Budget Update
Quarter 2
FY 2025
February 5, 2025
Julie Kennicutt
Deputy Finance Director
General Fund
General Fund, Measure X Fund, Historic Civic Center Fund, Pension Stabilization Trust Fund General Fund Inflows Highlights
Revenues + Transfers In
Sales Tax – Decreasing 0.4%, or $0.1 million
Property Tax – Increasing 4.2%, or $1.7 million
Overall, inflows are up 4.4% when compared to the same quarter in FY 2024. • Book Entries = -$2.7 million
• Adjusted for book entries, up by 12.1% compared to the same quarter in FY 2024.
Quarter 2 is on track with 50% of the year completed and 47.0% of the inflows received.
Esimated Inflows Received: 47.0%
Current Services – Decreasing 3.2%, or $0.2 million
Top 5 Revenues, Compared to Quarter 2, FY 2024
Other Taxes – Increasing 4.6%, or $0.2 million
Other Revenue – Increasing 4.9%, or $0.2 million
Based on the current economic outlook, sales tax is projected to decrease by $2.6 million as compared to original estimates. Regular sales tax revenues are anticipated to decrease by $1.4 million, and Measure X is expected to decrease by $1.2 million.
Sales Tax 01
The primary decreases in this category are for Engineering & Inspection, Plan Check – Building, and AMR System Enhanced Fees.
Current Services 02
Other Taxes is increasing by $0.8 million partially due to a new hotel becoming operational and increases in franchises revenue.
Other Taxes 03
General Fund Mid-Year Changes
Quarterly Budget Update | Quarter 2, FY 2025 | February 5, 2025 With the updated Mid-Year projections, the General Fund inflows are estimated to decrease by 0.4%, or $1.0 million, from $234.5 million to $233.5 million.
General Fund Inflows
Revenue + Transfers In
Budget to Mid-Year Estimates FY 2025
General Fund Cumulative Budget Mid-Yr Estimate $ %
Revenue Category FY 2025 FY 2025 Change Change
Sales Tax $ 56,919,838 $ 55,568,560 $ (1,351,278) -2.4% Measure X 43,693,000 42,481,611 (1,211,389) -2.8%
Property Tax 65,623,930 65,736,729 112,799 0.2%
Other Revenue 11,067,362 11,134,068 66,706 0.6%
Current Services 12,849,409 12,503,437 (345,972) -2.7%
Other Taxes 14,789,698 15,585,589 795,891 5.4%
Payments in Lieu of Services 7,874,038 7,773,943 (100,095) -1.3% Intergovernmental Revenues 3,828,484 4,695,466 866,981 22.6% Licenses, Fees & Permits 2,091,186 2,361,580 270,394 12.9% Utility Service Charges 8,000 10,000 2,000 25.0%
Fines, Penalties & Forfeitures 1,290,195 1,170,137 (120,058) -9.3% Special Assessments 779,667 779,667 - 0.0%
Investment Earnings 6,484,027 6,484,027 - 0.0%
Total Revenues $ 227,298,834 $ 226,284,813 $ (1,014,021) -0.4% Transfers In 7,203,964 7,203,964 - 0.0%
Total Inflows $ 234,502,798 $ 233,488,776 $ (1,014,021) -0.4% The changes in Mid-Year estimates are based on four revenue categories:
With an increase of $0.9 million, Intergovernmental Revenues includes increases in grant revenue, state mandated reimbursements, and fire mutual aid reimbursement.
