersecurity, emergency communications systems, broadcasting, computer equipment, and software.

Goals & Objectives
What did we do in Fiscal Year 2024?
Addition of GIS Analyst, Senior Public Safety Technical Support Engineer, and Chief Data Officer to address demand and the needs of emergency services.

Provided employee training for certification and improvement of IT skills and knowledge.

What do we plan to do in Fiscal Year 2025?
Piloting new projects and technologies, including AI.

Advancement toward What Works Cities Certification.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Public Safety Emergency Communications Support Specialist 124,820 1 FT Security Analyst 124,136
1 FT Systems Engineer 124,820
1 PT Reclassify PT Office Assistant to PT IT Admin Assistant 7,171 5 Additional CAD Software Licenses and 2 Civil 3D Software Licenses 3,800 Hardware/Software/IT cost for New Positions throughout City Departments 42,849 Total $ 427,596
City of Corona | Proposed Budget Fiscal Year 2025 Page 252 Information Technology Administration
Budgeted Expenditures by Expense Type
Personnel Services (95.5%)
Materials And Supplies (3.8%)
Utilities (0.6%)
Contractual (0.06%)
Expense Objects
Capital Outlay $0 -$149,721 $0 $0 $0 0%
Personnel Services -$4,307,472 $4,311,953 $4,537,744 $5,018,597 $480,853 10.6% Contractual $3,043 $7,618 $3,000 $3,000 $0 0%
Materials And Supplies $178,929 $150,211 $179,563 $202,253 $22,690 12.6% Utilities $121,885 $40,359 $28,866 $29,550 $684 2.4%
Depreciation $694 $4,250 $0 $0 $0 0%
Total Expense Objects: -$4,002,922 $4,364,669 $4,749,173 $5,253,400 $504,227 10.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 253 Projects Budget Detail
What do we do?
The Citywide Support and Initiatives Program provides citywide technology initiatives systems and funding for implementing new and innovative technology solutions.

Goals & Objectives
What did we do in Fiscal Year 2024?
Upgraded the Emergency Operations Center.

Migrated to a new virtual desktop solution.

Implemented a new video management system and access control system.

Piloted a new virtual desktop solution.

What do we plan to do in Fiscal Year 2025?
Finish expansion of electronic Document Management System.

Upgrade CIS Utility Billing System.

Addition of security cameras in various city facilities.

Upgrade and modernization of the Utility Billing Customer Portal.

Select a new Finance/Account/Timekeeping/HR system and start implementation.

Service Adjustment Changes (Operating Budget)
Description Amount
Software to optimize patrol scheduling 30,000
Spidr Tech 20,000
4 Additional - 3SI GPS Trackers 7,005
Total $ 57,005
City of Corona | Proposed Budget Fiscal Year 2025 Page 254 Projects
Budgeted Expenditures by Expense Type
Contractual (52.6%)
Materials And Supplies (47.4%)
Expense Objects
Contractual $292,110 $66,044 $31,000 $30,000 -$1,000 -3.2% Materials And Supplies $50,758 $18,918 $10,000 $27,005 $17,005 170.1% Utilities $6,324 $6,111 $0 $0 $0 0%
Depreciation $280,652 $280,652 $0 $0 $0 0%
Total Expense Objects: $629,844 $371,725 $41,000 $57,005 $16,005 39% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 255 Geographic Information Systems Budget Detail
What do we do?
Geographic Information Systems (GIS) services include funding for the acquisition of hardware and software, data conversion, and applications development to expand the existing GIS program and provide for integration into new and existing systems, including public safety, utilities, and land development.

Goals & Objectives
What did we do in Fiscal Year 2024?
GIS Contracting work for CAD.

Developed dashboards and near-real-time data visualizations for multiple departments.

Piloted the use of geospatial predictive analytics for use in advanced data modeling.

What do we plan to do in Fiscal Year 2025?
GIS consulting service to digitize utility information in preparation for utilities network platform.

Develop a Data Strategic Plan to streamline data accessibility and assist in data-driven decision-making.

Continue with the development of a new City base map.

City of Corona | Proposed Budget Fiscal Year 2025 Page 256 Budgeted Expenditures by Expense Type
Contractual (89.1%)
Materials And Supplies (9.9%)
Utilities (1%)
Expense Objects
Contractual $91,612 $57,742 $298,651 $361,000 $62,349 20.9% Materials And Supplies $29,072 $16,787 $59,200 $40,200 -$19,000 -32.1% Utilities $1,383 $853 $4,000 $4,000 $0 0%
Undefined Expenses $0 $4,543 $0 $0 $0 0%
Total Expense Objects: $122,067 $79,924 $361,851 $405,200 $43,349 12% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 257 Contracts/Renewals Budget Detail
What do we do?
Recurring costs include software/hardware licensing, maintenance, and support. These costs ensure that we maintain the current versions of our software and hardware systems to provide better functionality and security.

Goals & Objectives
What did we do in Fiscal Year 2024?
Augmented security posture and conducted threat assessments.

AI and Chatbot enhanced.

Assist in the transition of Fire Dispatching to Ontario Fire.

Security training for City staff.

What do we plan to do in Fiscal Year 2025?
Implement sd-wan for redundancy and throughput for City operations.

Managed VOIP deployment.

Transition from VMware to Azure HCI Stake.

Continue development of next-generation digital 311 services.

Service Adjustment Changes (Operating Budget)
Description Amount
Managed Security Operations Center (SOC) service 219,036 Total $ 219,036
City of Corona | Proposed Budget Fiscal Year 2025 Page 258 Contracts/Renewals
Budgeted Expenditures by Expense Type
Contractual (76.6%)
Materials And Supplies (17.1%)
Utilities (6.2%)
Expense Objects
Contractual $3,838,784 $5,109,221 $5,824,497 $6,426,173 $601,676 10.3% Materials And Supplies $551,997 $656,444 $1,231,176 $1,438,087 $206,911 16.8% Utilities $178,486 $167,445 $515,500 $522,784 $7,284 1.4% Undefined Expenses $0 $80,734 $0 $0 $0 0%
Total Expense Objects: $4,569,267 $6,013,845 $7,571,173 $8,387,043 $815,870 10.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 259 Mobile Data Computer Budget Detail
What do we do?
Mobile Data Computers provide for the efficient and secure transmission of information to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2024?
Refreshed cycle for 25% of Police Mobile Data Computers (MDCs).

What do we plan to do in Fiscal Year 2025?
Refresh cycle for 25% of Police Mobile Data Computers (MDCs).

Service Adjustment Changes (Operating Budget)
Description Amount
Fleet Vehicle IT Parts 15,000
Total $ 15,000
City of Corona | Proposed Budget Fiscal Year 2025 Page 260 Budgeted Expenditures by Expense Type
Contractual (73.2%)
Materials And Supplies (16.8%)
Utilities (10%)
Expense Objects
Contractual $0 $210,664 $602,229 $630,283 $28,054 4.7%
Materials And Supplies $111,327 $128,395 $130,000 $145,000 $15,000 11.5% Utilities $51,090 $50,992 $39,312 $85,728 $46,416 118.1% Total Expense Objects: $162,417 $390,051 $771,541 $861,011 $89,470 11.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 261 Radio/Communications Budget Detail
What do we do?
Radio Communications provides services to the public safety departments radio, wireless and communications networks.

Goals & Objectives
What did we do in Fiscal Year 2024?
Weed abatement for remote radio sites.

What do we plan to do in Fiscal Year 2025?
Start implementation of a new VHF radio system for the Fire Department.

Budgeted Expenditures by Expense Type
Materials And Supplies (50.3%)
Contractual (42.6%)
Utilities (7.1%)
Expense Objects
Personnel Services $0 $2,616 $0 $0 $0 0%
Contractual $1,967 $17,027 $37,249 $37,249 $0 0%
Materials And Supplies $33,509 $45,179 $68,200 $44,000 -$24,200 -35.5% Utilities $3,951 $3,779 $6,200 $6,200 $0 0%
Total Expense Objects: $39,427 $68,600 $111,649 $87,449 -$24,200 -21.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 262 Tablets Budget Detail
What do we do?
Tablets provide efficient and secure information transmission to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2024?
Transitioned from Mobile Data Computers (MDCs) to tablets.

Refresh existing Fire Department Mobile Tablets.

What do we plan to do in Fiscal Year 2025?
Refresh 25% of the existing Fire Department Mobile Tablets Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Ma Utilities (50.6%) Materials And Supplies (47.9%)
Contractual (1.5%)
Expense Objects
Contractual $500 $1,326 $826 165.2%
Materials And Supplies $35,000 $42,500 $7,500 21.4%
Utilities $42,345 $44,832 $2,487 5.9%
Total Expense Objects: $77,845 $88,658 $10,813 13.9%
Name FY2024 Adopted FY2025 Proposed $ Change % Change
City of Corona | Proposed Budget Fiscal Year 2025 Page 263 Legal & Risk Management
Dean Derleth
City Attorney / Legal & Risk Management Director
The mission of the Legal & Risk Management Department is to provide the City Council and City officers, boards, commissions, committees, and employees with high quality, effective, and efficient legal counsel, risk assessment, liability management, and workers' compensation services, while pursuing City goals, protecting City resources, and thereby safeguarding teh interests of the Corona community.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 264 Legal & Risk Management Department Organizational Chart City of Corona | Proposed Budget Fiscal Year 2025 Page 265 Legal & Risk Management - Expenditures Summary
$12,243,039 $3,011,703
(32.62% vs. prior year)
Legal & Risk Management
Budgeted Expenditures by Function
Risk Management (86.6%)
Legal & Risk Management - City
Attorney (13.4%)
Legal & Risk Management - City
Attorney (13.4%)
Expenditures
20 - Legal & Risk Management
Legal & Risk Management - City Attorney $1,189,935 $1,351,479 $1,570,521 $1,637,968 $67,447 4.3% Risk Management $7,350,660 $6,442,732 $7,660,815 $10,605,070 $2,944,255 38.4% Total 20 - Legal & Risk Management: $8,540,595 $7,794,212 $9,231,336 $12,243,039 $3,011,703 32.6% Total Expenditures: $8,540,595 $7,794,212 $9,231,336 $12,243,039 $3,011,703 32.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 266 2025 Expenditures by Fund
Internal Service Funds (82.9%)
General Fund (17.1%)
General Fund $1,623,803 $1,783,268 $2,022,134 $2,099,380 $77,246 3.8% Internal Service Funds $6,916,791 $6,010,943 $7,209,202 $10,143,659 $2,934,457 40.7% Total: $8,540,595 $7,794,212 $9,231,336 $12,243,039 $3,011,703 32.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 267 City Attorney's Office Budget Detail
What do we do?
The City Attorney's Office represents and advises the City Council, as well as all other City officers, boards, commissions, committees and employees, on legal matters pertaining to their City offices and employment, to the extent required or allowed by law and as otherwise directed by the City Council. The office also oversees City representation by outside attorneys in some situations, including workers' compensation matters.

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

Goals & Objectives
What did we do in Fiscal Year 2024?
Continued to deliver cost-savings and greater service, including expanded and more direct access to the legal team for officials and staff, and worked on well over 200 projects throughout the City.

Continued to work on the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services with Management Services and other staff.

Continued to work on the Lab Holdings Corona Mall Project with Management Services and Economic Development.

Continued to work extensively on the McKinley Grade Separation Project with staff and the consultant project team on all real property acquisitions and project contract documents.

Continued to assist the City Clerk’s office with responding to Public Records Act requests, which are increasing in number and the volume of records requested.

Strategized and assisted Economic Development and Management Services staff with multiple acquisitions in the Corona Mall to facilitate the City’s Downtown revitalization efforts.

Assisted Public Works and Utilities Department staff on complex legal issues to help achieve completion of the WRF #3 Sewer Lift Station Project.

Continued to work on both small cell and cell tower issues with Management Services, Planning and Development and other departments, and continued to manage citywide cell tower license agreements.

Successfully handled more than 20 litigation matters, including successfully defending all challenges to the City’s Cannabis Program and obtaining a dismissal on an employment discrimination lawsuit and two favorable decisions from courts of appeal. We continued our aggressive yet strategic approach to litigation and were awarded attorney’s fees and costs to be paid to the City in multiple cases. We also collected $625,000 from our excess insurer in a coverage dispute, and recovered more than $220,000 against a litigation judgment owed to the City. We also continue to work with Risk Management to successfully head off and significantly mitigate the City’s financial exposure on liability claims.

Prevailed on three challenges to City actions to revoke commercial cannabis permits.

Successfully defended a challenge to the Police Department’s revocation of a massage establishment permit for failing to comply with public health, safety and welfare standards.

City of Corona | Proposed Budget Fiscal Year 2025 Page 268 What do we plan to do in Fiscal Year 2025?
Continue to work with Council and staff to implement Strategic Plan priorities – the City’s priorities are our priorities.

Provide continuous evaluation of cost-saving measures.

Provide enhanced service and more direct access for City officials and employees.

Continue to look for opportunities to expand expertise and minimize outside legal counsel expenses.

Develop and retain high quality professional staff dedicated to the department’s mission statement.

Continue to Advocate for the Corona Community by promoting a tenacious yet fair and professional reputation in ongoing advocacy efforts.

Continue to effectively defend City resources, create efficiencies, and increase cost-savings and subrogation (cost recovery) efforts.

Continue to look for ways in which to manage citywide cell tower license agreements more effectively.

Continue to work with the Purchasing Division to improve workflow for insurance and contract requests.

Continue to work on the on-going major projects from FY24, including the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services, the Lab Holdings Corona Mall Project, and the McKinley Grade Separation Project.

Continue to work with Economic Development and Management Services staff on the acquisition of properties in the Corona Mall to facilitate the City’s revitalization efforts in the Downtown.

City of Corona | Proposed Budget Fiscal Year 2025 Page 269 City Attorney's Office
Budgeted Expenditures by Expense Type
Personnel Services (84.8%)
Contractual (14.2%)
Materials And Supplies (0.9%)
Utilities (0.1%)
Expense Objects
Personnel Services $1,030,661 $1,237,690 $1,320,208 $1,388,178 $67,970 5.1% Contractual $147,307 $104,532 $233,148 $233,050 -$98 0% Materials And Supplies $8,366 $7,046 $14,945 $14,520 -$425 -2.8% Utilities $3,602 $2,211 $2,220 $2,220 $0 0%
Total Expense Objects: $1,189,935 $1,351,479 $1,570,521 $1,637,968 $67,447 4.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 270 Risk Management Budget Detail
What do we do?
The Risk Management Division works closely with the City Attorney's Office to oversee and manage the City's Workers' Compensation Program and the City's Liability, Subrogation & Insurance Program.

