Budget Update
Quarter 1
FY 2025
November 6, 2024
Luis Navarro
Budget Supervisor
General Fund
General Fund, Measure X Fund, Historic Civic Center Fund, Pension Stabilization Trust Fund General Fund Inflows Highlights
Revenues + Transfers In
Other Revenues – Increasing 11.5%, or $0.3 million
Sales Tax – Increasing 6.2%, or $0.5 million
Overall, inflows are down 23.6% when compared to the same quarter in FY 2024. • Book Entries = -$3.0 million
• Adjusted for book entries, up by 2.5% compared to the same quarter in FY 2024.
Quarter 1 tends to be slower for revenues than other quarters.
Esimated Inflows Received: 9.7%
Current Services – Decreasing 41%, or $1.7 million
Top 5 Revenues, Compared to Quarter 1, FY 2024
Other Taxes – Decreasing 0.8%, or $17,362
Property Tax – Increasing 7.7%, or $0.1 million
General Fund Inflows Revenues + Transfers In
FY 2025, Budget to Quarter 1 Actuals
General Fund Cumulative Budget Through Q1 %
Revenue Category FY 2025 FY 2025 Received
Sales Tax $ 58,314,466 $ 5,357,348 9.2%
Measure X 42,298,372 3,344,523 7.9%
Property Tax 65,623,930 2,012,615 3.1%
Other Revenue 11,067,362 2,702,761 24.4%
Current Services 12,849,409 2,507,945 19.5%
Other Taxes 14,789,698 2,276,599 15.4%
Payments in Lieu of Services 7,874,038 1,890,565 24.0%
Intergovernmental Revenues 2,217,584 549,084 24.8%
Licenses, Fees & Permits 2,091,186 625,158 29.9%
Utility Service Charges 8,000 1,031 12.9%
Special Assessments 779,667 - 0.0%
Fines, Penalties & Forfeitures 1,290,195 199,850 15.5%
Investment Earnings 6,484,027 3,301,124 50.9%
GASB31 Gain/ Loss on Investment (2,877,532) N/ A
Total Revenues $ 225,687,934 $ 21,891,073 9.7%
Transfers In 1,305,451 206,063 15.8%
Total Inflow s $ 226,993,385 $ 22,097,137 9.7%
Total Inflow s (w / o GASB31) $ 226,993,385 $ 24,974,669 11.0% General Fund Inflows Revenues + Transfers In
Sales Tax – General Fund 110
Quarter Reporting Period
FY 2023
Quarter Total
FY 2024
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $14,060,616 $15,432,455 $1,371,839 9.8% 4 th Quarter Oct – Dec 15,332,146 14,965,270 (366,876) (2.4%) 1 st Quarter Jan – Mar 15,695,385 13,767,223 (1,928,162) (12.3%) 2 nd Quarter Apr – June 16,035,800 15,602,871 (432,929) (2.7%) Fiscal Year Total $61,123,947 $59,767,819
Projected FY 2024 $59,290,000
Percentage of estimated revenue received 100.8%
General Fund Inflows Revenues + Transfers In
Sales Tax – Measure X Fund 120
Quarter Reporting Period
FY 2023
Quarter Total
FY 2024
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $11,442,511 $10,754,214 ($688,297) (6.0%) 4 th Quarter Oct – Dec 11,560,961 11,202,340 (358,621) (3.1%) 1 st Quarter Jan – Mar 10,639,312 10,319,771 (319,540) (3.0%) 2 nd Quarter Apr – June 10,873,897 10,745,039 (128,858) (1.2%) Fiscal Year Total $44,516,681 $43,021,364
Projected FY 2024 $43,052,000
Percentage of estimated revenue received 99.9%
General Fund Outflows Highlights
Expenditures + Transfers Out
The cummulative outflow budget is $275.9 million 01
Through September, approximately 25% of FY complete
02 (approximately, due to timing of payments)
Overall outflows % of cumulative budget spent 15.1% 03
