This chapter outlines the current service structure, providing information regarding Corona Cruiser and DAR/paratransit program, including a description of the service area, population, and demographics served, current fare structure, transit fleet, facilities, and bus stop amenities. In addition, this chapter covers coordination efforts between CCTS and other transit agencies (i.e., Riverside Transit Agency & RCTC/Metrolink). Further, this chapter provides operating data relating to the current fiscal year and year-end estimates regarding operating expenses, passenger trips, fare revenues, and vehicle miles/hours.
Chapter 2 – Existing service and route performance:
This chapter further details the performance of the current service compared to the plan provided in the prior approved year. It summarizes the year-to-date operating data and compares it to the performance targets set by RCTC. It further provides year-end estimates based on the performance of the first nine months of the fiscal year. Lastly, this chapter highlights improvement efforts to increase productivity and maintain service to major trip generators.
Chapter 3 – Future service plans, fare changes, capital planning, and marketing:
This chapter provides an overview of future service planning, outlining planned service enhancements, marketing and promotion efforts, as well as capital improvement planning. Service enhancements include increasing bus frequency, providing service to areas not currently served, and exploring alternate transit options. These options were explored as part of the City’s Comprehensive Operational Analysis report. In November 2022, staff presented to City Council service level changes and followed that effort with public outreach to seek input from riders and the public. On August 6, 2023, the City Council approved Scenario Two (2) of the proposed service recommendation as outlined in the final report of the Comprehensive Operational Analysis (COA). The final report is available on the following link: Comprehensive Operational Analysis | City of Corona (coronaca.gov). The COA Plan includes an implementation guide to assist staff with its planning and execution. Further, CCTS’s marketing strategies are to increase ridership and awareness of Corona’s transit services. Finally, the capital improvement plan includes various projects, and this section provides a brief description of those projects.
Chapter 4 – Financial Planning:
This final chapter provides the funding plan for the three years covered in the Short-Range Transit Plan. It includes the operating and capital budget needs for FY 2026, funded by RCTC. In addition, this chapter includes the funding plan to support the two out years (FY 2027 & FY 2028). This chapter further outlines the regulatory and compliance requirements to ensure CCTS complies as a public transit operator and recipient of federal funds.
Operating Budget:
As RCTC funds the initial year of the Short-Range Transit Plan, CCTS staff is proposing an estimated operating budget of $3,945,326 for FY 2026, which is 5.1% or $190,834 more than the current year budget. In addition, $6,000 has been allocated for the purchase of a storage container as a capital project for RCTC, but as an operating
expense for the City. Additional information is provided under the capital budget below.
The proposed Short-Range Transit Plan financial forecast is based on available transit funds, previous years’ data, and CCTS’s projected operational needs. The budget includes the following sources to fund the Fiscal Year 2026 operating budget:
Revenue Source $ Amount
Local Transportation Funds (LTF) $1,721,301
Federal Transit Administration (FTA) Section 5307 $ 1,838,375 Low Carbon Transit Operations Program (LCTOP) $300,000
Other Operating Revenues* $85,650
General Fund** $0.00
SUBTOTAL $3,945,326
State Transit Assistance (STA) $6,000
TOTAL $3,951,326
*Includes passenger fares, bus shelter advertising revenues, and AB2766 bus pass subsidy. ** Farebox Ratio Mandate requires a local contribution of 20% Cruiser and 10% DAR. If a gap exists at the end of the FY, general funds will need to be contributed to fill the gap.
CCTS’s operating budget supports the following expenses: Salaries-Benefits (9%) and Services-Supplies (91%). Of the $3.95 million operating budget, contracted services constitute the largest component at 83% of the total budget. These expenses represent transportation services currently provided by MV Transportation for operating Dial-A-Ride and the Corona Cruiser. Other service & supplies expenses include fuel, printing and publications, advertising, Routematch Dispatching software, utilities, office supplies, minor office equipment, and administrative and Information Technology Services support.
Additional program activities funded from the operating budget include contracted services and projects, such as:
1) Consulting Services to assist staff with various large transit projects, such as the ITS, fleet procurement, and implementation of COA service level changes. This includes preparing solicitations/scope of work and project management oversight. 2) Routematch software for computer-aided dispatching includes annual fees for technical support, a data plan, and cloud server hosting, which are necessary for communication between bus operators and dispatching staff to coordinate pickups and drop-offs.
The increase in operating budget can be attributed to the following: increase in year-toyear contract cost for transit operations; increase in City staff’s salaries; and increase in transit’s fair share of administrative costs.
Capital Improvement Plan & Budget:
The Short-Range Transit Plan includes fund requests for the following capital projects/assets:
Project Project # Amount
COA - Citywide Bus Stop
Improvements FC-2022-19
$
100,000
CNG Compressor Remediation 76250
$
220,000
Storage Container N / A
$
6,000
Total Capital Fund Request:
$
326,000
The Bus Stop Improvement CIP noted on this list is a standard operating budget item used to address maintenance issues, as needed. However, major bus stop improvement efforts will occur as part of the COA adopted service recommendations. These efforts will include the removal of some bus stops, the construction of new bus stop pads, the relocation of usable amenities, new signs to match the City’s branding efforts, new ADAaccessible stops, etc.
For the CNG Fueling Station Upgrade, the Transit Fund is contributing $220,000 to the overall project of $750,000. CNG fuel will continue to be utilized for the next 14-16 years before all vehicles are replaced with zero-emission vehicles. This project is already included in the City’s FY 2026 budget, which is pending adoption.
Finally, the purchase of a storage container is necessary to store all transit-related equipment (i.e., bus stop benches, trash receptacles, signage, etc.). Proper storage will prevent early deterioration before the equipment can be installed/utilized. While this item is included in the SRTP as a capital project, it’s recognized in the Transit Fund as an operating expense.
The Capital Budget also outlines past SRTP-approved projects, which consist of the following projects to be carried out in the next three years:
Intelligent Transportation System
Purchase an Americans with Disabilities Act (ADA) Accessible Van Digital Land Mobile Radio System
Canopy/Roof structure for Bus Parking Area
Bus Stop Improvements
Replacement of two (2) older 2012 DAR buses
Replacement of eleven (11) 2017 DAR buses
Zero Emission Bus purchase and related infrastructure These projects were approved and funded by RCTC in prior SRTPs using State Transit Assistance, FTA Section 5307 & 5339 funds, State of Good Repair, and SB125 TIRCP and ZETCP funds. Prior approved projects and associated funds are listed in the SRTP Section 4.4 of Exhibit 1. These projects have all been included in the City’s Transit CIP budget.
Staff recommends approval of the City of Corona Transit Service Short Range Transit Plan for FY2026 through FY2028. If approved by the Council, the Plan will be submitted
to the Riverside County Transportation Commission, in its capacity as Regional Transportation Planning Agency, for ratification.
FINANCIAL IMPACT:
The cost of operations for transit services in Fiscal Year 2026 is $3,951,326 (including $6,000 for the purchase of a storage container). Funding for all operating activities, in the aggregate, is available from Local Transit Funds, Federal Section 5307, State of Good Repair, Low Carbon Transit Operations Program, and farebox revenues.
RCTC is expecting to go to their Commission on June 11, 2025, for approval of funding for all transit agencies. Following RCTC approval of the proposed Fiscal Year 2025/26 through Fiscal Year 2027/28 SRTP, the Fiscal Year 2026 Transit Service Fund revenue and expense budget will require the following adjustment:
1. Appropriate $100,000 to the existing COA – Citywide Bus Stop Improvements Capital Improvement Project No. FC-2022-19 in Fiscal Year 2026.
ENVIRONMENTAL ANALYSIS:
This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Since this action approves planning documents and a financial plan, there is no possibility that adopting this action will have a significant effect on the environment. Therefore, no environmental analysis is required.
PREPARED BY: SUDESH PAUL, TRANSIT PROGRAM MANAGER
REVIEWED BY: SAVAT KHAMPHOU, PUBLIC WORKS DIRECTOR
ATTACHMENTS:
1. Exhibit 1 - Fiscal Year 2025/26 through Fiscal Year 2027/28 Short Range Transit Plan
SHORT RANGE TRANSIT PLAN
FY 2025/26 through FY 2027/28
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Table of Contents
CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE...........................................10
1.0 INTRODUCTION ...............................................................................................................10
1.1 DESCRIPTION OF SERVICE AREA...........................................................................................10 TABLE 1 – INDIVIDUAL ROUTE DESCRIPTIONS AND AREA SERVICED ......................................................11
1.2 POPULATION PROFILE AND DEMOGRAPHIC ............................................................................13
1.3 DESCRIPTION OF SERVICES .................................................................................................15
1.4 OPERATING DATA FOR CORONA TRANSIT SERVICES .................................................................17
1.5 CURRENT FARE STRUCTURE................................................................................................18
1.6 REVENUE FLEET...............................................................................................................20 TABLE 1.1 – FLEET INVENTORY ....................................................................................................21
1.7 EXISTING FACILITIES AND BUS STOP AMENITIES ......................................................................23
1.8 EXISTING COORDINATION BETWEEN TRANSIT AGENCIES............................................................23
1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES AND PLANS ....................................................24 CHAPTER 2 – EXISTING SERVICE AND ROUTE PERFORMANCE....................................31
2.1 KEY PERFORMANCE INDICATORS .........................................................................................31 TABLE 2.0 – SERVICE PROVIDER PERFORMANCE TARGET REPORT ........................................................32
2.2 SRTP PERFORMANCE REPORT ............................................................................................33 TABLE 2.1 – FY2025/26 SRTP PERFORMANCE REPORT ...................................................................34
2.3 SERVICE SUMMARY..........................................................................................................35 TABLE 2.2 – SRTP SERVICE SUMMARY .........................................................................................39
2.4 SERVICE PERFORMANCE ....................................................................................................42 TABLE 2.3 – SRTP ROUTE STATISTICS: DATA ELEMENTS & PERFORMANCE INDICATORS............................43
2.5 PRODUCTIVITY IMPROVEMENT EFFORTS................................................................................45
2.6 MAJOR TRIP GENERATORS.................................................................................................45
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2.7 RECENT SERVICE CHANGES.................................................................................................46 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING AND MARKETING......................................................................................................................47
3.1 PLANNED SERVICE CHANGES ..............................................................................................47
3.2 MARKETING PLANS AND PROMOTION ..................................................................................48
3.3 PROJECTED RIDERSHIP GROWTH .........................................................................................49
3.4 PROPOSED FARE STRUCTURE CHANGES.................................................................................50
3.5 CAPITAL IMPROVEMENT PLANNING .....................................................................................50 TABLE 3 – CCTS FY 2025/26 HIGHLIGHTS ....................................................................................52 CHAPTER 4 – FINANCIAL PLANNING...............................................................................54
4.1 OPERATING AND CAPITAL BUDGET FOR FY 25/26...................................................................54 TABLE 4 – SUMMARY OF FUNDS REQUESTED FOR FY 2025/26...........................................................57 TABLE 4A – CAPITAL PROJECT JUSTIFICATION..................................................................................58 TABLE 4B – FAREBOX REVENUE CALCULATION ................................................................................62
4.2 FUNDING PLANS TO SUPPORT PLANNED OPERATING AND CAPITAL PROGRAM (FY26/27 & FY27/28)63 TABLE 4.1 – SUMMARY OF FUNDS REQUESTED FOR FY 2026/27........................................................64 TABLE 4.2 – SUMMARY OF FUNDS REQUESTED FOR FY 2027/28........................................................65
4.3 REGULATORY AND COMPLIANCE REQUIREMENTS ....................................................................66
4.4 OPEN PROJECTS ..............................................................................................................70
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Executive Summary
The Riverside County Transportation Commission (RCTC) is the designated Regional Transportation Planning Agency with fiduciary and administrative oversight of transit operators in Riverside County. The Short-Range Transit Plan (SRTP) is a mandated planning document prepared by all Riverside County participating transit agencies to qualify for federal and state transit funds. The plan is prepared in compliance with the Transportation Development Act and submitted to the RCTC every year. Each year, RCTC reviews and approves the SRTP and allocates local, state, and federal funding. The SRTP is a living document that uses up-to-date information, financial resources, and performance targets for transit agencies to plan their transit services. Additionally, the SRTP is updated annually to provide RCTC updates and funding requests.
The City of Corona Transit Service prepared its three-year Short-Range Transit Plan for Fiscal Years (FY) 2025/26, 2026/27, and 2027/28. The plan includes the first year, FY 2025/2026, action plan, and budget funding request.
Guiding Principle
The City of Corona Transit Service desires to maintain a sustainable public transportation program that offers multiple transit options that are essential to ensuring uninterrupted mobility services to the community.
Mission Statement
The City of Corona Transit Service’s mission is to provide a clean, safe, accessible, reliable, and customer-friendly transportation system that improves the quality of life in the community.
With the Guiding Principle and Mission Statement at the forefront, the City of Corona Transit Service program is working towards achieving the following goals while providing public transportation services that are financially sustainable within existing local, state, and federal funding programs and regulations in a costefficient manner:
Goal 1: Provide safe and convenient public transportation services to the residents of the City of Corona for employment, shopping, education, and social service trips. Safe and Accessible services are achieved through routine assessment of all transit infrastructure and execution of improvements, as needed. (Safe and accessible goal)
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Goal 2: Ensure that all transit programs can be provided at a high quality of service. Quality of service is achieved through staffing experienced personnel, maintaining quality, safe fleets, reliable service, and, if possible, expanding service. (Service quality goal)
Goal 3: Provide an effective level of service in response to demonstrated community market needs. Service levels and needs are monitored through regular outreach with riders and with in-depth analysis of the entire transit system. (Service reliable and friendly goal)
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Chapter 1 – System Overview and Service Profile
1.0 INTRODUCTION
The Short-Range Transit Plan (SRTP) sets the objectives and strategies for the City of Corona Transit Service (CCTS) by evaluating current transit system performance, projected demographic changes, operating and capital funding needs, anticipated funding from federal, state and local sources, and other factors to create a reasonable projection of conditions over the next three years (FY 2025/26 – 2027/28).
1.1 DESCRIPTION OF SERVICE AREA
Corona is a suburban community located ~45 miles southeast of Los Angeles in western Riverside County, and it is situated at the junction of two major freeways, the 91 and 15. The City limits encompass approximately 39.2 square miles. The population is over 179,000, with the estimated median household income at $99,953. Within the City limits, there are 43 parks, 28 elementary and middle schools, five high schools, two Metrolink Train Stations, and the Corona Transit Center. The Corona Transit Center is owned and operated by Riverside Transit Agency. CCTS provides demand response Dial-A-Ride/paratransit service and fixed route service dubbed the Corona Cruiser services. The City contracts with the private sector to provide a turn-key transit operation. MV Transportation is the current operating contractor.
Dial-A-Ride (DAR) service commenced in 1977 and was available to the general public throughout the city of Corona service area until January 2, 2018. Based on the data gathered, it was determined that DAR service level changes were warranted, and the program was shifted to a Specialized Service model. DAR is now focused on transit services to the following rider groups: Seniors 60 and older, Persons with Disabilities, and persons certified under the Americans with Disability Act (ADA). DAR 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, i.e., Department of Motor Vehicles, Department of Public Social Services, and Norco College. The ADA requires complementary paratransit service to be provided within a ¾ mile of fixed-route services. CCTS provides citywide service and in some instances extends beyond the city limits to reach the most vulnerable group of rides. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA.
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The Fixed Route Corona Cruiser (Cruiser) service commenced in 2001. The Cruiser’s existing Blue and Redline route alignment dates to 2004 and has experienced minor adjustments. The existing routes provide access to commercial, retail, and residential areas, medical facilities, schools, municipal facilities/services, jobs, and links to other transit services.
For a detailed description of service by mode, see Table 1 and Section 1.3. Service maps are on the following pages.
TABLE 1 – INDIVIDUAL ROUTE DESCRIPTIONS AND AREA
SERVICED
Mode Route Description Service Area/Sites
WalMart at McKinley
Street West through
Home Gardens to River
Run Apartments via
Mountain Gate Park and
downtown/Civic Center
McKinley Street shopping areas, Magnolia
Avenue, Centennial High, Medical Facilities,
Senior Center, Corona Library, Grand
Avenue Post OfficeCorona Transit
Center/North Main Corona Metrolink Station,
Circle City Center (Community Center),
North Main Street shopping area and
restaurants
The Crossings shopping
area at Cajalco Road and
Temescal Canyon Road
through El Cerrito to the
Walmart at
Neighborhood Market at
West Sixth Street via
downtown/Civic Center
The Crossings shopping area, El Cerrito
Midle School, Walmart, California Avenue
Post Office, Centennial High, Corona Transit
Center/North Main Corona Metrolink Station
(selected AM & PM trip), Corona Library,
Senior Center, Civic Center, Corona High
and Walmart Neighborhood Market on West
Sixth Street near Smith Avenue. Service is
extended to The Shops at Dos Lagos on
Saturdays.
Demand Response /
Reservation based
service
City-wide, neighboring county areas of
Coronita, El Cerrito and Home Gardens as
well as the following statellite locations in the
City of Norco: Department of Motor
Vehicles, Department of Public Social
Services, Target, Bowlero Norco Lanes and
Norco College
Blue Line
Red Line
City-Wide
Corona Cruiser
Dial-A-Ride
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1.2 POPULATION PROFILE AND DEMOGRAPHIC
Based on the 2018-2022 American Community Survey 5-year Estimate, CCTS serves a diverse population of 179,1871 city residents. That diversity is reflected in the table below, which includes the City of Corona and El Cerrito, Home Gardens, and Coronita in the unincorporated county areas.
City Population and Diversity
1 2023 ACS 5-Year Estimates – US Census Bureau: DP05: ACS Demographic and ... - Census Bureau Table
Demographic Population
Estimate Percent
Race
Total population 158,839 100.0%
One race 132,615 83.5%
Two or more races 26,224 16.5%
One race 132,615 83.5%
White 66,107 41.6%
Black or African American 8,429 5.3%
American Indian and Alaska Native 1,997 1.3%
Asian 18,281 11.5%
Native Hawaiian and Other Pacific Islander 443 0.3%
Some other race 37,358 23.5%
Two or more races 26,224 16.5%
White and Black or African American 842 0.5%
White and American Indian and Alaska Native 1,097 0.7%
White and Asian 2,578 1.6%
White and Some Other Race 17,995 11.3%
Black or African American and American Indian and Alaska Native 140 0.1% Black or African American and Some Other Race 382 0.2%
Hispanic or Latino and Race
Total population 158,839 100.0%
Hispanic or Latino (of any race) 76,665 48.3%
Mexican 65,547 41.3%
Puerto Rican 1,364 0.9%
Cuban 1,288 0.8%
Other Hispanic or Latino 82,174 51.7%
Not Hispanic or Latino 82,174 51.7%
White alone 49,849 31.4%
Black or African American along 7,814 4.9%
American Indian and Alaska Native alone 331 0.2%
Asian alone 17,689 11.1%
Native Hawaiian and Other Pacific Islander alone 387 0.2% Some other race alone 797 0.5%
Two or more races 5,307 3.3%
Source: U.S. Census Bureau, 2019-2023 American Community Survey 5-Year Estimate
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The following graph depicts the racial makeup of the riders, which closely mirrors the demographics of the City of Corona as a whole based on the onboard survey conducted during the Comprehensive Operations Analysis in February 2023.
The median household income in the City of Corona is $104,8712 which is greater than the California state median of $95,5213. However, pursuant to the COA, 51% of the employed riders report making less than $25,000. Because of these lower income levels, a large portion of employed ridership may be entirely dependent on transit for their mobility needs.
2 2023 ACS 1-Year Estimate for City of Corona – US Census Bureau: S1901: Income in the Past 12 Months ... - Census Bureau Table
3 2023 ACS 1-Year Estimate for California – US Census Bureau: S1901: Income in the Past 12 Months ... - Census Bureau Table
21%
13%
52%
8%
4% 2%
RIDER ETHNICITY
White/Causcasian African American
Hispanic Asian/Pacific Islander
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The table below lists passenger characteristics for DAR and Cruiser service.
Passenger characteristic estimates are based on data compiled over the first nine (9) months of FY 2024/25.
Passenger Characteristics
While seniors 60 and over account for 174 percent of the population, they, however, represent over 30 percent of the riders systemwide. Nine percent of the population is characterized by a disability5, yet, riders in this category account for 45 percent for Dial-A-Ride and 2 percent for Cruiser. The majority of Persons with Disabilities utilize Dial-A-Ride to commute to Adult Day Care centers. Student ridership accounts for
38.5% of the riders a 7% increase from the previous fiscal year.
1.3 DESCRIPTION OF SERVICES
Fixed Route Service – Corona Cruiser: Blue and Red Lines 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, senior center, library, civic center, community center and commercial/retail areas. This route serves the following schools: Centennial High School, Corona Fundamental Intermediate School, and Lee Pollard High School. This route also serves the unincorporated area of Home Gardens. The Blue Line operates with a frequency of 60-67 minutes.
The Red Line connects the residential areas of central Corona with commercial and retail areas along Sixth Street and the Ontario Avenue/California Avenue industrial and retail area. The Red Line also covers South Corona along Ontario Avenue, to, Temescal 4 2023 ACS 5-year Estimate – US Census Bureau: S0102: Population 60 Years and Over - Census Bureau Table
5 2022 ACS 5-Year Estimate for Disability Characteristics – US Census Bureau: S1810: Disability Characteristics - Census Bureau Table
34.8% 27.7%
44.6% 38.5%
17.1% 32.1%
1.8% 0.6%
1.2% 0.1%
0.4% 0.6%
Dial-A-Ride Corona Cruiser
Personal Care Attendants
Companion
Children
General Public
Students
Seniors/Persons with Disabilities
RTA Transfers
Metrolink Transfers
Children
Seniors
Persons with Disabiities
ADA Certified
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Canyon Road to serve the El Cerrito county area and The Crossings shopping complex at Cajalco Road. This route serves the following schools: Centennial High School, Corona High School and El Cerrito Middle School, as well as the library, community center and Corona Transit Center and North Main Corona Metrolink Station (on selected AM & PM trips). The service is extended to The Shops at Dos Lagos on Saturdays.
The Red Line operates with a frequency of 50-66 minutes.
The Cruiser schedule is as follows:
Blue Line Red Line
Monday – Friday 6:30 a.m. – 7:09 p.m. 6:30 a.m. – 7:05 p.m.
Saturday 8:52 a.m. – 3:50 p.m. 9:00 a.m. – 5:09 p.m.
Sunday no service no service
The Cruiser does not operate on the following holidays: New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day.
Corona Dial-A-Ride/Paratransit Service
Dial-A-Ride (DAR) provides specialized service to seniors (60 and older), persons with disabilities, and individuals certified for complementary paratransit service under the Americans with Disabilities Act. Reservations for DAR service can be made one (1) to fourteen (14) days in advance; same-day service may be accommodated if space is available. DAR 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). Door-to-door assistance for ADA certified passengers is available upon request when:
• Drivers can maintain visibility of the bus at all times; • The outermost door is within 150 feet from the bus;
• Driver safety and security is maintained; and
• A safe parking area is available.
The ADA certification process in western Riverside County is administered by the Riverside Transit Agency (RTA). Additional information and an application is available online at Home - Riverside Transit Agency or by calling RTA at (951) 795-7887.
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Individuals certified for ADA complementary service are afforded priority service, expanded service hours to match the Corona Cruiser hours, and the ability to leave voicemail message reservations on Sundays and Holidays for next-day service.
The DAR schedule is as follows:
Non-ADA Complementary ADA Complementary
Paratransit
Monday – Friday 6:42 a.m. – 6:00 p.m. 6:30 a.m. – 7:09 p.m.
Saturday 8:52 a.m. – 5:09 p.m. 8:52 a.m. – 5:09 p.m.
Sunday no service no service
DAR service does not operate on the following holidays: New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day.
1.4 OPERATING DATA FOR CORONA TRANSIT
SERVICES
The table below reflects FY 2024/25 planned versus year-end estimates using data from July 2024 through March 2025.