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

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 271 Goals & Objectives
What did we do in Fiscal Year 2024?
Workers’ Compensation Program
Continued to oversee TPA and various unbundled managed care program service providers, with the goal of achieving cost savings and increased customer service and responsiveness to the needs of injured employees.

Continued to implement controls designed to increase accountability of TPA and outside legal counsel.

Worked with supervisors and managers to develop light duty agreements to allow employees to come back to modified duty while recovering from their injury.

Continued to hold quarterly workers’ compensation claim review meetings with our TPA, employees and association representatives.

Continued bi-weekly meetings with our TPA to ensure that claims continue moving forward in a timely manner.

Favorably settled 22 Workers’ Compensation cases, 21 by Stipulated Award and 1 by Compromise and Release.

Received, processed, and opened 76 new claims.

Closed out 73 Workers’ Compensation Claims.

Liability, Subrogation & Insurance Program
Reviewed and processed at least 102 new liability claims and closed approximately 89 liability claims (through appx 05- 24).

Billed approximately $369,276 for subrogation efforts, collected approximately $300,252, and entered into 4 new payment agreements, totaling $10,859 (through appx 05-24).

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

What do we plan to do in Fiscal Year 2025?
Continue to focus on providing responsive service, timely treatment and quality medical care in order to help employees get back to work and reduce their time off.

Continue to work with our Workers’ Compensation TPA and various unbundled managed care program services providers, focusing on cost savings and increased customer service and responsiveness to the needs of injured employees.

Continue to work with various departments on policy and procedures for industrial disability retirement process in accordance with CalPERS requirements.

Continue to look for ways in which to reduce Workers’ Compensation claims litigation.

Continue to look for ways in which to be more proactive with claims and reduce overall claim liability.

Continue to look for ways in which to improve the City’s subrogation efforts, including collecting more money owed while entering into respectful and manageable payment or other arrangements.

Continue to evaluate the City’s self-insurance and commercial insurance programs, including looking for ways in which to save money commensurate with the City Council’s risk tolerance.

Work to revise and update the Risk Management Policy.

Work with Information Technology and Finance to explore the possibility of providing the ability for the community to purchase special events insurance online.

Coordinate trainings for staff to go over Workers’ Compensation process, procedures, and forms to ensure all questions are answered and employees understand the injury process.

Collaborate with other departments to identify injury trends and reduce new injuries.

City of Corona | Proposed Budget Fiscal Year 2025 Page 272 Risk Management
Budgeted Expenditures by Expense Type
Materials And Supplies (55.7%)
Claims Expense (23.4%)
Contractual (16.5%)
Personnel Services (4.3%)
Expense Objects
Personnel Services $429,158 $431,035 $447,363 $456,811 $9,448 2.1% Contractual $815,023 $1,229,034 $1,700,300 $1,754,500 $54,200 3.2% Materials And Supplies $2,338,925 $2,904,623 $4,136,124 $5,909,981 $1,773,857 42.9% Claims Expense $3,767,553 $1,878,040 $1,377,028 $2,483,778 $1,106,750 80.4% Total Expense Objects: $7,350,660 $6,442,732 $7,660,815 $10,605,070 $2,944,255 38.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 273 Planning & Development
Joanne Coletta
Planning & Development Director
The mission of the Planning & Development Department is promoting quality development, sustaining the quality of existing neighborhoods, accommodating affordable house, and ensuring that new development and miscellaneous improvements to properties are constructed in accordance with the highest standards of safety.

What do we do?
Within the Planning & Development service area, the Planning & Development Department provides a variety of services which directly impact living and economic conditions throughout the City, with specific emphasis on building construction and modification, property maintenance, land use and property inspections. * Actuals to date through Q3
City of Corona | Proposed Budget Fiscal Year 2025 Page 274 Planning & Development Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 275 Planning & Development - Expenditures Summary
$9,353,705 -$503,518
(-5.11% vs. prior year)
2025 Expenditures by Fund
General Fund (96.8%)
Special Revenue Funds (2.3%)
Enterprise Funds (1%)
General Fund $7,345,316 $8,060,231 $9,523,863 $9,051,108 -$472,755 -5% Special Revenue Funds $131,051 $137,595 $201,243 $212,636 $11,393 5.7% Enterprise Funds $142,234 $120,653 $132,117 $89,961 -$42,156 -31.9% Total: $7,618,601 $8,318,479 $9,857,223 $9,353,705 -$503,518 -5.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 276 Planning & Development
Budgeted Expenditures by Function
Development Services (24.5%)
Plan Check (19.5%)
Inspection (16.9%)
Land Use (14.9%)
Building (10.9%)
Code Compliance (8.6%)
Admin (4.7%)
Expenditures
21 - Planning & Development
Admin $456,181 $455,304 $522,571 $442,482 -$80,089 -15.3% Land Use $1,364,922 $1,441,549 $1,445,930 $1,394,891 -$51,039 -3.5% Code Compliance $715,079 $637,469 $832,122 $804,485 -$27,637 -3.3% Building $994,951 $1,019,040 $983,253 $1,016,423 $33,170 3.4% Plan Check $1,493,891 $1,543,589 $2,089,552 $1,826,450 -$263,102 -12.6% Development Services $1,603,640 $1,916,973 $2,466,545 $2,287,018 -$179,527 -7.3% Inspection $989,937 $1,304,555 $1,517,250 $1,581,956 $64,706 4.3% Total 21 - Planning & Development: $7,618,601 $8,318,479 $9,857,223 $9,353,705 -$503,518 -5.1% Total Expenditures: $7,618,601 $8,318,479 $9,857,223 $9,353,705 -$503,518 -5.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 277 Planning & Development Administration Budget Detail
What do we do?
Planning & Development Administration is responsible for managing the Planning & Housing Commission agenda, the scheduling and preparation of City Council agenda reports, the postings for public hearings, the processing of budget related requests and the payment of department invoices, the receiving of phone calls to the department, the coordination with other departments on the preparation of resolutions, ordinances, and the processing of environmental postings, manages the preparation of the department's fiscal year budget, manages the recruitment process for new positions, and manages the efficiency of the department's office equipment. The department director also provides direction and leadership to the department's division managers, ensures staff completes mandatory safety training, evaluates the overall operation of the department for efficiency, and assists the City Manager's Office with City Council inquiries related to Planning & Development.

Goals & Objectives
What did we do in Fiscal Year 2024?
Recruited employees in all divisions to support service levels.

Managed Planning & Housing Commission agendas and meetings.

Organized and processed requests for City Council agendas.

Responded to a high volume of phone calls for all divisions within the same day (calls for inspections and general information).

What do we plan to do in Fiscal Year 2025?
Recruit employees to fill vacant positions.

Manage Planning & Housing Commission agendas and meetings.

Organize and process requests for City Council agendas.

Respond to daily inquiries within the same day.

City of Corona | Proposed Budget Fiscal Year 2025 Page 278 Planning & Development Administration
Budgeted Expenditures by Expense Type
Personnel Services (91.8%)
Materials And Supplies (8.2%)
Expense Objects
Personnel Services $378,979 $410,714 $392,335 $406,043 $13,708 3.5% Contractual $48,023 $0 $0 $0 $0 0%
Materials And Supplies $28,614 $43,973 $129,636 $36,439 -$93,197 -71.9% Utilities $565 $618 $600 $0 -$600 -100%
Total Expense Objects: $456,181 $455,304 $522,571 $442,482 -$80,089 -15.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 279 Land Use Planning & Zoning Budget Detail
What do we do?
Land Use Planning & Zoning is primarily responsible for the following daily operations: managing the public counter for zoning information, development related permits, and project application submittals; reviewing proposed use permits and development projects for conformity with the City's municipal codes, policies, and General Plan; ensuring that projects comply with the provisions of the California Environmental Quality Act; administering the Development Plan Review and Project/Environmental Review Committee packets; providing staff support for the Zoning Administrator, the Board of Zoning Adjustment, and Planning and Housing Commission; coordinating landscape and certificate of occupancy inspections with the City's landscape consultants; reviewing business licenses for conformity with the Zoning Ordinance; coordinating and distributing plan check development plans to planners; responding to telephone inquiries and electronic mail; and conducting field inspections on newly constructed projects. This division also oversees long range development plans that include updating the City's General Plan and Housing Element, processing new specific plans, reviewing and processing annexations, monitors and responds to legislative changes, compiles demographic data for the City, prepares future population and housing estimates for the City, coordinates and distributes information provided from the U.S.

Census, and implements the City's Historic Preservation Program.

Goals & Objectives
What did we do in Fiscal year 2024?
Completed the final phase of the City’s rezoning program required by the General Plan Housing Element Update to accommodate the planning of low and moderate income units.

Adopted updates to the Zoning Code in Title 17 of the Corona Municipal Code according to the city housing programs in the Housing Element.

Retained a consultant to assist in the preparation of an amendment to the Downtown Revitalization Specific Plan to support the city’s effort in revitalizing the downtown.

Passed an ordinance prohibiting temporary signs in the public right of way.

Passed an ordinance prohibiting short-term rentals in the city.

Processed applications for land use entitlements for review and approval by the Planning and Housing Commission and City Council.

What do we plan to do in Fiscal Year 2025?
Complete the amendment to the Downtown Revitalization Specific Plan.

Complete an amendment to the City’s Historic Resources Ordinance and establish a Historic Preservation Board.

Adopt a new sidewalk vendor ordinance according to state law and update the city’s solicitor ordinance and assume the vendor permit and solicitor permit process from the Police Department.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify Administrative Assistant to Senior Administrative Assistant 2,688 Total $ 2,688
City of Corona | Proposed Budget Fiscal Year 2025 Page 280 Land Use Planning & Zoning
Budgeted Expenditures by Expense Type
Personnel Services (75%)
Contractual (24.1%)
Materials And Supplies (0.9%)
Expense Objects
Personnel Services $813,905 $727,316 $1,093,810 $1,046,196 -$47,614 -4.4% Contractual $539,840 $672,994 $337,000 $336,000 -$1,000 -0.3% Materials And Supplies $10,590 $41,085 $15,120 $12,695 -$2,425 -16% Utilities $587 $154 $0 $0 $0 0%
Total Expense Objects: $1,364,922 $1,441,549 $1,445,930 $1,394,891 -$51,039 -3.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 281 Code Compliance Budget Detail
What do we do?
Code Compliance is responsible for the enforcement of the city's zoning ordinance on private property, including the inspections of certain health and safety regulations on private property to correct substandard living conditions and enforce the maintenance of property; provides zoning information to the business community and residents through the distribution of city pamphlets; check street vendors to ensure vendors are operating with required permits; implements the City's inoperative vehicle abatement program, and manages a volunteer program which assists in the removal of signs in the public rights-of-way. this division also collaborates with various City departments in the interpretation and enforcement of various municipal codes.

Goals & Objectives
What did we do in Fiscal Year 2024?
Enforced California health and safety codes, property maintenance violations and zoning code violations, and assisted the Building Division with enforcement cases resulting in 2,792 opened cases and 1,804 closed cases.

Implemented procedures to coincide with the amending of Chapter 5.55 of the Corona Municipal Code to prohibit shortterm residential rentals.

Retrieved 7,769 signs in the public rights-of-way and implemented procedures for the City’s new temporary sign prohibition on public property.

Abated 186 vehicles under the City’s Abandoned Vehicle Abatement program.

Educated and enforced over 50 unpermitted sidewalk vendors.

What do we plan to do in Fiscal Year 2025?
Retrieve illegal signs that are placed in the City’s public right-of-way and on public property per the city ordinance.

Respond to incoming complaints concerning land use and zoning violations, property maintenance violations and educate the public on the City’s regulations adopted by the Corona Municipal Code.

Continue to educate the public on the City’s Abandoned Vehicle Abatement program and abate 200 vehicles.

Update the city’s sidewalk vendor ordinance and Code Compliance process to adhere to Senate Bill 946.

City of Corona | Proposed Budget Fiscal Year 2025 Page 282 Code Compliance
Budgeted Expenditures by Expense Type
Personnel Services (88.7%)
Materials And Supplies (11.3%)
Utilities (0.02%)
Expense Objects
Personnel Services $515,094 $562,477 $731,587 $713,755 -$17,832 -2.4% Contractual $107,208 $2,660 $0 $0 $0 0%
Materials And Supplies $81,351 $60,307 $91,535 $90,530 -$1,005 -1.1% Utilities $11,426 $12,026 $9,000 $200 -$8,800 -97.8%
Total Expense Objects: $715,079 $637,469 $832,122 $804,485 -$27,637 -3.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 283 Building Inspection Budget Detail
What do we do?
Building Inspection includes the activities performed by the city's building inspectors. The building inspectors are responsible for providing inspections of all construction activities. The inspectors check for compliance with Title 24, California Code of Regulations; California Building Standards Code, selected California Healthy and Safety Laws, the Uniform Housing Code, and the Corona Municipal Code. This section also investigates complaints concerning violations of those regulations, and of illegal and unsafe construction practices. In the event of an emergency or disaster, it is the responsibility of the inspectors to perform safety assessments of structures. Other duties include assisting with plan reviews, permit issuance, answering questions from design professionals, contractors and the public, record keeping, and preparing reports and correspondence for enforcement procedures.

Goals & Objectives
What did we do in Fiscal Year 2024?
Responded to 14,612 building inspection requests associated with new residential, commercial and industrial construction, tenant improvements to existing buildings, single family room additions, and other miscellaneous improvements.

Responded to approximately 24 emergency incidents.

Opened approximately 75 new cases to investigate complaints of unpermitted construction or unsafe building conditions.

What do we plan to do in Fiscal Year 2025?
Continue to enhance mobile inspection software and capabilities.

Continue to provide inspections within one business day.