<15% Spent: CIP/O&M Projects, City Manager’s Office, Economic Development, Debt Service, and Information 04 Technology
General Fund Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 1, FY 2025
General Fund Cumulative Budget Through Q1 %
Expenditures By Department FY 2025 FY 2025 Spent
CIP / O&M Projects $ 59,194,154 $ 3,718,812 6.3%
City Manager's Office 13,901,180 855,277 6.2%
Community Services 20,155,378 3,485,259 17.3%
Debt Service 23,357,926 1,068,936 4.6%
Economic Development 1,692,601 167,701 9.9%
Elected Officials 175,230 27,045 15.4%
Finance 4,818,826 944,210 19.6%
Fire 37,017,746 9,185,266 24.8%
General Government 34,285,890 5,773,653 16.8%
Human Resources 3,092,679 636,684 20.6%
Information Technology 1,121,713 137,079 12.2%
Legal & Risk Management 2,099,380 448,610 21.4%
Planning & Development 9,289,771 1,531,025 16.5%
Police 60,584,343 12,807,634 21.1%
Public Works 5,116,166 778,498 15.2%
Total Expenditures $ 275,902,985 $ 41,565,689 15.1%
Transfers Out - - N/ A
Total Outflows $ 275,902,985 $ 41,565,689 15.1%
Emergency Contingency
1 Equal to 3 months of operating
expenditures
Adjusted at the end of each fiscal year
2 3 4
$50,316,648
Been in place for
20-years
Since FY 2022, we no longer add new
money into this reserve at the end of
the fiscal year
Budget
Balancing
$3,922,049
Reserve for pension related
expenditures – debt service payments
for the Pension Obligation Bonds or
the City’s CalPERS unfunded
accrued liability (UAL) contributions.
Pension
Stabilization
Measure X
Reserves
$46,483,830 $33,218,829
Unspent Measure X funds that don’t
roll into next FY will go into the
reserve
Reserve amount discussed with
Council each year through the budget
cycle
General Fund Reserves
The General Fund has multiple reserves in fund
balance for various purposes. For the full list,
please reference the City’s financial statements,
Note 15 (for Fiscal Year Ending June 30, 2023,
page 119). This quarterly update highlights four
of those reserves. Noted are the unaudited FY
2024 amounts, which total $133.9 million. The
final amounts may be adjusted once the FY
2024 financial statements are issued.
Utilities Funds
Electric Funds, Water Funds, Sewer Funds
Utilities Funds
Reclaimed Water Utility
Fund
Sewer Utility Fund
Sewer
Funds
Water Capacity Fund
2013 Wastewater
Revenue Bond Project
Fund
Greenfield Electric
Utility Fund
Electric
Funds
Water Utility Fund
Sewer Utility Grant/
Agreement Fund
Water Utility Grant/
Agreement Fund
2012 Water Revenue
Bond Project Fund
Sewer Capacity Fund
Direct Access Electric
Utility Fund
Water
Funds
Electric Utility Grant/
Agreement Fund
Utilities Funds Inflows
Revenues + Transfers
Quarter 1 tends to be slower for revenues than other quarters.
Esimated Inflows Received: 19.6%
Overall, inflows are down 21.4% when compared to the same quarter in FY 2024. • Book Entries = $2.2 million
• Adjusted for book entries, down by 14.9%, or $4.1 million, compared to the same quarter in FY 2024 primarily due to a decrease in Intergovernmental Revenues in the Water Fund. This relates to how revenue is recorded for grants. It is spread over several years and is recognized in the period in which it is earned.