The original passenger trip projection for FY2024/25 was 210,845. Based on current data, that projection is expected to fall short by 17%. The current projection is 174,092 in ridership on DAR and the Cruiser, based on data gathered from July 2024 through March 2025. Staff had projected based on improving conditions, free fare subsidy; however, the ongoing construction of McKinley Grade Separation and citywide pavement impacted the service.
Performance Indicator Planned Yearend Estimate
Operating Expense $ 3,754,492 $ 3,365,285
Fare Revenue* $ 366,303 $ 388,626
Passenger Trips 210,845 174,092
Vehicle Revenue Hours (VRH) 28,820 28,440
Vehicle Revenue Miles (VRM) 367,296 358,113
Operating Cost per VRH $ 130 $ 118
*Includes LCTOP revenues for fare subsidy. Does not include federal funds for fare recovery calculation nor interest revenue.
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The following graph reflects the ridership for the fixed route service and the Dial-A-Ride service over the past five years.
While ridership for the Corona Cruiser had been recovering, various construction activities impacted the service, decreasing its on-time performance efficiency. In addition, due to citywide pavement, multiple stops could not be serviced, and the routes had to be detoured. Looking at month-to-month data, the decline in ridership coincided with the citywide pavement project. Ridership for FY 2024/25 is expected to decrease by 10% compared to the previous fiscal year.
Dial-A-Ride's ridership continues to climb steadily. Based on numbers from the first three quarters, FY 2024/25 ridership is expected to increase by 4% compared to the previous fiscal year.
1.5 CURRENT FARE STRUCTURE
The table on the following page depicts the current fare structure, which the City Council adopted on August 16, 2023, as part of the service improvement plan. This structure became effective on January 1, 2024.
* FY 2024/25 year-end estimate is based on data collected from July 2024-March 2025.
FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25*
Dial-A-Ride 40,316 13,386 22,673 38,141 47,186 49,053
Corona Cruiser 100,186 76,645 95,892 120,272 139,080 125,039 10,000
30,000
50,000
70,000
90,000
110,000
130,000
150,000
Passenger Trips
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Fare Structure
Although the fares were increased, effective October 1, 2023, the City implemented a new fare subsidy program that includes free fares for students, seniors, and persons with disabilities and a reduced fare of $1.00 for the general public. This program is effective through June 30, 2026. The funding for this program is provided by the California State Department of Transportation under the Low Carbon Transit Operations Program Funds.
For general public riders who utilize the service more frequently, the option to purchase the multi-day pass will continue, as it may be more cost-effective than paying a $1 fare for each trip.
In addition, CCTS will continue to use Air Quality Management District (AQMD) funds to subsidize Cruiser multi-day passes, 15-day passes, and 31-day passes. AQMD funds allow riders to purchase their multi-day passes at a 30% reduced price. On average, riders save 18-22% with the purchase of multi-day passes. With the addition of this program, riders save an average of 50% on fares.
CCTS Fare Collection System
CCTS offers the following two options to pay for trips on CCTS buses: cash (paid to the bus driver at the time of boarding) and paper fare media. Paper fare media includes oneway DAR tickets, Day and Multi-Day passes. While Day passes can be purchased on Fare Type Per Ride Day
Pass 31 Day 15 Day
General Public $1.75 4.00 $ $ 35.00 $ 17.50
Student $1.75 4.00 $ $ 24.50 $ 12.25
Seniors (60+) $0.75 2.00 $ $ 16.10 $ 8.05
Persons with Disabilities $0.75 2.00 $ $ 16.10 $ 8.05
Medicare Card Holders $0.75 2.00 $ $ 16.10 $ 8.05
Children (46" tall or under) $0.50 - - -
Fare Type
Seniors (60+)
Persons with Disabilities/ADA Certif
Medicare Card Holders
Children (46" tall or under)
$3.50
$3.50
$3.50
$0.50
Corona Cruiser
Dial-A-Ride
Per Ride
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board the bus or in advance, Multi-day passes must be purchased in advance. Cash and paper fare-media tickets are dropped into the “farebox” that possesses a top compartment that facilitates the bus operator’s ability to verify at a glance the fare deposited. The operator activates a lever that allows the fares to drop into the secure bottom compartment.
Multi-day Passes must be validated and activated by the bus operator on the first day of use. Bus operators are tasked with writing the initial use date and expiration date and initialing the pass; this process activates the pass for fifteen (15) or thirty-one (31) consecutive days. At the time of each use, the bus operator verifies that the multi-day pass is current and that the passenger possesses the corresponding documentation for a student and/or senior/disabled pass holder.
CCTS recognizes that the current fare collection and validating systems are onerous, inefficient, and insufficient. Future plans to improve this service include the implementation of a comprehensive Intelligent Transportation System (ITS). ITS features that will be explored include digital fareboxes, smart card system and/or mobile ticketing applications. Of note, cash payment options will remain available. CCTS staff is working with Caltrans under their California Integrated Travel Project (Cal-ITP) to participate in their statewide procurement for a fare payment system.
1.6 REVENUE FLEET
The CCTS active fleet consists of 20 transit buses (see Table 1.1). All buses are compliant with the Americans with Disabilities Act requirements for accessibility and wheelchair securement.
The Fixed Route fleet consists of seven (7) 2015 El Dorado National EZ Rider II heavyduty/low-floor buses. EZ Rider II buses are powered with Compressed Natural Gas (CNG) and were placed into Corona Cruiser service in February 2016.
The Dial-A-Ride fleet consists of eleven (11) 2017 Glaval Universal E450 and two (2) 2012 El Dorado Aerotech 240 cutaway vehicles. These buses are also powered by Compressed Natural Gas (CNG). The 2017 buses were placed in service July 2018.
Table 1.1 - Fleet Inventory
FY 2025/26 Short Range Transit Plan
City of Corona
Bus (Motorbus) / Purchased Transportation
Lift and
Ramp
Equipped
Vehicle
Length
Year
Built
Mfg.
Code
Seating
Capacity
Model
Code
Fuel
Type
Code
Life to Date
Vehicle Miles
Prior Year End
FY 2023/24
Life to Date
Vehicle Miles
through
March
FY 2024/25
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2024/25
# of
Active
Vehicles
FY 2024/
25 # of
Contingency
Vehicles
FY 2024/25
2015 EDN EZ RiderII 30 7 32 CN 7 0 1,482,197 1,618,512 231,216 Totals: 30 7 7 0 1,482,197 1,618,512 231,216
4/17/2025
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Table 1.1 - Fleet Inventory
FY 2025/26 Short Range Transit Plan
City of Corona
Demand Response / Purchased Transportation
Lift and
Ramp
Equipped
Vehicle
Length
Year
Built
Mfg.
Code
Seating
Capacity
Model
Code
Fuel
Type
Code
Life to Date
Vehicle Miles
Prior Year End
FY 2023/24
Life to Date
Vehicle Miles
through
March
FY 2024/25
Average Lifetime
Miles Per Active
Vehicle As Of
Year-To-Date
(e.g., March)
FY 2024/25
# of
Active
Vehicles
FY 2024/
25 # of
Contingency
Vehicles
FY 2024/25
2012 EDN AEROTECH 20 0 26 CN 2 313,971 313,971 156,985
2017 GLV E-450 18 11 25 CN 11 0 1,099,773 1,274,606 115,873 Totals: 38 11 13 0 1,413,744 1,588,577 122,198
4/17/2025
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1.7 EXISTING FACILITIES AND BUS STOP AMENITIES
CCTS operates from a City-owned facility located at 735 Public Safety Way, known as the Corporation Yard. MV Transportation (Contractor), the contractor retained to operate transit service, provides administrative and dispatching service from this location, as well as fueling and vehicle parking. Maintenance is performed by the contractor at an off-site facility located at 1930 S. Rochester Ave., Suite 119, Ontario, CA 917661.
The Cruiser (Blue and Red Line) fixed route service includes 187 bus stops and 27 bus stop shelters. The Contractor is responsible for maintaining all bus stops. CCTS supplies the Contractor with all required equipment (I-stop signs, kiosks, benches, trash receptacles, etc.) to maintain the bus stop facilities properly.
In 2022, CCTS purchased solar-powered dusk-to-dawn bus stop lighting and signaling LED and ADA-compliant activation push buttons. These lights and push buttons were installed in November 2023 at various dimly lit bus stops to improve safety and visibility.
The Cruiser also serves the Corona Transit Center, owned and operated by the Riverside Transit Agency (RTA). The Corona Transit Center provides a safe and efficient transfer point between local and regional bus lines as well as regional commuter trains serving Los Angeles, Orange, Riverside, and San Bernardino counties. Trains are accessible via a pedestrian bridge to the adjacent North Main Corona Metrolink commuter rail station.
1.8 EXISTING COORDINATION BETWEEN TRANSIT
AGENCIES
CCTS staff and RTA planning and operations staff work together to coordinate bus stop location, relocations, bus routing, layover areas and facilities, and transfer points. CCTS and RTA have a reciprocal agreement that allows valid pass-holders a ‘no cost’ one-way transfer between Cruiser and RTA buses at bus stops served by both Cruiser and RTA routes 1 and 3. Transfers between bus systems are an effective way to promote public transit as a low-cost, eco-friendly and stress-free alternative to automobile trips.
In addition, CCTS coordinates marketing efforts with Metrolink to promote the use of both Metrolink and Corona’s transit services. To incentivize multimodal transportation, valid Metrolink pass-holders ride at no charge on Cruiser Blue and Red Lines to and from the Corona Transit Center and North Main Metrolink Station.
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1.9 REFERENCE OF PRIOR AND/OR EXISTING STUDIES
AND PLANS
Comprehensive Operations Analysis (COA)
In 2023, CCTS conducted a Comprehensive Operational Analysis (COA) that included a route-by-route analysis of the Corona Cruiser Fixed Route service with the primary goal of developing a plan to enhance the efficiency and effectiveness of the City of Corona Transit Service with an outlook to respond to the changing demands for transit throughout Corona’s service area and to provide recommendations for service improvements derived from the analysis. The COA was conducted by Transportation Management and Design (TMD). The goal of the COA was to analyze the transit system and produce a comprehensive plan to enhance customer experience and routes, improve services within the program’s financial capacity, and outline steps to implement service alternatives to ensure the program’s sustainability. Further, through the COA process, CCTS wanted to improve the customer travel experience by reducing travel time, improving service frequencies and connections where possible, and introducing new and innovative transit options such as micro transit and/or on-demand services.
The COA evaluated the DAR program cost/benefit and fare structure as well as opportunities to expand or enhance the program to on-demand, micro-transit, including a demand response program targeting low-income households.
TMD and City staff have collaborated to achieve the best possible outcome for the study.
Some key components of this study included the following analysis:
• Onboard rider survey – A total of 123 rider surveys were collected; a $10 gift card was provided to incentivize the completion of the survey. • Community-wide survey – over 500 surveys collected with five3 $50 gift card prizes given randomly.
• Route Productivity analysis for potential restructuring of services to provide improved frequency and improved coordination with our regional service providers.
• Fare analysis.
• Unmet Needs Analysis to determine if any expansion or implementation of new service should be incorporated.
Onboard Corona Cruiser rider survey results- key takeaways
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• 31% of our riders are seniors 60 years of age and older. Youth riders under the age of 18 are the second largest age group, making up 18% of the boarding. • 52% of the riders are Hispanic/Latino which closely mirrors the demographic of the City as a whole.
• We do a good job of retaining of existing riders with 39% using Cruiser for five years or more.
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Transit Demand Potential
TMD performed a market analysis to help understand who in the community needs transit, and where and when they need it. They used indicators such as residential and job density, census demographics, profile of riders, community trip patterns and the shape of land use patterns and street networks to determine the transit demand potential in the City of Corona. While the current routes already provide service to many of the areas scoring high on the transit demand potential map, there are locations along the routes that do not have enough housing or employment density for public transit to perform well.
These suggest various options for changes to the Corona Cruiser network including ondemand services and modifying the segments of the routes.
TMD used the travel demand modeling online platform Replica, which gathers anonymous location-based data from cellphone carriers, credit card processors, the U.S.
Census Bureau and more, it is possible to compare the data collected in the Corona
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Cruiser on-board survey with the origin-destination travel patterns for all trips that start and end within the City of Corona service area on an average day. These general community travel patterns reveal a few locations that the Corona Cruiser does not currently serve, including the areas immediately north of SR-91, both toward the North Corona and Downtown Corona areas. There are additional heavy travel patterns within smaller areas including in the neighborhoods of West and South Corona.
Goals of Service Alternatives
The following goals and objectives were identified to assist with developing service recommendations:
Objective 1 – Coverage
• Maintain coverage for the majority of existing riders. • Expand access to more destinations.
• Enhance direct service to and from key shopping areas without requiring transfers (e.g., Citrus Village, Corona Village, Corona Town & Country, Corona Hills Plaza).
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• Pilot a new microtransit service in areas presumed to be difficult to service effectively with fixed route service.
Objective 2 – Reliability
• Update schedules to improve service reliability.
• Improve frequency on productive corridors.
Objective 3 – Productivity
• Increase ridership through various service enhancements. • Eliminate unproductive route deviations and streamline route alignments.
Objective 4 – Cost
• Provide services that are sustainable and within projected budget enhancement.
COA Recommendations
Based on the analysis of the routes, rider and community survey, transit demand potential, TMD recommended two scenarios with varied service enhancements in the following years for growth opportunities. These scenarios were presented to the City Council in November 2022, followed by public outreach events to seek input from the public and target populations such as seniors and students.
Of the two scenarios, scenario 2 was the preferred choice. TMD developed an implementation plan based on scenario 2, which will include draft schedules and bus stop changes.
The COA will provide a multi-year service expansion and/or restructuring plan that will include increased frequency and Sunday service after the initial implementation Further, the plan will include the adoption of increased fares to match that of RTA fares. While fares will be increased, the fares to the public will stay stagnate for the first two years after the effective date. CCTS will utilize either LCTOP or AB2766 funds to subsidize the difference.
On August 6, 2023, the City Council approved Scenario Two (2) of the proposed service recommendation as outlined in the final report of the Comprehensive Operational Analysis. The final plan is available at Comprehensive Operation Analysis | City of Corona (coronaca.gov). The City desires to enter into an agreement with a qualified professional consulting firm to perform the activities and various tasks included in the final plan. Staff is currently reviewing the proposal received as a result of the RFP release and is expecting to take it to City Council for award.
Zero Emission Bus Analysis and Rollout Plan
The California Air Resources Board (CARB) instituted the Innovative Clean Transit (ICT) regulation in December 2018. Per the regulation, all public transit agencies are required
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to develop the Zero Emission Bus (ZEB) Rollout Plan to deploy zero-emission buses by 2040. The ZEB rollout plan will provide a timeline and estimated cost for a phased transition to meet CARB’s regulations. The development of the ZEB rollout plan for CCTS is being conducted through a joint collaboration with RCTC and the smaller transit agencies in Riverside County. RCTC awarded the contract to the Center for Transportation and the Environment (CTE) to develop the ZEB Rollout and Implementation Plans for the smaller transit agencies. On March 15, 2023, Corona Council approved mixed-fleet technology. CTE developed the rollout plan based on the approved technology. On June 7, 2023, the City Council adopted the rollout plan. The Plan received CARB approval on July 14, 2023. Activities related to the ZEB rollout are included in the professional consulting services as mentioned above.
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Chapter 2 – Existing Service and Route Performance
2.1 KEY PERFORMANCE INDICATORS
The Riverside County Transportation Commission (RCTC) is the designated Regional Transportation Planning Agency (RTPA) with fiduciary and administrative oversight of transit operators in Riverside County. Each year, RCTC reviews and approves the ShortRange Transit Plan and allocates local, state, and federal funding. RCTC monitors performance that measures the effectiveness and efficiency of CCTS services. Over this chapter, you will see these measurements through Tables 2.0 - 2.3. These tables measure the current year’s performance (FY 2024/25), the upcoming year’s performance (FY 2025/26), performance by service (fixed-route and DAR), and performance by route (Red and Blue lines and DAR). The remaining components of Chapter 2 will explain what CCTS staff is doing to improve services, where major trip generators are located, and finally, any service changes that took place in FY 2024/25.
Table 2.0 provides a breakdown of all services by RCTC’s performance metrics, including farebox recovery ratio in the current fiscal year. By statute, transit operators serving urban areas must recover a minimum of 20 percent of operating costs through fare revenue for fixed route and 10 percent for Dial-A-Ride Specialized Service. Table 2.0 provides a summary of Fare revenue, which includes passenger fares, interest on investments, advertising revenue, local contributions, and the proceeds from the sale of surplus vehicles. A farebox recovery ratio below the minimum requirement endangers the receipt of state funding. The farebox recovery ratio is a mandatory performance indicator.
Through the third quarter of this fiscal year (July 2024-March 2025), CCTS lags behind the mandatory farebox recovery ratio. However, Table 2.0 – 2.2 below does not include all of the approved legislative inclusions and exclusions in AB 149. At the end of the fiscal year, CCTS expects to meet the FFR by utilizing the inclusions and exclusions in AB149.
LCTOP and federal funds will be used as local match, and DAR service will be excluded in the calculation to meet the FFR of 20% for fixed route.
If needed, the City contributes the difference to bridge the gap between fare revenue received throughout the year and the amount required to meet the farebox recovery ratio.
The contribution of funds is made only after all revenues and expenses are reconciled following the close of the fiscal year.
Further, CCTS continued focusing on other areas of improvement, which include:
Sanitization of buses and bus stop shelters and equipment Continue to provide hand sanitizer and masks on board the buses. Increased customer satisfaction by reducing the number of complaints. Timely repairs and preventive maintenance of revenue vehicles to reduce road calls and missed service.
Increase on-time performance.
FY 2024/25 Short Range Transit Plan Review
City of Corona
FY 2024/25 Plan FY 2024/25 Target
FY 2024/25
Year to Date
Through 3rd Quarter
Year to Date
Performance
Scorecard
Data Elements
Table 2.0 -- Service Provider Performance Measures Report Unlinked Passenger Trips 210,845
Passenger Miles 893,002
Total Actual Vehicle Revenue Hours 28,820.0
Total Actual Vehicle Revenue Miles 367,290.0
Total Actual Vehicle Miles 413,627.0
Total Operating Expenses $3,754,492
Total Passenger Fare Revenue $89,300
Net Operating Expenses $3,665,192
Performance Indicators
Mandatory:
1. Farebox Recovery Ratio 9.75% >= 15.00% 6.50% Fails to Meet Target Additional:
1. Operating Cost Per Revenue Hour $130.27 <= $112.30 $111.52 Meets Target
2. Subsidy Per Passenger $17.38 >= $13.12 and <= $17.76 $17.06 Meets Target
3. Subsidy Per Passenger Mile $4.10 >= $3.11 and <= $4.21 $4.01 Meets Target
4. Subsidy Per Hour $127.18 >= $87.54 and <= $118.44 $104.27 Meets Target
5. Subsidy Per Mile $9.98 >= $6.90 and <= $9.34 $8.30 Meets Target
6. Passengers Per Revenue Hour 7.32 >= 5.67 and <= 7.67 6.11 Meets Target
7. Passengers Per Revenue Mile 0.57 >= 0.45 and <= 0.61 0.49 Meets Target Note: Targets reflect +/- 15%
Productivity Performance Summary:
Service Provider Comments:
5/7/2025
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2.2 SRTP PERFORMANCE REPORT
Table 2.1, SRTP Performance Report, lists planned performance targets set by RCTC for FY 2025/26. However, the information in the table is not accurately reflected. For example, for FY 2023/24, while the operating expenses are accurate, passenger fare revenues and the farebox recovery ratio are not reflected accurately. CCTS had met the farebox recovery ratio for the audited period.
Table 2.1 indicates that CCTS fails to meet the farebox recovery ratio for FY 24/25 and FY 25/26. As previously noted, the farebox recovery ratio is:
• 10 percent for Specialized DAR, and
• 20 percent for fixed route.
As mentioned in section 2.0, CCTS intends to utilize the inclusions included in AB149 to assist with meeting the farebox recovery ratio. FY 2025/26 plan includes passenger fares, fare subsidy using LCTOP, and Federal Transit Administration funds as local funds.
With the inclusion of LCTOP and FTA funds and the exclusion of specialized services, CCTS will be able to meet its farebox recovery ratio. If unable to meet the FFR using the inclusions, CCTS will utilize the General Fund to close any gaps in funding. As such, Table 2.1 does not include the approved exclusions from AB 149, determined when the annual financial statements are provided.
In addition, the table indicates that CCTS also fails to meet other targets (operating costs per revenue hours and subsidy per passenger mile and per revenue hour/mile). The table does not accurately reflect the subsidy as it doesn’t account for the inclusion of LCTOP revenues as passenger fares. When accurately reflected, for example, the subsidy per passenger equates to $19.65 (a few cents outside the target set for FY 25/26). However, overall operating costs have increased by five percent, more than the CPI of 3.95%.
Chapter 4 covers the detailed breakdown.
FY 2025/26 - Table 2.1 -- SRTP Performance Report
Service Provider: City of Corona
All Routes
Performance Indicators FY 2025/26
Plan
Plan Performance
Scorecard (a) FY 2025/26 Target
FY 2024/25
3rd Quarter
Year-to-Date
FY 2023/24
End of Year
Actual
Passengers 186,266 11,930 181,055 None
Passenger Miles 786,712 51,361 770,267 None
Revenue Hours 28,328.2 2,385.1 28,820.0 None
Total Hours 32,877.4 2,754.0 33,310.0 None
Revenue Miles 359,002.0 30,167.0 362,788.0 None
Total Miles 403,689.0 34,024.0 407,413.0 None
Operating Costs $3,024,931 $272,739 $3,945,326 None
Passenger Revenue $295,235 $15,088 $85,650 None
Measure-A Revenue None
LCTOP Revenue $300,000 None
Operating Subsidy $2,729,695 $257,651 $3,859,676 None
Operating Costs Per Revenue Hour $106.78 $114.35 $136.90 <= $115.92 Fails to Meet Target Operating Cost Per Revenue Mile $8.43 $9.04 $10.88 None Operating Costs Per Passenger $16.24 $22.86 $21.79 None Farebox Recovery Ratio 9.76% 5.53% 9.77% >= 0.2 Fails to Meet Target Subsidy Per Passenger $14.65 $21.60 $21.32 >= $14.50 and <= $19.62 Fails to Meet Target Subsidy Per Passenger Mile $3.47 $5.02 $5.01 >= $3.41 and <= $4.61 Fails to Meet Target Subsidy Per Revenue Hour $96.36 $108.03 $133.92 >= $88.63 and <= $119.91 Fails to Meet Target Subsidy Per Revenue Mile $7.60 $8.54 $10.64 >= $7.06 and <= $9.55 Fails to Meet Target Passengers Per Revenue Hour 6.58 5.00 6.28 >= 5.19 and <= 7.03 Meets Target Passengers Per Revenue Mile 0.52 0.40 0.50 >= 0.42 and <= 0.56 Meets Target a) The Plan Performance Scorecard column is the result of comparing the FY 2025/26 Plan to the FY 2025/26 Primary Target.
TransTrack Manager™
5/7/2025
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FY 2025/26 – FY 2027/28 Short Range Transit Plan
2.3 SERVICE SUMMARY
Table 2.2 depicts the year-to-year performance data. However, as mentioned in the prior section, the information in Tables 2.0-2.2 is not accurately reflected. FY 2022/23 & 2023/24, while the operating expenses are accurate, passenger fare revenues and the farebox recovery ratio are not reflected accurately. CCTS had met the farebox recovery ratio for the two audited periods. For FY 2024/25 and FY 2025/26, CCTS is expected to meet its FFR using AB149 inclusions, which include LCTOP funds and federal funds as local match.