Continue to respond to a high volume of inspection requests, requests for investigation and emergency incidents.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify Administrative Assistant to Senior Administrative Assistant 1,152 Total $ 1,152
City of Corona | Proposed Budget Fiscal Year 2025 Page 284 Building Inspection
Budgeted Expenditures by Expense Type
Personnel Services (89.8%)
Materials And Supplies (10.2%)
Expense Objects
Personnel Services $603,074 $767,568 $889,032 $912,939 $23,907 2.7% Contractual $366,735 $175,005 $0 $0 $0 0%
Materials And Supplies $25,142 $76,467 $87,669 $103,484 $15,815 18% Utilities $0 $0 $6,552 $0 -$6,552 -100%
Total Expense Objects: $994,951 $1,019,040 $983,253 $1,016,423 $33,170 3.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 285 Plan Check Budget Detail
What do we do?
The Plan Check section performs reviews of plans to verify compliance of the California Building, Plumbing, Mechanical, and Electrical Coes, Residential Code, Green Building Code, structural calculations, state disabled access codes and energy requirements. The Plan Check section oversees the City's third-party plan check contracts, is responsible for coordinating the routing of plans throughout the City, collects fees, issues permits, provides technical support for the professional community and inspectors, participates in the City's Development Plan Review process, provides technical assistance at the counter, and provides over-the-counter plan check services. The staff prepares correspondence, builder's advisories, and researches and generates construction standards for public use. The staff also responds to a high volume of correspondence and permit requests electronically via the use of online permit and land check software and was responsible for ensuring developers could stay active during the COVID-19 pandemic and subsequent City Hall shutdown.

Goals & Objectives
What did we do in Fiscal Year 2024?
Assisted approximately 7,800 customers at the public counter for various permits, information, application submittals and plan check submittals; and a high volume of electronic mail customer requests.

Issued approximately 4,400 building permits with approximately 220 permits devoted to new residential, commercial and industrial construction.

Completed 98.1% of Building plan reviews on time.

Participated in various programs to assist the development community and local businesses including a Development Community Workshop, Team Corona, and Downtown Beautification Grants program.

Implemented a lobby refresh to improve the customer experience.

What do we plan to do in Fiscal Year 2025?
Work collaboratively with Information Technology to refine the use of Project Dox to encourage more customers to use the city’s electronic plan check submittal program.

Continue to work collaboratively with consultants and IT Department to establish and refine systems for meeting plan review timelines.

Expand the Camino electronic permitting guide on the city’s website to assist the public with the permit process for new commercial and industrial buildings and tenant improvements.

Expand the plan check FAQ list of commonly missed items.

Continue to explore upgrading our permit and plan review software.

Continue to implement personalized concierge services to the public and complete Customer Experience project.

City of Corona | Proposed Budget Fiscal Year 2025 Page 286 Plan Check
Budgeted Expenditures by Expense Type
Personnel Services (57.3%)
Contractual (41.1%)
Materials And Supplies (1.6%)
Expense Objects
Personnel Services $365,433 $612,598 $1,040,448 $1,046,480 $6,032 0.6% Contractual $1,113,072 $903,200 $1,000,000 $750,000 -$250,000 -25% Materials And Supplies $14,778 $27,180 $48,600 $29,970 -$18,630 -38.3% Utilities $608 $610 $504 $0 -$504 -100%
Total Expense Objects: $1,493,891 $1,543,589 $2,089,552 $1,826,450 -$263,102 -12.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 287 Development Services Budget Detail
What do we do?
The Development Services division works with developers to ensure that proposed commercial, industrial, and residential development projects meet the requirements of the Corona Municipal Code, conform to county, state, and federal guidelines, and regulations, and follow Public Works and Utilities Department standards and design policies. Additionally, the Development Services section coordinates and administers programs involving intergovernmental agencies, utility companies, and telecommunication companies. This section also collaborates with the Wester Riverside Council of Governments (WRCOG) on the application and collection of the Transportation Uniform Mitigation Fees (TUMF) and administration of TUMF credit and reimbursement agreements.

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

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed the hiring of all engineering positions for improved service quality.

Improved plan check reviews completed on time by more than 10% compared to FY 23.

Assisted approximately 3,000 customers at the Development Services counter for various permits, information, application submittals and plan check submittals.

Issued approximately 42 will-serve letters for water, sewer, and electrical utility service.

Issued approximately 1,300 permits.

Performed approximately 1,550 plan checks.

What do we plan to do in Fiscal Year 2025?
Develop additional standardized checklists and instructional handouts to provide applicants and engineers with more clarity on the review and permit processes.

Refine the plan check process based on the feedback received from customers.

Improve concierge services and enhance the customer experience.

Continue to collaborate with IT on the Development Services Dashboards to provide useful analytics.

Seek opportunities for using technology in new ways to improve efficiency.

Reduce plan check turnaround times.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify Senior Office Assistant to Administrative Assistant 6,753 Total $ 6,753
City of Corona | Proposed Budget Fiscal Year 2025 Page 288 Development Services
Budgeted Expenditures by Expense Type
Personnel Services (79.1%)
Materials And Supplies (12.1%)
Contractual (8.7%)
Utilities (0.02%)
Expense Objects
Personnel Services $787,356 $1,229,345 $1,778,467 $1,808,932 $30,465 1.7% Contractual $223,934 $358,053 $400,264 $200,000 -$200,264 -50% Materials And Supplies $590,416 $327,264 $285,114 $277,586 -$7,528 -2.6% Utilities $1,935 $2,311 $2,700 $500 -$2,200 -81.5%
Total Expense Objects: $1,603,640 $1,916,973 $2,466,545 $2,287,018 -$179,527 -7.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 289 Inspection Services Budget Detail
What do we do?
The Inspection Services division provides a broad spectrum of services related to public works activities. These services include inspection of all above-ground (streets, curbs, gutters, sidewalks, ramps compliant with the American with Disabilities Act (ADA), streetlights, traffic signals, pavement striping, etc.) and underground (sewer, water, storm drain, fiber optic, electrical conduits, gas, communications, etc.) improvements with the public right-of-way. This section investigates and enforces grading, haul routes, stock piling, encroachments within the public right-of-way, and traffic control requirements. Inspection Services also conducts final job walks to ensure that all public improvements conform to City standards prior to authorizing the release of securities.

Goals & Objectives
What did we do in Fiscal Year 2024?
Continued to provide a high level of inspection on Land Development and Capital Improvement Projects.

On-boarded additional inspection staff to assist with the workload.

What do we plan to do in Fiscal Year 2025?
Further develop our Public Works Inspection staff through training and certification programs. This includes the State Water Resource Control Board's Water Distribution Operator 2 Certification (D2), Qualified SWPPP Practicitioner Certification (QSP), and completing the Local Technical Assistance Program (LTAP) Resident Engineers Academy (RE).

Continue to implement process enhancements for streamlining and efficiency of construction inspection for development projects.

Continue to on-board additional staff to meet the staffing goals.

Service Adjustment Changes (Operating Budget)
Description Amount
Convert 3 Public Works Inspector II to 2 Senior Public Works Inspectors and a Lead Public Works Inspector 38,291 Total $ 38,291
City of Corona | Proposed Budget Fiscal Year 2025 Page 290 Inspection Services
Budgeted Expenditures by Expense Type
Personnel Services (52.8%)
Contractual (44.2%)
Materials And Supplies (3%)
Expense Objects
Personnel Services $433,865 $276,564 $747,718 $834,682 $86,964 11.6% Contractual $0 $797,876 $700,000 $700,000 $0 0%
Materials And Supplies $549,942 $223,778 $64,492 $47,275 -$17,217 -26.7% Utilities $6,130 $6,337 $5,040 $0 -$5,040 -100%
Total Expense Objects: $989,937 $1,304,555 $1,517,250 $1,581,956 $64,706 4.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 291 Police
Robert Newman
Chief of Police
The mission of the Corona Police Department is to achieve excellence in policing, we will ensure safety and security of the public through strong community partnerships and investment in our people.

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

City of Corona | Proposed Budget Fiscal Year 2025 Page 292 Police Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 293 Police - Expenditures Summary
$60,468,044 $5,300,697
(9.61% vs. prior year)
2025 Expenditures by Fund
General Fund (99.1%)
Special Revenue Funds (0.9%)
General Fund $46,510,965 $47,783,318 $54,370,012 $59,934,587 $5,564,575 10.2% Special Revenue Funds $641,204 $763,020 $797,335 $533,457 -$263,878 -33.1% Total: $47,152,169 $48,546,338 $55,167,347 $60,468,044 $5,300,697 9.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 294 Police
Budgeted Expenditures by Function
Police Patrol Bureau (47.8%)
Investigations Bureau (14.7%)
Administration - Police (11.3%)
Special Enforcement Bureau (10.5%)
Dispatch Services (8.9%)
Police Hope Team (2.6%)
Animal Services & Enforcement (2.5%)
Records (1.7%)
Expenditures
32 - Police
Administration - Police $5,047,172 $5,467,868 $5,855,748 $6,854,092 $998,344 17% Police Hope Team $828,409 $1,106,855 $1,284,393 $1,552,483 $268,090 20.9% Police Patrol Bureau $23,423,146 $23,736,342 $27,094,216 $28,913,820 $1,819,604 6.7% Special Enforcement Bureau $3,903,366 $4,439,030 $5,524,488 $6,352,979 $828,491 15% Animal Services & Enforcement $1,063,010 $1,164,027 $1,377,599 $1,488,393 $110,794 8% Dispatch Services $3,853,785 $3,688,411 $4,822,301 $5,375,415 $553,114 11.5% Investigations Bureau $8,175,798 $8,047,484 $8,206,419 $8,900,917 $694,498 8.5% Records $857,481 $896,320 $1,002,183 $1,029,944 $27,761 2.8% Total 32 - Police: $47,152,169 $48,546,338 $55,167,347 $60,468,044 $5,300,697 9.6% Total Expenditures: $47,152,169 $48,546,338 $55,167,347 $60,468,044 $5,300,697 9.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 295 Police Administration Budget Detail
What do we do?
The Chief of Police, along with the Police Captains, Lieutenants, and Professional Staff Managers, are responsible for overseeing the department's policies and procedures, budget, grants, and property and evidence management, providing internal and external communication regarding departmental matters and events and directing the goals and mission of the department. The Chief of Police and the Command Staff will direct the department to pursue excellence in policing through quality customer service, reduction of crime, the efficiency of systems and service, and excellence through training. Additionally, they set the leadership and performance standards that ensure all department employees earn the trust of our community every day by carrying out our mission with Integrity, Respect, Inclusion, Teamwork, and Innovation.

The Personnel and Training Unit recruits, tests, and conducts background checks on all prospective department employees. Additionally, this unit is responsible for coordinating and managing police cadets, explorers, volunteer programs, special community events, and special project coordination. Other duties include coordinating all statemandated training and training records management, community outreach, crime prevention, and the department shooting range and training facility. The unit also oversees the Clergy Program, the Volunteer Program, and the Corona Police Community Partnership.

Goals & Objectives
What did we do in Fiscal Year 2024?
Obtained $760,456.54 in grant funding.

Acquired and implemented a software-based program that allowed data sharing with the District Attorney’s office.

Purchased and distributed police handheld and unit radios with technology that enhances officer safety and situational awareness.

Created a Training Sergeant position to ensure the officers receive and maintain the highest training standards.

Began the design stage of an advanced officer training facility at the Clearwater site.

Expanded recruitment networks to fill funded professional staff and sworn officer positions.

Refined hiring protocols from a policy perspective, which proved to be a success in hiring quality individuals.

The Community Outreach team increased Neighborhood Watch engagements throughout the year.

What do we plan to do in Fiscal Year 2025?
Remain proactive in grant opportunities and other potential sources of revenue.

Increase the Police Department’s community interaction and social media presence by hiring a civilian Public Safety Information Coordinator and a full-time Community Outreach Specialist.

Buildout of the advanced officer training facility.

Continue to implement best practices in hiring and recruiting to attract top-quality people Update department safety equipment to ensure reliability.

Service Adjustment Changes (Operating Budget)
Description Amount
2 FT Janitors 88,670
Outsourcing Backgrounds 30,000
Total $ 118,670
City of Corona | Proposed Budget Fiscal Year 2025 Page 296 Police Administration
Budgeted Expenditures by Expense Type
Personnel Services (80.2%)
Contractual (11.8%)
Materials And Supplies (5.5%)
Utilities (2.5%)
Expense Objects
Personnel Services $3,711,444 $3,982,956 $4,507,222 $5,500,157 $992,935 22% Contractual $626,396 $832,161 $763,524 $805,674 $42,150 5.5% Materials And Supplies $610,550 $436,565 $416,458 $379,717 -$36,741 -8.8% Utilities $98,781 $216,187 $168,544 $168,544 $0 0%
Total Expense Objects: $5,047,172 $5,467,868 $5,855,748 $6,854,092 $998,344 17% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 297 Police HOPE Team Budget Detail
What do we do?
The Homeless Outreach and Psychiatric Evaluation, or HOPE Team, is a four-person team whose primary duties are to be the first responders and primary contact on calls-for-service involving the homeless and the mentally ill. The team also proactively seeks out and contacts people who are homeless and who need services. The team utilizes a balance of support resources and enforcement to ensure a good quality of life for our community as well as a better quality-of-life for the homeless individuals themselves. To enhance the HOPE Team mission, the City has contracted with City Net to reach out to those experiencing homelessness. The City Net group works with the HOPE Team and provides case management for those ready to receive services. City Net can direct people to the right kind of services and help them navigate through various social service processes.

Goals & Objectives
What did we do in Fiscal Year 2024?
Provided mental health training for HOPE officers to enhance the partnership with Riverside Unified Health Systems and the Community Behavioral Assessment Team.

HOPE team members were trained to advise business and community members on Crime Prevention Through Environmental Design (CPTED) programs to help address quality of life issues.

The HOPE team participated in a concerted effort to reduce quality-of-life criminal issues in the downtown business district through directed bicycle patrols.

What do we plan to do in Fiscal Year 2025?
To further address mental health issues within the community, the department will assess the ability to dedicate a HOPE officer to the Community Behavioral Assessment Team full-time.

Continue the mission of enhanced patrols in the Downtown Business District to enhance the quality of life for those working and visiting in the area.