↓ 10.2% decrease, $0.5M
↑ Current Services
↓ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↑ Other Revenue
↓ Utility Service Charges
↓ 25.2% decrease, $4.8M
↑ Current Services
↑ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↓ Licenses, Fees & Permits
↓ Other Revenue
↑ Utility Service Charges
↓ 19.5% decrease, $1.7M
↑ Current Services
↓ Fees & Permits
↓ Fines, Penalties & Forfeitures
↓ Investment Earnings
↑ Licenses, Fees & Permits
↑ Other Revenue
↓ Utility Service Charges
Electric Water Sewer
Utilities Funds Inflows Highlights
Quarter 1 Actuals, FY 2024 to FY 2025
Utilities Funds Inflows Revenues + Transfers In
FY 2025, Budget to Quarter 1 Actuals
Enterprise Funds Cumulative Budget Through Q1 %
Fund Type FY 2025 FY 2025 Received
Electric $ 20,952,895 $ 4,147,615 19.8%
GASB31 Gain/ Loss on Investment - 377,580 N/ A
Water 72,422,998 13,413,061 18.5%
GASB31 Gain/ Loss on Investment - 717,136 N/ A
Sewer 36,672,674 5,726,654 15.6%
GASB31 Gain/ Loss on Investment - 1,076,209 N/ A
Total Revenues $ 130,048,567 $ 25,458,256 19.6%
Transfers In - Electric - - N/ A
Transfers In - Water - - N/ A
Transfers In - Sewer - - N/ A
Total Inflows $ 130,048,567 $ 25,458,256 19.6%
Total Inflows (w/ o GASB31) $ 130,048,567 $ 23,287,330 17.9% Sewer – 8.0%
Operating budget 16.6% spent
CIP / O&M budget
3.0% spent
Electric – 11.5%
Operating budget 12.6% spent
CIP / O&M budget
1.2% spent
Water – 11.2%
Operating budget 21.0% spent
CIP / O&M budget
3.0% spent
Outflows 10.1% of budget spent:
Utilities Funds Outflows Highlights
Expenditures + Transfers Out
Utilities Funds Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 1, FY 2025
Enterprise Funds Cumulative Budget Through Q1 %
Expenditures By Department FY 2025 FY 2025 Spent
Electric
CIP / O&M Projects $ 2,217,695 $ 27,101 1.2%
Debt Service 83,692 (13,753) -16.4%
Planning & Development 192 192 100.0%
Public Works 167,565 14,254 8.5%
Utilities Department 21,017,636 2,670,579 12.7%
Electric Total 23,486,780 2,698,373 11.5%
Water
CIP / O&M Projects $ 74,343,206 $ 2,197,377 3.0%
Debt Service 375,320 (59,953) -16.0%
Planning & Development 54,853 11,076 20.2%
Public Works 914,593 166,115 18.2%
Utilities Department 61,667,550 13,087,642 21.2%
Water Total 137,355,522 15,402,256 11.2%
Sewer
CIP / O&M Projects $ 58,222,029 $ 1,730,786 3.0%
City Manager's Office 3,814 970 25.4%
Debt Service 209,914 (34,496) -16.4%
Planning & Development 34,916 8,377 24.0%
Public Works 600,659 108,233 18.0%
Utilities Department 33,694,606 5,640,861 16.7%
Sewer Total 92,765,938 7,454,731 8.0%
Transfers Out - Electric - - N/ A
Transfers Out - Water - - N/ A
Transfers Out - Sewer - - N/ A
Grand Total $ 253,608,240 $ 25,555,360 10.1%
Emergency Contingency
1 2 3
GOAL $4,901,402
Electric Utility
$234,438
Water
Utility
Sewer
Utility
$3,103,828 $1,151,962
Utilities Funds Reserves
The Utilities Funds target reserve amount for each of the operating funds shall be set at ninety (90) days. To build the target reserve amount, the Utilities Department shall annually contribute ten percent (10%) of the difference between actual operating revenues and actual operating expenses for each of the Utilities Department Operating Funds at the beginning of each fiscal year until the target reserve is met. Depending on the fund, it will take time to hit the target reserve amount. If the reserve amount exceeds the target reserve amount, the additional funds shall remain in reserves. The reserve process occurs annually, once the audit and financials are finalized.
GOAL $23,726,374 GOAL $12,817,081
Questions?
(951) 279-3500
[email protected]
www.CoronaCA.gov
Strategic Plan Implementation
Progress Report
Fiscal Year 25, Q1
Aminah Mears, DPA
Assistant to the City Manager
November 6, 2024
19 The Plan
1 Vision
1 Purpose
6 Value statements
6 Goals
21 Objectives
138 Strategic Actions
125 Performance Indicators &
Milestone Measures
20 VISION
Corona will be a safe, vibrant,
family-friendly community
21 PURPOSE
To create a community
where everyone can thrive
22 VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to innovate, modernize services, and bring government into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in doing our part. We own mistakes and learn from them to become better. We value feedback, embrace our vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on, even the tough stuff. We anticipate problems, develop creative solutions, and push ourselves to be better.
We are Honest
We strive to do what is right, not what is easy. We keep our commitments and take responsibility for results, even if things go wrong.
We are Kind
No matter who you are or where you are from, you’re welcome here. We embrace diversity, treat people with dignity, and genuinely care for others.
We are a Team
We give voice to our community. We trust and honor the process of collaboration. We achieve more together.