The graph below depicts passenger trips over the past five years. Ridership for FY 2024/25 is expected to decrease an estimated 6.5 percent (or ~12k riders) from the previous fiscal year. While the COVID-19 pandemic had devastating impacts, the system had been slowly recovering. However, the ongoing McKinley project and citywide pavement have impacted the service efficiency. Systemwide ridership was projected to increase, rather it has had the opposite effect. Therefore, based on the data for the past nine months, staff is being cautious about FY 2025/26 projections and is estimating a 4 percent increase in systemwide ridership.
Corona Cruiser
CCTS operates the Cruiser along two fixed routes – the Blue Line and Red Line. The Cruiser totaled 139,080 passenger trips in FY 2023/24. Using the number of passenger * FY 2024/25 year-end estimate is based on data collected from July 2024-March 2025. ** FY 2025/26 projections are based on a 4% percent increase over estimated FY 2024/25 year-end totals. 10,000
30,000
50,000
70,000
90,000
110,000
130,000
150,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* FY 25/26** Dial-A-Ride Corona Cruiser
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FY 2025/26 – FY 2027/28 Short Range Transit Plan
trips recorded during the first nine months of FY 2024/25 as a basis for estimating yearend totals, passenger trips on the Corona Cruiser are projected to decrease by 10 percent, or an estimated 14,041 trips, compared to the previous fiscal year for a total of approximately 125,039 trips. As mentioned in the previous sections, the ongoing McKinley Grade Separation project and citywide pavement have impacted the Corona Cruiser service. These activities have caused disruptions in the service, including the inability to service some of the major bus stops. Much of the impact was experienced on the Blue Line with a 19 percent drop in ridership compared to the Red Line, which experienced a 4 percent decrease. The detoured section of the Blue Line (around McKinley) is expected to be reinstated. This will provide an opportunity to regain some of the lost riders and improve on-time performance. The City will continue to offer the fare subsidy program through the end of FY2024/25. Therefore, staff is optimistic and cautiously projecting a 4 percent increase in ridership. See the graphs below and the following page of passenger trends by route.
* FY 2024/25 year-end estimate is based on data collected from July 2024-March 2025. ** FY 2025/26 projections are based on a 4% percent increase over estimated FY 2024/25 year-end totals. -
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* FY 25/26**
CORONA CRUISER PASSENGER TRIPS
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FY 2025/26 – FY 2027/28 Short Range Transit Plan
Dial-A-Ride
Dial-A-Ride provided 47,186 passenger trips in FY 2023/24. Using data collected from the first nine months of FY 2024/25 as a basis for estimating year-end totals, passenger trips are estimated to increase by 4 percent, or 1,870 trips, as compared to FY 2023/24.
While this increase isn’t significant, ridership is slowly making it’s way to pre-COVID numbers. Using data for the first nine months of FY 2024/25, staff is projecting a modest increase of 4% for FY 2025/26 based on improving COVID-19 conditions and the free fare program.
* FY 2024/25 year-end estimate is based on data collected from July 2024-March 2025. ** FY 2025/26 projections are based on a 4% percent increase over estimated FY 2024/25 year-end totals. -
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* FY 25/26**
CORONA CRUISER PASSENGER TRIPS BY ROUTE
Blue Line Red Line
* FY 2024/25 year-end estimate is based on data collected from July 2024-March 2025. ** FY 2025/26 projections are based on a 4% percent increase over estimated FY 2024/25 year-end totals. -
10,000
20,000
30,000
40,000
50,000
60,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* FY 25/26**
DIAL-A-RIDE PASSENGER TRIPS
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Productivity Measures
Productivity had been steadily increasing since FY 2021/22 on the Cruiser and DAR as measured by the number of passengers per revenue hour and revenue miles. However, productivity on the Corona Cruiser is expected to decline in FY 24/25 as a result of construction activities, as mentioned in the prior section. DAR, though, continues to improve steadily. While staff is optimistic that productivity will increase in FY 25/26, increased traffic congestion resulting from construction work throughout the city continues to impact the Cruiser and DAR service. Freeway lane reductions and ramp closures, local street and lane closures, detours, and the movement of heavy equipment all increase congestion and impact traffic flow, which slows buses. Slower speeds result in longer duration trips, thereby impacting productivity.
Staff will continue to monitor and take measures to improve service. One of these measures is continuing the fare subsidy program.
Mode Productivity Measure FY
19/20
FY
20/21
FY
21/22
FY
22/23
FY
23/24
FY
24/25*
FY
25/26**
Passengers per revenue hour 6.88 5.30 6.66 8.34 9.72 8.73 9.08 Passengers per revenue mile 0.58 0.46 0.57 0.66 0.76 0.69 0.71 Passengers per revenue hour 3.42 2.11 2.82 3.29 3.37 3.47 3.52 Passengers per revenue mile 0.27 0.16 0.21 0.26 0.27 0.28 0.28 *FY 2024/25 performance is measured based on estimates covering the period July 2024 through March 2025.
Corona Cruiser
Dial-A-Ride
**FY 2025/26 performance is measured based on FY 2024/25 estimated yearend total with a 4 percent increase.
Performance Measure FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25
Yearend
Estimate*
FY 202/26
Planned
System-wide Passenger Trips 140,175 90,031 118,565 158,413 186,266 174,092 181,056 Cost per Service Hour $86.22 $91.33 $96.21 $103.22 $106.78 $118.34 $136.90 *Estimate based on all expenses (including operations contract cost and fuel) up to the quarter ending March 2025.
Table 2.2 -- City of Corona -- SRTP Service Summary
FY 2025/26 Short Range Transit Plan
All Routes
FY 2022/23
Audited
FY 2023/24
Audited
FY 2024/25
Plan
FY 2024/25
3rd Qtr Actual
FY 2025/26
Plan
Fleet Characteristics
Peak-Hour Fleet 3 3 13 3 13
Financial Data
Total Operating Expenses $2,685,728 $3,024,931 $3,754,492 $2,381,840 $3,945,326 Total Passenger Fare Revenue $66,461 $295,235 $366,403 $154,901 $385,650 Net Operating Expenses (Subsidies) $2,619,268 $2,729,695 $3,665,192 $2,226,939 $3,859,676 Operating Characteristics
Unlinked Passenger Trips 158,413 186,266 210,845 130,569 181,055 Passenger Miles 475,074 786,712 893,002 555,481 770,267 Total Actual Vehicle Revenue Hours (a) 26,019.8 28,328.2 28,820.0 21,358.4 28,820.0 Total Actual Vehicle Revenue Miles (b) 329,473.0 359,002.0 367,290.0 268,278.0 362,788.0 Total Actual Vehicle Miles 368,738.0 403,689.0 413,627.0 308,024.0 407,413.0 Performance Characteristics
Operating Cost per Revenue Hour $103.22 $106.78 $130.27 $111.52 $136.90 Farebox Recovery Ratio 2.47% 9.76% 9.75% 6.50% 9.77%
Subsidy per Passenger $16.53 $14.65 $17.38 $17.06 $21.32 Subsidy per Passenger Mile $5.51 $3.47 $4.10 $4.01 $5.01 Subsidy per Revenue Hour (a) $100.66 $96.36 $127.18 $104.27 $133.92 Subsidy per Revenue Mile (b) $7.95 $7.60 $9.98 $8.30 $10.64 Passenger per Revenue Hour (a) 6.1 6.6 7.3 6.1 6.3
Passenger per Revenue Mile (b) 0.48 0.52 0.57 0.49 0.50 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.
TransTrack Manager™
5/7/2025
Table 2.2 -- Corona-BUS -- SRTP Service Summary
FY 2025/26 Short Range Transit Plan
All Routes
FY 2022/23
Audited
FY 2023/24
Audited
FY 2024/25
Plan
FY 2024/25
3rd Qtr Actual
FY 2025/26
Plan
Fleet Characteristics
Peak-Hour Fleet 2 2 5 2 5
Financial Data
Total Operating Expenses $1,401,431 $1,476,173 $1,905,268 $1,262,256 $1,974,888 Total Passenger Fare Revenue $66,461 $295,235 $222,413 $154,901 $215,150 Net Operating Expenses (Subsidies) $1,334,971 $1,180,937 $1,825,968 $1,107,355 $1,899,738 Operating Characteristics
Unlinked Passenger Trips 120,272 139,080 155,138 93,779 130,040 Passenger Miles 475,074 549,366 612,795 370,427 513,659 Total Actual Vehicle Revenue Hours (a) 14,425.7 14,309.5 14,320.0 10,780.5 14,320.0 Total Actual Vehicle Revenue Miles (b) 181,113.0 182,896.0 184,082.0 136,487.0 182,194.0 Total Actual Vehicle Miles 192,427.0 194,947.0 196,344.0 145,612.0 194,382.0 Performance Characteristics
Operating Cost per Revenue Hour $97.15 $103.16 $133.05 $117.09 $137.91 Farebox Recovery Ratio 4.74% 20.00% 11.67% 12.27% 10.89% Subsidy per Passenger $11.10 $8.49 $11.77 $11.81 $14.61 Subsidy per Passenger Mile $2.81 $2.15 $2.98 $2.99 $3.70 Subsidy per Revenue Hour (a) $92.54 $82.53 $127.51 $102.72 $132.66 Subsidy per Revenue Mile (b) $7.37 $6.46 $9.92 $8.11 $10.43 Passenger per Revenue Hour (a) 8.3 9.7 10.8 8.7 9.1
Passenger per Revenue Mile (b) 0.66 0.76 0.84 0.69 0.71 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.
TransTrack Manager™
5/7/2025
Table 2.2 -- Corona-DAR -- SRTP Service Summary
FY 2025/26 Short Range Transit Plan
All Routes
FY 2022/23
Audited
FY 2023/24
Audited
FY 2024/25
Plan
FY 2024/25
3rd Qtr Actual
FY 2025/26
Plan
Fleet Characteristics
Peak-Hour Fleet 1 1 8 1 8
Financial Data
Total Operating Expenses $1,284,297 $1,548,758 $1,849,224 $1,119,584 $1,970,438 Total Passenger Fare Revenue $143,990 $170,500
Net Operating Expenses (Subsidies) $1,284,297 $1,548,758 $1,839,224 $1,119,584 $1,959,938 Operating Characteristics
Unlinked Passenger Trips 38,141 47,186 55,707 36,790 51,015 Passenger Miles 237,346 280,207 185,054 256,608
Total Actual Vehicle Revenue Hours (a) 11,594.2 14,018.8 14,500.0 10,578.0 14,500.0 Total Actual Vehicle Revenue Miles (b) 148,360.0 176,106.0 183,208.0 131,791.0 180,594.0 Total Actual Vehicle Miles 176,311.0 208,742.0 217,283.0 162,412.0 213,031.0 Performance Characteristics
Operating Cost per Revenue Hour $110.77 $110.48 $127.53 $105.84 $135.89 Farebox Recovery Ratio 7.78% 8.65%
Subsidy per Passenger $33.67 $32.82 $33.02 $30.43 $38.42 Subsidy per Passenger Mile $6.53 $6.56 $6.05 $7.64
Subsidy per Revenue Hour (a) $110.77 $110.48 $126.84 $105.84 $135.17 Subsidy per Revenue Mile (b) $8.66 $8.79 $10.04 $8.50 $10.85 Passenger per Revenue Hour (a) 3.3 3.4 3.8 3.5 3.5
Passenger per Revenue Mile (b) 0.26 0.27 0.30 0.28 0.28 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes.
TransTrack Manager™
5/7/2025
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2.4 SERVICE PERFORMANCE
Table 2.3 on the following two pages lists various detailed performance metrics by route for planned FY2025/26. See the above sections regarding the route-by-route breakdown of these services.
Table 2.3 - SRTP Route Statistics
City of Corona -- 3
Data Elements
Route # Day Type
Peak
Vehicles Passengers
Passenger
Miles
Revenue
Hours
Total
Hours
Revenue
Miles
Total
Miles
Operating
Cost
Passenger
Revenue
Measure-A
Revenue
FY 2025/26
LCTOP
Revenue
All Routes
COR-BLUE All Days 2 48,397 191,170 7,099 7,847 94,091 99,106 $979,024 $37,255 $69,403 COR-DAR All Days 8 51,015 256,608 14,500 17,299 180,594 213,031 $1,970,438 $10,500 $160,000 COR-RED All Days 3 81,643 322,489 7,221 8,164 88,103 95,276 $995,864 $37,895 $70,597 13 181,055 770,267 28,820 33,310 362,788 407,413 $3,945,326 $85,650 $300,000 TransTrack Manager™
5/7/2025
Table 2.3 - SRTP Route Statistics
City of Corona -- 3
Performance Indicators
Route # Day Type
Net
Subsidy
Operating
Cost Per
Revenue Mile
Operating
Cost Per
Revenue Mile
Cost Per
Passenger
Farebox
Recovery
Ratio
Subsidy Per
Passenger
Subsidy Per
Passenger
Mile
Subsidy Per
Revenue
Hour
Subsidy Per
Revenue
Mile
Passengers
Per Hour
FY 2025/26
Passengers
Per Mile
All Routes
COR-BLUE All Days $941,769 $137.91 $10.41 $20.23 10.89% $19.46 $4.93 $132.66 $10.01 6.82 0.51 COR-DAR All Days $1,959,938 $135.89 $10.91 $38.62 8.65% $38.42 $7.64 $135.17 $10.85 3.52 0.28 COR-RED All Days $957,969 $137.91 $11.30 $12.20 10.89% $11.73 $2.97 $132.66 $10.87 11.31 0.93 $3,859,676 $136.90 $10.88 $21.79 9.77% $21.32 $5.01 $133.92 $10.64 6.28 0.50 TransTrack Manager™
5/7/2025
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2.5 PRODUCTIVITY IMPROVEMENT EFFORTS
CCTS staff will continue to focus on improving the overall service monitoring, improving key performance metrics such as passengers per revenue hour and farebox recovery, and improving performance metrics, including reviewing the operation to ensure established standards are being met. The staff holds the contractor responsible for various performance standards pursuant to the contract. Some of these standards include:
• On-time performance.
• Customer service experience.
• ADA compliance standards.
• Fleet maintenance.
• Maintenance of bus stop area and equipment.
As mentioned in section 1.9, CCTS conducted the Comprehensive Operation Analysis (COA) of the fixed route system to determine underperforming stops and service expansion. As a result of the approved service improvements, the program will undergo revisions and modifications to all aspects of the transit operations. Service improvements will include restructuring of the current two routes to three small routes and the addition of two micro transit zones with ten key destinations or transfer points.
The adopted COA implementation plan included a draft of the schedules and stops based on the proposal of new service. CCTS is soliciting a consultant to develop the strategic approach necessary to execute the implementation of activities and tasks outlined in the Final Plan. Consulting services would be provided in support of needs ranging from program development and planning to project identification, project development, and system operations.
For the time being, CCTS will continue to implement its fare subsidy program to entice riders and focus on improving the customer service experience.
The abovementioned approach to reviewing standards, performing a study, and revising the schedule is intended to improve ridership, productivity, and farebox recovery.
2.6 MAJOR TRIP GENERATORS
Based on the recent service assessment performed as part of the Comprehensive Operations Analysis, the majority of boardings occur at the River Run Apartments in North Corona, as well as on two locations on the Blue Line: Magnolia Avenue at Rimpau Avenue and McKinley Street at Walmart. The stops with the next highest number of boardings is located in South Corona near El Cerrito Middle School at Temescal Canyon Road at Envoy Avenue. These suggest a few common use cases for the Corona Cruiser: trips
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from densely populated residential areas where there are apartment complexes, trips from school, and trips to shopping and employment centers. These are not common regional transfer locations, suggesting that Corona Cruiser passengers are mostly traveling locally within city limits.
Additional stops with higher ridership are located near shopping areas (Main Street & Parkridge Avenue, Target at Cajalco Road, Magnolia Avenue & McKinley Street, etc.), Downtown Corona (Main Street & Sixth Street at Corona Library), and local high schools (Centennial High School).
2.7 RECENT SERVICE CHANGES
CCTS has not implemented any service changes during FY 2024/25. While requests have been received to provide service in different parts of the City, changes will be guided based on the approved COA Plan.
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Chapter 3 – Future Service Plans, Fare Changes, Capital Planning and Marketing
3.1 PLANNED SERVICE CHANGES
CCTS has plans for service changes as outlined in the approved COA Plan. As mentioned in section 1.9, the COA recommendations were adopted by City Council.
The following services changes are planned for the next few years:
Service Current 1-3 years 3-10 years
Fixed Routes 2 routes 3 routes 3 routes
Service Frequency 60-70 minutes 60 minutes 30 minutes
Span of Service (Weekday) 6:30am-7:09 Same Increase span Span of Service (Saturday) 9:00am-5:00pm Same Increase span Sunday Service Not available Not available Yes
Microtransit Not available Yes Yes
Dial-A-Ride service will continue to operate the same days and hours as fixed route service.
The above changes will reflect restructuring of the current service to encompass the following:
o Extend transit service to areas not currently served; Green River Road vicinity (northwest area of the City) South Corona to connect this area to North Corona
Northwest Corona along promenade
Reinstate service at Vintage Terrace Senior Apartments Extending Redline to Dos Lagos on weekdays and/or during holidays/summer
o Bus stop consolidation
o Added service for City events, weekend transit to trails, parks, civic facilities loop service.
• Expansion or restructuring of service area to provide improved inter-city integration and improved interconnectivity with Riverside Transit Agency and Metrolink service plan, along with expansion into adjacent neighborhoods, such as; o Service to/from City of Corona to John F. Kennedy High and Norco College in City of Norco
o Frequent service to/from the Corona Transit Center to increase connections with Metrolink and RTA
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o Service to the West Corona Metrolink Station.
Service improvements will include route alignments, schedules, headways, hours of service, areas served, interlines, time points, traffic considerations, estimates of cost and schedules for implementation, and bus stop locations.
3.2 MARKETING PLANS AND PROMOTION
The CCTS staff is continuously looking for strategies to increase ridership and increase awareness of Corona Transit services. These marketing strategies include:
• Bus Shelter Program – CCTS plans to replace existing advertising shelters at 20- 25 bus stops. Shelters provide bus patrons with relief from the sun during hot days and protection from rain during inclement weather. These shelters will feature two panels for advertising, a bench, an area for a person with a mobility device/wheelchair, and solar-powered security lighting. These new shelters will act as a destination for bus passengers and as an ambassador as to how public transit can beautify a neighborhood and function as a marketing tool inviting motorists to try public transit.
• Poetry and Art on the Bus Program – in cooperation with Centennial High and Corona High, CCTS continues to conduct poetry and art contests, inviting students to submit original poetry and artwork to be displayed on the interior of Cruiser buses. Selected poems and artwork are rotated each month. The program works as an outreach effort and marketing campaign at high schools while providing a creative outlet for students. Cruiser patrons are rewarded with expressive, introspective, and entertaining poems to read and artwork to ponder during their time on the bus. This program was canceled during FY 2020/21 due to COVID-19.
While this program was expected to continue during FY 2022/23, competing priorities have made it difficult to restart this program. • Free Fare Program –CCTS plans to establish an on-going reduced and free fare program. Offering various free fare programs allows the riders to experience the service with little to no cost to them with the intent the rider will continue to use the service. CCTS received approval to utilize FY 2022/23 LCTOP funds for the following three-year fare subsidy program which started on October 1, 2023:
o Free fares for students on Corona Cruiser
o Free fares for seniors and persons with disabilities on Corona Cruiser and Dial-A-Ride
o Reduced fare of $1.00 for the general public on Corona Cruiser.
This program is valid through June 30, 2026.
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• Countywide Free Fare Days – Participate in the following countywide free fare days
o Car Free Day - September 22, 2025
o California Clean Air Day – October 1, 2025
o Rideshare Week – October 7-11 2025
o Election Day - November 4, 2025
o Veterans Day - November 11, 2025
o New Year’s Eve – December 31, 2026
o Transit Equity Day - February 4, 2026
o Earth Day - April 22, 2026
o Dump the Pump Day - June 18, 2026
• Community Service Events – CCTS and contractor staff will participate in community events to inform attendees of those events about available transit services.
• Updated Schedule – A new, reliable schedule, combined the completion of constructions projects, and upgrades in passenger amenities should go a long way in gaining back passengers that may have left the system for more reliable transportation alternatives.
• Social Media – Use of social media such as Facebook, Twitter etc. to market transit services available and to update the public with ongoing changes. • Customer Satisfaction Survey – On-going solicitation of customer feedback to increase rider satisfaction as well as conduct an annual rider survey. • Target Outreach – Continue building and expanding partnership with Senior living facilities and service providers, schools, churches, chamber of commerce, etc.
The above strategies will assist CCTS in regaining ridership lost due to COVID-19 pandemic.
3.3 PROJECTED RIDERSHIP GROWTH
For FY 2024/25, CCTS is projecting a decrease in ridership based on data for 3rd quarter of FY 2024/25. An estimated 6.5 percent decrease is expected compared to the previous year. However, staff is optimistic that ridership will bounce back as Staff utilizes the marketing strategies outlined in Section 3.2 in an effort to increase ridership. Further, CCTS will continue to explore options that address service attributes to attract new ridership while retaining the existing riders. Therefore, staff anticipates a 4 percent increase in ridership for FY 2025/26.
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3.4 PROPOSED FARE STRUCTURE CHANGES
On August 16, 2023, the City Council approved the new fare structure as part of the adoption of the service recommendations. The fares were evaluated through a comprehensive operations analysis to keep in line with RTA’s fare structure. See Section
1.5 for details.
Therefore, CCTS is not planning another fare structure change at this time.
3.5 CAPITAL IMPROVEMENT PLANNING
FY 2025/26 capital project includes two new projects and additional funding for projects approved in prior fiscal years. These projects are classified under the following categories: Buildings and Facilities; Maintenance Equipment; Transit Shelters and Amenities
TRANSIT SHELTERS AND AMENITIES CATEGORY
Bus Stop Improvements
CCTS provides and maintains benches, shelters, signage, and trash receptacles at bus stops. Installation of transit amenities along bus routes are based on numerous factors including, the number of passenger boardings at stops along the routes. CCTS plans to continue on-going improvements to bus stops which include upgrading bus stop accessibility and passenger amenities:
• Redesign and replace shelters that provide advertisement opportunities to generate revenue.
• Replace older blue fiberglass bus benches with metal benches. • Update bus stops to improve ADA accessibility.
• Assess locations missing amenities and, where feasible, install new shelters, benches, and trash receptacles.
• Redesign signage.
Currently, improvements to bus stops are being made as needed. The replacement of damaged equipment and assessment are based on customer complaints.
Bus stops within the City of Corona are of the following Tier System:
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Description Amenities
Tier 1 Sign, trash receptacle
Tier 2 Tier 1 with bench seating
Tier 3 Tier 2 with shelter and shelter lighting
Landmark Tier 3 with landscaping
Each location was assessed through the COA process. It was determined that 82% of the stops fall in the Tier 2 category, and 23% fall in the Tier 3 category.
However, major bus stop improvement efforts will be undertaken as a result of the COA recommendations. These efforts include:
• Removal and relocation of bus stop amenities
• New bus stop and bus stop amenities
• New ADA-accessible stops
While many stops will be eliminated and/or relocated due to restructuring of the current routes, over 60 new bus stops will be added to accommodate the one new route. All new stops will be ADA-accessible.
At a minimum, CCTS intends to have Tier 2 bus stop amenities (with lighting in locations that are dimly lit). Once the list of new stops is developed, a determination will be made for Tier 3 and Landmark locations.
In addition to the fund request in FY 2025/26, additional funding is available from prior open projects. See the table in Section 4.4, Open Projects.
BUILDINGS AND FACILITIES CATEGORY
Fueling Infrastructure
CNG Fueling Station Upgrade - Replace two aging Compressed Natural Gas (CNG) compressors with new ones. The CNG facility was initially built in 2001. Both current CNG compressors have over 20,000 hours of run time on them. Over time, compressors can lose efficiency, leading to higher energy consumption and reduced performance.