Explore regional partnerships in grant funding opportunities and resource acquisitions.

City of Corona | Proposed Budget Fiscal Year 2025 Page 298 Police HOPE Team
Budgeted Expenditures by Expense Type
Personnel Services (84.9%)
Materials And Supplies (15.1%)
Contractual (0.06%)
Expense Objects
Capital Outlay $0 $44,445 $0 $0 $0 0%
Personnel Services $822,752 $1,055,559 $1,255,191 $1,317,593 $62,402 5% Contractual $480 $85 $1,000 $1,000 $0 0%
Materials And Supplies $5,177 $6,767 $28,202 $233,890 $205,688 729.3% Total Expense Objects: $828,409 $1,106,855 $1,284,393 $1,552,483 $268,090 20.9% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 299 Police Patrol Bureau Budget Detail
What do we do?
The Patrol Bureau is the largest unit in the organization and is responsible for providing services by uniformed personnel.

The Patrol Bureau is the first responder to citizen’s calls for service. The City is divided into four geographical areas, each containing a deployment zone. Each zone is managed by a Lieutenant and patrolled by officers assigned to the zone.

Zones enhance public access and community interaction, creating closer ties and facilitating citizens and police working together to address community concerns. Patrol staff participates in the Adopt-A-School Program, where officers enhance community relations by having a presence at elementary and middle schools. They also participate in the Run with A COP (Anti-Childhood Obesity Program); this partnership is with the 100 Mile Club® and the Corona Norco Unified School District to get the word out about staying healthy and being active. In addition, Patrol personnel participates in Coffee with a Cop, whose mission is to build community relationships between the Police and the citizens they serve. Units within the Patrol Bureau include:

The Unmanned Aircraft Systems (UAS) Program enhances the safety and service provided to the community and its peace officers through the effective use of UAS technology. UAS enables officers to have access to complete information when responding to calls for service and allows the department to deploy its resources more efficiently and effectively.

The Jail Management Unit oversees the maintenance and facility needs of the jail while managing and supervising the Jailers who process arrestees, conduct searches, inventory related property, verify arrestee’s identity, and complete related paperwork. The Jailers fingerprint and photograph inmates and collect DNA as required by law. Jailers transport inmates from field locations to the City jail and from the jail to other detention facilities.

Community Service Officers (CSO’s) assist in handling police reports and other various duties to assist officers. They also assist in non-injury traffic accidents and provide security-related information to the public.

The Field Training Officer, or FTO, Program provides in-field training to new or lateral officers. Officers successfully graduate from the FTO Program after demonstrating their ability to competently act as a solo police officer according to the California Commission on Police Officer Standards and Training (POST) guidelines.

The Honor Guard Unit performs ceremonial duties at funerals (for active and retired employees and Line of Duty Deaths), retirement and awards ceremonies, parades, City events, and special community events.

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

The Facility Dog Program utilizes an Assistance Dogs International certified Facility Dog, “Raider,” to interact with community members. K9 Raider has been deployed to assist people impacted by traumatic events, witnesses testifying in court, and various community events and public appearances.

The Mobile Field Force Team consists of sworn personnel that will be used to maintain order, ensure public safety, and protect civil rights during civil demonstrations, community events, incidents of civil unrest, and riots. This team will be able to deploy and assist with facilities protection, disaster response, and mutual aid.

City of Corona | Proposed Budget Fiscal Year 2025 Page 300 Goals & Objectives
What did we do in Fiscal Year 2024?
Directed patrol efforts to habitually high-crime areas to improve safety throughout the city.

Implemented a robust in-car and body-worn camera system with digital evidence, mapping, and records integration technology. This technology will increase situational awareness for officers.

Launched an Unmanned Aerial Systems Drone as a First Responder program.

Partnered with the Information Technology department to identify and deploy new camera technologies throughout the city.

Assigned Community Service Officer to various special assignments to improve officer availability.

Deployed the Guardian Program. A voluntary program that will assist officers to appropriately address members of our adaptive community who have mental, physical, medical, or emotional injuries.

What do we plan to do in Fiscal Year 2025?
Increase Business District presence through data-driven patrols.

Increase time for officers to work the Drone as a First Responder Program and evaluate the need for a full-time position in this assignment.

Enhance the proactivity of patrol officers in traffic education and enforcement to reduce traffic collisions.

Improve Quality of Life for the business and community members through high-visibility creative enforcement operations.

Service Adjustment Changes (Operating Budget)
Description Amount
New Tactical Robot 68,785
BDT and UAS Overtime 100,000
Patrol Shotguns, Vehicle Mounts, and Tactical Accessories 180,000 Total $ 348,785
City of Corona | Proposed Budget Fiscal Year 2025 Page 301 Police Patrol Bureau
Budgeted Expenditures by Expense Type
Personnel Services (84.1%)
Materials And Supplies (15%)
Contractual (0.8%)
Expense Objects
Capital Outlay $0 $42,946 $0 $0 $0 0%
Personnel Services $21,980,788 $21,895,436 $22,221,939 $24,330,687 $2,108,748 9.5% Contractual $38,781 $32,715 $222,200 $243,950 $21,750 9.8% Materials And Supplies $1,399,135 $1,763,170 $4,638,077 $4,339,183 -$298,894 -6.4% Utilities $4,443 $2,075 $12,000 $0 -$12,000 -100%
Total Expense Objects: $23,423,146 $23,736,342 $27,094,216 $28,913,820 $1,819,604 6.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 302 Special Enforcement Bureau Budget Detail
What do we do?
The Special Enforcement Bureau is responsible for other operations of the Police Department. Units included in the Special Enforcement Bureau:

The Traffic Unit is responsible for traffic collision investigations, collision prevention and educational programs, vehicle code enforcement, traffic flow regulations, review of City development plans related to public safety concerns and traffic issues, commercial vehicle enforcement, parking enforcement, tow rotation regulations and oversight, tow rotation company inspections, and special event permits. Additionally, the Traffic Unit participates in the “Drive-4-Life” teen driver safety program. This program is designed for young drivers who have a license or those about to get one in an effort to promote traffic safety on roadways and to prevent fatal traffic collisions.

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

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

The Special Response Team consists of sworn personnel that are utilized when situations require staffing multiplication or specially trained officers for maximum effectiveness in the protection and safety of the community. Such incidents may include but are not limited to hostage situations, barricaded suspects, homicidal/suicidal individuals, and high-risk warrant services.

The Flex Team is a proactive unit that focuses on directed enforcement to address crime trends and quality of life issues.

As its name states, the team is flexible and able to work varying hours and days, depending on the needs of the department and the safety of the community.

Goals & Objectives
What did we do in Fiscal Year 2024?
Conducted six DUI checkpoints in association with the Office of Traffic Safety.

Administered several community educational programs such as Distracted Driving, Pedestrian Walk for Safety, Alcohol and Cannabis Awareness, and Drive 4 Life.

Added a Community Service Officer and two Cadets to the traffic bureau to address the growing concern of illegally parked vehicles and assist in minor collision investigations.

Reassigned gang investigations to the FLEX team to more effectively investigate gang-related crimes.

Purchased two police canines for patrol and narcotics investigations, to replace retired service canines.

What do we plan to do in Fiscal Year 2025?
Continue to seek grant opportunities that will improve traffic safety.

Continue traffic enforcement and education by hosting additional community programs.

Fill a vacant patrol canine position as staffing permits.

City of Corona | Proposed Budget Fiscal Year 2025 Page 303 Special Enforcement Bureau
Budgeted Expenditures by Expense Type
Personnel Services (93.5%)
Materials And Supplies (5.9%)
Contractual (0.6%)
Expense Objects
Capital Outlay $0 $43,778 $0 $0 $0 0%
Personnel Services $3,548,244 $3,955,737 $5,044,185 $5,941,455 $897,270 17.8% Contractual $43,520 $71,232 $35,150 $35,150 $0 0%
Materials And Supplies $310,583 $368,029 $445,153 $376,374 -$68,779 -15.5% Utilities $1,019 $254 $0 $0 $0 0%
Total Expense Objects: $3,903,366 $4,439,030 $5,524,488 $6,352,979 $828,491 15% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 304 Animal Services and Enforcement Budget Detail
What do we do?
The Animal Services and Enforcement Unit (AS&E) is responsible for enforcing City and state regulations on animal welfare. The Unit enforces licensing requirements for the control of rabies. Additionally, AS&E provides the public with animal-related information and instructions for the management and over-population of unwanted animals and the care and treatment of pets. The Unit is also responsible for the adopting of shelter pets into new homes. In addition, they administer the Trap, Neuter, and Release Program in locations that release unadoptable, healthy cats back into the community.

Goals & Objectives
What did we do in Fiscal Year 2024?
Hire an additional Senior Office Assistant to address in-person requests and provide customer service to citizens.

Continue to fill remaining vacancies and assess current staffing levels.

Assess equipment and/or technology needs to increase efficiency in completing daily task, including exploring the feasibility of utilizing new technology such as Artificial Intelligence (AI) to reduce the workload on staffing.

Increase collaboration with animal rescue organizations to decrease the shelter animal population.

What do we plan to do in Fiscal Year 2025?
Improve Animal Services and Enforcement facilities for the welfare and safety of all shelter animals. i.e. (resealing of kennels, kennel expansion, and improvements to the animal quarantine area.) Procurement of a fire and security alarm system.

Provide growth opportunities for Animal Services and Enforcement professional staff.

City of Corona | Proposed Budget Fiscal Year 2025 Page 305 Animal Services and Enforcement
Budgeted Expenditures by Expense Type
Personnel Services (74.6%)
Contractual (14.5%)
Materials And Supplies (10.9%)
Expense Objects
Personnel Services $846,777 $810,646 $1,076,201 $1,110,508 $34,307 3.2% Contractual $84,471 $170,660 $142,580 $216,380 $73,800 51.8% Materials And Supplies $131,763 $182,260 $158,818 $161,505 $2,687 1.7% Utilities $0 $461 $0 $0 $0 0%
Total Expense Objects: $1,063,010 $1,164,027 $1,377,599 $1,488,393 $110,794 8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 306 Dispatch Budget Detail
What do we do?
The Dispatch Center provides support by answering 9-1-1 emergency service requests, including all wireless and Voice Over Internet Protocol calls from all providers in the jurisdiction, receiving and dispatching calls for service to police, fire, and medical personnel in Corona and surrounding areas. The section also provides pre-arrival and often lifesaving Emergency Medical Dispatching instructions for medical emergencies.

Goals & Objectives
What did we do in Fiscal Year 2024?
Examine the possibility of utilizing new technology such as Artificial Intelligence (AI) to enhance service to the community.

Identify a vendor to replace the legacy 911 call handling platform with a new cloud-based, Next Generation 911- compatible system and partner with CalOES to replace the antiquated alert and warning system.

Develop a 9-8-8 Suicide and Mental Health Crisis Lifeline Standard Operation Procedure.

What do we plan to do in Fiscal Year 2025?
Continued to identify a vendor to replace the legacy 911 call handling platform with a new cloud-based, Next Generation 911-compatible system and partner with CalOES to replace the antiquated alert and warning system.

Seek a communication platform to reduce dispatch callbacks while increasing communication with our citizens.

Dispatch
Budgeted Expenditures by Expense Type
Personnel Services (90.6%)
Materials And Supplies (5.1%)
Contractual (4.4%)
City of Corona | Proposed Budget Fiscal Year 2025 Page 307 Expense Objects
Personnel Services $3,430,616 $3,372,481 $4,317,646 $4,867,971 $550,325 12.7% Contractual $218,418 $219,174 $229,976 $233,913 $3,937 1.7% Materials And Supplies $204,752 $299,946 $274,679 $273,531 -$1,148 -0.4% Undefined Expenses $0 -$203,190 $0 $0 $0 0%
Total Expense Objects: $3,853,785 $3,688,411 $4,822,301 $5,375,415 $553,114 11.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 308 Investigations Bureau Budget Detail
What do we do?
The Investigations Bureau is responsible for investigating major crimes and criminal acts occurring within the city and filing criminal cases with the District Attorney’s Office. Bureau members investigate all crimes not solved by patrol officers’ initial investigations and assists patrol officers in more complex investigations. The Professional Standards Unit (PSU) is responsible for maintaining the integrity and professionalism of the Police Department and its employees by conducting fair and impartial investigations of complaints received from the public. PSU also ensures that department policy and procedures are in compliance with state laws and the California Police Officers Standard and Training (POST). Units included in the Investigation Bureau are:

The Crimes Against Persons Unit oversees crimes against people. These crimes include, but are not limited to, homicides, robberies, domestic violence, sex crimes, crimes against children, assaults, missing persons, and runaway cases. This unit also maintains Project Kids, a regionally based child abuse center. The center provides a child/family-friendly, single site for comprehensive and multidisciplinary team response to the investigation and follow-up processes involved in child abuse cases.

The Crimes Against Property Unit oversees crimes dealing directly with property. These crimes include, but are not limited to, residential, commercial and vehicle burglaries, arson, fraud, vehicle theft, and computer-related crimes. This unit also manages the FLOCK automated license plate reader camera system.

The Vice, Narcotics, and Intelligence Unit, or VNI, is responsible for identifying and apprehending persons engaged in the illegal possession, manufacturing, sales, and use of narcotics and dangerous drugs. VNI also gathers intelligence and enforces laws regarding prostitution and illegal massage establishments. VNI members also investigate overdose death cases related to fentanyl. Additionally, VNI makes itself available to handle specific problem areas brought to its attention by Zone Commanders.

The Youth and Family Services Unit is comprised of various programs, such as the Youth Diversion Team Program, which provides intervention services to first-time juvenile offenders and at-risk youth. The School Resource Officer (SRO) Program, created through a partnership with the Corona Norco Unified School District (CNUSD), provides four full-time police officers on high school campuses to prevent and deter crime and provide technical and educational assistance to staff and students. The Family Service Services Division Sergeant also serves as the Corona Police Department Hate Crime Coordinator. As the coordinator, the Sergeant establishes relationships with formal community-based organizations and leaders and ensures proper documentation, investigation, and data collection of incidents involving hate crimes.