23 GOALS
Financial
Stability
Safe
Community
Sense of
Place
Strong
Economy
Sound
Infrastructure
High Performing
Government
24 FY25 Q1 Progress Report
Projects, Performance Measures & Milestones
Available on
https://performance.envisio.com/dashboard/cityofcorona2172 25 26 Financial Stability
Progress Highlights
Pursue an AAA/Aaa/AAA GO
Bond credit rating from S&P
and Moody’s & Fitch.
Identify core services and
service levels for both
mandates and non-mandated
services
Increase the percentage of
services funded via external
sources
Utilize Strategic Plan to guide
future financial decisions
27 Financial Stability Performance Report
Measure FY24 Q1 FY25 Q1 Trend Benchmark
POB Balance (in millions) $243M $225M ↓ $0M
% of GO Debt Capacity Used 6.42% 5.85% ↓ < 10%
Debt Payments as a % of Operating
Budget
9.4% 8.49% ↓ < 10%
Outstanding Debt per Capita $1,916 $1,766 ↓ < $2,000
Unfunded Pension Liability (in
millions)
$81.79M $108.32M ↑ $0M
GO Bond Credit Rating AA+ AA+ = AAA
Diversity of Revenue Sources 14 14 = < 50% from sales
tax
28 Strong Economy
Progress Highlights
Explore the feasibility
of a facade
improvement
program.
Improve transparency
and trust by creating a
development handbook
that explains the
development review and
approval process to
community members and
business owners.
Review and update the
City’s purchasing
process to ensure it
follows best practices
and provides better
opportunities for local
vendors
Review and update the
City’s Historic building
guidelines and explore
the establishment of a
Historic Building
Ordinance with clear
preservation guidelines
29 Strong Economy Performance Report
Measure FY24 Q
1 FY25 Q
1 Trend Benchmark
# of Small Business Grant Applicants 0 198 ↑ >95
# of Companies Supported via Team Corona
Meetings/Businesses Assisted, Supported, and
Promoted
41 45 ↑ >30
# of Corona Mall Properties Redeveloped 6 6 = >3
% of Business Resources that can be Accessed
in Spanish
60% 60% = 100%
% of Commercial Brokers Engaged With 78% 10% ↓ >20%
% of Small Businesses that remain Open One
Year After Participating in Various
Entrepreneurship Programs
100% 100% = 100%
% of Emprendedor@s graduates that
successfully launch their business
100% 100% = 100%
30 Sound Infrastructure
Progress Highlights
Build an up-to-date Geographic
Information System (GIS) inventory of
all utility infrastructure.
Develop an asset management program for all
city infrastructure, including condition
assessments, lifecycle determinations, and
preventative maintenance program for major
capital assets – including City Buildings – to
extend their lifecycle
Modernize traffic cameras and
explore AI to optimize traffic flows
Develop a long-term capital reserve/asset
management funding policy for maintaining and
replacing infrastructure assets.
31 Sound Infrastructure Performance Report
Measure FY24 Q1 FY25 Q1 Trend
% of Street Signs Replaced within Target Timeframes (30 days)
97.8% 99.3% ↑
Town-wide Average Street PCI Rating 72 73 ↑
% of Residents Rating Recreation Facilities as Good or
Excellent
66% 74% ↑
% of Residents Rating the Availability of Paths and Walking Trails as Good or Excellent
64% 62% ↓
% of Residents Rating the Bike Lanes as Good or Excellent 60% 59% ↓ % of Residents Rating the Quality of Public Parks as Good or Excellent
75% 74% ↓
Benchmark
>95%
>70%
>65%
>65%
>60%
>75%
32 Safe Community
Progress Highlights
Upgrade and maintain the City’s 911
system to ensure reliable emergency
response
Promote community involvement in
identifying hazards and effective measures to
reduce impacts.
Create a Fire Safe Council to better
equip residents to mitigate impacts of
natural disasters.
Develop a strategy to meet the
mandated Regional Housing Needs
Assessment residential unit numbers.