Components like seals, valves, and pistons can degrade, affecting the compressor's reliability. It is necessary for the CNG compressors to be in good working condition to keep the CNG station running without any interruption to service. Transit will continue to utilize CNG fuel for the next 14-16 years before all vehicles are replaced with zeroemission. The transit fleet utilizes 35-40 percent of the CNG fuel.
Hydrogen Fueling Station - A Hydrogen fueling infrastructure to support the deployment of the FCEB is needed. FCEB infrastructure deployment will require hiring an infrastructure planning contractor. FCEB deployment requires the installation of a fueling station and may require improvements such as upgrades to the switchgear or utility
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service connections. Planning and design work, including the development of detailed electrical and construction drawings required for permitting, is also necessary once specific charging equipment has been selected. The hydrogen fueling station, for on-site fueling, will include a hydrogen delivery system, hydrogen storage tanks, a vaporizer (for liquid storage), a compressor, a chiller, and a dispensing system that delivers fuel to the vehicles. Infrastructure is assumed to be built out in one project that will conclude prior to the first FCEB deployment in 2028.
Funding for this project is also available from the prior funding year. See the table in Section 4.4, Open Projects.
MAINTENANCE EQUIPMENT CATEGORY
Storage Container
The transit division lacks covered storage space. We are purchasing a 40-foot storage container that will allow us to store bus stop equipment, such as signs, benches, trash receptacles, etc. In the past, these have been stored out in the open and have sustained damage from the elements. Staff is in the process of ordering bus stop signs and replacement parts and has considered purchasing the storage container that will be solely used for transit.
TABLE 3 – CCTS FY 2025/26 HIGHLIGHTS
Operations
• Plan for implementation of the recommendations from the Comprehensive Operational Analysis by bringing a consultant on board to assist with the activities outlined in the final plan.
• Onboarding of additional staff who will assist with day-to-day operations, as well as data analysis and grant reporting.
• Improve Fixed Route Service
o Adjust the Corona Cruiser bus schedule to reflect actual trip times. o Establish an Reduced and Free Fare Program
o Increase Ridership
• Improve Dial-A-Ride Services
o Reduce onboard(excessive) time for riders
o Establish an ADA Subscription Services Policy
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• Work with the City’s contract transportation operator to improve:
o Operations of Corona Cruiser and Dial-A-Ride service; o Bus maintenance and cleanliness/maintenance of bus stops; and o Monitoring and verifying contractor performance.
o Improve On-Time Performance
• Continue monthly field inspections of all transit operations, i.e., inspect bus stops, buses, control/dispatch center, etc.
• Continue biweekly meetings with transit Contractor for updates on operations, safety, staff training, procedures, etc.
Capital Projects
• Intelligent Transportation System
• Bus Stop Improvement Project
• Purchase of ADA Accessible Van
• Digital Mobile Land Communication System
• Canopy/roof structure for the Bus Parking Area
• Replacement Buses
• CNG Fueling Station Upgrade
• ZEB Infrastructure:
o Battery Electric Charging Station
o Hydrogen Fueling Station
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Chapter 4 – Financial Planning
4.1 OPERATING AND CAPITAL BUDGET FOR FY 25/26
Operating Budget
To continue to provide Corona Cruiser fixed route and Dial-A-Ride service, CCTS is proposing an operating budget of $3.94 million for FY 2025/26, representing a 5.1 percent increase ($190,834) over the current year's FY 2024/25 planned budget. The operating budget, as depicted in the table on the following page, is distributed among the following four categories:
• Contracted Services: At 83 percent, contracted services constitute the largest component of the budget. These expenses represent purchased transportation services for Dial-A-Ride and Corona Cruiser, and consulting services. Contracted expenses increased by 5 percent to account for year-to-year cost increases for transit operations and an increased allocation towards consulting services.
Consulting services will assist with a myriad of projects, including service planning and implementation as well as multiple capital projects. • Salaries and Benefits: Expenses include wages, fringe benefits (pension, medical, workers’ compensation), and OPEB expenses for post-employment benefits. This expense accounts for 9 percent of the budget and a 19 percent increase in the budget line item to account for the full-year cost of the new Transit Management Analyst.
• Materials, Marketing, and Utilities: These expenses account for 3 percent of the budget and include printing and publications, advertising, Routematch Dispatching software, utilities, office supplies, minor office equipment, translation services, and administrative/ITS support services. This line item represents a 24 percent increase in budget due to an increase in the transit’s fair share of administrative costs for services provided by other departments.
• Fuel: These expenses account for 5 percent of the total budget; however, for FY 25/26, they have been decreased by 13 percent to reflect the trend from the past couple of years.
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Budget by Category and Mode
For FY 2025/26, CCTS is proposing a funding plan that includes Local Transportation Funds (LTF), Federal Transit Administration (FTA) Section 5307 funds, State of Good Repair (SGR prior year funds), Low Carbon Transit Operations Program funds, AB2766 funds and revenues generated by passenger fares, bus shelter advertising, and local funds.
Capital Budget
CCTS is requesting capital funds for the following projects:
• Bus Stop Improvements
• Hydrogen Fueling Station
• CNG Fueling Station Upgrade
Category Mode FY 2024/25
SRTP
FY 2025/26
Plan Variance
$ %
$ 126,789 $ 175,010 $ 48,221 38.0%
$ 161,368 $ 167,640 $ 6,272 3.9%
$ 288,157 $ 342,650 $ 54,493 18.9%
$ 50,340 $ 60,918 $ 10,578 21.0%
$ 36,730 $ 46,836 $ 10,106 27.5%
$ 87,070 $ 107,754 $ 20,684 23.8%
$ 110,000 $ 100,000 $ (10,000) -9.1%
$ 120,000 $ 100,000 $ (20,000) -16.7%
$ 230,000 $ 200,000 $ (30,000) -13.0%
$ 1,562,095 $ 1,634,510 $ 72,415 4.6%
$ 1,587,170 $ 1,660,412 $ 73,242 4.6%
$ 3,149,265 $ 3,294,922 $ 145,657 4.6%
$ 1,849,224 $ 1,970,438 $ 121,214 6.6%
$ 1,905,268 $ 1,974,888 $ 69,620 3.7%
$ 3,754,492 $ 3,945,326 $ 190,834 5.1%
Subtotal
Salaries & Benefits
Dial-A-Ride
Fixed Route
Subtotal
Materials, Marketing and Utilities
Dial-A-Ride
Fixed Route
Subtotal
Fuel
Dial-A-Ride
Fixed Route
Fixed Route
Total
Contracted Services
Dial-A-Ride
Fixed Route
Subtotal
Total
Dial-A-Ride
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• Storage Container
The following funds are being programmed for the above projects: STA, SGR, and SB125 ZETCP. In addition, staff will utilize funding from prior approved SRTP projects for capital projects planned for FY 2025/26 through FY 26/27. See section 4.4 for a list of open projects.
Table 4.0 - Summary of Funding Requests - FY 2025/26
City of Corona
Original
Operating
5307 RS AB 2766 FARE LCTOP OB LTF OTHR LCL SB 125 ZETCP GGRF
Project Total Amount SGR PUC99313 SGR PUC99314 STA PUC99313 STA PUC99314 of Funds
Capital Cost of Contracting - Dial-A-Ride $593,804 $475,043 $118,761 Capital Cost of Contracting - Fixed Route $604,165 $483,332 $120,833 Corona Cruiser Operating $1,370,723 $440,000 $2,000 $35,150 $140,000 $715,573 $38,000 Corona Dial-A-Ride Operating $1,376,634 $440,000 $500 $160,000 $766,134 $10,000 Sub-total Operating $3,945,326 $1,838,375 $2,000 $35,650 $300,000 $1,721,301 $48,000 $0 $0 $0 $0 $0 Capital
5307 RS AB 2766 FARE LCTOP OB LTF OTHR LCL SB 125 ZETCP GGRF
Project Total Amount SGR PUC99313 SGR PUC99314 STA PUC99313 STA PUC99314 of Funds
Bus Stop Improvements - 26-04 $100,000 $94,835 $5,165
CNG Fueling Station Upgrade - 26-02 $220,000 $190,218 $29,782 Hydrogen Fueling Station - 26-01 $1,778,353 $1,778,353
Storage Container - 26-03 $6,000 $6,000
Sub-total Capital $2,104,353 $0 $0 $0 $0 $0 $0 $1,778,353 $94,835 $5,165 $196,218 $29,782 Total Operating & Capital $6,049,679 $1,838,375 $2,000 $35,650 $300,000 $1,721,301 $48,000 $1,778,353 $94,835 $5,165 $196,218 $29,782 FY 2025/26 Projected Funding Details
5307 RS $1,838,375
AB 2766 $2,000
FARE $35,650
LCTOP OB $300,000
LTF $1,721,301
OTHR LCL $48,000
Total Estimated Operating Funding Request $3,945,326
SB 125 ZETCP GGRF $1,778,353
SGR PUC99313 $94,835
SGR PUC99314 $5,165
STA PUC99313 $196,218
STA PUC99314 $29,782
Total Estimated Capital Funding Request $2,104,353
Total Funding Request $6,049,679
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FY 2025/26 SRTP
City of Corona
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-01 FTIP No: Not Assigned - New Project Project Name: Hydrogen Fueling Station
Category: Buildings and Facilities
Sub-Category: Rehabilitation/Improvement
Fuel Type: Hydrogen
Project Description: A Hydrogen fueling infrastructure to support the deployment of the FCEB is needed . FCEB infrastructure deployment will require hiring an infrastructure planning contractor. FCEB deployment requires the installation of a fueling station and may require improvements such as upgrades to the switchgear or utility service connections.
Planning and design work, including the development of detailed electrical and construction drawings required for permitting, is also necessary once specific charging equipment has been selected. The hydrogen fueling station, for on-site fueling, will include a hydrogen delivery system, hydrogen storage tanks, vaporizer (for liquid storage), compressor, chiller, and dispensing system that delivers fuel to the vehicles. Infrastructure is assumed to be built out in one project that will conclude prior to the first FCEB deployment in 2028.
Project Justification: To comply with the CARB’s Innovative Clean Technology (ICT) Regulation, the City of Corona Council approved a mixed-fleet source technology to provide greater redundancy and resilience benefits and less reliance on a single fuel source. These technologies include Battery Electric Bus (BEB) and Fuel Cell Electric Bus (FCEB). The City of Corona’s transit fleet includes twenty compressed natural gas buses, seven (7) 32 ’ buses, and thirteen (13) cutaway buses. To support the deployment of the mixed fleet BEB and FCEB, installation of charging stations and improvements to existing electrical infrastructure as well as hydrogen fueling infrastructure are required. The infrastructure supporting the ZEB fleet must be completed prior to each bus delivery.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
SB 125 ZETCP GGRF FY 2025/26 $1,778,353
Total $1,778,353
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
25-01
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FY 2025/26 SRTP
City of Corona
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-02 FTIP No: N/A
Project Name: CNG Fueling Station Upgrade
Category: Buildings and Facilities
Sub-Category: Rehabilitation/Improvement
Fuel Type: CNG
Project Description: Replace two aging Compressed Natural Gas (CNG) compressors with new ones. The CNG facility was initially built in 2001. Transit will continue to utilize CNG fuel for the next 14-16 years before all vehicles are replaced with zero-emission. The transit fleet utilizes 35-40 percent of the CNG fuel. The project cost is estimated at $600,000, with a transit share of $220,000.
Project Justification: Both Current CNG compressors have over 20,000 hours of run time on them. Over time, compressors can lose efficiency, leading to higher energy consumption and reduced performance. Components like seals, valves, and pistons can degrade, affecting the compressor's reliability. It is necessary for the CNG compressors to be in good working condition to keep the CNG station running without any interruption to service.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $190,218
STA PUC99314 FY 2025/26 $29,782
Total $220,000
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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FY 2025/26 SRTP
City of Corona
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-03 FTIP No: N/A
Project Name: Storage Container
Category: Buildings and Facilities
Sub-Category: Parts
Fuel Type: N/A
Project Description: Ground-level 40' steel containers for storage of transit-related equipment Project Justification: The transit division lacks covered storage space. Seeking to purchase a 40' storage container that will allow us to store bus stop equipment, such as signs, benches, trash receptacles, etc. In the past, these have been stored out in the open and have sustained damage from the elements. Staff is in the process of ordering bus stop signs and replacement parts and has considered purchasing the storage container that will be solely used for transit.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
STA PUC99313 FY 2025/26 $6,000
Total $6,000
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
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FY 2025/26 SRTP
City of Corona
Table 4.0 A - Capital Project Justification
Original
Project Number: 26-04 FTIP No: Not Assigned - New Project Project Name: Bus Stop Improvements
Category: Buildings and Facilities
Sub-Category: Rehabilitation/Improvement
Fuel Type: N/A
Project Description: The Corona Cruiser serves 185 bus stops along two routes – the Red and Blue Lines. This project will provide funding to improve ADA accessibility, maintain bus stop furniture and equipment in a proper and safe manner and provide funding to place additional stops as demand warrants. This transit enhancement project will entail the purchase and installation of new and/or replacement bus stop amenities to improve accessibility and/or removing barriers to accessibility.
Project funding will enable the purchase of bus stop shelters, benches, solar lighting, bus stop signage, trash receptacles and bus stop post mounted lights. This project is a multi-year/on-going activity.
Project Justification: Bus stop shelters provide patrons with shelter during inclement weather and shaded respite from the sun. Shelters also provide lighting for convenience and enhanced passenger safety.
Project Schedule:
Start Date Completion Date
PROJECT FUNDING SOURCES:
Fund Type Fiscal Year Amount
SGR PUC99313 FY 2025/26 $94,835
SGR PUC99314 FY 2025/26 $5,165
Total $100,000
PRIOR YEAR PROJECTS OF A SIMILAR NATURE WITH UNEXPENDED BALANCE INCLUDING PROJECTS
APPROVED BUT NOT YET ORDERED
FTA Grant No. FTIP ID No. RCTC/SRTP
Project No.
Description
21-2 Open
24-3
25-3
21-2 Open
24-3
25-3
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TABLE 4B – FAREBOX REVENUE CALCULATION
(Consistent with Riverside County Transportation Commission Farebox Recovery Policy) Farebox Recovery Ratio Revenues FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Yearend Est
FY 2025/26
Planned
Passenger Fares $130,707 $32,070 $37,099 $38,351 $35,650 Interest Income $0 $14,314 $28,962 $0 $0
General Fund Contribution $0 $0 $0 $0 $0
Measure A $0 $0 $0 $0 $0
Passenger Shelter Advertising Revenue $9,854 $9,742 $8,000 $8,000 $8,000 Gain on Sale of Capital Assets $0 $0 $0 $0 $0
CNG Revenues $0 $0 $0 $0 $0
Lease / Other Revenue $0 $0 $0 $0 $0
Federal $134,807 $198,136 $71,330 $115,881 $206,149
LCTOP $74,325 $205,600 $262,374 $285,205 $300,000
Investment Income -$49,165 $0 $0 $0 $0
Fare Revenues from Exempt Routes $0 $0 $0 $0 $0
Other Revenues* $31,269 $52,368 $39,211 $57,400 $42,000 Total Farebox Revenues $331,797 $512,230 $446,976 $504,837 $591,799 Total Operating Expense $2,157,427 $2,685,728 $3,024,931 $3,365,581 $3,945,326 Farebox Recovery Ratio** 15% 19% 15% 15% 15%
** Farebox recover ratio requirement is based on a system-wide blended rate of 15% (10% for DAR Specialized Service and 20% for Corona Cruiser fixed route service. Utilizing FTA funds as local funds for farebox recovery. *Includes Corona Medical Regional Center contribution, AB2766 Fare subsidy and contractor penalties.
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4.2 FUNDING PLANS TO SUPPORT PLANNED
OPERATING AND CAPITAL PROGRAM (FY26/27 &
FY27/28)
Operating Program
CCTS funding plan to support FY 2026/27 and FY 2027/28 includes:
• Local Transportation Funds (LTF)
• FTA Section 5307 funds
• State of Good Repair
• Low Carbon Transit Operations Program (LCTOP)
• Passenger Fare revenues
• AB2766 funds
• Bus shelter advertising
• General funds to close the funding gap in order to meet the farebox recovery ratio, and other local funds.
Capital Program
Capital program funds supporting FY 2026/27 and FY 2027/28 will include FTA sections 5307 & 5339, State Transit Assistance (STA), State of Good Repair, and SB125 TIRCP and ZETCP for prior approved projects and current requests.
Table 4.1 - Summary of Funding Requests - FY 2026/27
City of Corona
Original
Operating
5307 RS AB 2766 FARE LCTOP
PUC99313
LCTOP
PUC99314
Project Total Amount LTF OTHR LCL
of Funds
Corona Cruiser Operating $2,044,831 $942,782 $5,000 $70,200 $136,700 $7,500 $844,649 $38,000 Corona Dial-A-Ride Operating $2,040,474 $934,160 $500 $164,800 $931,014 $10,000 Sub-total Operating $4,085,305 $1,876,942 $5,000 $70,700 $301,500 $7,500 $1,775,663 $48,000 Capital
5307 RS AB 2766 FARE LCTOP
PUC99313
LCTOP
PUC99314
Project Total Amount LTF OTHR LCL
of Funds
No Capital Projects
Total Operating & Capital $4,085,305 $1,876,942 $5,000 $70,700 $301,500 $7,500 $1,775,663 $48,000 FY 2026/27 Projected Funding Details
5307 RS $1,876,942
AB 2766 $5,000
FARE $70,700
LCTOP PUC99313 $301,500
LCTOP PUC99314 $7,500
LTF $1,775,663
OTHR LCL $48,000
Total Estimated Operating Funding Request $4,085,305
Total Funding Request $4,085,305
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Table 4.2 - Summary of Funding Requests - FY 2027/28
City of Corona
Original
Operating
5307 RS AB 2766 FARE LCTOP
PUC99313
LCTOP
PUC99314
Project Total Amount LTF OTHR LCL
of Funds
Corona Cruiser Operating $2,209,448 $993,060 $5,000 $72,300 $7,500 $141,026 $952,562 $38,000 Corona Dial-A-Ride Operating $2,203,632 $983,576 $550 $169,744 $1,039,762 $10,000 Sub-total Operating $4,413,080 $1,976,636 $5,000 $72,850 $177,244 $141,026 $1,992,324 $48,000 Capital
5307 RS AB 2766 FARE LCTOP
PUC99313
LCTOP
PUC99314
Project Total Amount LTF OTHR LCL
of Funds
No Capital Projects
Total Operating & Capital $4,413,080 $1,976,636 $5,000 $72,850 $177,244 $141,026 $1,992,324 $48,000 FY 2027/28 Projected Funding Details
5307 RS $1,976,636
AB 2766 $5,000
FARE $72,850
LCTOP PUC99313 $177,244
LCTOP PUC99314 $141,026
LTF $1,992,324
OTHR LCL $48,000
Total Estimated Operating Funding Request $4,413,080
Total Funding Request $4,413,080
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4.3 REGULATORY AND COMPLIANCE REQUIREMENTS
Half Fare During Non-Peak Hours
According to federal statute, transit operators must allow 1) elderly persons, 2) persons with disabilities, and 3) Medicare card holders to ride fixed route service during off-peak hours for a fare that is not more than one-half the base fare charged to other persons during peak hours. The base fare for Cruiser service is $1.50 during peak and non-peak hours ($1.75 effective 1/1/24). The fare for an elderly person (60+), a person with disabilities, and Medicare cardholders is $0.70 ($.75 effective 1/1/24) throughout the service day.
Americans with Disabilities Act (ADA)
The Americans with Disability Act requires that complementary paratransit service be available to ADA-certified persons during the same hours and days of operation available to fixed route passengers. Complementary paratransit service must be provided within ¾ of a mile corridor from each side of a fixed route. CCTS operates Dial-A-Ride service that extends beyond the ¾ mile corridor to the city limits, into the 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).
ADA-certified passengers receive priority. As such, CCTS maintains zero denials for ADA-certified passengers.
Provision of Service – ADA complementary paratransit must be provided to an ADA eligible individual, including those with temporary eligibility, a Personal Care Attendant (PCA) if necessary, and one other individual accompanying the ADA-eligible individual, if requested. Additional companions may be provided service, if space is available. Service also must be provided to visitors. Any visitor who presents ADA eligibility documentation from another jurisdiction must be provided service.
Type of Service – ADA specifies “origin to destination” service. In certain instances, this might require service beyond strict curb-to-curb. Door-to-door assistance for ADAcertified passengers is available upon request. Door-to-door service is available when:
• Drivers can see the bus at all times;
• The outermost door is within 150 feet from the bus;
• Driver safety and security is maintained; and
• Where a safe parking area is available.
Fares – The ADA complementary paratransit fare cannot exceed twice the fare for a trip of similar length, at a similar time of day, on the fixed route system, and no fares may be
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charged for PCAs accompanying an ADA-certified passenger. ADA-certified individuals are charged $3.50 per trip, which is twice the fare for a trip on the fixed route Cruiser ($1.75 x 2 = $3.50). A companion is charged $3.50 per trip as well.
Disadvantaged Business Enterprise
Pursuant to Federal Regulation 49 CFR Part 26 - Disadvantaged Business Enterprise (DBE), all public agencies receiving U.S. Department of Transportation (USDOT) funds that anticipate awarding $250,000 or more in USDOT-assisted contracts must establish a three-year (3) overall DBE goal for potential contracting opportunities for certified suppliers.
CCTS will continue using federal section FTA 5307 funds for future projects including the use of these funds for operating and capital projects. The City submitted its’ updated DBE program and DBE triennial goal and methodology on September 1, 2023. The DBE goal & methodology is for federal Fiscal Years 2024-2026 (October 1, 2023 through September 30, 2026). The DBE Goal and Program are pending review and concurrence by FTA. The next Triennial DBE Goal is due on August 1, 2026.
Title VI
In compliance with Title VI of the Civil Rights Act of 1964, no person on the basis of race, color, or national origin, is excluded from participation in, or is denied the benefits of, or is subjected to discrimination within the scope of services offered by CCTS. The following notification to passengers of their right to file a complaint is included on the City of Corona website, service brochures, and posted on board CCTS buses.
No person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination under any program or activity of the City of Corona Transit Service (CCTS). The Public Works Director is the CCTS Title VI Compliance Officer. For more information, or to file a Title VI Civil Rights complaint, contact the Corona Public Works Department by telephone at (951) 736-2266, by email at [email protected], or by visiting the Public Works Department at 400 S.
Vicentia Avenue, Suite 210, Corona, CA 92882.
The City submitted its’ updated Title VI program (2024-2026) on May 25, 2023, which is pending concurrence from FTA. The next Title VI program update is due on June 1, 2026.
Transit Asset Management (TAM) Plan
Federal regulations 49 CFR 625 requires agencies to develop a transit asset management (TAM) plan if it owns, operates, or manages capital assets used to provide public transportation and receives federal financial assistance under 49 U.S.S. Chapter
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53 as a recipient or subrecipient. As a recipient of federal funds and operating a public transit system, CCTS is required to comply with this regulation. Under this regulation, CCTS is defined as a Tier II provider. Tier II transit provider are that own, operate less than 100 vehicles in revenue service during peak regular service across all fixed route modes or in any one non-fixed route mode. CCTS’ TAM plan includes the following four required elements: 1) An inventory of assets; 2) Condition assessment of inventoried assets; 3) Description of decision support tool; and 4) A prioritized list of investments.
As required, on October 29, 2018, the completed TAM Plan was submitted to Southern California Association of Government, the metropolitan planning organization for the region. In addition, CCTS prepares an annual report and submits it to Federal Transit Administration’s National Transit Database. The report includes asset inventory data, condition assessments and performance results and projected targets for the following fiscal year along with a narrative report on any changes.
Per regulations, the TAM plan is required to be updated every four (4) years. CCTS submitted its updated TAM plan to SCAG on November 3, 2022.