Bureau members participate in State and Federal Task Forces such as the Regional Computer Forensic Lab (RCFL) and the Federal Bureau of Investigation (Riverside) Joint Terrorism Task Force (JTTF).

Crime and Intelligence Analysts collect and analyze statistical data and other information regarding crime reported in the city. The analysts create reports with this data that are used to plan Police Department activities and resource allocation.

The Forensic Unit provides latent fingerprint identification, DNA collection, photography, collection, analyzation, and documentation of evidence at crime scenes, and assists with video discovery and redaction for the District Attorney’s Office.

The Subpoena and Discovery Section receives and serves all the traffic and criminal subpoenas to police personnel and provides all items of evidence discovery to the District Attorney’s Office.

The Professional Standards Unit is an internal administrative unit responsible for investigating complaints received from the public concerning police personnel performance, demeanor, and behavior; and internal investigations concerning violations of department policy and criminal law. This unit also develops department policy and procedures.

City of Corona | Proposed Budget Fiscal Year 2025 Page 309 Goals & Objectives
What did we do in Fiscal Year 2024?
Assessed ISD staffing and implemented appropriate detective deployment strategies.

Implemented Artificial Intelligence (AI) technology to effectively analyze video footage post incident.

Utilized technology and equipment to combat opioid-related deaths and distribution of opioids.

Continued to explore public/private partnerships through the Business Liaison Program.

What do we plan to do in Fiscal Year 2025?
Assess new technology to aid in identifying suspects and closing open cases.

Work in conjunction with the I.T. Department to expand the city’s camera systems.

Hire a Public Safety Information Coordinator and a full-time Community Outreach Specialist.

Develop a Real-Time Information Center.

Explore opportunities to join multi-agency task forces.

Service Adjustment Changes (Operating Budget)
Description Amount
2 FT Operator - Real-Time Intelligence Center 210,792
1 FT Supervisor - Real-Time Intelligence Center 133,181 Forensic Camera and Accessories 7,000
Total $ 350,973
City of Corona | Proposed Budget Fiscal Year 2025 Page 310 Investigations Bureau
Budgeted Expenditures by Expense Type
Personnel Services (91.9%)
Materials And Supplies (6.4%)
Contractual (1.6%)
Utilities (0.04%)
Expense Objects
Capital Outlay $55,477 $0 $0 $0 $0 0%
Personnel Services $7,572,829 $7,418,903 $7,647,558 $8,179,469 $531,911 7% Contractual $201,225 $215,817 $122,550 $145,446 $22,896 18.7% Materials And Supplies $338,764 $411,625 $434,911 $572,610 $137,699 31.7% Utilities $7,502 $1,138 $1,400 $3,392 $1,992 142.3%
Total Expense Objects: $8,175,798 $8,047,484 $8,206,419 $8,900,917 $694,498 8.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 311 Records Budget Detail
What do we do?
The Records Bureau provides the first-level contact for all Police Department business inquiries. It is the primary service provider for public inquiries, vehicle and report releases, various permits, other front counter customer services, processing reports, arrest complaints, court dispositions, citations, and any related documentation. The Records Bureau inputs data to collect and analyze statistical information related to state and federal reporting requirements. In addition, the Records Bureau tracks and responds to all civil and criminal subpoenas and processes requests for the public disclosure of records.

Goals & Objectives
What did we do in Fiscal Year 2024?
Hire an additional Records Supervisor to effectively maintain the span of control and provide supervisory coverage seven days a week.

Hire an additional Records Technician to address the increased workload and expand support to community and department needs.

Continue to identify additional training opportunities to develop records staff.

Assess the need for additional equipment and/or technology to increase efficiency in completing daily tasks, including exploring a digital queueing system to improve the customer service experience and use of digital training platforms for new employees.

What do we plan to do in Fiscal Year 2025?
Continue to identify additional training opportunities to develop records staff.

Expansion of the Records Supervisor Office.

Identify minor equipment needs of Records and Property sections to stay abreast of best practices, functionality and eliminate redundancy.

City of Corona | Proposed Budget Fiscal Year 2025 Page 312 Records
Budgeted Expenditures by Expense Type
Personnel Services (95.5%)
Materials And Supplies (4.5%)
Expense Objects
Personnel Services $820,225 $865,901 $973,048 $983,956 $10,908 1.1% Materials And Supplies $37,256 $30,419 $29,135 $45,988 $16,853 57.8% Total Expense Objects: $857,481 $896,320 $1,002,183 $1,029,944 $27,761 2.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 313 Public Works
Savat Khamphou
Public Works Director
The mission of the Public Works Department is to provide efficient and cost-effective services through traffic management, capital improvement, street maintenance, fleet services, and environmental compliance. The department strives to serve Corona citizens and customers in a helpful, courteous, and responsive manner.

What do we do?
The Public Works Department is dedicated to providing well-planned, attractive, and safe public facilities, services, and improvements to the Corona community. The department serves the community by developing, constructing, and maintaining the public infrastructure, which includes streets, sidewalks, storm drains, and traffic signals. More specifically, the department implements the City's Capital Improvement Program to deliver projects, operates the traffic management center to oversee city traffic, provides street maintenance services for cleanliness and safety, and maintains the City's fleet while ensuring environmental and regulatory compliance. The Public Works Department remains committed to providing these services efficiently and cost-effectively to enhance the quality of life for Corona's residents, businesses and visitors.

City of Corona | Proposed Budget Fiscal Year 2025 Page 314 City of Corona | Proposed Budget Fiscal Year 2025 Page 315 Public Works Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 316 Public Works - Expenditures Summary
$18,707,018 $574,928
(3.17% vs. prior year)
2025 Expenditures by Fund
Special Revenue Funds (30.9%)
Internal Service Funds (28.1%)
General Fund (26.6%)
Enterprise Funds (8.8%)
Capital Projects Funds (5.5%)
General Fund $3,268,810 $3,765,791 $4,963,538 $4,974,657 $11,119 0.2% Special Revenue Funds $3,933,964 $4,189,530 $5,340,936 $5,778,965 $438,029 8.2% Capital Projects Funds $882,954 $813,270 $998,156 $1,035,659 $37,503 3.8% Enterprise Funds $913,583 $1,080,186 $1,710,360 $1,653,401 -$56,959 -3.3% Internal Service Funds $2,553,425 $5,572,701 $5,119,100 $5,264,335 $145,235 2.8% Total: $11,552,736 $15,421,479 $18,132,090 $18,707,018 $574,928 3.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 317 Public Works
Budgeted Expenditures by Function
Fleet (28.1%)
Street/Drainage/Sidewalk Maintenance (17.6%)
Capital Improvements (17%)
Signal Operations (11.7%)
Streetlighting - Districts (9.6%)
Traffiffiffic Engineering (8%)
Drainage Quality (4.2%)
Admin - Public Works (3.7%)
Drainage Maintenance (0.02%)
Expenditures
39 - Public Works
Admin - Public Works $502,972 $668,020 $683,601 $693,807 $10,206 1.5% Traffic Engineering $886,519 $1,071,496 $1,354,555 $1,500,305 $145,750 10.8% Signal Operations $1,937,783 $2,000,533 $2,474,322 $2,184,356 -$289,966 -11.7% Capital Improvements $1,298,197 $1,497,635 $3,155,810 $3,179,857 $24,047 0.8% Drainage Quality $630,022 $571,731 $740,063 $794,690 $54,627 7.4% Drainage Maintenance $4,916 $2,816 $3,203 $3,830 $627 19.6% Street/Drainage/Sidewalk Maintenance $2,500,331 $2,713,007 $3,289,296 $3,293,381 $4,085 0.1% Fleet $2,553,425 $5,572,701 $5,154,493 $5,264,335 $109,842 2.1% Streetlighting - Districts $1,238,570 $1,323,538 $1,276,747 $1,792,458 $515,711 40.4% Total 39 - Public Works: $11,552,736 $15,421,479 $18,132,090 $18,707,018 $574,928 3.2% Total Expenditures: $11,552,736 $15,421,479 $18,132,090 $18,707,018 $574,928 3.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 318 Public Works Administration Budget Detail
What do we do?
The Public Works Administration provides support, management, and guidance for the Public Works Department's daily operations. This section is responsible for departmental budgeting, personnel, contract administration, special projects, document management, and coordination with other departments. The Public Works Administration provides customer service to internal and external customers and offers administrative and technical support to all sections of the Public Works Department.

Goals & Objectives
What did we do in Fiscal Year 2024?
Managed department recruitment and selection of replacement staff.

Continued to provide appropriate levels of customer service through proper staffing levels.

Coordinated the development, implementation and monitoring of the department's annual operating and capital budgets.

Applied for and received competitive grant funding opportunities to receive financial assistance with capital improvement projects and offset the use of local funding.

Partnered with local agencies to receive funding assistance with personnel assigned to researching and developing energy efficiency initiatives for the city.

Led collaborative effort with regional partners to design and install safety signage at State Route 91 and Interstate 15 freeway interchange.

What do we plan to do in Fiscal Year 2025?
Continue to measure success in recruitment, training, leadership development, and succession planning, and developing in-house expertise.

Continue to seek additional grant funding opportunities to help fund Capital Improvement Projects.

Continue to monitor revenues and expenditures to evaluate financial alternative funding sources.

City of Corona | Proposed Budget Fiscal Year 2025 Page 319 Public Works Administration
Budgeted Expenditures by Expense Type
Personnel Services (63.6%)
Materials And Supplies (36%)
Utilities (0.4%)
Expense Objects
Personnel Services $326,918 $420,637 $429,093 $440,937 $11,844 2.8% Contractual $132 $20 $0 $0 $0 0%
Materials And Supplies $173,081 $244,604 $251,608 $249,971 -$1,637 -0.7% Utilities $2,840 $2,759 $2,900 $2,900 $0 0%
Total Expense Objects: $502,972 $668,020 $683,601 $693,807 $10,206 1.5% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 320 Traffic Engineering Budget Detail
What do we do?
The Traffic Engineering group ensures that the City's traffic circulation system operates safely and efficiently. In accordance with state and local regulations, Traffic Engineering staff plans for growth-related needs, designs system improvements, coordinates construction activities, provides plan review for new development and utility permit work, and maintains system components for vehicles, bicycles, and pedestrians.

Goals & Objectives
What did we do in Fiscal year 2024?
Striping & Signage Support for the Major Pavement Rehab project.

Roadway Striping and Sign Maintenance and Replacement.

Performed approximately 550 plan checks.

Prepared approximately 165 work orders.

Completed design for Traffic Signal at California/Masters.

Initialized design on Radio Road grade crossing improvement project.

What do we plan to do in Fiscal Year 2025?
Continue striping support for Major Pavement Rehab projects. Construct Traffic Signal at Auto Center/Metrolink.

Construct a Traffic Signal at Bedford/Georgetown.

Construct Traffic Signal at California/Masters.

Replace aging crosswalks with High-Intensity Activated Crosswalk (HAWK) Systems.

Continue the Radio Road grade crossing improvement project.

City of Corona | Proposed Budget Fiscal Year 2025 Page 321 Traffic Engineering
Budgeted Expenditures by Expense Type
Personnel Services (41.6%)
Materials And Supplies (41.4%)
Contractual (16.7%)
Utilities (0.3%)
Expense Objects
Personnel Services $402,500 $432,329 $579,729 $624,864 $45,135 7.8% Contractual $64,687 $197,618 $250,000 $250,000 $0 0%
Materials And Supplies $416,151 $437,330 $524,826 $621,291 $96,465 18.4% Utilities $3,181 $4,220 $0 $4,150 $4,150 N/A
Total Expense Objects: $886,519 $1,071,496 $1,354,555 $1,500,305 $145,750 10.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 322 Signal Operations Budget Detail
What do we do?
Signal Operations, a group within the Traffic Engineering Section, is responsible for the maintenance, operation, and repair of the City's traffic circulation system. This group maintains all aspects of the City's Advanced Traffic Management System (ATMS), which includes the Traffic Management Center in City Hall and the Emergency Operations Center, traffic cameras, roadway warning beacons, enhanced crosswalks, and dynamic message signs throughout the city. The upkeep of these facilities and equipment provides for the safe and efficient travel of pedestrians, bicyclists, and motorists throughout Corona. A combination of in-house staff and contracted services perform maintenance and repairs.

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed design phase of Advanced Traffic Management System (ATMS) Phase 3.

Maintained over 220 traffic signals and traffic control devices.

Upgraded aging traffic monitoring cameras at various locations.

Upgraded various traffic signal hardware with ADA enhancements.

Completed Design for Traffic Signal Optimization Project.

What do we plan to do in Fiscal Year 2025?
Commence construction phase for ATMS Phase 3.

Continue with upgrading aging traffic monitoring cameras at various locations.

Continue with upgrading various traffic signal hardware with ADA enhancements.

Construct Dynamic Message Sign Retrofit Project.

Begin implementation of the Traffic Signal Optimization Project.

Service Adjustment Changes (Operating Budget)
Description Amount
Uniforms for Traffic Signal Technicians/Coordinator 500 Total $ 500
City of Corona | Proposed Budget Fiscal Year 2025 Page 323 Signal Operations
Budgeted Expenditures by Expense Type
Personnel Services (33.4%) Materials And Supplies (55.5%) Utilities (9.5%)
Contractual (1.6%)
Expense Objects
Capital Outlay $0 $0 $225,318 $0 -$225,318 -100%
Personnel Services $481,564 $527,457 $685,345 $728,881 $43,536 6.4% Contractual $32,026 $25,752 $50,689 $35,990 -$14,699 -29% Materials And Supplies $1,219,603 $1,256,264 $1,324,586 $1,212,361 -$112,225 -8.5% Utilities $204,591 $191,060 $188,384 $207,123 $18,739 9.9% Total Expense Objects: $1,937,783 $2,000,533 $2,474,322 $2,184,356 -$289,966 -11.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 324 Capital Improvements Budget Detail
What do we do?
The Capital Improvements Program provides engineering and project management services involving the preparation of plans and specifications, technical direction, oversight of design, bid, construction, and management of capital improvement projects. This program develops and implements all significant capital improvements within the public rightof-way for the City's Public Works Department and the Department of Water and Power. The Department of Water and Power provides funding for capital improvement projects associated with water and water reclamation. The Capital Improvements Program also manages regionally funded transportation projects and street pavement rehabilitation projects, including projects funded through the Transportation Uniform Mitigation Fee (TUMF) program and the Local Streets and Roads (LSR) program. The Capital Improvements section seeks local, state, and federal grant funding opportunities to improve facilities such as streets, bike lanes, sidewalks, traffic signals, streetlights, and bridges.