Intergovernmental Revenues 04
General Fund Inflows Revenues + Transfers In
Mid-Year Estimates to Actuals – December 2024
General Fund Mid-Yr Estimate Through Q2 %
Revenue Category FY 2025 FY 2025 Received
Sales Tax 55,568,560 18,868,705 34.0%
Measure X 42,481,611 14,063,186 33.1%
Property Tax 65,736,729 42,036,911 63.9%
Other Revenue 11,134,068 4,703,144 42.2%
Current Serrvices 12,503,437 6,761,277 54.1%
Other Taxes 15,585,589 5,594,430 35.9%
Payments in Lieu of Services 7,773,943 3,837,821 49.4%
Intergovernmental Revenues 4,695,466 2,792,461 59.5%
Licenses, Fees & Permits 2,361,580 1,244,537 52.7%
Utility Service Charges 10,000 5,014 50.1%
Fines, Penalties & Forfeitures 1,170,137 430,548 36.8%
Investment Earnings 6,484,027 4,388,393 67.7%
GASB31 Gain/ Loss on Investment - (2,649,865) N/ A
Special Assessments 779,667 - 0.0%
Total Revenues $ 226,284,813 $ 102,076,560 45.1%
Transfers In 7,203,964 7,771,673 107.9%
Total Inflows 233,488,776 109,848,233 47.0%
Total Inflows (w/ o GASB31) $ 233,488,776 $ 112,498,098 48.2% General Fund Inflows Revenues + Transfers In
Sales Tax – General Fund 110
Quarter Reporting Period
FY 2024
Quarter Total
FY 2025
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $15,432,455 $15,197,397 ($235,058) (1.5%) 4 th Quarter Oct – Dec 14,965,270
1 st Quarter Jan – Mar 13,767,223
2 nd Quarter Apr – June 15,602,871
Fiscal Year Total $59,767,819 $15,197,397
Projected FY 2025 $55,568,560
Percentage of estimated revenue received 27.3%
General Fund Inflows Revenues + Transfers In
Sales Tax – Measure X Fund 120
Quarter Reporting Period
FY 2024
Quarter Total
FY 2025
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $10,754,214 $10,487,861 ($266,353) (2.5%) 4 th Quarter Oct – Dec 11,202,340
1 st Quarter Jan – Mar 10,319,771
2 nd Quarter Apr – June 10,745,039
Fiscal Year Total $43,021,364 $10,487,861
Projected FY 2025 $42,481,611
Percentage of estimated revenue received 24.7%
General Fund Outflows Highlights
Expenditures + Transfers Out
The cummulative outflow budget is $292.7 million 01
Through December, approximately 50% of FY complete
02 (approximately, due to timing of payments)
Overall outflows % of cumulative budget spent 35.7% 03
<40% Spent: CIP/O&M Projects, City Manager’s Office, Debt Service, Economic Development, Elected Officials, General 04 Government, and Information Technology
General Fund Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 2, FY 2025
General Fund Cumulative Budget Through Q2 %
Expenditures By Department FY 2025 FY 2025 Spent
CIP / O&M Projects $ 73,969,286 $ 17,503,336 23.7%
City Manager's Office 15,254,994 3,585,107 23.5%
Community Services 20,258,813 8,498,458 41.9%
Debt Service 23,357,926 4,802,423 20.6%
Economic Development 1,692,601 341,188 20.2%
Elected Officials 175,230 57,353 32.7%
Finance 4,818,826 2,211,345 45.9%
Fire 36,856,134 18,543,659 50.3%
General Government 34,285,890 11,893,786 34.7%
Human Resources 3,092,679 1,347,808 43.6%
Information Technology 1,121,713 229,413 20.5%
Legal & Risk Management 2,099,380 970,949 46.2%
Planning & Development 9,318,371 3,833,554 41.1%
Police 60,795,243 28,282,409 46.5%
Public Works 5,630,237 2,264,605 40.2%
Total Expenditures $ 292,727,324 $ 104,365,393 35.7%
Transfers Out 10,883 10,883 100.0%
Total Outflows $ 292,738,207 $ 104,376,276 35.7%
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 $34,013,073
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, 2024,
page 114). This quarterly update highlights four
of those reserves. FY 2024 audited amounts are
noted in the table.
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 2 is on track with 50% of the year completed and 47.0% of the inflows received.