Public Transit Agency Safety Plan (PTASP)
Federal Transit Administration (FTA) published the PTASP Final Rule (49 C.F.R. Part 673), which requires public transportation systems that receive federal funds under FTA’s Urbanized Area Formula Grants to develop safety plans that include processes and procedures for implementing the Safety Management Systems (SMS). The documented SMS ensures that the CCTS is performing the necessary risk management activities, monitoring its results, and making the necessary adjustments in maintaining a safe system. This plan outlines how CCTS, in partnership with its transit operations contractor, will continually identify, monitor, and mitigate various safety risks and hazards present in its transit operating environment.
In addition, under the PTASP rule, the transit operator is required to set safety performance targets based on the safety performance measures established by the National Public Transportation Safety Plan (NSP). The NSP safety performance measures are for the following categories: Fatalities, Injuries, Safety Events, and System Reliability (State of Good Repair). The first set of performance targets has been shared with Corona’s Metropolitan Planning Organization (MPO), the Southern California Association of Governments (SCAG) and the California Department of Transportation.
The plan was approved and adopted by the City Council on April 15, 2020. The plan has also been approved by the California Department of Transportation, Division of Rail & Mass Transportation.
Furthermore, as a result of the pandemic, the Federal Transit Administration requires all safety plans to be amended in compliance with 49 U.S. Code 5329(d) to include infectious disease prevention protocols and safety performance targets. The safety plan was
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updated and approved by City Council on December 7, 2022. The amended plan was submitted to SCAG on December 27, 2022.
Transportation Development Act Triennial Audit
The triennial performance audits are administered and coordinated by RCTC. CCTS underwent a Transportation Development Act (TDA) Triennial Performance Audit in October 2021 and a site visit in December 2021 covering Fiscal Years 2018/19 through 2020/21. While the audit results reveal CCTS operations meeting the major goals and objectives of the TDA program, room for improvement is always paramount with the audit, which suggests improvements in two areas as summarized in Table 4.3 Progress Implementing Triennial Performance Audit Draft Recommendations.
TABLE 4.5 – PROGRESS IMPLEMENTING TRANSPORTATION DEVELOPMENT ACT (TDA) TRIENNIAL
PERFORMANCE AUDIT RECOMMENDATIONS
TDA Triennial Performance Audit Period Covering FY 2018/19 through FY 2020/21 Audit
Recommendations
Action / Remedy
Continue process of
implementing ADA
subscription services
on Dial-A-Ride
This recommendation is being carried forward from the prior audit.
Subscription service is a convenience offered to ADA paratransit passengers who take the same trip on a regular basis, as it reduces the need to make repeated calls for each ride. Many agencies have subscription service trips (i.e., having a standing reservation scheduled) that make up a portion of their trip requests.
Subscription service trips generally are trips that a patron makes multiple times per month, often multiple times per week, and have a specific origin and destination that do not change. Most often, these types of trips are for employment, medical, and/or educational purposes. These trips can be prescheduled, thus reducing the burden on the scheduler/dispatcher and call in-take system.
ADA subscription service is generally on a space-available basis, and scheduled on a first-come, firstserved basis for a given time period (e.g., 14 or 30 days of subscription service). Federal ADA law permits the use of subscription service as long as it does not absorb more than 50 percent of the available trips at a given time of day, and does not result in next-day ADA trip denials. Subscription service is discretionary and not mandated under ADA, which allows the City to investigate its feasibility through a demonstration period to determine whether additional scheduling efficiencies through the new scheduling software can be made, as well as whether there is some reduced staff and cost burden from the number of calls for reservations.
Dial-a-Ride’s transition from general public to a specialized service for ADA-certified and senior passengers makes the subscription service option more feasible. Subscription trips to many adult day care centers have been ongoing. In addition, the CCTS staff in conjunction with the contracted transit operator already monitor ADA trips to ensure that there are no capacity constraints.
Nevertheless, staff will continue to work with the contract operator and review the feasibility of establishing a formal ADA Subscription Services Policy. A call-back function to remind riders of their upcoming trips will also improve operating efficiency and effectiveness. The City will be incorporating call-back function in the next ITS project.
Include additional
locally generated
revenue in the farebox
recovery.
During the audit period, Corona adopted a blended farebox recovery standard of 15 percent. The revenues in the farebox ratio are composed primarily of passenger fares, City supplemental support revenues, and air district subsidies. New state legislation (SB 508) reinforces the current RCTC practice of allowing other locally generated revenues in the farebox ratio. These other revenues could include advertising generated by the transit system, and bus wraps on the vehicles, and other local contributions from the City to the transit program. Corona allows advertising space on its bus shelters and has expressed interest in allowing advertising on board its vehicles. The City currently does not have an advertising policy but has expressed interest in developing one. However, staffing and budgetary constraints make it difficult to pursue.
Nevertheless, given the farebox recovery trends, the City should pursue this measure to incorporate other locally generated revenue in its farebox recovery.
CCTS staff will continue to look for additional revenue sources to meet farebox recovery ratio of 10% for specialized Dial-A-Ride service and 20% for fixed route.
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Federal Transit Administration Triennial Review
A Federal Transit Administration Triennial Review for the period 2017-2020 was completed in April 2020. The final report was received on June 8, 2021. No deficiencies were found, and the city successfully complied with all 21 areas covered in the review process. CCTS is currently in the midst of a triennial review with site visit scheduled for July 2025.
National Transit Database
The National Transit Database (NTD) approved CCTS’ request to submit transit financial and performance data through a Small Systems Waiver starting in report year 2011; the waiver is available to transit providers operating 30 or fewer buses. The submission date for Report Year 2024 was October 30, 2023. CCTS staff provided responses and clarification to NTD reviewers following the initial review. The 2024 annual NTD report has been successfully closed out.
Alternative Fueled Vehicles (RCTC Policy)
The Riverside County Transportation Commission (RCTC) encourages all Riverside County transit operators to transition from diesel-powered transit buses to alternative fuel buses. Compressed Natural Gas (CNG) and liquefied natural gas (LNG) are recognized as preferred options. CCTS operates using CNG-powered buses.
4.4 OPEN PROJECTS
CCTS has ten (10) prior SRTP-approved projects open. The table at the end of this section reflects these open projects. These projects are classified under the following categories: Revenue Vehicles; Vehicle Systems and Equipment; Buildings and Facilities; Communications and Information Technology Systems; Transit Shelters and Amenities
REVENUE VEHICLES
Replacement Buses
Purchase replacement cutaway buses for Dial-A-Ride service. The purchase of these buses will go through the California Association for Coordinated Transportation/Morongo Basin Transit Authority (CalACT/MBTA) Cooperative Purchasing Schedule (Cooperative Replacement of two (2) 2012 buses – CCTS put ten Type C buses into service in 2012.
Of the ten buses, eight were replaced with 2017 buses, and two were kept as service increased. These two buses need replacing as they are showing more signs of wear and tear. These 2012 buses have exceeded their useful life of five years and 150k miles.
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Replacement of eleven (11) 2017 buses – CCTS put into service eleven cutaway buses in 2018. These buses have a useful life of five years or a minimum of 150k miles, whichever comes first. These buses will reach their useful life in July 2023.
Purchase ADA Accessible Van
To provide additional transit options, an ADA-accessible van will be purchased to support the current DAR program and transport fewer passengers (or one wheelchair). This will allow the use of a smaller vehicle for situations when a larger vehicle is not warranted.
Using a smaller vehicle may lead to improved efficiency and an overall improved experience, i.e., punctuality, cost efficiency, comfort, etc. In addition, these vehicles will be used for the proposed microtransit service.
TRANSIT SHELTERS AND AMENITIES CATEGORY
Bus Stop Improvements
CCTS provides and maintains benches, shelters, signage, and trash receptacles at bus stops. Installation of transit amenities along bus routes are based on numerous factors including, the number of passenger boardings at stops along the routes. CCTS plans to continue on-going improvements to bus stops which include upgrading bus stop accessibility and passenger amenities:
• Redesign and replace shelters that provide advertisement opportunities to generate revenue.
• Replace older blue fiberglass bus benches with metal benches. • Update bus stops to improve ADA accessibility.
• Assess locations missing amenities and, where feasible, install new shelters, benches, and trash receptacles.
• Redesign signage.
Currently, improvements to bus stops are being made as needed. The replacement of damaged equipment and assessment are based on customer complaints.
Bus stops within the City of Corona are of the following Tier System:
Description Amenities
Tier 1 Sign, trash receptacle
Tier 2 Tier 1 with bench seating
Tier 3 Tier 2 with shelter and shelter lighting
Landmark Tier 3 with landscaping
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Each location was assessed through the COA process. It was determined that 82% of the stops fall in the Tier 2 category, and 23% fall in the Tier 3 category.
However, major bus stop improvement efforts will be undertaken as a result of the COA recommendations. These efforts include:
• Removal and relocation of bus stop amenities
• New bus stop and bus stop amenities
• New ADA-accessible stops
While many stops will be eliminated and/or relocated due to restructuring of the current routes, over 60 new bus stops will be added to accommodate the one new route. All new stops will be ADA-accessible.
At a minimum, CCTS intends to have Tier 2 bus stop amenities (with lighting in locations that are dimly lit). Once the list of new stops is developed, a determination will be made for Tier 3 and Landmark locations.
COMMUNICATIONS AND INFORMATION TECHNOLOGY
SYSTEMS CATEGORY
Intelligent Transportation System (ITS)
This system is for the purpose of ensuring customers are receiving the highest quality information on time as well as ensuring that CCTS is operating at optimal efficiency. ITS will include components such as: Computer Aided Dispatching; Automatic Vehicle Location; Automated Annunciators and Reader Boards to meet ADA Requirements; Relay real-time transit information; Automated Passenger Counter; and an Advanced Fare Payment System. Customers are demanding enhanced information on a more immediate basis. Additionally, reporting requirements add increased pressure to provide more accurate and detailed information in order to monitor the performance of the system.
Upgrading our existing systems and installing new technologies will ensure that customers receive the highest quality information on time and that CCTS operates at optimal efficiency. The use of ITS technologies contributes to enhanced customer service, improved productivity, and the overall fiscal responsibility of the transit system.
CCTS plans to release the solicitation for an ITS.
CCTS is currently in the investigation phase to explore the various technologies available based on CCTS’ needs. CCTS staff has participated in numerous vendor demonstrations and has attended the ITS seminar to assist staff with the potential scope of work for the Request for Proposal. Based on prior year estimates, the cost is projected at $1.5 million dollars for this project, but given the market changes, the cost may be higher. A solicitation for ITS services is scheduled to be released during FY 2025/26. Completion of this project is anticipated in FY 2026/27.
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Digital Land Mobile Radio System
The existing radio communication system is nearing its life expectancy. Purchase and install a new digital land mobile radio communications system.
BUILDINGS AND FACILITIES CATEGORY
Canopy/Roof Structure for Bus Parking Area
Purchase and install canopies over the bus parking stalls at the City’s Corporation Yard to protect and prolong the life of the buses and the associated equipment. CCTS will explore options for canopies equipped with solar panels, providing shade for the buses while simultaneously generating renewable energy.
Fueling Infrastructure
Hydrogen Fueling Station - A Hydrogen fueling infrastructure to support the deployment of the FCEB is needed. FCEB infrastructure deployment will require hiring an infrastructure planning contractor. FCEB deployment requires the installation of a fueling station and may require improvements such as upgrades to the switchgear or utility service connections. Planning and design work, including the development of detailed electrical and construction drawings required for permitting, is also necessary once specific charging equipment has been selected. The hydrogen fueling station, for on-site fueling, will include a hydrogen delivery system, hydrogen storage tanks, vaporizer (for liquid storage), compressor, chiller, and dispensing system that delivers fuel to the vehicles. Infrastructure is assumed to be built out in one project that will conclude prior to the first FCEB deployment in 2028.
Battery Electric Charging Station - Infrastructure is needed to support the deployment of Battery Electric Buses (BEB). BEB infrastructure deployment will require infrastructure planning, the purchase of dispensers and chargers, and electric service upgrades to add service capacity. CCTS BEB charging depot will consist of seven chargers with two dispensers per charger. An electric service upgrade includes an estimated 1 megawatt of additional electricity capacity to accommodate charging for thirteen BEBs Infrastructure is assumed to be built out in one project that will conclude prior to the first BEB deployment in 2029.
City of Corona Transit Service Page 74 of 69
FY 2025/26 – FY 2027/28 Short Range Transit Plan
Open Projects Table
Project Name SRTP Project
#
New Project
#
Project
Element
Funding
Category
Project
Timeline
Original Project
Award Project Balance
15-03 $ 300,000 $ 70,281
19-02 $ 945,000 $ 945,000
24-2 $ 1,767,719 $ 1,767,719
$ 2,783,000
17-2 $ 600,000 $ 511,644
21-2 $ 50,646 $ 50,646
24-3 $ 99,354 $ 99,354
25-3 $ 114,869 $ 114,869
26-05 $ 100,000 $ 100,000
$ 876,513
19-01 $ 500,000 $ 500,000
20-1 $ 50,000 $ 50,000
21-3 $ 345,000 $ 345,000
22-1 $ 405,000 $ 405,000
$ 1,300,000
19-03 $ 48,039 $ 48,039
20-3 $ 48,198 $ 48,198
$ 96,237
20-2 5 1 Dec-25 $ 135,000 $ 135,000
$ 135,000
21-1 4 1 Dec-25 $ 100,000 $ 100,000
$ 100,000
19-4 3 1 Dec-24 $ 10,000 $ 2,867
$ 2,867
22-2 $ 306,330 $ 306,330
24-1 $ 205,456 $ 205,456
$ 511,786
25-1 $ 8,525,595 $ 8,525,595
26-01 $ 1,778,353 $ 1,778,353
$ 10,303,948
25-2 4 1 Jun-26 $ 2,096,052 $ 2,096,052
$ 2,096,052
26-02 4 2 Jun-26 $ 220,000 $ 220,000
$ 220,000
26-04 3 1 Jun-26 $ 6,000 $ 6,000
$ 6,000
$ 18,431,403
Route Development Buses - Changed
Scope to Replacement of 2017 DAR Buses
Bus Stop Improvements
24-2 1 1 Dec-25
24-3
6 2 On-going
TOTAL AMOUNT AVAILABLE FROM ALL PROJECTS:
Support Equipment & Software
Bus Parking Canopy
Digital Land Mobile Radio (DLMR)
Amount Available for Bus Stop Improvements:
Amount Available for Replacement of 2017 DAR Buses:
Amount Available for ITS:
Amount Available for ADA Accessible Van:
Amount Available for DLMR:
Amount Available for Bus Parking Canopy:
Replacement of 2012 Dial-A-Ride Buses
1 Dec-25
Amount Available for Replacement of 2012 DAR Buses:
Intellegent Transportation System (ITS)
ADA Accesible Van
24-1 1 1 Dec-25
Infrastructure for Battery Electric Buses
Amount Available for Infrastructure for Battery Electric Buses:
24-4 3 1 Jun-26
Amount Available for Support Equipment:
1 Storage Container
Amount Available for Infrastructure for Battery Electric Buses:
4 1 Jun-26
CNG Fueling Station Upgrade
Amount Available for Infrastructure for Battery Electric Buses:
Hydrogen Fueling Station
Amount Available for Hydrogen Fueling Station:
Legend
Project Elements:
1 Revenue Vehicle Purchases
2 Non-Revenue Vehicle Purchases
3 Vehicle Systems and Equipment
4 Buliding, Land and Facilities
5 Communications and Information Technology Systems
6 Transit Shelters and Amenities
7 Fixed Guideways and Tracks
8 Debt Service
9 Maintenance
10 Security
11 Planning/Feasability
Funding Category
1 Fully Funded
2 Partially Funded
FY 25-26 Short
Range Transit Plan
Sudesh Paul
Transit Program Manager
June 4, 2025
City of Corona
Services Provided
▷ Corona Cruiser, fixed route
o Blue Line & Red Line
▷ Citywide Dial-A-Ride (DAR)
o For all seniors and persons with disabilities
▷ DAR provides complementary paratransit in
compliance with ADA ¾ mile corridor
▷ Operate on weekdays and Saturdays
▷ 20 vehicles in fleet (13 DAR; 7 Cruiser)
2
Ridership Data
Service FY20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25
Estimate
DAR 13,386 22,673
69.4%
38,141
68.2%
46,400
23.7%
49,053
4.0%
Cruiser 76,645 95,892
25.1%
120,272
25.4%
139,000
15.6%
125,039
-10.1%
10,000
30,000
50,000
70,000
90,000
110,000
130,000
150,000
FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25* FY 25/26** Dial-A-Ride Corona Cruiser
3
City of Corona
FY 25-26 Budget Breakdown
• Contract Services: 5% increase
• Increase in year-to-year costs for transit
operations
• Increased allocation for consulting
services
• Salaries & Benefits: 19% increase
• Increase in wages effective 12/28/24
• Full-year cost for new Management
Analyst
• Materials & Supplies: 23% increase
• Increase in transit fair share of
administrative costs
Offset by a decrease in fuel cost (13%) and
auxiliary program expenditures (7%)
Contracted Services
83%
Fuel
5%
Salaries & Benefits
9%
Materials & Supplies
3%
4
Highlights
▷ Consulting Services
o Transit Service Planning & Implementation
New Route planning including Microtransit
Develop Standards for Bus Stop Amenities
Redesign Public Information Materials
o Capital Improvement Projects
Bus Stop Improvements
Intelligent Transportation System
Replacement Buses
Deployment of ZEB Technologies
▷ Continue Marketing Efforts to Re-engage
Residents
FY 25-26 Operational Highlights and Challenges
Challenges
▷ Competing priorities; not enough staff
bandwidth
▷ Solicitation challenges
5
Thank You!
www.CoronaCA.gov/transit
[email protected]
6
DATE: 06/04/2025
TO: Honorable Mayor and City Council Members
FROM: Community Services Department
2025-231
REQUEST FOR CITY COUNCIL ACTION
SUBJECT:
RESOLUTION REVISING THE CITYWIDE MASTER FEE RECOVERY SCHEDULE TO
AMEND THE SPORTS FIELDS HOURLY RATES AND ESTABLISH RENTAL RATES
FOR COUNCIL CHAMBERS AND MULTI-PURPOSE ROOM FOR GOVERNMENT AGENCY USE; AMENDMENT TO THE PARKS & RECREATION MASTER PLAN EXECUTIVE SUMMARY:
This staff report asks the City Council to amend the City of Corona’s Master Fee Recovery Schedule and the Parks & Recreation Master Plan to formalize a rate change to create a new service category for Everyone Plays Youth Sports Groups. As part of the adjustments to the Master Fee Recovery Schedule, staff also recommend establishing rental rates for the City Council Chambers and the Multi-Purpose Room for government agencies.
RECOMMENDED ACTION:
That the City Council:
a. Adopt Resolution No. 2025-040 revising the Citywide Master Fee Recovery Schedule to amend the Sports Field hourly rates and establish rental rates for the Council Chambers and Multi-Purpose Room for government agency use. b. Approve an amendment to the Parks & Recreation Master Plan to create a new service category for Everyone Plays Youth Sports Groups.
c. Authorize an estimated revenue increase in the amount of $85,000 in the General Fund 110 for FY 2026.
BACKGROUND & HISTORY:
In early 2024, the City conducted a fee study of all citywide fees and charges. During this study, Community Services staff evaluated fees for programs and services and proposed fee adjustments to help move toward the cost recovery goals identified in the Parks and Recreation Master Plan (PRMP). The PRMP recommends higher subsidies with lower cost recovery for services found to have a “common good” benefit, and lower subsidies with higher cost recovery for services found to have an “individualized benefit.” The most significant proposed fee adjustment was to increase the Recreation Non-Profit rate for sports fields from $10.00/hr. to $20.00/hr. This rate was proposed to help achieve the cost recovery targets for youth sports, which are categorized as Skill-Based Activities and have a recommended cost recovery rate of 70-90%. At the time the fee study was conducted, youth sports were only recovering 12% of their costs.
After the rate adjustments were approved, staff identified several youth sports leagues were paying outdated rates of $4.00/hr. for ballfields and $5.00/hr. for general use fields.
These rates had previously been reserved for organizations affiliated with the Youth Sports Advisory Council (YSAC), which was disbanded in 2019. However, the reassignment of these groups to the appropriate rate categories did not occur at that time.
As a result, the recent rate increase was more substantial than originally anticipated for those groups.
Following the implementation of the increase rates, the City received significant feedback from the youth sports community regarding the proposed $20.00/hour rate. Concerns were raised that the increase was substantial and introduced too quickly, potentially creating financial barriers for families. Stakeholders also suggested that the cost recovery target of 70–90% was too high and recommended a more gradual, phased-in approach to rate adjustments.
On October 16, 2024, the City Council directed staff to do the following:
1. Pause the rate increase for sports field reservations.
2. Separate cost recovery policy from field allocation policy.
3. Create a new service category for Everyone Plays Youth Sports Leagues
4. Set cost recovery goals at less than 50% for this new service category.
5. If a rate increase is needed to achieve cost recovery goals, start all leagues at the rate they are currently paying and phase in the rate increase over multiple years.
6. Create an Ad-Hoc Committee with community stakeholders to develop a joint solution.
ANALYSIS:
The Ad-Hoc Committee was formed in January 2025 and held six biweekly meetings from January 13 to March 24, 2025. The committee included City Council Member Tony Daddario, Parks & Recreation Commissioner Tom Munoz, Community Services staff members, and representatives from the Everyone Plays Youth Sports Leagues.
Discussion topics included increasing sports field rates and determining field maintenance standards and responsibilities.
During the Ad-Hoc meetings, staff provided a breakdown of the rising costs associated with field maintenance and operations, highlighting the need for increased cost recovery Representatives from the leagues expressed that they do not view youth sports as an individualized service, but rather as a common-good service. They supported this position by outlining a range of community benefits associated with youth sports, as detailed below.
COMMON GOOD BENEFITS INDIVIDUALIZED BENEFITS
Builds a strong community Builds skills
Brings families together Builds confidence
Improves physical and mental
health
Helps underserved youth
Builds volunteerism
Following this assessment, the Ad-Hoc committee evaluated what rates would look like in the 20-30% cost recovery range and their impact on league registration fees. Rates ranging from $7.00/hr. to $11.00/hr. were analyzed. The leagues also assessed what their registration costs would look like under these rate scenarios. Based on this assessment, the Ad-Hoc Committee recommended a phased rate adjustment: increasing rates to $7.00/hour effective July 1, 2025 (17% cost recovery), and to $10.00/hour effective July 1, 2026 (25% cost recovery). This recommendation was based on the understanding that costs will continue to rise, and future rate increases will incur to keep cost recovery within the targeted range.
The City Council approved the Ad-Hoc Committee’s recommendations on April 16, 2025.
To implement these changes, an amendment to the Citywide Master Fee Recovery Schedule is required to formalize and update the rate adjustments for the Resident Everyone Plays Youth Sports Group II to $7.00/hr. for FY26 and $10.00/hr. for FY 2027.
Additionally, the $20.00/hr. rate for Resident Special Group III, which includes competitive, travel, and elite nonprofit sports leagues, will be established. An amendment to the Parks & Recreation Master Plan is also necessary to create a new service category for Everyone Plays Youth Sports Groups.
As part of the adjustments to the Master Fee Recovery Schedule, staff are also recommending the establishment of rental rates for the City Council Chambers and the Multi-Purpose Room (MPR) for government agency use only. These facilities are frequently requested for use by other government entities, and there is no rental fee established for such usage. Rental use of these facilities will incur wear and tear on the seating and equipment. The proposed rental rates of $142.00/hr. for the Council Chambers and $79.00/hr. for the MPR align with the government/non-profit rates the City currently charges for similar facilities such as the Circle City Center (CCC) Banquet Room
and the Community Room at the Library. Rental revenue would help offset maintenance and operations costs ensuring the continued quality and availability of these facilities.
The City Council approved the Ad-Hoc Committee’s recommendations on April 16, 2025.
The proposed amendment to the Citywide Master Fee Recovery Schedule is required to formalize the rate adjustments, and the amendment to the Parks & Recreation Master Plan is required to create a new service category for Everyone Plays Youth Sports Groups.