City of Corona | Proposed Budget Fiscal Year 2025 Page 325 Goals & Objectives
What did we do in Fiscal Year 2024?
Asset Management Plan
Creation of the Development plan to guide the City to get to the Strategic Asset Management level.

The Steering Committee was created to help guide development and adoption in all departments and divisions.

Creation of a drafted Policy for Asset Management for the governance of the program.

Identified many assets within the City's system to capture high-level assets and subcomponents.

Parks and Facilities
Replaced park amenities at 13 parks and Mountain Gate Greenbelt in LMD 84-2 Zone 20.

Installed new fitness equipment at Lincoln Park and rehabilitated decomposed granite pathway.

Finalized the design of the Veteran's Memorial Enhancement Project.

Completed the installation of the Fire Alerting System at Corona Fire Stations.

Completed the final concept design for the City Park Revitalization Project.

Completed installation of shade structures at the Ballfield Plaza at Mountain Gate Park.

Completed installation of shade structures at Lincoln, Mountain Gate, Cresta Verde and Santana Park playgrounds.

Began construction of ADA improvements at five locations - Border, Sheridan, Kellogg, Brentwood, and Tehachapi Parks.

Began demolition of the City Park pool, pool building, two restrooms, metal storage building, and storage tank.

Streets and Storm Drains
Complete construction for the Citywide Annual Street Pavement Project FY 2021, including pavement rehabilitation of 94 lane miles of citywide local and major streets.

Complete construction of the improvements to the Corona Municipal Airport.

Complete construction of the storm drain improvements at North Smith Avenue and West Rincon Street.

Began developing the ten-year pavement management program that includes pavement inspections of the entire street network, budgetary analysis, and treatment recommendations.

Began the citywide sidewalk assessment to update the sidewalk inventory.

Completed inspections of the 32 bridges maintained by the City as part of the bridge preventive maintenance program.

Finalized pavement inspections of the alleyways within the city to develop the alleyway network.

Improved the design of the Santa Ana River Trail by providing the designer with the necessary safety and regulatory design elements.

Worked to rectify the intersection of Rincon Street and Butterfield Connector and Butterfield and the Butterfield Connector intersection to accommodate truck turning movements that frequent the Corona Airport.

Reviewed and commented on the Riverside County Transportation Commission's Transit Oriented Communities Strategic Plan.

Awarded the design of the 6th Street Beautification and Revitalization Project (phase I) from Ramona to Main.

Complete design of the Corona Mall South Parking Lot, working with a consultant on utilities research.

Developed the scope of work for the request for proposal for Corona's Bicycle Master Plan Update.

Advertised solicitation for proposals for Corona's Bicycle Master Plan Update.

Developed the scope of work and awarded the PSA for Corona's Storm Drainage and the Storm Water Master Plan.

Developed the scope of work for the request for proposal for the East Grand Boulevard Storm Drain Project.

Advertised and readvertised the solicitations for bids for the Construction of the Corona Green Alleys.

Finalized and advertised the PS&E package for the Corona Green Alleys.

Initiated development of PS&E package for the Corona Mall South Parking Lot.

Awarded PSA and initiated the development of the PSE package for the Sixth Street Beautification and Revitalization (Phase I) from Ramona Ave. to Main St.

Initiated development of PS&E package for the E. Chase Drive and Smith Ave. Sidewalk Gap Closure.

Developed the scope of work for grant application for Clean California Grant-Cycle 2/Green Alley Improvements.

Developed the grant application and received grant funding ($400,000) for Corona's Bicycle Master Plan Update.

Constructed a 34-ft high flood wall and flood gate to protect the residents, streets, and businesses from the Temescal Wash floods as part of the ongoing Alcoa Dike project.

City of Corona | Proposed Budget Fiscal Year 2025 Page 326 Continued removal of invasive plants, replanting of native species, and protection of endangered animals to restore the natural waterway habitats included in the Foothill Mitigation Sites project.

Utilities
Submitted RAISE grant application for Ontario Avenue Improvement at I-15.

Received RCTC Regional Arterials grant for Ontario Avenue Improvement at I-15.

Completed design of the Rudell Road Sewer Extension Project.

Completed construction of the James Street Sewer Project.

Completed design of the Galloway Lane Sewer Extension Project. Completed design of the WRF 1 Aeration Facilities.

Began Construction of the WRF 1 Aeration Facilities.

Completed construction of the WRCRWA Reclaimed Waterline.

City of Corona | Proposed Budget Fiscal Year 2025 Page 327 What do we plan to do in Fiscal Year 2025?
Parks and Facilities
Finalize design and begin construction of the City Park Revitalization Project.

Finalize design and begin construction of Fire Station No. 2 Rebuild Project Complete replacing the playgrounds at Border and Fairview Parks.

Begin design of the Skyline Trail Pedestrian Bridge.

Complete construction of the Corona Senior Center Improvements.

Complete construction of ADA improvements at Border, Brentwood, Kellogg, Sheridan, and Tehachapi Parks.

Complete construction of a new playground at Mountain Gate Park for ages 2–5-year-olds.

Complete construction for the Auburndale Park Improvements.

Complete construction on the Veteran's Memorial Enhancement Project.

Complete new splash pad at Victoria Park.

Complete rehabilitation of the existing playground at Sheridan Park.

Finalize concept plan for Victoria Park Community Center Rehabilitation.

Demolish the old Police Department Building. Streets and Storm Drains.

Street and Storm Drains
Begin design for the East Grand Boulevard Storm Drain.

Begin design for the South Joy Street Storm Drain.

Begin design for the South Victoria Avenue Storm Drain.

Begin design for the Drain Line 9A Storm Drain.

Begin design for the South Main Street Storm Drain.

Begin design for the North Main Street Channel.

Begin design for the MDP Line 5, Stg 1.

Begin design and construction for the Lester Avenue trench failure.

Begin design of Gilbert Avenue Improvements.

Begin design for the Bridge Preventive Maintenance Plan.

Complete design and construction for the Sidewalk Gap Closure at E. Chase Drive and Smith Avenue.

Complete design for Sixth Street Beautification (Phase I).

Begin design for Sixth Street Beautification (Phase II).

Complete design of South Corona Mall.

Begin design for the CDBG Sidewalk Improvements.

Complete the inventory for the Citywide sidewalks and ADA facilities.

Complete design and award construction contract for the stormwater catch basin filters citywide as required by the Municipal Storm Sewer System (MS4) permit.

Complete Drainage Master Plan Update.

Complete design of the Ontario Avenue Widening at Lincoln Avenue Project.

Complete construction for the Clean California Grant/Green Alley Improvements.

Complete the design and construction for the Citywide Annual Street Pavement Project FY 2024, including rehabilitating 97 lane miles of citywide local and major streets.

Complete City 10-Year Pavement Management Program.

Complete design for the Magnolia Avenue Bridge Widening.

Award and Construct the E. Chase Drive and Smith Ave. Sidewalk Gap.

Develop the Corona's Bicycle Master Plan Update.

Begin Design for the East Grand Boulevard Storm Drain Project.

Award and complete construction for the proposed South Corona Mall Parking Lot and Stan Reynolds Parkway/Main Street Traffic Signal Improvements.

Award and complete construction of the Corona Green Alleys Project.

Begin design for the 6th Street Beautification and Revitalization Project (Phase II & III) with limits of Ramona Ave. to the east and Main Street to the west and along 6th Street.

Complete construction of the McKinley Grade Separation.

Complete construction of the flood protection embankments and roadway improvements included in the Alcoa Dike.

City of Corona | Proposed Budget Fiscal Year 2025 Page 328 Complete enhancement and replanting of sensitive natural habitats at six locations as part of the Foothill Mitigation Sites project.

Utilities
Begin and complete construction of the Well 17A Emergency Generator.

Begin and complete construction of the Galloway Lane Sewer Extension.

Begin and complete construction of the James Street Sewer Extension.

Begin and complete construction of the Rudell Road Sewer Extension.

Complete Sewer Master Plan Update.

Begin design-build effort on WRF 1 Sludge Dryer Replacement.

Begin design of Sierra Del Oro Lift Station.

Complete construction for the Corona Municipal Airport Improvements.

Continue construction of McKinley Grade Separation.

Begin design of WRCRWA Flow Control Station.

Continue re-design and construction of the WRF#3 Lift.

Complete Potable Water Master Plan.

Complete construction of Well#22 Pipeline and Site Improvements.

Complete Post Chlorination Vault at Lester Treatment Plant.

Complete construction of the Wardlow Sewer Improvement.

Complete construction of the Well #17 Generator.

Complete construction on WRF 1 Aeration Facilities.

Complete design for the SDO Lift Station Replacement.

Begin construction of the SDO Lift Station Replacement.

City of Corona | Proposed Budget Fiscal Year 2025 Page 329 Service Adjustment Changes (Operating Budget)
Description Amount
2025 Dodge RAM 1500 Truck 22,520
Total $ 22,520
Capital Improvements
Budgeted Expenditures by Expense Type
Personnel Services (98%)
Materials And Supplies (2%)
Utilities (0.03%)
Expense Objects
Personnel Services $1,266,829 $1,465,242 $3,067,794 $3,116,337 $48,543 1.6% Contractual $5,067 $1,211 $792 $0 -$792 -100%
Materials And Supplies $23,702 $28,738 $84,524 $62,520 -$22,004 -26% Utilities $2,598 $2,445 $2,700 $1,000 -$1,700 -63%
Total Expense Objects: $1,298,197 $1,497,635 $3,155,810 $3,179,857 $24,047 0.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 330 Street/Drainage/Sidewalk Maintenance Budget Detail
What do we do?
The Street Maintenance Program provides maintenance of City streets, alleys, and right-of-way to ensure the safe passage of vehicular traffic. The program also assists with road closures, hazardous material responses and special events. It is responsible for the maintenance of concrete sidewalks, curbs and gutters, and other concrete structures within the public right-of-way to ensure the safety of pedestrians and proper drainage of City streets and right-of-way. Street Maintenance is responsible for maintaining all regulatory, warning and guide signs, as well as patching potholes and maintaining pavement markings within the City to provide the public with a safe and informative transportation system.

The Street Sweeping Program provides for the regular cleaning of the City's public streets and alleys using a contracted street sweeping firm. An ongoing and effective street sweeping program is required to comply with the South Coast Air Quality Management District (AQMD) and National Pollutant Discharge Elimination System (NPDES) requirements.

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed approximately 3,924 work orders related to street maintenance, street lighting, litter collection, and road hazard removal and repair.

Replaced 27,216 square feet of concrete sidewalk and 1,070 linear feet of curb and gutter at 205 locations throughout the city.

Repaired 29,394 square feet of potholes at 356 locations throughout the city.

Retrieved 813 tons of debris from the public right of way at 898 locations throughout the City.

Repaired, replaced, or installed 556 signs within the public right-of-way.

Cleared approximately 1,178,950 square feet of weeds from the public right-of-way and debris basins at 146 locations throughout the city.

Performed maintenance on 137 storm drain catch basins throughout the city.

Swept approximately 28,835 curb miles, retrieving nearly 1,460 tons of rubbish from curbs and gutters.

What do we plan to do in Fiscal Year 2025?
Replace 30,000 square feet of lifted, cracked and damaged sidewalks throughout the city to continue improving public safety.

Replace/fill 40,000 square feet of potholes throughout the City to continue improving road conditions.

Perform preventative maintenance on approximately 2,400 signs within the public right-of-way.

Continue to provide prompt response to all debris in the public right-of-way requests.

Continue the Weed Abatement Maintenance Program to identify problematic areas to plan routine abatement schedules and clear 1,500,000 square feet of weeds within the public right-of-way and storm drain debris basins.

Continue to develop a comprehensive preventative maintenance storm drain program to increase the number of storm drain catch basins that are cleaned each fiscal year.

Sweep 25,000 curb miles, retrieve 2,000 tons of rubbish from the public right-of-way to continue meeting NPDES regulations, ensure proper drainage within the City, and maintain the cleanliness of the City's public right-of-way.

City of Corona | Proposed Budget Fiscal Year 2025 Page 331 Street/Drainage/Sidewalk Maintenance
Budgeted Expenditures by Expense Type
Personnel Services (45%)
Contractual (28.4%)
Materials And Supplies (26.2%)
Utilities (0.3%)
Expense Objects
Capital Outlay $7,930 $125,754 $98,859 $0 -$98,859 -100% Personnel Services $1,202,468 $1,188,327 $1,407,523 $1,483,483 $75,960 5.4% Contractual $735,285 $721,678 $935,000 $935,441 $441 0% Materials And Supplies $540,496 $665,152 $835,414 $863,406 $27,992 3.4% Utilities $14,152 $12,096 $12,500 $11,051 -$1,449 -11.6% Total Expense Objects: $2,500,331 $2,713,007 $3,289,296 $3,293,381 $4,085 0.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 332 Drainage Quality/NPDES Budget Detail
What do we do?
The NPDES Program administers the National Pollutant Discharge Elimination System (NPDES) program for the City of Corona. The NPDES program (Stormwater Management) is mandated by the Federal Clean Water Act and implemented by the State Water Resources Control Board with the goal of preventing pollutants from entering our lakes, streams, rivers, and oceans through stormwater runoff. Under the NPDES Permit, the City conducts inspections of businesses, construction sites, and municipal facilities. It responds to illicit discharges to ensure that pollutants are not flowing from private and public property into the storm drain system.

The Regulatory Compliance Program schedules, performs, coordinates, evaluates, and reviews permits, inspections, training, and reporting for air quality, hazardous materials, and related environmental programs. Regulatory Compliance ensures the City maintains Compliance with Federal, State, and Local regulations for the City's assets. As new regulations are drafted, Regulatory Compliance attends workshops, engages with agency advocate groups, and submits comment letters to state agencies such as the California Air Resources Board (CARB) and Air Quality Management District (AQMD).