Esimated Inflows Received: 42.9%
Overall, inflows are down 6.8% when compared to the same quarter in FY 2024. • Book Entries = -$2.7 million
• Adjusted for book entries, down by 2.8%, or $1.6 million, compared to the same quarter in FY 2024. The change in the Investment Earnings category is due to how the City must report the unrealized gains/losses from investments. These are book entries and not actual cash.
↑ 1.6% increase, $0.2M
↑ Current Services
↑ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↑ Other Revenue
↓ Utility Service Charges
↓ 3.7% decrease, $1.3M
↓ Current Services
↑ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↓ Licenses, Fees & Permits
↓ Other Revenue
↑ Utility Service Charges
↓ 3.3% decrease, $0.5M
↑ 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 2 Actuals, FY 2024 to FY 2025
Electric Utility revenues are anticipated to decrease by $1.9 million to $19.0 million. This represents a 9.1% decrease over the current budget amount of $20.9 million. The decrease is spread across multiple categories, but penalties, miscellaneous income/refunds, and other electric sales see the largest decreases.
Electric 01
Water Utility revenues are estimated to increase by $7.1 million, as compared to the current budget amount of $72.7 million. The mid-year estimate of $79.7 million represents a 9.7% increase. There are both increases and decreases across all categories.
Water 02
Sewer Utility revenues are estimated to increase by $3.5 million, from $36.7 million to $40.1 million. This represents a 9.5% increase over the current budget. There are increases in pretreatment program surcharge, capacity fees, and miscellaneous reimbursements.
Sewer 03
Utilities Mid-Year Changes
Quarterly Budget Update | Quarter 2, FY 2025 | February 5, 2025 With the updated Mid-Year projections, the Utilities Funds inflows are estimated to increase by 6.6%, or $8.6 million, from $130.3 million to $138.9 million.
Utilities Funds Inflows
Revenue + Transfers In
Budget to Mid-Year Estimates FY 2025
Enterprise Funds Cumulative Budget Mid-Year Estimate $ % Fund Type FY 2025 FY 2025 Change Change
Electric $ 20,955,275 $ 19,044,472 $ (1,910,803) -9.1%
Water 72,672,998 79,735,087 7,062,089 9.7%
Sewer 36,672,674 40,148,276 3,475,602 9.5%
Total Revenues $ 130,300,947 $ 138,927,835 $ 8,626,888 6.6% Transfers In - Electric - - - N/ A
Transfers In - Water - - - 0.0%
Transfers In - Sewer - - - N/ A
Total Inflows $ 130,300,947 $ 138,927,835 $ 8,626,888 6.6% Utilities Funds Inflows Revenues + Transfers In
FY 2025, Mid-Year Estimates to Actuals – December 2024
Enterprise Funds Mid-Yr Estimate Through Q2 %
Fund Type FY 2025 FY 2025 Received
Electric $ 19,044,472 $ 9,662,038 50.7%
GASB31 Gain/ Loss on Investment - 358,185 N/ A
Water 79,735,087 33,151,189 41.6%
GASB31 Gain/ Loss on Investment - 686,633 N/ A
Sewer 40,148,276 14,691,063 36.6%
GASB31 Gain/ Loss on Investment - 1,028,036 N/ A
Total Revenues $ 138,927,835 $ 59,577,143 42.9%
Transfers In - Electric - - N/ A
Transfers In - Water - - N/ A
Transfers In - Sewer - - N/ A
Total Inflows $ 138,927,835 $ 59,577,143 42.9%
Total Inflows (w/ o GASB31) $ 138,927,835 $ 57,504,289 41.4% Sewer – 20.1%
Operating budget 37.9% spent
CIP / O&M budget
9.6% spent
Electric – 25.6%
Operating budget 28.1% spent
CIP / O&M budget
2.4% spent
Water – 23.8%
Operating budget 43.1% spent
CIP / O&M budget
7.8% spent
Outflows 22.6% of budget spent:
Utilities Funds Outflows Highlights
Expenditures + Transfers Out
Utilities Funds Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 2, FY 2025
Enterprise Funds Cumulative Budget Through Q2 %
Expenditures By Department FY 2025 FY 2025 Spent