FINANCIAL IMPACT:
Fees shall become effective 30 days after City Council’s approval, or July 4, 2025. The estimated financial impact of increasing sports field reservation rates for the new Group II Everyone Plays from $4.00/hr. for ballfields and $5.00/hr. for general use fields to a uniform rate of $7.00/hr. in FY 2026 is expected to generate approximately $85,000 in additional revenue. Approval of the recommended actions will result in an estimated revenue increase in the amount of $85,000 in the General Fund 110 for FY 2026.
Increasing the rates to $10.00/hr. in FY 2027 is anticipated to generate another $130,000 in additional revenue, for a total estimated revenue increase of $215,000 over FY 2024.
There is no expected revenue change from adjusting the Group III reservation rates, as there were no groups previously tied to this rate category. The amendment to the fee schedule updates Group III as the new Resident Competitive, Travel, and Elite Nonprofit Youth Sports Group and establishes the $20.00/hr. rate these leagues have already been paying.
The estimated fiscal impact of establishing rental rates for the Council Chambers and MPR is unknown at this time and will depend on the number of reservation requests received from other government agencies.
ENVIRONMENTAL ANALYSIS:
This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the commonsense exemption that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This Resolution updates the fees for services provided by the City and there is no possibility that approving this project will have a significant effect on the environment. Therefore, no environmental analysis is required.
PREPARED BY: MIRNA ROMERO, MANAGEMENT ANALYST II
REVIEWED BY: DONNA FINCH, COMMUNITY SERVICES DIRECTOR
ATTACHMENTS:
1. Exhibit 1 – Resolution No. 2025-040 Master Fee Recovery Schedule
2. Exhibit 2 – Community Services Fee Phase I
3. Exhibit 3 – Community Services Fee Phase II
4. Exhibit 4 - Ad Hoc Meeting Minutes- March 24, 2025
5. Exhibit 5 - Parks and Recreation Master Plan Appendix F Amendment
RESOLUTION NO. 2025-040
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CORONA, CALIFORNIA, AMENDING THE CITYWIDE
MASTER FEE RECOVERY SCHEDULE
WHEREAS, Corona Municipal Code Section 3.02.040 provides that the City Council shall adopt the fee and services schedule and percentage of cost recovery by resolution; and
WHEREAS, on October 16, 2024, the City Council adopted Resolution No. 2024-100 to update the fees set forth in the Citywide Master Fee Recovery Schedule; and WHEREAS, the City Council desires to amend the Master Fee Recovery Schedule to amend the Sports Field and Facility Reservation Fees (CS-011); and WHEREAS, the fees adopted by this Resolution includes California Proposition 26 Article XII C Section 1(e) exemption categories.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
THE CITY OF CORONA, CALIFORNIA, AS FOLLOWS:
SECTION 1. Amendment of Master Fee Recovery Schedule. The Citywide Master Fee Recovery Schedule, adopted pursuant to Resolution No. 2024-100 is hereby revised and updated to amend and establish the fees and charges and the corresponding cost recovery percentages as set forth in Exhibit 1 attached hereto and incorporated herein by reference.
SECTION 2. CEQA Findings. The resolution is exempt pursuant to Section 15273(a) of the Guidelines for the California Environmental Quality Act (CEQA), which states that CEQA does not apply to the establishment, modification, or approval of rates, tolls, fares and other charges that are for the purpose of meeting operating expenses. This action updates certain building permit fees that are established for the purpose of meeting the operating expenses of the City in providing the services performed specifically at the request of the applicant. Therefore, this action is exempt from CEQA and not further environmental analysis is required.
SECTION 3. Effective Date of Fee Updates. The Mayor shall sign the Resolution and the City Clerk attest there to, and this Resolution shall take effect and be in force on July 4, 2025.
2 PASSED, APPROVED AND ADOPTED this 4
th day of June, 2025.
Mayor of the City of Corona, California
ATTEST:
City Clerk of the City of Corona, California
3 CERTIFICATION
I, Sylvia Edwards, City Clerk of the City of Corona, California, do hereby certify that the foregoing Resolution was regularly passed and adopted by the City Council of the City of Corona, California, at a regular meeting thereof held on the 4th day of June, 2025 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAINED:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Corona, California, this 4
th day of June, 2025.
City Clerk of the City of Corona, California
[SEAL]
4 EXHIBIT 1
AMENDED MASTER FEE RECOVERY SCHEDULE
[SEE ATTACHED PAGES]
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
COMMUNITY SERVICES
4 CS-011 Recreation Facility Reservations Per Reservation 0 - 100% Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III- V 30 No Change -
Facility Reservation Change Fee Per Reservation Actual Cost No Change - Actual Cost of Staff Time to Process
Facility Reservation Cancellation Fee Per Reservation
46 days + from reservation date 15 No Change -
31-45 days from reservation date
10% loss of
rental fees No Change -
16-30 days from reservation date
25% loss of
rental fees No Change -
1-15 days from reservation date
50% loss of
rental fees No Change -
Library Room Rentals
XL Room (capacity 160) Per Hour
Frances A. Martinez Room (FAM)
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 79 No Change -
Group III 118 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Medium Room (capacity 55) Per Hour
Frances A. Martinez Room (FAM) 1/2 Room
West Room
East Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 40 No Change -
Group III 51 No Change -
Group IV 63 No Change -
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group V 90 No Change -
Small Room (capacity 24) Per Hour
Library High Desert Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 28 No Change -
Group III 40 No Change -
Group IV 51 No Change -
Group V 80 No Change -
Conference Room (capacity 12) Per Hour
Taber
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 17 No Change -
Group III 28 No Change -
Group IV 34 No Change -
Group V 50 No Change -
FAM Room Equipment Per Reservation
Audio/visual use 55 No Change -
Plus ($100 Deposit) Security
Deposit No Change -
Stage 55 No Change -
Piano 25 No Change -
Kitchen, per hour 25 No Change -
Cleanup based on actual cost of clean-up Actual Costs No Change - FAM Room Security Guard Per Reservation
Current rate charged by security company Current Rate No Change - Paid directly to security company
Circle City Center Rentals Per Visit
Open Gym - daily drop in fee to play
18 and over - Resident 3 No Change -
18 and over - Non Resident 5 No Change -
Open Membership Gym Card (15 visits) Per Visit
Adaptive Participant 15 No Change -
Resident 25 No Change -
Non-Resident 35 No Change -
Gym Rental - Full Basketball Court / hourly rate Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group II 57 No Change -
Group III 68 No Change -
Group IV 79 No Change -
Group V 119 No Change -
Scorekeeper Hourly Fee Actual Cost No Change -
Volleyball Equipment (Net and Ball) Set Rental 110 No Change - Equipment Deposit (refundable) 110 No Change -
Event Hall for gathering space / hourly rate
(capacity 400-651) Per Hour
Three (3) hour minimum rental required
Group I - Set-up, Cleaning, and Removal of Circle City Event Hall Flooring 315 No Change - Group II 176 No Change -
Group III 227 No Change -
Group IV 284 No Change -
Group V 315 No Change -
Lobby / hourly rate Per Hour
One (1) hour minimum rental required
Group II 45 No Change -
Group III 57 No Change -
Group IV 68 No Change -
Group V 105 No Change -
Banquet Room - Full Room / hourly rate (capacity 250) Per Hour Three (3) hour minimum rental required
Group II 142 No Change -
Group III 198 No Change -
Group IV 238 No Change -
Group V 356 No Change -
XL Room (capacity 140) Per Hour
Banquet Room - Half Room / hourly rate
Three (3) hour minimum rental required
Group II 79 No Change -
Group III 119 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Fitness Room - Full Room / hourly rate (capacity 90) Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 45 No Change -
Group III 63 No Change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group IV 74 No Change -
Group V 108 No Change -
Fitness Room - Half Room / hourly rate (capacity 45) Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 29 No Change -
Group III 34 No Change -
Group IV 40 No Change -
Group V 62 No Change -
Small Room (capacity 40-45) Per Hour
Activity Room A & B / hourly rate
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 29 No Change -
Group III 40 No Change -
Group IV 51 No Change -
Group V 79 No Change -
XS Room (capacity 15-20) Per Hour
Activity Room C, Visual Arts Room and Conference Room / hourly rate One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 17 No Change -
Group III 29 No Change -
Group IV 34 No Change -
Group V 51 No Change -
Game Room / hourly rate (capacity 45) Per Hour
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 45 No Change -
Group III 50 No Change -
Group IV 63 No Change -
Group V 90 No Change -
Stage and Lawn Area Per Hour
Fees based on Special Event Criteria
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II - hourly rate plus actual cost 136 No Change - Group III - hourly rate plus actual cost 147 No Change - Group IV - hourly rate plus actual cost 158 No Change - Group V - hourly rate plus actual cost 238 No Change -
Audio Visual Equipment Rental Per Rental 55 No Change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Kitchen Rental Per Hour 35 No Change -
Hourly Rate for all Groups
Stage Rental Fee Flat Rate 100 No Change -
Flat Rate for all Groups
Civic Auditorium Theater (capacity 380) Per Hour
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 79 No Change -
Group III 119 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Theater Technician Hourly Fee - for all groups requesting use of sound system and/or light boards that do not have an approved technician. Actual Cost No Change -
Rigging Technician for Theater Actual Cost No Change -
Sound & Lighting Technician for Theater Actual Cost No Change - City Hall South Lawn
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 284 No Change -
Group III 284 No Change -
Group IV 306 No Change -
Group V 397 No Change -
Additional per hour rental fee
Group II-III 24 No Change -
Group IV 29 No Change -
Group V 34 No Change -
City Hall Front Lawn
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III- V 30 No Change -
Group II 284 No Change -
Group III 284 No Change -
Group IV 306 No Change -
Group V 397 No Change -
Additional per hour rental fee
Group II-III 24 No Change -
12-hr rental includes 1 staff. Additional staffing needed will be charged at actual cost. 12-hr rental includes 1 staff. Additional staffing needed will be charged at actual cost.
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group IV 29 No Change -
Group V 34 No Change -
City Hall Room Rentals (*Government Agencies Only) Per Hour Council Chambers (capacity 216)
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events Government Agencies n/a 142
Broadcast (plus actual cost of staff time) Per Rental n/a 100 Multi-Purpose Room (capacity 134) Per Hour
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events Government Agencies n/a 79
Audio Visual Equipment Per Rental n/a 55
Staff Time Per Hour n/a Actual Costs
Civic Center Gymnasium - used during non-operations hours Per Hour Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 40 No Change -
Group III 45 No Change -
Group IV 57 No Change -
Group V 85 No Change -
Civic Center Gymnasium - Non Gym Use (capacity 400) Per Hour Three (3) hour minimum rental required during non-operational hours Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 142 No Change -
Group III 198 No Change -
Group IV 238 No Change -
Group V 374 No Change -
Large Rooms (capacity 99-122) Per Hour
Senior Center Main Room
Historic City Hall Community Room
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group II 45 No Change -
Group III 63 No Change -
Group IV 74 No Change -
Group V 108 No Change -
Medium Size Room (capacity 50-122) Per Hour
Auburndale South, Victoria Main & South, Senior Center R & R Room, HCC Gym Fitness Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 40 No Change -
Group III 51 No Change -
Group IV 63 No Change -
Group V 90 No Change -
Small Room (capacity 28-40) Per Hour
Auburndale North, Vicentia Activity Center, Brentwood, Victoria North, Senior Center Sunshine, HCC Gym Teen Room Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 29 No Change -
Group III 40 No Change -
Group IV 51 No Change -
Group V 77 No Change -
Extra Small Room (capacity 20) Per Hour
HCC Gym Meeting Room
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 17 No Change -
Group III 29 No Change -
Group IV 34 No Change -
Group V 51 No Change -
Sports Fields Per Hour
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Day Use:
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group II 20 7 (13)
Group II - This fee is currently frozen, and all existing users will be charged the same fee they paid in Fiscal Year 2024.
Any new users in this group will be charged the prior fee of $10 per hour.
Group III 25 20 (5)
Group IV 40 No change -
Group V 50 No change -
Dragging and Lining of Fields - All Groups Actual Cost No change - Lights - 100% of actual electrical costs - Includes Tennis Courts Actual Cost No change - Peg Bases - Rental Fee 25 No change -
Plus deposit per set of Peg Bases 200 No change -
Tournaments Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Per hour charge to light each field Actual Cost No change - Dragging & Lining per field Actual Cost No change -
Groups I - V: Actual event costs including staff time, materials, and equipment (per day and per amenity) Actual Cost No change - Refundable Deposit per park for all Groups 350 No change - Tennis Courts & Pickleball Courts (4) Per Hour
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group II 10 No change -
Group III 13 No change -
Group IV 18 No change -
Group V 25 No change -
Picnic Shelter Reservation 5-Hour Rental
Five (5) Hour Rental
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group II 45 No change -
Group III 55 No change -
Group IV 70* No change -
Group V 110* No change -
Additional per hour rental fee
Group II 9 No change -
Group III 11 No change -
Group IV 14 No change -
Group V 22 No change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
El Cerrito Park Large Picnic Rental 5-Hour Rental
Five (5) Hour Rental
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group II 135 No change -
Group III 145 No change -
Group IV 195* No change -
Group V 285* No change -
Additional per hour rental fee
Group II 27* No change -
Group III 29* No change -
Group IV 39* No change -
Group V 57* No change -
El Cerrito Park Large Barbeque Rental 5-Hour Rental
Must be rented with Picnic Shelter
Group II 125 No change -
Group III 125 No change -
Group IV 125 No change -
Group V 125 No change -
Annual Health Dept. Inspection Actual Cost No change -
Special Events Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group I - Actual event costs including staff time, materials, and equipment Actual Cost No change -
Group II - Full costs plus materials and equipment Actual Cost No change - Group III - Full costs plus materials and equipment Actual Cost No change - Group IV - Full costs plus materials and equipment Actual Cost No change - Group V - Full costs plus materials and equipment Actual Cost No change - Recreation Staff Assistance Per Hour Actual Cost No change - Staffing costs for events and activities
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/4/25)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Use of Parking Lots for drive-thru and pick-up events only (City Hall, Circle City Center, and Santana Park)
Groups I & II to pay actual cost for staffing, traffic control, and other costs associated to the event. Actual Cost No change - Deposit Fee 200 No change -
Equipment Fee per Easy-Up 30 No change -
Rental of Council Chambers (Internal Only) Actual Cost No change - Group I - Nonprofit, Co-Sponsored Groups, School District, and City of Corona Functions / Programs Group II - Resident Groups, Including Nonprofit, Civic, Religious, and Everyone Plays Athletic Youth Sports Groups Group III - Resident Special Groups or skill-based competitive, travel, and elite nonprofit youth sports leagues as defined in the Athletic Field Use and Allocation Policy Group IV - Resident Private Groups, Profit Making Groups Group V - Non-Resident
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
COMMUNITY SERVICES
4 CS-011 Recreation Facility Reservations Per Reservation 0 - 100% Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III- V 30 No Change -
Facility Reservation Change Fee Per Reservation Actual Cost No Change - Actual Cost of Staff Time to Process
Facility Reservation Cancellation Fee Per Reservation
46 days + from reservation date 15 No Change -
31-45 days from reservation date 10% loss of
rental fees No Change -
16-30 days from reservation date 25% loss of
rental fees No Change -
1-15 days from reservation date 50% loss of
rental fees No Change -
Library Room Rentals
XL Room (capacity 160) Per Hour
Frances A. Martinez Room (FAM)
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 79 No Change -
Group III 118 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Medium Room (capacity 55) Per Hour
Frances A. Martinez Room (FAM) 1/2 Room
West Room
East Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 40 No Change -
Group III 51 No Change -
Group IV 63 No Change -
Group V 90 No Change -
Small Room (capacity 24) Per Hour
Library High Desert Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 28 No Change -
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group III 40 No Change -
Group IV 51 No Change -
Group V 80 No Change -
Conference Room (capacity 12) Per Hour
Taber
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group II 17 No Change -
Group III 28 No Change -
Group IV 34 No Change -
Group V 50 No Change -
FAM Room Equipment Per Reservation
Audio/visual use 55 No Change -
Plus ($100 Deposit) Security
Deposit No Change -
Stage 55 No Change -
Piano 25 No Change -
Kitchen, per hour 25 No Change -
Cleanup based on actual cost of clean-up Actual Costs No Change - FAM Room Security Guard Per Reservation
Current rate charged by security company Current Rate No Change - Paid directly to security company
Circle City Center Rentals Per Visit
Open Gym - daily drop in fee to play
18 and over - Resident 3 No Change -
18 and over - Non Resident 5 No Change -
Open Membership Gym Card (15 visits) Per Visit
Adaptive Participant 15 No Change -
Resident 25 No Change -
Non-Resident 35 No Change -
Gym Rental - Full Basketball Court / hourly rate Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 57 No Change -
Group III 68 No Change -
Group IV 79 No Change -
Group V 119 No Change -
Scorekeeper Hourly Fee Actual Cost No Change -
Volleyball Equipment (Net and Ball) Set Rental 110 No Change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Equipment Deposit (refundable) 110 No Change -
Event Hall for gathering space / hourly rate
(capacity 400-651) Per Hour
Three (3) hour minimum rental required
Group I - Set-up, Cleaning, and Removal of Circle City Event Hall Flooring 315 No Change - Group II 176 No Change -
Group III 227 No Change -
Group IV 284 No Change -
Group V 315 No Change -
Lobby / hourly rate Per Hour
One (1) hour minimum rental required
Group II 45 No Change -
Group III 57 No Change -
Group IV 68 No Change -
Group V 105 No Change -
Banquet Room - Full Room / hourly rate (capacity 250) Per Hour Three (3) hour minimum rental required
Group II 142 No Change -
Group III 198 No Change -
Group IV 238 No Change -
Group V 356 No Change -
XL Room (capacity 140) Per Hour
Banquet Room - Half Room / hourly rate
Three (3) hour minimum rental required
Group II 79 No Change -
Group III 119 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Fitness Room - Full Room / hourly rate (capacity 90) Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 45 No Change -
Group III 63 No Change -
Group IV 74 No Change -
Group V 108 No Change -
Fitness Room - Half Room / hourly rate (capacity 45) Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 29 No Change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group III 34 No Change -
Group IV 40 No Change -
Group V 62 No Change -
Small Room (capacity 40-45) Per Hour
Activity Room A & B / hourly rate
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 29 No Change -
Group III 40 No Change -
Group IV 51 No Change -
Group V 79 No Change -
XS Room (capacity 15-20) Per Hour
Activity Room C, Visual Arts Room and Conference Room / hourly rate One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 17 No Change -
Group III 29 No Change -
Group IV 34 No Change -
Group V 51 No Change -
Game Room / hourly rate (capacity 45) Per Hour
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 45 No Change -
Group III 50 No Change -
Group IV 63 No Change -
Group V 90 No Change -
Stage and Lawn Area Per Hour
Fees based on Special Event Criteria
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II - hourly rate plus actual cost 136 No Change - Group III - hourly rate plus actual cost 147 No Change - Group IV - hourly rate plus actual cost 158 No Change - Group V - hourly rate plus actual cost 238 No Change -
Audio Visual Equipment Rental Per Rental 55 No Change - Kitchen Rental Per Hour 35 No Change -
Hourly Rate for all Groups
Stage Rental Fee Flat Rate 100 No Change -
Flat Rate for all Groups
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Civic Auditorium Theater (capacity 380) Per Hour
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 79 No Change -
Group III 119 No Change -
Group IV 142 No Change -
Group V 216 No Change -
Theater Technician Hourly Fee - for all groups requesting use of sound system and/or light boards that do not have an approved technician. Actual Cost No Change -
Rigging Technician for Theater Actual Cost No Change -
Sound & Lighting Technician for Theater Actual Cost No Change - City Hall South Lawn
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 284 No Change -
Group III 284 No Change -
Group IV 306 No Change -
Group V 397 No Change -
Additional per hour rental fee
Group II-III 24 No Change -
Group IV 29 No Change -
Group V 34 No Change -
City Hall Front Lawn
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III- V 30 No Change -
Group II 284 No Change -
Group III 284 No Change -
Group IV 306 No Change -
Group V 397 No Change -
Additional per hour rental fee
Group II-III 24 No Change -
Group IV 29 No Change -
Group V 34 No Change -
City Hall Room Rentals (*Government Agencies Only) Per Hour Council Chambers (capacity 216)
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events 12-hr rental includes 1 staff. Additional staffing needed will be charged at actual cost. 12-hr rental includes 1 staff. Additional staffing needed will be charged at actual cost.
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Government Agencies 142 No Change
Broadcast (plus actual cost of staff time) Per Rental 100 No Change Multi-Purpose Room (capacity 134) Per Hour
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events Government Agencies 79 No Change
Audio Visual Equipment Per Rental 55 No Change
Staff Time Per Hour Actual Costs No Change
Civic Center Gymnasium - used during non-operations hours Per Hour Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 40 No Change -
Group III 45 No Change -
Group IV 57 No Change -
Group V 85 No Change -
Civic Center Gymnasium - Non Gym Use (capacity 400) Per Hour Three (3) hour minimum rental required during non-operational hours Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 142 No Change -
Group III 198 No Change -
Group IV 238 No Change -
Group V 374 No Change -
Large Rooms (capacity 99-122) Per Hour
Senior Center Main Room
Historic City Hall Community Room
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 45 No Change -
Group III 63 No Change -
Group IV 74 No Change -
Group V 108 No Change -
Medium Size Room (capacity 50-122) Per Hour
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Auburndale South, Victoria Main & South, Senior Center R & R Room, HCC Gym Fitness Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 40 No Change -
Group III 51 No Change -
Group IV 63 No Change -
Group V 90 No Change -
Small Room (capacity 28-40) Per Hour
Auburndale North, Vicentia Activity Center, Brentwood, Victoria North, Senior Center Sunshine, HCC Gym Teen Room Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 29 No Change -
Group III 40 No Change -
Group IV 51 No Change -
Group V 77 No Change -
Extra Small Room (capacity 20) Per Hour
HCC Gym Meeting Room
Three (3) hour minimum rental required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No Change -
Groups III - V 30 No Change -
Group II 17 No Change -
Group III 29 No Change -
Group IV 34 No Change -
Group V 51 No Change -
Sports Fields Per Hour
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Day Use:
Group II 7 10 3
Group III 20 No change -
Group IV 40 No change -
Group V 50 No change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Dragging and Lining of Fields - All Groups Actual Cost No change - Lights - 100% of actual electrical costs - Includes Tennis Courts Actual Cost No change - Peg Bases - Rental Fee 25 No change -
Plus deposit per set of Peg Bases 200 No change -
Tournaments Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Per hour charge to light each field Actual Cost No change - Dragging & Lining per field Actual Cost No change -
Groups I - V: Actual event costs including staff time, materials, and equipment (per day and per amenity) Actual Cost No change - Refundable Deposit per park for all Groups 350 No change - Tennis Courts & Pickleball Courts (4) Per Hour
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group II 10 No change -
Group III 13 No change -
Group IV 18 No change -
Group V 25 No change -
Picnic Shelter Reservation 5-Hour Rental
Five (5) Hour Rental
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group II 45 No change -
Group III 55 No change -
Group IV 70* No change -
Group V 110* No change -
Additional per hour rental fee
Group II 9 No change -
Group III 11 No change -
Group IV 14 No change -
Group V 22 No change -
El Cerrito Park Large Picnic Rental 5-Hour Rental
Five (5) Hour Rental
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group II 135 No change -
Group III 145 No change -
Group IV 195* No change -
Group V 285* No change -
Additional per hour rental fee
Group II 27* No change -
Group III 29* No change -
Group IV 39* No change -
Group V 57* No change -
El Cerrito Park Large Barbeque Rental 5-Hour Rental
Must be rented with Picnic Shelter
Group II 125 No change -
Group III 125 No change -
Group IV 125 No change -
Group V 125 No change -
Annual Health Dept. Inspection Actual Cost No change -
Special Events Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 No change -
Groups III - V 30 No change -
Group I - Actual event costs including staff time, materials, and equipment Actual Cost No change - Group II - Full costs plus materials and equipment Actual Cost No change - Group III - Full costs plus materials and equipment Actual Cost No change - Group IV - Full costs plus materials and equipment Actual Cost No change - Group V - Full costs plus materials and equipment Actual Cost No change - Recreation Staff Assistance Per Hour Actual Cost No change - Staffing costs for events and activities
Use of Parking Lots for drive-thru and pick-up events only (City Hall, Circle City Center, and Santana Park)
Groups I & II to pay actual cost for staffing, traffic control, and other costs associated to the event. Actual Cost No change - Deposit Fee 200 No change -
30 No change -
Equipment Fee per Easy-Up
Rental of Council Chambers (Internal Only) Actual Cost No change - Group I - Nonprofit, Co-Sponsored Groups, School District, and City of Corona Functions / Programs Group II - Resident Groups, Including Nonprofit, Civic, Religious, and Every Plays Athletic Youth Sports Groups
Removed Fees/Description in Red
Updated Fees/Description in Blue
New Fees in Green
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Proposed
Fee
(Effective 7/1/26)
Proposed Dollar
Change
Recovery
Level
CITY OF CORONA
MASTER FEE RECOVERY SCHEDULE
MARKET BASED FEES
Group III - Resident Special Groups or skilled-based competitive, travel, and elite nonprofit youth sports leagues as defined in the Athletic Field Use and Allocation Policy Group IV - Resident Private Groups, Profit Making Groups Group V - Non-Resident
Field Use Rates Ad Hoc Meeting
MEETING MINUTES
March 24, 2025
Present: Tony Daddario, City Council Member
Tom Munoz, Parks and Recreation Commissioner
Kyli Elliott, Pony Little League
Ian Miller, Corona National Little League
Al Vigil, Corona America Little League
Also Present: Donna Finch, Community Services Director
Moses Cortez, Parks and Trails Manager
Jason Lass, Recreation Services Manager
Karen Lee, Recreation Supervisor
Thomas Braun, Park Supervisor
Richard Aguilera, Park Ranger Supervisor
Amber Najera, Sr. Office Assistant
Call to Order
The meeting was called to order at
I. Welcome and Introductions
Mr. Jason Lass welcomed the ad hoc, reviewed the Agenda, and timeline for recommendations.