Raise public awareness of local
hazards and risks via a
communication initiative
33 Safe Community Performance Report
Measure FY24 Q1 FY25 Q1 Trend Benchmark
Average Police Response Time to
Priority 1 Calls
00:05:32 00:05:21 ↓ <0:05:40
Average Police Response Time to
90% of Priority 1 Calls
00:04:40 00:04:40 ↓ <0:04:45
Medical Calls – Response Time 90th
Percentile Performance
00:06:31 00:07:04 ↑ <0:07:11
Average Response Time to All Fire
Incidents
00:05:33 00:06:13 ↑ <0:05:30
Property Crimes 721 618 ↓ <800
% of Community Satisfaction Rating
of Public Safety Efforts
67% 69% ↑ >65%
Number of Homeless Individuals
Within the City
65 65 = <90
34 Sense of Place
Progress Highlights
Utilize volunteer-led hikes to help
residents become familiar with trail
and park opportunities
Increase large-scale recreation events
(sports themed, food, etc.) that
provide both social and economic
benefits to the community.
Increase the City’s support,
coordination, and partnerships
to enhance veteran services and
programs.
Explore the feasibility of
expanding inclusive playground
equipment across the City.
35 Sense of Place Performance Report
Measure FY24 Q1 FY25 Q1 Trend Benchmark
% of Residents Rating Corona as a Place to Live as
Good or Excellent
84% 83% ↓ >85%
% of Residents Rating Corona as a Place to Raise a
Child as Good or Excellent
79% 83% ↑ >80%
% of Residents Rating the Overall Image or Reputation
of Corona as Good or Excellent
69% 69% = >65%
% of Residents Very Likely to Recommend Living in
Corona to Someone Who Asks
88% 87% ↓ >90%
% of Residents who say, given the chance to start over, they would choose to live in Corona Again
83% 83% = >85%
% of Residents Rating the Community’s Openness and
Acceptance Towards People of Diverse Backgrounds as
Good or Excellent
74% 75% ↑ >75%
36 High Performing Government
Progress Highlights
Create a formalized staff training and
development program on a wide range
of topics, with a focus on increasing
management skills for supervisors.
Increase the number of online
options for all major City services
that can be offered virtually.
Finalize the development of the Electronic
Document Management System (EDMS).
Enhance state and federal advocacy efforts using
contract lobbyists and dedicated staff support.
37 High Performing Gov’t Performance Report
Measure FY24 Q1 FY25 Q1 Trend Benchmark
% of Major City Services that are Offered Virtually 82% 84% ↑ >80% % of Residents Rating the Overall Direction the City is Taking as Good or Excellent
56% 59% ↑ >60%
% of Residents Rating Overall Quality of City Services
as Good or Excellent
65% 68% ↑ >70%
% of Residents who Believe All City Residents are
Treated Fairly
65% 64% ↓ >70%
% of Residents Rating Value of Services as Good or
Excellent
48% 47% ↓ >50%
Employee Turnover Rate 4.42% 5.89% ↑ <5%
38 Strategic Plan Overall Progress
16%
14%
1%
3%
66%
Overall Summary
On Track
Work Underway
Not Started
Upcoming
Completed
Work Underway
Completed
Q1 By the Numbers
Operational Performance Update
(Compared to FY24 Q1 Numbers)
39 108,726
Registered Library Users
8,907
Library Program
Participants
4,703
Trees Trimmed
364
Trees Planted
7,780
Recreation Activity
Participants
868/5,429 Hours
Community Volunteers
35,800
Attendees @
Special Events
30,144
Corona Cruiser
Ridership
11,873
Dial-a-Ride Ridership
238
Trees Removed
Community Services
40 Homelessness
1,274
CPD Homeless Related
Calls for Service
385
Cubic Yards of Debris
Removed
321
Emergency Shelter
Clients Served
126
City Net Street Outreach
& Engagement Contacts
46 Permanent Housing
Placements
89 Emergency Shelter
Beds Available 41
Community Engagement
5,932,046
Social Media Impressions
1,468,229
Website Visits
1,468,229
Total Video Views
518,357
Emails Opened
247,604
Total Social Media Audience
291,878
Social Media Engagements 42
SeeClickFix
1,558
Total Tickets submitted