Electric
CIP / O&M Projects $ 2,267,695 $ 55,433 2.4%
Debt Service 83,692 28,135 33.6%
Planning & Development 192 192 100.0%
Public Works 108,476 18,313 16.9%
Utilities Department 21,017,636 5,908,233 28.1%
Electric Total 23,477,690 6,010,307 25.6%
Water
CIP / O&M Projects $ 76,255,957 $ 5,982,169 7.8%
Debt Service 375,320 127,198 33.9%
Planning & Development 54,853 23,528 42.9%
Public Works 771,654 274,997 35.6%
Utilities Department 61,844,382 26,756,592 43.3%
Water Total 139,302,166 33,164,484 23.8%
Sewer
CIP / O&M Projects $ 58,477,029 $ 5,607,603 9.6%
City Manager's Office - (18) N/ A
Debt Service 209,914 70,568 33.6%
Planning & Development 34,916 17,724 50.8%
Public Works 475,428 170,007 35.8%
Utilities Department 33,783,022 12,825,246 38.0%
Sewer Total 92,980,309 18,691,129 20.1%
Transfers Out - Electric - - N/ A
Transfers Out - Water - - N/ A
Transfers Out - Sewer - - N/ A
Grand Total $ 255,760,165 $ 57,865,920 22.6%
Emergency Contingency
1 2 3
GOAL $4,901,402
Electric Utility
$553,301
Water
Utility
Sewer
Utility
$3,319,216 $1,325,448
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) 739-4988
[email protected]
www.CoronaCA.gov
Strategic Plan Implementation
Progress Report
Fiscal Year 25, Q2
Aminah Mears, DPA
Assistant to the City Manager
February 5, 2025
21 The Plan
• 1 Vision
• 1 Purpose
• 6 Value Statements
• 6 Goals
• 21 Objectives
• 138 Strategic Actions
• 125 Performance Indicators & Milestone
Measures
VISION
Corona will be a safe, vibrant,
family-friendly community.
PURPOSE
Create a community
where everyone can thrive.
VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to innovate, modernize services, and bring government into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in doing our part. We own mistakes and learn from them to become better. We value feedback, embrace our vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on, even the tough stuff. We anticipate problems, develop creative solutions, and push ourselves to be better.
We are Honest
We strive to do what is right, not what is easy. We keep our commitments and take responsibility for results, even if things go wrong.
We are Kind
No matter who you are or where you are from, you’re welcome here. We embrace diversity, treat people with dignity, and genuinely care for others.
We are a Team
We give voice to our community. We trust and honor the process of collaboration. We achieve more together.
GOALS
Financial
Stability
Safe
Community
Sense of
Place
Strong
Economy
Sound
Infrastructure
High Performing
Government
26 FY25 Q2 Progress Report
Projects, Performance Measures & Milestones
Available on
https://performance.envisio.com/dashboard/cityofcorona2172 27 28 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
29 Financial Stability Performance Report
Measure FY24 Q2 FY25 Q2 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
30 Strong Economy
Progress Highlights
Explore the feasibility
of a facade
improvement
program.
Redevelop the Corona
Mall Properties, secure
tenants, and revitalize
the South Mall parking
lot by early 2025.
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
31 Strong Economy Performance Report
Measure FY24 Q2 FY25 Q2 Trend Benchmark
# of Small Business Grant Applicants 183 0 ↓ >95
# of Companies Supported via Team
Corona Meetings/Businesses Assisted,
Supported, and Promoted
68 50 ↓ >30
# of Corona Mall Properties Redeveloped 6 28 ↑ >3
% of Business Resources that can be
Accessed in Spanish
60% 60% = 100%
% of Commercial Brokers Engaged With 11% 25% ↑ >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%
32 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.