As draft regulations develop, Regulatory Compliance evaluates the changes from current policies and determines what the effect would be on the City's assets.

Goals & Objectives
What did we do in Fiscal Year 2024?
Conducted 106 construction site visits to confirm Compliance with the City's NPDES development and construction guidelines.

Conducted 273 commercial/industrial site visits in accordance with the inspection schedule to verify Compliance with the City Municipal Code and NPDES permit.

Performed 158 residential requests/field reviews in response to possible NPDES violations in collaboration with the Utilities and Fire Departments and Code Enforcement Division.

Conducted 77 pool inspections to ensure pool water discharge was within the conditions allowed by the permit.

Conducted 23 City municipal facility and 12 City airport inspections to confirm that discharge conditions are within the limits authorized by the permit.

Participated in 97 meetings for NPDES & Regulatory Compliance activities for continued collaboration with regional agencies to ensure City compliance for stormwater management and other environmental regulations.

Submitted the Annual NPDES Progress Report of the City's NPDES Program to Riverside County Flood Control & Water Conservation District (RCFC & WCD).

Scheduled, coordinated, and escorted inspectors for both the local Certified Unified Program Agency (CUPA) and AQMD to inspect City facilities and equipment.

Updated and managed all data and submissions for 8 City facilities in the California Environmental Reporting System (CERS) by the required deadline.

Reviewed, processed, and submitted permit renewals for 20 permits for the City's assets.

Reviewed, sorted, and organized documentation for 16 different inspections for underground storage tanks located at the Fuel Station and set up procedures to organize future documentation for traceability.

Updating Rule 1415 Plan for Air Conditioning Units for 4 City facilities.

City of Corona | Proposed Budget Fiscal Year 2025 Page 333 What do we plan to do in Fiscal Year 2025?
Continue to collaborate with State and Local Jurisdictions to implement the new Tri-County (Orange, Riverside, & San Bernardino) NPDES Permit relative to its anticipated adoption. This transition involves participating in meetings coordinated by RCFC & WCD for Permittees to discuss the Administrative Draft of the new Permit.

Continue to collaborate with CIP Engineering and Street Maintenance to begin the installation and maintenance of approximately 1,200 Trash Capturing Devices to catch basins Citywide to comply with the State's Trash Provisions Order.

Develop and implement a paperless system using the Trakit software application for all NPDES activities.

Continue to conduct inspections of businesses, construction sites, and municipal facilities and respond to illicit discharges while enforcing appropriate action in accordance with the City Code and NPDES permit.

Continue to distribute educational materials on Best Management Practices (BMPs) to prevent stormwater exposure to pollutants and eliminate non-stormwater discharges.

Continue to update and manage all data and submissions for the 8 City facilities in CERS as needed.

Continue to draft and manage standard operating procedures for NPDES and Regulatory Compliance activities. Monitor upcoming regulatory and legislative changes.

Continue to schedule various inspections and review the reports for accuracy and Compliance.

Drainage Quality/NPDES
Budgeted Expenditures by Expense Type
Personnel Services (48.7%)
Materials And Supplies (41.5%)
Contractual (9.2%)
Utilities (0.6%)
Expense Objects
Personnel Services $353,012 $306,333 $359,670 $387,101 $27,431 7.6% Contractual $51,457 $52,477 $66,779 $73,333 $6,554 9.8% Materials And Supplies $223,393 $211,081 $310,544 $329,686 $19,142 6.2% Utilities $2,160 $1,840 $3,070 $4,570 $1,500 48.9%
Total Expense Objects: $630,022 $571,731 $740,063 $794,690 $54,627 7.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 334 Drainage Maintenance Budget Detail
What do we do?
The Drainage Maintenance Program is responsible for the maintenance of sewer and storm drain lines within the CFD 2000-1 district. This program conducts inspection, repair, regular maintenance, and cleaning of storm drain systems to protect the public and the environment.

Goals & Objectives
What did we do in Fiscal Year 2024?
Cleared storm drains within CD 2000-1 as needed.

What do we plan to do in Fiscal Year 2025?
Continue to perform maintenance on storm drains within CFD 2000-1.

Budgeted Expenditures by Expense Type
Contractual (79.3%)
Materials And Supplies (20.7%)
Expense Objects
Contractual $2,716 $2,816 $2,550 $3,036 $486 19.1%
Materials And Supplies $2,199 $0 $653 $794 $141 21.6%
Total Expense Objects: $4,916 $2,816 $3,203 $3,830 $627 19.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 335 Streetlighting - Districts Budget Detail
What do we do?
The Street Lighting Program provides the maintenance and repair of the City's residential and arterial street lighting system.

Goals & Objectives
What did we do in Fiscal Year 2024?
Performed maintenance and repairs on approximately 485 streetlights and responded to 19 knocked-down streetlight poles.

Replaced 5 street light service point cabinets.

Performed quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

What do we plan to do in Fiscal Year 2025?
Perform maintenance and repairs on all reported street light outages.

Replace all identified street light service point cabinets that have reached the end of their useful service life.

Perform quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

Respond to and replace all hit streetlights in a timely manner to ensure public safety.

City of Corona | Proposed Budget Fiscal Year 2025 Page 336 Streetlighting - Districts
Budgeted Expenditures by Expense Type
Materials And Supplies (39.5%)
Utilities (36.7%)
Contractual (23%)
Personnel Services (0.8%)
Expense Objects
Personnel Services $4,651 $11,505 $13,822 $15,167 $1,345 9.7% Contractual $135,197 $95,259 $120,456 $412,280 $291,824 242.3% Materials And Supplies $522,673 $643,914 $640,807 $707,246 $66,439 10.4% Utilities $576,049 $572,860 $501,662 $657,765 $156,103 31.1% Total Expense Objects: $1,238,570 $1,323,538 $1,276,747 $1,792,458 $515,711 40.4% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 337 City Fleet Maintenance Budget Detail
What do we do?
The Fleet Services Program administers and maintains the operation and maintenance of all City-owned vehicles, heavy construction equipment, and machinery, including fire apparatus, emergency units and related equipment. This section is responsible for scheduling preventative maintenance and repairing the City-owned fleet, monitoring and maintaining the asset management system, and coordinating specialized repairs contracted with local vendors. This section also administers the vehicle and equipment replacement program, maintains and operates the City's fueling infrastructure, and oversees other fleet-related programs.

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed 1938 preventative and corrective maintenance work orders for City vehicles.

Maintained the fire apparatus service schedule of 24 front line/first response units.

Identified 46 vehicles at the end of their lifecycle, obtained specs, quotes, and pricing of replacement vehicles in order to request budgeting for FY24.

Monitored fuel usage and maintained sufficient fuel supply across the City's unleaded, diesel, and Compressed Natural Gas (CNG) fuel stations.

Scheduled and maintained all Underground Storage Tanks regulatory compliance inspections and testing in the City's fueling stations.

Collaborated to create a comprehensive CNG Facility Maintenance Plan, including a Hazardous Material Business Plan, Site Map, and Emergency Plan.

What do we plan to do in Fiscal Year 2025?
Work with equipment manufacturers and City vendors to replace 46 vehicles and participate in the procurement of any new additions to the fleet
Implement CNG compressor remediation based on the results of the CNG station evaluation Upgrade the automotive lift to accommodate the Fire Department's new Tractor Driven Aerial Fire Apparatus Collaborate with multiple divisions to develop a strategic EV- zero emission implementation plan to comply with current Federal and State regulation standards
Evaluate the car wash facility to determine if it should be updated or if car washing services should be contracted Continue to develop and train Fleet Staff in order to provide quality and dependable service for all the City's Divisions City of Corona | Proposed Budget Fiscal Year 2025 Page 338 City Fleet Maintenance
Budgeted Expenditures by Expense Type
Materials And Supplies (45.5%)
Utilities (29.8%)
Personnel Services (21.2%)
Contractual (3.5%)
Expense Objects
Capital Outlay $100 $0 $0 $0 $0 0%
Personnel Services -$1,409,110 $1,063,227 $1,075,108 $1,116,902 $41,794 3.9% Contractual $213,789 $150,928 $192,650 $185,000 -$7,650 -4% Materials And Supplies $1,609,897 $2,129,828 $2,352,251 $2,392,668 $40,417 1.7% Utilities $1,321,657 $1,442,755 $1,534,484 $1,569,765 $35,281 2.3% Depreciation $817,092 $758,867 $0 $0 $0 0%
Undefined Expenses $0 $27,096 $0 $0 $0 0%
Total Expense Objects: $2,553,425 $5,572,701 $5,154,493 $5,264,335 $109,842 2.1% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 339 Utilities
Tom Moody
Director of Utilities
The mission of the Utilities Department is to protect public health by providing the highest quality water, reclaimed water, and electric utility services, as well as efficient sewer operations.

What do we do?
The Utilities Department provides water, reclaimed water, sewer, and electric utility services. *Rolling average from FY2023 Q4 through FY2024 Q3
City of Corona | Proposed Budget Fiscal Year 2025 Page 340 Utilities Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2025 Page 341 Utilities - Expenditures Summary
$127,178,483 $10,127,497
(8.65% vs. prior year)
2025 Expenditures by Fund
Enterprise Funds (90.7%)
Special Revenue Funds (9.3%)
Special Revenue Funds $10,814,925 $11,135,682 $11,666,637 $11,783,428 $116,791 1% Enterprise Funds $65,645,197 $111,214,201 $105,384,349 $115,395,054 $10,010,705 9.5% Total: $76,460,123 $122,349,883 $117,050,986 $127,178,483 $10,127,497 8.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 342 Utilities
Budgeted Expenditures by Function
Operations (55.5%)
General Services (17.5%)
Waste Disposal and Recycling (9.3%)
Facilities Maintenance (6.6%)
Infrastructure Maintenance (5.2%)
Utility Billing/Customer Care (3.4%)
Regulatory Compliance (1.8%)
Sustainability/Conservation (0.8%)
Expenditures
50 - Utilities
Waste Disposal and Recycling $10,814,925 $11,135,682 $11,666,637 $11,783,428 $116,791 1% General Services $30,511,392 $34,036,377 $21,205,524 $22,313,252 $1,107,728 5.2% Regulatory Compliance $1,952,841 $2,132,505 $2,244,048 $2,262,477 $18,429 0.8% Debt Service & Depreciation $1,780,576 $1,778,076 $0 $0 $0 0% Operations $17,961,208 $58,390,871 $63,588,796 $70,554,916 $6,966,120 11% Infrastructure Maintenance $4,638,007 $4,935,395 $6,094,707 $6,559,779 $465,072 7.6% Facilities Maintenance $5,772,837 $6,563,564 $7,397,660 $8,382,052 $984,392 13.3% Sustainability/Conservation $329,122 $496,289 $905,015 $1,012,037 $107,022 11.8% Utility Billing/Customer Care $2,699,214 $2,881,124 $3,948,599 $4,310,541 $361,942 9.2% Total 50 - Utilities: $76,460,123 $122,349,883 $117,050,986 $127,178,483 $10,127,497 8.7% Total Expenditures: $76,460,123 $122,349,883 $117,050,986 $127,178,483 $10,127,497 8.7% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 343 General Services Budget Detail
What do we do?
The General Services division provides leadership, policy, support, and planning for the effective and efficient operation of the Utilities Department. The division provides support to all divisions within the department and works collaboratively with the Finance Department to provide budgetary, purchasing, financial, and analytical information that is required of our department.

Goals & Objectives
What did we do in Fiscal Year 2024?
Provided leadership and overall management of all Utility Department activities.

Provided support to all Utility divisions with development and management of budgetary items, purchasing requests, and policies and procedures.

Coordinated with the Finance Department to manage all financial activities for the Utilities Department, including, but not limited to, operating and capital expenditures, revenues, asset management, and grants.

Coordinated with the Human Resources Department to manage all personnel activities for the Utilities Department.

Assisted with customer questions and requests via phone and through SeeClickFix and e-mail.

Applied for and managed various grants for the Utilities Department: awarded $1.6M from the State Water Resources Control Board for the California Extended Water and Wastewater Arrearage Payment Program; set-up an agreement with the California Department of Community Services and Development for the Low-Income Home Energy Assistant Program.

Began the five-year rate study process for all utilities.

Worked with Finance to update utility-related fees.

What do we plan to do in Fiscal Year 2025?
Continue to provide leadership, management, and support of all Utility Department activities.

Continue to review policies and procedures to improve efficiencies and controls.

Continue to provide excellent customer service at all times.

Continue to apply for new grants and manage existing grants.

Continue to implement recommendations from the operations, organization, and financial audit.

Complete the rate study process, with an emphasis on community engagement, resulting in the implementation of equitable and adequate utility rates.

City of Corona | Proposed Budget Fiscal Year 2025 Page 344 General Services
Budgeted Expenditures by Expense Type
Materials And Supplies (86.4%)
Personnel Services (12.6%)
Contractual (0.9%)
Utilities (0.2%)
Expense Objects
Personnel Services -$922,073 $2,425,821 $2,560,139 $2,805,461 $245,322 9.6% Contractual $155,568 $108,756 $186,365 $195,314 $8,949 4.8% Materials And Supplies $18,135,119 $18,140,153 $18,421,905 $19,276,469 $854,564 4.6% Utilities $40,262 $31,414 $37,115 $36,009 -$1,106 -3%
Depreciation $13,102,516 $13,330,233 $0 $0 $0 0%
Total Expense Objects: $30,511,392 $34,036,377 $21,205,524 $22,313,252 $1,107,728 5.2% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 345 Regulatory Compliance Budget Detail
What do we do?
The Regulatory Compliance division ensures the production and distribution of services pertaining to water, sewer, reclaimed water, and electricity operate in compliance with all applicable state and federal regulations related to quality, safety, and operational objectives.

Goals & Objectives
What did we do in Fiscal Year 2024?
Implemented Year 3 of 5 of the Temescal Sub-basin Groundwater Sustainability Plan (GSP) and the Bedford Coldwater GSP.

Updated and managed all data and submissions for the Utilities Division sites in the California Environmental Reporting System (CERS) as needed.

Continued to draft and manage standard operating procedures for the Regulatory Compliance Division.

Completed and submitted all required reports to the appropriate regulating agency.

Monitored regulatory and legislative changes.