II. Communications from the Public
James Rush, AYSO
“I am in support of increasing the field rates to $7.00 per hour for fiscal year 2025 and then increasing the rates to $10.00 per hour for fiscal year 2026. As a AdHoc committee all of us agreed that the cost recovery percentage for "everyone plays" leagues shall be between 20 -30%. In order to ensure compliance with that threshold we must increase the rates suggested above.
Through this process we got a lot done, we were able to share and address our concerns, and the city heard the concerns of the leagues and their constituents. I appreciate the partnership and hope to see the committee continue so we can grow the partnerships between the City and leagues.“
III. Field Use Rates: Formulating and Finalizing Recommendations (Continued) Councilmember, Tony Daddario, opens the conversation with the proposed rate of $7.00 in 2025, increasing to $10.00 in 2026. All were in agreement with the new proposed rate increase. Ms.
Donna Finch suggests that the master plan fee schedule will need to be amended to reflect this increase.
IV. Next Steps:
• Tues., Apr. 8 Parks and Recreation Commission – Review Recommendations • Wed., Apr. 16 City Council – Approve Recommendations
V. Future Meetings and Communications Beyond the Ad-Hoc VI. Adjournment
Meeting was adjourned at
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-1
APPENDIX F
FINANCIAL SUSTAINABILITY STRATEGY
A critical component of the Corona Parks and Recreation Master Plan was the development of a financial sustainability strategy for recreation services.
While not always a component included in a Parks and Recreation Master Plan, the City of Corona opted to include this element in the scope of work to dig more deeply into financial costs of operation and develop strategies to ensure longevity in the system. Over the years, especially in tighter economic times, the City (like many communities in Southern California and throughout the nation) has not had sufficient funds available to refresh and replace amenities and facilities as they age, resulting in a significant backlog of deferred maintenance. The lack of operations funding also has affected the City’s ability to provide recreation programs and events, especially where concerns about program affordability have resulted in lower activity fees for residents but higher costs for the City to cover in expenses.
Financial sustainability involves the City: 1) proactively analyzing the cost of doing business; 2) identifying cost savings; 3) seeking out partnerships that have reciprocal benefit; 4) divesting of services that do not align with mission or waste resources; and 5) generating revenues when and where appropriate in order to reinvest in important services and the maintenance of infrastructure, which is often underfunded. Ultimately, this financial sustainability philosophy provides a foundation from which all investment and spending decisions, and funding strategies are built.
Corona’s Financial Sustainability Strategy was developed in 2022-23 with guidance from 110%, a consulting firm that works specifically with city departments to refine their park and recreation programming costs of services. The process included defining a baseline measurement of the cost of services, evaluating the balance between tax subsidy and fees/charges, and defining a new fee philosophy for the Corona Community Services Department’s funding strategies. As part of this process, 110% worked for more than 50 hours with Community Services Department staff to collect and analyze data and historical information on Department revenues and expenditures and attributing unique expenses to individual services. In addition, 110% led multiple workshops and work sessions with both staff and the Parks and Recreation Commission to discuss the financial sustainability philosophy, service category identification, beneficiary of service identification, the findings from the cost-of-service analysis, and goal setting for the future. Each of these workshops and work sessions served as checkpoints in the process for staff and Commissioners to help define the policy and cost recovery goals shared here.
The Financial Sustainability policy distributes services on a continuum, by service category, to demonstrate the different pricing strategies based on the service having more community-wide benefit versus more individualized benefit. The Financial Sustainability Strategy reflects the City’s philosophy of funding services and is intended to be dynamic and change over time based on City resources and priorities.
Cities with highperforming parks and
recreation facilities seek
out and embrace
responsible financial and
service management
practices.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-2
SERVICE CATEGORIES
To provide a value-neutral analysis of the City’s existing programs and costs, City staff organized each service and program currently provided into Service Categories. Developing Service Categories avoids a structure that lends itself to making cost recovery decisions based upon special interests and individual values. Rather, it creates a responsible baseline for investing taxpayer dollars towards services that provide a general benefit to the larger population and align with the “common good,” and encourages more revenue generation from services that have a specialized benefit for a smaller group of individuals.
To that end, rather than organizing programs and services under “like type” service areas (e.g., sports, seniors, aquatics, parks, etc.), Corona’s parks and recreation programs and services were recategorized to “like purpose” or service categories. This approach inherently discourages attempts to make cost recovery decisions based upon special interests or social values and helps set the stage for defensible and equitable allocation of subsidies.
Corona’s programs and services are organized into the following eight service categories:
1. Open Access Services include self-directed activities in parks and park areas which do not include supervision or oversight by staff and/or volunteers. [Examples include playing in parks or using facilities such as Playgrounds, Splash Pads, Trails, Outdoor Sports Courts, etc.]
2. Community Health & Wellbeing Services provide for the prevention and remediation of life challenges as well as inclusionary access to target audiences. They are designed to assist community members in maintaining their independence and provide resources and referrals to those seeking equitable services. [Examples include programs such as Senior Nutrition Program, Blood Drives, Vaccine Clinics, Cooling Centers, etc.]
3. Everyone Plays Youth Sports are organized sports programs designed for children and adolescents that emphasize fun, skill development, and participation rather than intense competition. They offer a welcoming environment where children can explore different sports, develop fundamental skills, and enjoy social interaction.
4. Signature Events are large-scale events that appeal to a broad portion of the community regardless of age, ability/skill, family composition, etc. and are designed to create a sense of community among the broader Corona population. These events are highly intensive to plan and typically occur on an annual basis. [Examples include events such as July 4 th Celebration,
Summer Street Fair, Holiday Tree Lighting, Halloweekend, etc.]
5. Drop-In Activitiesinclude self-directed activities that may include staffing, supervision or oversight by staff and/or volunteers. [Examples include activities such as Billiards, Open Gym, Movie Matinee, Balance & Flexibility Classes, etc.]
6. Partnered Specialized Community Events are designed to heighten community awareness of cultures and/or specific interests. These events are frequently co-sponsored by the City and provided in collaboration with community-based organizations. [Examples include Cinco de Mayo Celebration, Juneteenth, Day of the Child, Relay for Life, etc.]
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-3
7. Skill-Based Activities* include classes and other led and/or instructed activitiesin which the primary intent is to acquire or learn a skill. [Examples include Tissue Paper Painting, Pure Joy Basketball Camp, Cartoon Drawing, Line Dancing, etc.]
*As of 2022, all Skill-Based Activities are associated with Beginning/Intermediate level activities, where the intent is to acquire or learn a skill or advance a basic skill. As Corona continues to analyze services, the City may choose to provide more individualized Intermediate/Advanced Level Activities, which would require adding a new additional service category. More competitive or advanced level activities may be positioned on the service continuum between categories 7 and 8 (see next section).
8. Education/Enrichment Services includes classes, clinics, workshops, and other led/or supervised activities in which the primary intent is to provide life skills development with a focus on education and lifelong learning. [Examples include Maker Exchange Lessons & Workshops, Play Café, Kids Club After School Program, Preppy K & Kinder Korner, and On the Go Mobile Library Services, etc.]
9. Reservations include space and facility opportunities for exclusive use by an individual or group. [Examples include Sport Field Reservations, Recreation Facility Reservations, Picnic Shelter Reservations, Library Room Reservations, Theater Reservations, Community Group Concessions Operations, etc.]
A list of activities associated with each of these service categories, based on the participation data from 2022 and 2023, is included at the end of this document as an attachment.
BENEFICIARY OF SERVICE MODEL
Determining the “beneficiary of services” (i.e., Who is benefiting from the service?) becomes a primary driver in making informed and standardized pricing decisions. Following this concept, Corona Community Services staff and Park and Recreation Commission members collaboratively ranked each service category. The ranking starts with the category aligning most with the definition of “common good” and progresses along the continuum to the category aligning with the definition of “individual benefit” (see Figure F-1). By ranking all service categories in this manner, Corona can identify those services that should receive the greatest subsidy (serving the common good) to those that may receive little to no subsidy (providing individual benefit).
The service category ranking ranges from open access services at the top (providing the highest level of common good) to reservations (providing the highest level of individual benefit):
1. Open Access Services
2. Community Health & Wellbeing Services
3. Everyone Plays Youth Sports
4. Signature Events
5. Drop-In Activities
6. Partnered Specialized Community Events
7. Skill-Based Activities
8. Education/Enrichment Services
9. Reservations
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-4
Common Good Services are accessible, of benefit to all in a community, and provide universal value.
Essentially, these are services that contribute to the “common good” and can be characterized as essential (“must-haves”), having community-wide interest and far-reaching impacts. Services contribute to greater equity, cultural awareness, and increase community well-being.
Individual Benefit Services provide exclusive specialized benefit to the individual(s) and can include constraints or barriers to access. Essentially, these services benefit the individual more than the community as a whole and can be characterized as discretionary (“nice to haves”) with less of a community-wide impact. Individualized services are accessible outside of the system.
Note: Service Categories listed above are in order from those perceived to be Common Good Services (#1) to those seen as providing a more Individual Benefit Services (#8) as ranked by Community Services Department staff and Parks and Recreation Commission members.
Figure F-1:
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-5
COST OF SERVICE
Completion of an operational cost-of-service analysis is important to understand the cost of doing business in the provision of parks and recreation, ultimately revealing each service’s cost recovery and subsidy investment levels. The analysis factored in operational revenues, direct costs, and indirect costs provided by the that the Community Services Department. These include:
Operational revenues, including fees and charges, sponsorships, grants, and donations. Direct costs, which are expenses associated with the delivery of a service. Without the service, the cost would not exist. These include program materials (e.g., day camp supplies, sports equipment), as well as staff that specifically support or lead the activity. Indirect costs, which are expenses that support the delivery of service, but would exist with or without the provision of any one service . These include facility costs, such as utilities, as well as administrative/supervisor level staff costs.
These data were attributed to all services as part of this work, providing several insights that would inform the design and development of the Corona Parks and Recreation Financial Sustainability Strategy.
To complete the analysis, all operational revenues, direct costs, and indirect costs associated with parks and recreation services provided in Corona between January 1, 2021, and November 23, 2022, were reviewed and cataloged into service categories, as indicated in Table F-1.
Table F-1: Cost Recovery Analysis
Service Category Revenue Cost ($) Cost Recovery
Open Access Services - $4,373,031 0.00%
Community Health & Wellbeing - $93,412 0.00%
Everyone Plays Youth Sports $213,924 $1,728,553 12.38%
Signature Events $13,000 $300,943 4.32%
Drop-In Activities $3,500 $139,517 2.51%
Partnered Specialized Community Events - $22,960 0.00%
Skill Based Activities $508,210 $1,046,462 48.56%
Education / Enrichment Services $687,739 $1,017,549 67.59% Reservations $534,490 $1,879,079 28.44%
Total $1,746,939 $8,849,993 19.74%
Key insights associated with this analysis include:
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-6
1. No revenues are accrued in the following service categories:
Open Access, Community Health and Wellbeing, and
Partnered Specialized Community Events.
2. Costs for providing Open Access Services (such as
maintenance to support park and facility use) accounts for 50 percent of all identified expenditures, leaving the remaining 50 percent distributed amongst all other service categories.
3. While the Reservations service category is considered a highly individualized service as reflected in the Beneficiary of Service model, it is currently performing at 28% average cost recovery (meaning that there is a 72% subsidy for this service category). In many other cities, this category is anticipated to generate revenues (i.e., have a cost recovery rate that is greater than 100%) to account for all expenses and even generate funds to cover long-term facility wear and tear, asset management, or replacement. However, in Corona, it’s important to recognize that reservations include sport field reservations for sports league use, room reservations by organizations or individuals, and rentals of facilities such as picnic shelters. While the City considers all of these as reservations, there is a difference in the Beneficiary of Service. (See Attachment 2 at the end of this Appendix for additional context on the Reservations service category and subcategories.)
4. No service category is performing higher than 68% cost recovery, suggesting that parks and recreation in Corona is heavily subsidized and no service category is self-reliant.
There are many opportunities for Corona to improve its overall cost recovery performance. These include reducing costs, increasing price points, exploring partnerships to reduce duplication of services and use finite financial resources more efficiently, and increasing registrations. Each of these would result in greater revenues.
FINANCIAL SUSTAINABILITY STRATEGY
As Corona continues in its ongoing quest to be responsible stewards of taxpayer dollars and accountable to its residents, a Parks and Recreation Financial Sustainability Strategy is needed to standardize the City’s approach to investing subsidies and provide financial parameters to guide future decision making.
As presented in Figure F-2, the near term (five-year) Financial Sustainability Strategy identifies cost recovery/subsidy investment goals for each service category. The following graphic represents Corona’s tax use and revenue enhancement strategy for parks and recreation services and activities. This strategy is based on an analysis of industry best practices, along with information gleaned from multiple workshops held with staff and the Parks and Recreation Commission to help define the policy and cost recovery goals.
Parks and recreation
services in Corona are
heavily subsidized, and no
service category is
generating sufficient
revenues to meet
sustainability goals.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-7
Table F-2 compares the cost recovery analysis to recommended cost recovery goals.
Table F-2: Cost Recovery Analysis
Service Category Current Cost
Recovery
Recommended Cost
Recovery
Open Access Services 0.00% 0%
Community Health & Wellbeing 0.00% 5-20%
Everyone Plays Youth Sports 12.38% 20-30%
Signature Events 4.32% 30-50%
Drop-In Activities 2.51% 40-50%
Partnered Specialized Community Events 0.00% 60-80%
Skill Based Activities 48.56% 70-90%
Education / Enrichment Services 67.59% 90-100%
Reservations 28.44% 120%+
Total 19.74%
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-8
The City of Corona’s Financial Sustainability Strategy for parks and recreation services includes cost recovery/subsidy investment goal recommendations based upon review of findings related to the current assessment of operations (the cost-of-service analysis) and projected conditions in the future.
The following factors were also considered:
Corona’s Parks and Recreation programs have a large gap between anticipated revenues and expenditures.
Corona Parks and Recreation programs and operations are heavily reliant on the City’s general fund.
Under the current cost recovery and operations model, growth in programming and/or services will compound the impact of the funding gap.
Corona recognizes the benefit of a funding philosophy that focuses greater taxpayer investment to services that benefit the common good, and higher cost recovery expectations for those services deemed to be exclusive and more individualized (serving fewer people). Ongoing community expectations for quality service delivery will require increasing investments in order to maintain high levels of service (programs, facilities, parks). By expecting higher cost recovery performance on behalf of exclusive/individualized services, Corona is positioned to invest more taxpayer resources in services that impact the common good as well as position itself to sustain higher levels of service.
These factors are especially important in Corona given the amount of deferred recreation facility maintenance as well as the advanced age of several of its indoor community centers and recreation facilities. Even where affordability is a concern for residents in the city, the better approach is to set fees based on the full targeted cost recovery rate and use scholarships, credits for volunteerism, fee waivers, or similar measures to ensure programs are affordable for those in need.
RECOMMENDATIONS
A Financial Sustainability Strategy is not a one-time endeavor. To implement the strategy effectively, the following recommendations provide an action plan for continued evaluation and to support future decision making.
These steps are important for Corona, especially as the City emerges from pandemic-influenced participation levels and brings new or renovated parks and facilities online. New major facilities, such as community centers, aquatic facilities, and event venues, are often more highly subsidized in the first years of operations. The City of Corona should adjust fees for services before renovating City Park to ensure the Community Services Department can support the new facilities, programs, and services that are anticipated to be added.
ACTION 1: ANALYZE SERVICES
Moving forward, Corona can use the cost recovery analysis as the scaffolding to further analyze services, costs, and the performance of individual service categories, as well as activities within each service category. For example, the City may want to distinguish between introductory/recreational and
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-9
advanced/competitive skill-based activities. It may separate the seasonal reservation of recreation facilities by non-profits and community organizations from the more individualized, one-time facility rentals. (Additional detail on the Reservations Service Category is provided in Attachment 2.) Starting with a small sampling of services, an analysis of existing recreation services and delivery practices should be conducted, using the framework of the Financial Sustainability Strategy. This review should include characterization of the service including but not limited to the following six factors:
1. The service area to which the service belongs (e.g., parks, aquatics, sports)
2. The service category to which the service belongs (e.g., community health and wellbeing)
3. Three-to-five-year participation trends
4. Cost recovery/subsidy investment performance level in comparison to cost recovery/subsidy investment goals (per the Financial Sustainability Strategy)
5. Identification of like providers (including number of providers)
6. The quality of service (levels of service including staff resources and competencies, facility quality, etc.)
A thoughtful analysis including review of service characteristics and performance indicators such as those outlined above will provide insights and guidance specific to service provision and investments moving forward. Key service delivery strategies to consider will be (1) where it may make sense to explore partnerships if duplication exists, and (2) where there may be opportunities to divest and redistribute resources in order to close service gaps or reinvest saved resources into the larger park and recreation system (e.g., infrastructure investment).
Recommended focus areas for preliminary analysis include senior center services, reservations, and those services that are furthest from their cost recovery/subsidy investment goals (per the results of the cost-ofservice analysis completed as part of the Financial Sustainability Strategy development).
Until a thorough analysis of Corona’s current recreation service menu has been conducted for efficiency and effectiveness, there should be no new services added to the service menu (exception: services that are intentionally designed to influence community inequities). As the City embarks on developing a new, purpose-built community center at City Park, the City should look for opportunities to consolidate existing programs and services at this new facility and consider re-purposing underperforming and inefficient facilities where programs are currently housed, or leasing these spaces out to other entities.
A thorough analysis of
Corona’s current
recreation services and fee
adjustments should be
made to increase
programming efficiency
and effectiveness before
new services are added.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-10
ACTION 2: EVALUATE EXISTING AND PURSUE NEW PARTNERSHIP
OPPORTUNITIES
Partnerships are advantageous collaborations that position both Corona as well as participating partner organization(s) to efficiently utilize resources leading to cost effective and efficient service delivery, bridging of markets, reductions in duplication of services and fragmentation of resources, and cooperative capital development and/or improvements.
A reciprocal benefit should be a condition for the City to enter into a partnership agreement. To prevent Corona from simply becoming a granting body to any organization, the City and its partner identify the value of the mutual contributions brought forth to the agreement and arrangement. There will be equal value and benefit to each organization resulting from any partnership ensuring that the City is receiving fair and just value on behalf of taxpayers in return for any resource investment and commitment.
ACTION 3: IMPLEMENT STRATEGIC PRICING
Corona regularly conducts a citywide fee study to determine pricing for programs and services across all City Departments. A fee study is currently underway as of 2023. For parks and recreation programming, the principal method for establishing service fees should be cost recovery pricing, which is defined as determining a fee based on established cost recovery goals. Other pricing methods may be utilized by the City; however, any strategy or method used will ultimately require that cost recovery goals or subsidy allocation expectations be met per the Financial Sustainability Strategy. Common alternative pricing methods include the following options which can be used based upon market behaviors, other service providers, and various relevant considerations:
• Market (demand-based) pricing results in pricing based on demand for a service or what the target market is willing to pay for a service. The private and commercial sectors commonly utilize this strategy. One consideration for establishing a market rate fee is determined by identifying all providers of an identical service (i.e., private sector providers, other municipalities, etc.), and setting the highest fee. Another consideration is setting the fee at the highest level the market will bear. • Competitive pricing establishes prices based on what similar service providers or close proximity competitors are charging for services. One consideration for establishing a competitive fee is determined by identifying all providers of an identical or similar service (i.e., private sector providers, other municipalities, etc.), and setting the mid-point or lowest fee. The competitive pricing method can be used to cross-check against proposed pricing that would result from application of the cost recovery method, particularly with regards to salaries or in activities where there is a high level of market competition.
• Value-based pricing is a pricing strategy in which the price of a product or a service is decided on the basis of perceived value or benefit it can provide to a customer. Value based pricing is more evident in Partnerships are strategic
ways for the Community
Services Department to
leverage and share
resources – if there are
reciprocal benefits and
mutual contributions for
the City and its partners.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-11
places or markets where exclusive products are offered that offer more value than the generic or standard products.
• Penetration pricing has the aim of attracting customers by offering lower prices on services. While many may use this technique to draw attention away from the competition, penetration pricing often results in lost revenue and higher subsidy requirements. Over time, however, an increased awareness of the service may drive revenues and help organizations differentiate themselves from others. After sufficiently penetrating a market, organizations should consider raising prices to better reflect the state of their position within the market.
• Premium pricing establishes prices higher than that of the competition. Premium pricing is often most effective in the early days of a service’s life cycle, and ideal for organizations that offer unique services. Because customers need to perceive products and services as being worth a higher price tag, an organization must work hard to create a value perception. • Bundle pricing allows for the sale of multiple services for a lower rate than customers would pay if they purchased each service individually. Bundling can be an effective way of selling services that are poor performers and can also increase the value perception in the eyes of customers - essentially giving them something for a reduced rate.
•Differential/Dynamic pricing follows the "law of demand” by supporting a key pricing principle: some customers are willing to pay more than others. Differential pricing is the strategy of selling the same service to different customers at different prices. Differential pricing enables organizations to “profit” from their customers' unique valuations (e.g., Prime time or surge pricing).
In the event a service category’s cost recovery/subsidy investment goal is higher than current cost recovery
performance, prices may need to be raised incrementally in accord with market acceptance to optimize revenue generation.
However, if a fee increase is not acceptable (e.g., if there is too much competition in the market), the City may consider other options such as modifying the service to diversify or identifying other partners to provide the service.
In the event a cost recovery/subsidy investment goal is less than the current level of recovery, the established fee may remain the same to ensure that there is no loss of revenue or negative impact on the City’s financial condition.