33 Sound Infrastructure Performance Report
Measure FY24 Q2 FY25 Q2 Trend
% of Street Signs Replaced within Target Timeframes (30 days)
98.2% 100% ↑
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%
34 Safe Community
Progress Highlights
Upgrade and maintain the City’s 911
system to ensure reliable emergency
response
Explore opportunities to adopt best practices
and computer aided dispatch systems.
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
35 Safe Community Performance Report
Measure FY24 Q2 FY25 Q2 Trend Benchmark
Average Police Response Time to
Priority 1 Calls
00:05:54 00:05:40 ↓ <0:05:40
Average Police Response Time to
90% of Priority 1 Calls
00:04:50 00:04:24 ↓ <0:04:45
Medical Calls – Response Time 90th
Percentile Performance
00:04:50 00:06:58 ↑ <0:07:11
Average Response Time to All Fire
Incidents
00:05:22 00:05:11 ↓ <0:05:30
Property Crimes 779 653 ↓ <800
% of Community Satisfaction Rating
of Public Safety Efforts
67% 69% ↑ >65%
Number of Homeless Individuals
Within the City
65 65 = <90
36 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.
37 Sense of Place Performance Report
Measure FY24 Q2 FY25 Q2 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%
38 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.
Improve the City website
for ease of use and set to
launch by end of FY25.
39 High Performing Gov’t Performance Report
Measure FY24 Q2 FY25 Q2 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 4.49% 4.44% ↓ <5%
40 Strategic Plan Overall Progress
12%
18%
1%
66% 3%
Overall Summary
On Track
Work Underway
Not Started
Upcoming
Completed
Work Underway
Completed
Q2 By the Numbers
Operational Performance Update
(Compared to FY24 Q2 Numbers)
41 102,876
Registered Library Users
9,103
Library Program
Participants
3,778
Trees Trimmed
230
Trees Planted
6,153
Recreation Activity
Participants
860/4,568 Hours
Community Volunteers
15,100
Attendees @
Special Events
33,370
Corona Cruiser
Ridership
12,552
Dial-a-Ride Ridership
118
Trees Removed
Community Services
42 Homelessness
1,582
CPD Homeless Related
Calls for Service
325
Cubic Yards of Debris
Removed
293
Emergency Shelter
Clients Served
130
City Net Street Outreach
& Engagement Contacts
12 Permanent Housing
Placements
107
Emergency Shelter
Beds Available 43
Community Engagement
4,051,833
Social Media Impressions
626,299
Website Visits
871,466
Total Video Views
104,780
Emails Opened
249,551
Total Social Media Audience
200,029
Social Media Engagements 44
SeeClickFix
759
Total Tickets submitted
1.4 Average days to
acknowledge
28 Average days to close
1,155
Street Maintenance Tickets
42,987 sqft
Graffiti Removed
201
Graffiti Tickets
362
Parkway Maintenance Tickets
(Landscape and Trees)
45 24
Live Work Corona Pledges
201*
New Businesses
50 Businesses Assisted, Supported, &
Promoted
1,218*
Business License Renewals
10 Business Outreach & Visitations 1
Partnership events with the Corona
Chamber * This number reflects business with physical locations in Corona. 46 INSPECTION
SERVICES PLANNING
SERVICES
387
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
653/1,005
Building Plan Checks/
Permits Issued
99%
Plan Checks/Permits Processed
on Time
6.13/3.65
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
85.4%
Satisfaction Rating
DEVELOPMENT
SERVICES
400
Plan Checks/Permits Issued*
95%
Plan Checks/Permits
Issued on Time*
11 Avg. Days to Review Plan
Checks/Permits
70%
Satisfaction Rating
3,064/868
Building/Infrastructure
Inspections
99%
Inspections Completed on
Time
1 Avg. Days to Complete
Inspections
100%
Satisfaction Rating
CODE
COMPLIANCE
428
Cases Opened
566
NOVs Issued
392
Cases Closed
394
Citations Issued
(Dry Utility, Grading, TTM/PM Plan Checks &
Permits)
47 Planning & Development
Public Works
48 TRAFFIC
ENGINEERING
60 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
77 Traffic Plan
Checks
CAPITAL
PROJECTS
71 Active CIP Projects
48 Planning/Design Phase
25 Out to Bid/Under
Construction
1 Projects Completed
STREET
MAINTENANCE
1,155/1,181
Work Orders
Received/Completed
7,099
Curb Miles Swept
143
Streetlights Repaired
7,507 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
275 / 287
Scheduled vs.