Updated Sewer System Management Plans and reported Sanitary Sewer Overflows according to the reissued Sanitary Sewer System Waste Discharge Requirement Order.

Began UCMR 5 sampling.

What do we plan to do in Fiscal Year 2025?
Implement Year 4 of 5 of the Temescal Sub-basin GSP and the Bedford Coldwater GSP.

Continue to update and manage all data and submissions for the Utilities Division sites in CERS as needed.

Continue to draft and manage standard operating procedures for the Regulatory Compliance division.

Continue to complete and submit all State required reports on time.

Continue to monitor upcoming regulatory and legislative changes.

Continue to maintain permits and ensure compliance with South Coast Air Quality Management District (AQMD) and California Air Resources Board (CARB) rules, laws, and regulations.

Continue to conduct internal audits to ensure all permit requirements are being met.

Complete UCMR 5 sampling.

Identify all Lead Service Lines and prepare a Replacement Plan.

Prepare application for WRF 1 Permit Reissuance.

Update SSMP with Audit findings.

City of Corona | Proposed Budget Fiscal Year 2025 Page 346 Regulatory Compliance
Budgeted Expenditures by Expense Type
Contractual (62.9%)
Materials And Supplies (23.1%)
Personnel Services (13.9%)
Utilities (0.04%)
Expense Objects
Personnel Services $383,335 $303,262 $305,588 $314,140 $8,552 2.8% Contractual $1,177,609 $1,390,754 $1,378,817 $1,423,830 $45,013 3.3% Materials And Supplies $391,377 $438,000 $558,849 $523,712 -$35,137 -6.3% Utilities $521 $489 $794 $794 $0 0%
Total Expense Objects: $1,952,841 $2,132,505 $2,244,048 $2,262,477 $18,429 0.8% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 347 Operations Budget Detail
What do we do?
The Operations division is composed of three different groups focusing on varying activities. First, Water and Reclaimed Water Operations ensures the production and distribution of safe, clean, and reliable drinking water and reclaimed water to the City of Corona residents and landscape areas. Water Operations oversees 4 potable water treatment facilities, 18 potable water storage tanks, 21 potable wells, 46 potable pressure-reducing stations, 19 potable booster stations, and 8 monitoring wells. Reclaimed Water Operations oversees 3 reclaimed water storage tanks, 5 reclaimed booster stations, 5 reclaimed pressure-reducing stations, and 2 non-potable wells. Next, Sewer Operations focuses their efforts on the facilitation of proper and efficient collection, treatment, and reclamation of all sewer flows within the City of Corona's service area. Sewer Operations oversees 3 treatment facilities and 15 lift stations. Lastly, Electric Operations ensures the safe, affordable, and uninterrupted distribution of electric power to the City of Corona's service area. Electric Operations oversees 5 Wholesale Distribution Access Tariffs (WDAT) and 272 transformers, pad-mounted enclosure (PME) switches, and capacitor banks.

Goals & Objectives
What did we do in Fiscal Year 2024?
Extracted, treated, and/or distributed a combined total of over 7 billion gallons of well water, raw surface water, and reclaimed water.

Rehabilitated Well 17a, and Well 15, resulting in increased well efficiency.

Completed several Water Utility projects, including the installation of a PAX Mixer at Jameson Water Storage Tank (WST), Sierra Del Oro (SDO) WST, and Gilbert potable WST, and maintenance of 42 Cla-Vals at 21 facilities.

Completed the modifications and adjustments of the Mangular Blend Station.

Converted the Ion Exchange Treatment Plant (IXTP) to Granular Activated Carbon Treatment Plant (GACTP) by adding all-new granular activated carbon (GAC) to aid in constituent removal for more effective blending.

Treated over 4.35 billion gallons of influent water and produced approximately 13,393 metric tons of biosolids.

Completed the construction of Water Reclamation Facility (WRF) 2 Paving project / Storm Water Retention Basins.

Completed construction and installation of the WRF 1 Solids Handling Truck Scale.

Began construction on WRF1A Aeration System Improvements project and WRF 1 Digester #2 fixed lid replacement project (both in progress).

Expanded the energy efficiency rebate program, which will be available to customers by early fiscal year 2025.

Completed an evaluation of electrical equipment and procured capacitor banks.

Completed a rate study for Direct Access Electric customers.

What do we plan to do in Fiscal Year 2025?
Continue to provide safe, clean, and reliable drinking water that meets and exceeds all state and federal regulations, as well as continue to distribute reclaimed water to meet user demands.

Rehabilitate wells throughout the City, including Well 22, resulting in increased well efficiency.

Complete Well 14 outfitting and commission well for service.

Perform several projects to support the Water Utility: rebid the Lester Water Treatment Plant post-disinfection and continue with PAX Mixer installations at various WSTs.

Complete construction on the following Water Reclamation projects: WRF1A Aeration Diffusers installation, WRF 1 Centrifuge 2 with new conveyor system, WRF 2 Lift Station and Aeration MCC, WRF 1 Boiler replacement, and WRF 2 Secondary Clarifier Rehabilitation.

Design a process air blower system for WRF 3 membrane bioreactors.

Install capacitor banks to maintain system reliability.

Continue system-wide evaluation of pad mounted transformers and replace as needed.

Complete a rate study for Greenfield Electric customers.

City of Corona | Proposed Budget Fiscal Year 2025 Page 348 Service Adjustment Changes (Operating Budget)
Description Amount
TopView SCADA Software 751
Total $ 751
Operations
Budgeted Expenditures by Expense Type
Materials And Supplies (50.1%)
Utilities (38.4%)
Personnel Services (9%)
Contractual (2.5%)
Expense Objects
Capital Outlay $0 $509,394 $0 $0 $0 0%
Personnel Services -$29,409,115 $7,826,288 $6,332,579 $6,334,787 $2,208 0% Contractual $1,255,411 $1,273,670 $1,679,983 $1,758,594 $78,611 4.7% Materials And Supplies $28,135,933 $25,705,404 $33,452,377 $35,361,553 $1,909,176 5.7% Utilities $17,978,481 $23,075,650 $22,123,857 $27,099,983 $4,976,126 22.5% Undefined Expenses $497 $464 $0 $0 $0 0%
Total Expense Objects: $17,961,208 $58,390,871 $63,588,796 $70,554,916 $6,966,120 11% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 349 Infrastructure Maintenance Budget Detail
What do we do?
The Infrastructure & System Maintenance division is crucial in the safe and functional delivery and distribution of water, sewer, and reclaimed water. The division responds to reported water leaks, watermain breaks, and sewer overflows throughout the City and ensures the appropriate and proper responses are conducted. Additionally, the team is vital in the preventative maintenance of City-owned infrastructure related assets, such as water meters, fire hydrants, and air vacuum controls.

Goals & Objectives
What did we do in Fiscal Year 2024?
Identified and coated deteriorated manholes on 2 high flow sewer mains with a protective coating to prevent further deterioration and to extend useful life.

Assessed the condition of 6,068 water main and hydrant valves within the distribution system.

Responded and repaired 55 water main leaks and water main breaks promptly and ensured there was minimal or no disruption to water service.

Performed annual cleaning of the sewer collection system on 543,093 linear feet of sewer mains for optimal functionality.

Conducted video inspections on 420,223 linear feet of sewer mains to identify and repair deficiencies.

Implemented root control measures on 58,572 linear feet of sewer mains to prevent system blockages.

Conducted cockroach control activities in 5,829 manholes across the city to minimize health risks for city employees, customers, and the public.

Deployed and relocated 82 construction meters for Customer Care and Public Works.

Replaced approximately 303 water meters as part of the ongoing meter replacement program, ensuring accurate water usage measurement.

Successfully completed an emergency sewer main replacement.

Executed two watermain replacement projects to address critical infrastructure needs.

What do we plan to do in Fiscal Year 2025?
Identify and coat 3-5 deteriorated manholes on high-flow sewer mains with a protective coating to prevent further deterioration and extend their useful life.

Continue to evaluate the condition of the watermains and hydrant valves within the distribution system.

Continue to respond to all watermain leaks and watermain breaks promptly and ensure there is minimal or no disruption to water service.

Perform annual cleaning of the sewer collection system and conduct video inspections on approximately 540,000 linear feet of sewer mains to identify and repair deficiencies.

Perform cockroach control activities in approximately 5,800 manholes.

Perform root control activities on approximately 58,600 linear feet of sewer mains.

Continue to assist Customer Care and Public Works Department with service requests related to water meters.

Continue to evaluate watermain breaks to identify recurrent breaks in the same area and plan for replacement.

Service Adjustment Change (Operating Budget)
Description Amount
2 New iPad Pros and Wireless Services 3,056
Total $ 3,056
City of Corona | Proposed Budget Fiscal Year 2025 Page 350 Infrastructure Maintenance
Budgeted Expenditures by Expense Type
Materials And Supplies (50.2%)
Personnel Services (31.7%)
Contractual (17.9%)
Utilities (0.3%)
Expense Objects
Personnel Services $2,098,456 $1,834,468 $2,041,043 $2,081,536 $40,493 2% Contractual $620,435 $590,560 $1,141,753 $1,171,361 $29,608 2.6% Materials And Supplies $1,908,406 $2,499,555 $2,898,271 $3,290,341 $392,070 13.5% Utilities $10,710 $10,812 $13,640 $16,541 $2,901 21.3%
Total Expense Objects: $4,638,007 $4,935,395 $6,094,707 $6,559,779 $465,072 7.6% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 351 Facilities Maintenance Budget Detail
What do we do?
The Facilities Maintenance division is responsible for the maintenance of all programs pertaining to water, sewer, and reclaimed water facilities, as well as electrical infrastructure. The Facilities Maintenance division maintains 4 potable water treatment facilities, 18 potable water storage tanks, 21 potable wells, 46 potable pressure reducing stations, 19 potable booster stations, 8 monitoring wells, 3 reclaimed water storage tanks, 5 reclaimed booster stations, 5 reclaimed pressure reducing stations, 2 non-potable wells, 15 life stations, 3 treatment facilities, 5 Wholesale Distribution Access Tariffs (WDAT) and 272 transformers, pad-mounted enclosure (PME) switches and capacitor banks. This division maximizes the utilization, reliability, and serviceable life of all facility-related assets within each respective system to ensure that resources are applied to their maximum potential.

Goals & Objectives
What did we do in Fiscal Year 2024?
Completed approximately 4,800 preventive maintenance and corrective maintenance work orders.

Completed the design and started construction of the WRF 1 Digester 2 Steel Dome Replacement.

Issued Request for Proposal for the design of WRF 1 Plant 1 Primary Gallery and Blower Room MCC Replacement Project
Started construction of the WRF 1 Centrifuge Installation project.

Completed design of the WRF 1 Boiler Replacement Project.

Started design of the WRF 2 and SDO Generator Replacement Projects.

Awarded bid and began installation of the Sunkist and Aeration Powerhouse/MCC at WRF 2.

Replaced compliance flow meters that did not pass certification or had reached their useful life throughout the system.

Replaced compliance analyzers that did not pass certification or had reached their useful life throughout water and wastewater treatment plants.

Completed the design of the Desalter rupture discs.

Completed wet well coating for Stagecoach and Smith & Rincon Lift Station.

Replaced chemical storage tanks for water and wastewater treatment plants.

Designed the following projects: SDO Lift Station and Pipelines (in progress), WRF 1 Boiler replacement (in progress), WRF 2 Secondary Clarifier Rehabilitation (completed), WRF 1 CCB Influent Vault Static Mixer and Filter Influent Flash Mixer (in progress).

What do we plan to do in Fiscal Year 2025?
Complete installation WRF 1 Digester 2 Steel Dome Replacement.

Complete design and bidding for construction of WRF 1 Plant 1 Primary Gallery and Blower Room MCC Replacement Project.

Solicit bids and award construction contract for WRF 1 Boiler Replacement Project.

Solicit bids and award construction bid for WRF 2 and SDO Generators Replacement Project.

Complete construction of Sunkist and Aeration Powerhouse/MCC at WRF 2.

Continue replacing obsolete flow meters throughout the system.

Continue replacing obsolete compliance/analyzers throughout water and wastewater treatment plants.

Award construction contract to install Desalter rupture discs.

Complete construction of WRF 2 Secondary Clarifiers Rehabilitation Project.

Complete the WRF 1B Return Activated Sludge Isolation and Check Valve Replacement Project.

City of Corona | Proposed Budget Fiscal Year 2025 Page 352 Service Adjustment Changes (Operating Budget)
Description Amount
New Bypass hoses for Hose Trailers 50,000
New Confined Space Trailer And Safety Equipment 200,000 Vehicle Lease for 2 new Utility Trucks 120,970
Total $ 370,970
Facilities Maintenance
Budgeted Expenditures by Expense Type
Materials And Supplies (64.5%)
Personnel Services (29.4%)
Contractual (3.1%)
Capital Outlay (2.4%)
Utilities (0.6%)
Expense Objects
Capital Outlay $153,201 $106,629 $0 $200,000 $200,000 N/A Personnel Services $1,584,579 $1,750,874 $2,408,878 $2,462,268 $53,390 2.2% Contractual $189,258 $255,375 $238,747 $259,916 $21,169 8.9% Materials And Supplies $3,810,823 $4,401,268 $4,712,351 $5,406,007 $693,656 14.7% Utilities $34,977 $49,417 $37,684 $53,860 $16,176 42.9% Total Expense Objects: $5,772,837 $6,563,564 $7,397,660 $8,382,052 $984,392 13.3% Name FY2022 Actual FY2023 Actual FY2024 Adopted FY2025 Proposed $ Change % Change City of Corona | Proposed Budget Fiscal Year 2025 Page 353 Sustainability/Conservation Budget Detail
What do we do?
The Sustainability & Conservation division manages various programs and outreach efforts that aim to promote the efficient use of potable water, provide incentive programs and educational classes, and host community events and campaigns. The team's efforts are concentrated in potable water conservation and leak detection and bringing awareness to safe water disposal through anti-contamination programs and campaigns that promote the health and efficient operation of the sewer system.

Goals & Objectives
What did we do in Fiscal Year 2024?
Performed approximately 1,891 water conservation site visits.

Handled approximately 97 water pressure inquiries.