1 Average days to
acknowledge
28 Average days to close
1,245
Street Maintenance Tickets
49,807 sqft
Graffiti Removed
282
Graffiti Tickets
1,304
Parkway Maintenance Tickets
(Landscape and Trees)
43 23
Live Work Corona Pledges
234*
New Businesses
45 Businesses Assisted, Supported, &
Promoted
1,461*
Business License Renewals
18 Business Outreach & Visitations 0
Partnership events with the Corona
Chamber * This number reflects business with physical locations in Corona. 44 INSPECTION
SERVICES PLANNING
SERVICES
453
Applications Processed
100%
Applications Processed on
Time
21 Average Days to Process
Applications
(Does not include over the counter permit)
TBD
Satisfaction Rating
PLAN
CHECK
1,015 / 1,233
Building Plan Checks/
Permits Issued
99%
Plan Checks/Permits Processed
on Time
6.45/3.78
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
88.7%
Satisfaction Rating
DEVELOPMENT
SERVICES
380
Plan Checks/Permits Issued*
95%
Plan Checks/Permits
Issued on Time*
10 Avg. Days to Review Plan
Checks/Permits
97%
Satisfaction Rating
3,568 / 915
Building/Infrastructure
Inspections
99%
Inspections Completed on
Time
1 Avg. Days to Complete
Inspections
100%
Satisfaction Rating
CODE
COMPLIANCE
928
Cases Opened
752
NOVs Issued
577
Cases Closed
119
Citations Issued
(Dry Utility, Grading, TTM/PM Plan Checks &
Permits)
45 Planning & Development
Public Works
46 TRAFFIC
ENGINEERING
20 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
68 Traffic Plan
Checks
CAPITAL
PROJECTS
70 Active CIP Projects
46 Planning/Design Phase
24 Out to Bid/Under
Construction
3 Projects Completed
STREET
MAINTENANCE
1,245 /1,250
Work Orders
Received/Completed
7,473
Curb Miles Swept
164
Streetlights Repaired
8,729 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
196 / 394
Scheduled vs.
Unscheduled Repairs
196
Vehicles & Equipment
Inspected
25 / 113
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS
65 Commercial/Industrial
Inspections
55 Construction Site
Inspections
19 Illicit Connections &
Discharges Identified
47 282
Vehicles
Towed
149
Fire Calls
248
Fire
Inspections
4,259
Calls for
Service
2,879
Medical Calls
26,757
Calls
for Service
4:40
90% of response
time falls under*
1,476
Parking
Citations
4:59
Average
Response Time
2,967
Vehicle
Citations
927
Arrests
40%
Response rate at
5:00 mins or less*
79%
Response to
medical calls at 6:00
mins or less
60%
Response to fire
incidents at 6:00
mins or less *Response to Priority 1 Calls
Public Safety
*Response to Priority 1 Calls
48 BILLING &
ADMINISTRATION
109 Seconds
Average Speed of Answer
139,568
Bills Mailed
12,520
Customer Service Calls
34.6%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
3,795/3,544
Work Orders
Received / Closed
189,399
CCTV Inspected
69,113 LF
Sewer Mains Cleaned
108
Meters Replaced
ELECTRIC
UTILITY
99.98%
Time Power is On
132,453
Mins. w/ Power
27 Mins. w/o Power
3 Electrical Outages
WATER
UTILITY
3.0173 Billion Gal.
Water Treated
1,346 / 100%
Water Samples /
Compliance Rate
1.017 Billion Gal.
Wastewater Treated
2,369 / 100%
Wastewater Samples/
Compliance Rate
Utilities
INFORMATION
TECHNOLOGY
4,261,391
Total Cyber Attacks
Deflected
3,493
IT Service Requests
Completed
#5
National Ranking for
IT Services
(Population125K-250K)
CLERK’S OFFICE
301
Public Records
Requests
13 Agendas Published
35 Claims Received
22 Subpoenas Processed
HUMAN RESOURCES
59 Jobs Posted
52 New Hires
59 Promotions
58 Separations
PURCHASING
16 Bids Issued
367
Contracts Executed
794
Purchase Orders Issued
691
P-Tracks Completed
ACCOUNTING
88%
Invoices Paid within 30
days
6,336
Invoices Processed
34 Consecutive Years
Receiving GFOA Award
49 Internal Support
6th Street Lane Reduction Traffic Flow
50 Downtown Revitalization Progress
51 City Park ∙ South Mall Lot ∙ 6
th Street “Downtown” Parking ∙ Innovation Center
Questions?
(951) 279-3508
[email protected]
www.CoronaCA.gov
52