Unscheduled Repairs
258
Vehicles & Equipment
Inspected
28 / 35
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS
64 Commercial/Industrial
Inspections
33 Construction Site
Inspections
30 Illicit Connections &
Discharges Identified
49 251
Vehicles
Towed
76 Fire Calls
951
Fire
Inspections
4,219
Calls for
Service
2,557
Medical Calls
23,676
Calls
for Service
04:24
90% of response
time falls under*
1,492
Parking
Citations
4:53
Average
Response Time
2,213
Vehicle
Citations
981
Arrests
52%
Response rate at
5:00 mins or less*
80.79%
Response to
medical calls at 6:00
mins or less
73.33%
Response to fire
incidents at 6:00
mins or less *Response to Priority 1 Calls
Public Safety
*Response to Priority 1 Calls
50 BILLING &
ADMINISTRATION
3:15 Minutes
Average Speed of Answer
139,687
Bills Mailed
10,579
Customer Service Calls
35.4%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
3,664/3,618
Work Orders
Received / Closed
69,280
CCTV Inspected
74,527 LF
Sewer Mains Cleaned
159
Meters Replaced
ELECTRIC
UTILITY
99.94%
Time Power is On
132,406
Mins. w/ Power
74 Mins. w/o Power
4 Electrical Outages
WATER
UTILITY
2.679 Billion Gal.
Water Treated
1,320/100%
Water Samples /
Compliance Rate
1.002 Billion Gal.
Wastewater Treated
2,305/100%
Wastewater Samples/
Compliance Rate
Utilities
INFORMATION
TECHNOLOGY
4,929,316
Total Cyber Attacks
Deflected
2,964
IT Service Requests
Completed
#5
National Ranking for
IT Services
(Population125K-250K)
CLERK’S OFFICE
261
Public Records
Requests
10 Agendas Published
25 Claims Received
16 Subpoenas Processed
HUMAN RESOURCES
16 Jobs Posted
47 New Hires
42 Promotions
44 Separations
PURCHASING
17 Bids Issued
167
Contracts Executed
292
Purchase Orders Issued
425
P-Tracks Completed
ACCOUNTING
86%
Invoices Paid within 30
days
6,642
Invoices Processed
34 Consecutive Years
Receiving GFOA Award
51 Internal Support
Previous Condition
Average 2:00 Travel Time
AM Westbound Travel 6-8am:
PM Eastbound Travel 4:30-6:30pm:
Average 2:22 Travel Time
Average 3:21 Travel Time
1:21 Delay Incurred
AM Westbound Travel 6-8am:
PM Eastbound Travel 4:30-6:30pm:
Average 5:10 Travel Time
2:48 Delay Incurred
Average 2:19 Travel Time
0:19 Delay Incurred
after signal retiming
Average 3:38 Travel Time
1:16 Delay Incurred
after signal timing
New Lane Reduction Design
*Data collected using time stamped recorded traffic camera surveillance footage * Data collected using “Floating Car Survey” method
6th Street Lane Reduction Traffic Flow
Downtown Revitalization Progress
53 City Park ∙ South Mall Lot ∙ 6
th Street “Downtown” Parking ∙ Innovation Center
Questions?
(951) 279-3508
[email protected]
www.CoronaCA.gov
54