ACTION 4: ADOPT SUCCESS METRICS
Success metrics should be used as a means to evaluate whether or not each service is in compliance with established cost recovery/subsidy investment goals (as indicated Figure F-2: Financial Sustainability Strategy), as well as other efficiencies and intended outcomes. Examples of success metrics include:
If a service category’s (or facility’s)
cost recovery goal is higher than its
current performance and fee
increases are required, prices
should be raised incrementally
based on market conditions. If the
market does not support the fee
increase, the City may want to
discontinue the service (or
repurpose the facility) to be able to
sustain funding for other programs
and services.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-12
1. Financial Viability: a service must meet its minimum tax dollar investment/ cost recovery goal as noted on the Financial Sustainability Strategy Continuum.
2. Operational Efficiency: services should meet 75% or more of capacity (maximum) or realize a minimum increase of 10% usage during each service cycle to ensure efficiency of resource investment (excluding events where capacity is difficult to establish).
3. Participant/Customer Satisfaction: overall participant (customer) satisfaction must meet a minimum of 85% satisfaction or higher (per user surveys and evaluations).
4. Participant/Customer Impact: alignment with the vision and community values outlined in the Parks and Recreation Master Plan, as well as impact on social connections, increases in activity levels, impacts on quality of life, etc. (per user surveys and evaluations).
In the event any/all success metrics are not being met, many strategies can be considered to address the gaps between existing cost recovery performance and cost recovery/subsidy investment goals per the Financial Sustainability Strategy:
1. Analyze success metrics for services not meeting their cost recovery/subsidy investment goal.
2. Analyze direct and indirect costs of providing service. a. Identify cost reduction opportunities and implement.
3. Suggest market increase commensurate with cost recovery/subsidy investment goal. a. Conduct market analysis of service.
4. Identify opportunities for capturing larger markets and more participation/registration.
5. Identify potential sponsorship, donation, or pay-it-forward opportunities.
6. Identify potential partnership opportunities to continue to provide a service. In collaboration with another provider, reduce impacts on City resources, avoid unnecessary duplication of service, and responsibly utilize finite taxpayer resources (subsidies).
7. If services do not satisfy success metrics, discontinue the service at the end of a four-year strategy term or sooner.
ACTION 5: UPDATE AND REFINE FINANCIAL SUSTAINABILITY STRATEGY While the recommended Financial Sustainability Strategy represents a five-year plan, service category cost recovery performance should be reviewed annually, and subsidy (tax dollar) investment goals should be analyzed and updated at least every five years or more frequently as necessary. In addition, as the City begins to implement this policy, it may want to refine some of these cost categories.
ACTION 6: CONSIDER OPPORTUNITIES FOR RE-INVESTMENT
As revenues increase through application of the cost recovery goals, the City may begin to decrease demands on taxpayer resources (alleviating pressure on the General Fund). New revenues may ultimately lead to opportunities for greater operational investment in the park system such as heightened asset/infrastructure maintenance, the addition of new staff to increase or diversify programs offered, or the ability to offer more scholarships for at-risk populations. To a lesser extent, it may also lead to a greater investment in capital improvements, such facility renovations and repairs, the addition of new amenities (including recreation features, shade, and trees), or the development of new parkland.
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-13
ATTACHMENT 1: ACTIVITIES BY SERVICE CATEGORY
The following programs and activities were included in this analysis. These are summarized below under each service category.
Community Health & Wellbeing
Blood Pressure Screening (2x a month/2 hours)
Brown Bag (Monthly / 4 hours)
Food Commodity 60yrs+ (Monthly / 4 hours)
Food Pantry (Quarterly) (Quarterly / 1 hour)
Glucose Testing (1x a month 1 hour)
HICAP (1x a month/ by appt. )
Legal Services (1x a month/ 6 hours)
Sight Seekers (1x monthly/ 3 hours)
Socializing (Daily/ 42.5 (week))
Tax Prep (During tax season hrs vary)
Drop-In Activities
Balance & Flexibility (1x a week/ 1 hour)
Billiards (Daily/ 42.5 (week))
Movie Matinee (2x a week/ 6 hours)
Open Gym
Open Gym - Senior Center (Daily 42.5 (week))
Education / Enrichment Services
Adventure Camp
Birthday Celebration (1x a month 1 hour)
Computer Class (2x a month 2 hours)
Hispanic Social Group (1x week/ 4 hours)
Hooray For Pre-K Academy
Illusions of Living (1x a week/ 4 hours)
Kids Club
Kinder Korner
Kinder Prep
Mixed Media (2x a month/ 6 hours)
Photography Club (1x a month/ 3 hours)
Preppy K
Presentations (Every Wed. 1 hour)
Senior On The Go (1x Monthly / 2 hours)
Everyone Plays Youth Sports
Youth Soccer League
Youth Baseball Leagues
Youth Softball Leagues
Youth Football Leagues
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-14
Youth Basketball Leagues
Open Access Services
Basketball Courts - Open Access
City Park Pool (Closed)
Open Computer (Daily 42.5 (week))
Parks & Trails - Open Access
Splash Pad - Open Access
Reservations
Activity Room 1 – 6 at VAC
Activity Room A – C at CCC
Auburndale Pool
Ballfields (various parks)
Banquet Room - CCC
Basketball Courts (various parks)
City Hall Front Lawn
City Hall Parking Lot
City Hall South Lawn
City Park Pool (no longer in service)
Classroom – Brentwood
Conference Room – CCC
Council Chambers
FAM Community Room (Library)
Fiesta Bandshell at City Park
Fitness Room – Civic Center Gym
Fitness Studio - CCC
Game Room – CCC
General Use Fields (various parks)
Gym - CCC
Gym – Civic Center
High Desert Room (Library)
Historic Civic Center Theatre
Historic Community Room
Kitchen - CCC
Lobby - CCC
Meeting Room – Civic Center Gym
Multi-Purpose Room (MPR) – City Hall
North Room – Auburndale
Outdoor Stage and Lawn – CCC
Parking Lot & Field at City Park
Pickleball Courts
Picnic Areas and Shelters
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-15
Pool Rental from Swim Team (Crocs)
River Road Community Center - YMCA Lease
Soccer Fields (various parks)
Softball Fields (various parks)
South Room – Auburndale
Splash Pads (various parks)
Teen Room – Civic Center Gym
Tennis Courts (various parks)
Upper Field – Promenade Park
Victoria Main Room
Victoria North Room
Victoria South Room
Visual Arts Room – CCC
Signature Events
Arbor Day
Halloweekend
Holiday Lighting
July 4th
Night Market
Summer Concerts (4)
Skill-Based Activities
Adult Figure Skating
Adult Small Group Tennis Clinic
Advanced Ballet
Aikido
All American Karate
American Karate for Adults
American Karate for Kids
American Karate for Pee Wees
Anime Art Camp
Anime Cartoon Art Workshop
Aquatics Rev
Art Fun For Kids - CA Foundation for the Performing Arts Arthritis Exercise (2x a week/ 2 hours)
Ballet Folklorico
Bingo (2x a week/ 3 hours)
Bitcoin 101: Intro to Cryptocurrency
Boost Training
Bricks 4 Kidz
Bridge (2x a week/ 4 hours)
Build-A-Bot
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-16
Card Club (1x week/ 4 hours)
Circle City Flag Football
Circle City Softball
Circle City Youth Basketball
Circle City Youth Indoor Soccer
Circle City Youth Sports Camp
Circle City Youth Sports Classes
Computer Coding Camp
Country Line Dance
Craft Class (bi-monthly/ 3 hours)
CYSC AllStars Cheerleading
East Coast Swing & 4 Count Swing
Finance 101
Gentle Level Yoga
Group Guitar
Group Keyboard
Group Ukulele
Instructional Volleyball Skills & Games
Intermediate Anime Drawing
Intro to Cartoon Drawing
Intro to Computer Coding
Intro to Gymnastics
Intro to Hockey
Intro to Olympic Fencing - Teen & Adult
Intro to Olympic Fencing
Intro to Track & Field
Introduction to Anime Drawing
Irish Dance
Jammin' Gymnasts
Jewels Gymnastics
Jr. LEGO
Jr. Tennis Academy for Beginners
Jr. Tennis Academy Intermediate/Advanced
Juicing 101 for Teens
Karate Day Camp
Kartwheel-N-Kids
Kids 'N Canvas
King's Court - Adult Basketball
Knit-Crochet (1x week/ 4 hours)
Krav Maga
Learn Olympic Fencing Camp
LEGO Engineering
Line Dance (2 a week/ 3 hours)
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-17
Longevity Stick (2x a week/ 2 hours)
Music Around The world (1x Monthly/ 3 hours)
Musical Munchkins
Nutrition Class (3 classes/ 3 hours)
OC Dance Productions
Pee Wee Tennis
Pickleball
Pilates Infused Core & Functional Strength
Piltaes (1x a week/ 1 hour)
Play-Well TEKnologies: LEGO
Pre-Combo I (Ballet & Tap)
Pure Joy Basketball Academy
Pure Joy Basketball Camp
Quilting (2x a week/ 6 hours)
Resistant Band (2x a week/ 2 hours)
Restorative Deep Stretch Yoga
Roblox Studio Lab
Salsa, Merengue & Bachata
Stronger Chair (1x a week/ 1 hour)
Tai Chi Exercise
TriFytt - Monday Biddy T-Ball
TriFytt - MultiSport
TriFytt - Soccer
TriFytt - Sports Camps
TriFytt - T-Ball
Tumble Bugs
Video Game Design
Video Game Design with Scratch
Video Gamer Camp
Virtual STEAM Club
Voice Overs... Now is Your Time
Volleyball Lessons
Watercolors and Pastels - CA Foundation for the Performing Arts Women’s Exercise (1x a week/ 1 hour)
Women's Self-Defense Workshop (Women's Self-Defense)
Yin Yoga
Yoga (2x a week/ 4 hours)
Zumba (2x a week/ 2 hours)
CITY OF CORONA Appendix F: Financial Sustainability
PARKS AND RECREATION MASTER PLAN F-18
ATTACHMENT 2: RESERVATIONS SERVICE CATEGORY DETAIL
The Reservations Service Category includes different types of reservations and rentals, as outlined in Table F2-1. These include meeting room rentals, picnic shelter and facility rentals, and rentals of fields.
Each of these reservation categories has vastly different total costs, revenues, and ultimately cost recovery percentages. Between January 2022 and November 2023, the City’s largest subsidies within the Reservations Service Category were for Ballfields (30% of the total reservation subsidy) and Soccer Fields (29% of the total reservation subsidy) for a cumulative subsidy of $790,000 over the two-year period.
Ballfields and Soccer Fields had a cost recovery percentage of 26% and 18%, respectively; while Picnics & Shelters had an average cost recovery percentage of 87%. Moving forward, Corona should continue to analyze individual items with low-cost recovery percentages and determine if changes should be made.
If particular sites have circumstances that justify a short-term lower cost recovery rate (is the City, for example, looking to draw more people to an underutilized park), or if there are higher costs associated with that particular park, additional pricing options may be warranted.
Table F2-1: Reservations - Subcategories
Reservation Subcategory Cost
Recovery %
% of
Reservations
Subcategory
Total $
Subsidy
Auburndale Community Center (Pool and Rooms) 7% 6%
Ballfields (various parks) 26% 30%
Basketball Courts (outdoor) 1% 1%
Brentwood Community Center 0% 6%
Circle City Center 53% 6%
City Hall Parking Lot 0% 0%
City Park Pool, Bandshell, and parking lot/field 20% 1% Civic Center Gym and Meeting Rooms 66% 2%
Corona Public Library Meeting Rooms 72% 1%
General Use Fields (various parks) 243% 0%
Historic Civic Center 177% -2%*
Pickleball/Tennis Courts (various parks) 3% 0%
Picnics & Shelters (various parks) 87% 1%
Pool Rental - Swim Team 466% -1%*
Soccer Fields (various parks) 18% 29%
Splash Pad (various parks) 1% 5%
Vicentia Activity Center 6% 9%
YMCA Lease (River Road Community Center) 0% 5%
Total 28% 100%
*Note: A negative total subsidy percent reflects a subcategory that is not subsidized (i.e., the cost of providing the service is less than the revenue received for the service).
DATE: 06/04/2025
TO: Honorable Mayor and City Council Members
Honorable President and Board Members
FROM: Utilities Department
2025-186
REQUEST FOR CITY COUNCIL AND
CORONA UTILITY AUTHORITY ACTION
SUBJECT:
RESOLUTION APPOINTING THE CITY’S REPRESENTATIVES AND ALTERNATES
TO THE WESTERN RIVERSIDE COUNTY REGIONAL WASTEWATER AUTHORITY
BOARD OF DIRECTORS AND EXECUTIVE COMMITTEE AND TO REPEAL RESOLUTION NO. 2022-018
EXECUTIVE SUMMARY:
The resolution before the City Council will update the City of Corona’s representatives and alternates for the Western Riverside County Regional Wastewater Authority’s Board of Directors and Executive Committee, which the Mayor will appoint.
RECOMMENDED ACTION:
That the City Council adopt Resolution No. 2025-036, appointing the City’s representatives and alternates to the Western Riverside County Regional Wastewater Authority Board of Directors and Executive Committee and repealing Resolution No. 2022-018.
That the Corona Utility Authority review, ratify, and to the extent necessary, direct that the City Council take the above actions.
BACKGROUND & HISTORY:
The Western Riverside County Regional Wastewater Authority (WRCRWA) exists for the purposes of planning, constructing, and operating a cost-effective regional water reclamation treatment system for the benefit of its member agencies, which includes the City of Corona, the City of Norco, Jurupa Community Services District, Home Gardens Sanitary District, and Western Municipal Water District. On July 18, 2012, the Corona City Council approved the execution of Addendum No. 6 to the Joint Exercise of Powers Agreement (JPA) creating the City of Corona (Corona) membership.
The JPA requires Corona to designate and appoint, by resolution, two people to act as Corona’s representatives on the WRCRWA Board of Directors and shall designate and appoint two other people to act as alternates for Corona’s representatives. At least one of Corona’s representatives and the alternate for that representative must be members of the City Council; however, the other representatives and alternates are not required to be members of the City Council. The JPA further states that one of Corona’s representatives shall represent Corona on the Executive Committee of the WRCRWA Board of Directors.
ANALYSIS:
Resolution No. 2012-090 designed and appointed the Mayor and the Department of Water and Power (DWP) General Manager to act as Corona’s representatives on the WRCRWA Board of Directors. The resolution further designated and appointed Corona’s Vice Mayor to act as the Mayor’s alternate and the DWP Operations Manager to act as the DWP General Manager’s alternate.
Resolution 2013-090 included language allowing the DWP General Manager and Operations Manager, or his/her designees, to represent Corona as the non-City Council member representative and the non-City Council member alternate.
Resolution No. 2022-018 updated the General Manager and Operations Manager position titles as Corona’s non-City Council member representatives.
Resolution No. 2025-036 repeals Resolution No. 2022-018 and authorizes the Mayor to appoint Corona’s designees and alternates as Corona’s representatives on the WRCRWA Board of Directors as well as updates to the position titles for the Utilities Director and Assistant Utilities Director.
FINANCIAL IMPACT:
There is no financial impact associated with the recommended action.
ENVIRONMENTAL ANALYSIS:
This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the commonsense exemption that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can
be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This action is to adopt the resolution to update the City’s WRCRWA representatives, and there is no possibility that adopting this resolution will have a significant effect on the environment.
Therefore, no environmental analysis is required.
PREPARED BY: TOM MOODY, UTILITIES DIRECTOR
ATTACHMENT:
1. Exhibit 1 – Resolution No. 2025-036
JAMIER\06200.60100\10308273.2
RESOLUTION NO. 2025-036
A RESOLUTION OF THE CITY OF CORONA, CALIFORNIA,
APPOINTING THE CITY’S REPRESENTATIVES AND
ALTERNATES TO THE WESTERN RIVERSIDE COUNTY
REGIONAL WASTEWATER AUTHORITY BOARD OF
DIRECTORS AND EXECUTIVE COMMITTEE AND
REPEALING RESOLUTION NO. 2022-018
WHEREAS, the Western Riverside County Regional Wastewater Authority (“WRCRWA”) exists for the purposes of planning, constructing, and operating a cost-effective regional water reclamation treatment system including constructing and administering a wastewater treatment facility providing treatment services for the benefit of its member agencies, and is governed by that certain Joint Powers Agreement Creating Western Riverside County Regional Wastewater Authority Riverside County, California effective as of April 23, 1992, along with all addendums thereto (“JPA”); and
WHEREAS, on July 18, 2012, the City Council (“City Council”) of the City of Corona (“Corona”) approved execution of Addendum No. 6 To The Joint Exercise of Powers Agreement Creating the Western Riverside County Regional Wastewater Authority (City of Corona Membership) which made the City a voting member of the WRCRWA; and WHEREAS, pursuant to Section 5(A) of the JPA, Corona must designate and appoint by resolution two persons to act as Corona’s representatives on the WRCRWA Board of Directors, and shall designate and appoint by resolution two other persons to act as alternates for Corona’s representatives; and
WHEREAS, pursuant to Section 5(A) of the JPA, at least one of Corona’s representatives and the alternate for that representative must be members of the City Council, but the other representative and alternate are not required to be members of the City Council; and WHEREAS, pursuant to Section 5(A) of the JPA, Corona’s representatives are vested with the authority to represent Corona on the WRCRWA Board of Directors; and WHEREAS, one of Corona’s representatives shall represent Corona on the Executive Committee of the WRCRWA Board of Directors; and
WHEREAS, on August 15, 2012, pursuant to Section 5(A) of the JPA, the City Council approved Resolution No. 2012-090 designating and appointing Corona’s Mayor and the Corona’s Department of Water and Power (“DWP”) General Manager to act as Corona’s representatives on the WRCRWA Board of Directors and designating and appointing Corona’s Vice Mayor to act as the Mayor’s alternate and the Corona’s DWP Operations Manager to act as the DWP General Manager’s alternate; and
WHEREAS, on September 3, 2013, the City Council adopted Resolution No. 2013- 090 to include language to allow the DWP General Manager and Operations Manager, or his/or her
JAMIER\06200.60100\10308273.2
designees to represent Corona as the non-City Council member representative and the non-City Council member alternate and repealed Resolution No. 2012-090; and WHEREAS, on March 2, 2022, the City Council adopted Resolution No. 2022-018 to update the position titles for the General Manager and Operations Manager as Corona’s non-City Council member representatives. Resolution No. 2022-018 appointed the Director of Utilities, or his/her designee to represent Corona as the non-City Council Member representative and appointed the Assistant Director of Utilities, or his/her designee shall be appointed to represent Corona as the non-City Council Member alternate, and repealed Resolution No. 2013-090; and WHEREAS, the City Council now desires to include language to authorize the Mayor to appointment Corona’s designees and alternates to act as Corona’s representatives on the WRCRWA Board of Directors and to update the position titles for the Utilities Director and Assistant Utilities Director as Corona’s non-City Council representatives, and thereby repeal Resolution No. 2022-018.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Corona, California as follows:
SECTION 1. The City Council hereby authorizes the person serving as Mayor of Corona to appoint Corona’s City Council representative on the WRCRWA Board of Directors, and the City Council member thereby appointed shall be vested with all authority to represent Corona on the WRCRWA Board of Directors.
SECTION 2. The City Council hereby authorizes the person serving as Mayor of Corona to appoint the alternate for Corona’s City Council representative on the WRCRWA Board of Directors, and the City Council member thereby appointed shall be vested with all authority to represent Corona on the WRCRWA Board of Directors in the absence of the primary representative appointed pursuant to the authority granted in Section 1 of this Resolution.
SECTION 3. The City Council hereby appoints the person employed as the Utilities Director, or his or her designee, as Corona’s non-City Council member representative on the WRCRWA Board of Directors and Corona’s representative on the WRCRWA Executive Committee, and the person employed as the Utilities Director, or his or her designee, is hereby vested with all authority to represent Corona on the WRCRWA Board of Directors and its Executive Committee.
SECTION 4. The City Council hereby appoints the person employed as the Assistant Utilities Director, or his or her designee, as the alternate for Corona’s non-City Council member representative on the WRCRWA Board of Directors and the alternate representative on the WRCRWA Executive Committee, and the person employed as the Assistant Utilities Director, or his or her designee, is hereby vested with all authority to represent Corona on the WRCRWA Board of Directors and its Executive Committee in the absence of Corona’s non-City Council member representative.
SECTION 5. This Resolution repeals and supersedes all previous resolutions appointing representatives to the WRCRWA Board of Directors, including Resolution No. 2012-090 adopted on August 15, 2012, Resolution No. 2013-090 adopted on September 3, 2013, and Resolution No. 2022-018 adopted on March 2, 2022.
JAMIER\06200.60100\10308273.2
SECTION 6. This Resolution shall take effect immediately upon its adoption.
PASSED, APPROVED AND ADOPTED on the 4th day of June 2025.
Mayor of the City of Corona, California
ATTEST:
___________________________________
City Clerk of the City of Corona, California
JAMIER\06200.60100\10308273.2
CERTIFICATION
I, Sylvia Edwards, City Clerk of the City of Corona, California, do hereby certify that the foregoing Resolution was regularly passed and adopted by the City Council of the City of Corona, California, at an adjourned meeting thereof held on the 4th day of June 2025, by the following vote:
AYES:
NOES:
ABSTAINED:
ABSENT:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the officialseal of the City of Corona, California, this 4th day of June 2025.
City Clerk of the City of Corona, California
(SEAL)
DATE: 06/04/2025
TO: Honorable Mayor and City Council Members
FROM: Utilities Department
2025-219
REQUEST FOR CITY COUNCIL ACTION
SUBJECT:
RESOLUTION CONFIRMING AND AUTHORIZING THE PLACEMENT OF
DELINQUENT SOLID WASTE CHARGES ON THE PROPERTY TAX ROLL EXECUTIVE SUMMARY:
This staff report requests that the City Council adopt a resolution affirming the report of delinquent residential solid waste collection charges and authorizing their placement on the Fiscal Year 2025-26 Riverside County property tax roll for collection.
RECOMMENDED ACTION:
That the City Council:
a. Conduct a public hearing and accept public testimony regarding the delinquent residential solid waste collection charges proposed for placement on the Fiscal Year 2025-26 Riverside County property tax roll.
b. Adopt Resolution No. 2025-077, confirming the report of delinquent solid waste charges and authorizing their collection on the Fiscal Year 2025-26 Property Tax Roll.
c. Authorize the City Manager or his designee to execute all necessary documents and take further actions to implement the placement of these charges.
BACKGROUND & HISTORY:
Placing delinquent residential solid waste charges on the property tax roll is a coordinated practice between the City and Waste Management efforts, ensuring consistent service funding and accountability. Public Resources Code Section 40059 grants the City authority to regulate solid waste collection and establish associated service fees.
California Government Code Section 38790.1 authorizes a city to collect delinquent solid waste charges on the property tax roll in the manner provided in Government Code Section 25831, which requires preparation of a report of delinquent charges, provision of notice to affected property owners, and a public hearing.
Chapter 8.20.310 of the Corona Municipal Code allows the City to recover unpaid solid waste collection charges via property tax assessments if they remain unpaid 90 days after the billing date, after giving required notice and conducting a public hearing.
Section 6.6.4 of the City’s Second Amended and Restated Franchise Agreement with USA Waste of California, Inc. (Waste Management) stipulates that Waste Management must continue service to delinquent single-family residential accounts and provides for the recovery of unpaid charges through the property tax roll process. Under the agreement, Waste Management notifies customers of delinquent account status (those that are more than 90 days overdue). After appropriate notice and collection efforts, Waste Management may recover delinquent service charges through the property tax roll to ensure continuity of service and financial responsibility.
ANALYSIS:
Waste Management provided the list of parcels with delinquent charges, which are attached as Exhibit A to Resolution No. 2025-077 authorizing the delinquent charges to be placed on the property tax roll. The City and Waste Management have followed all necessary procedural steps to comply with state law, local ordinances, and the Franchise Agreement as described below:
Identification of Delinquent Accounts: Waste Management identified residential solid waste accounts with unpaid charges incurred between July 1, 2024, and December 31, 2024, that remained delinquent for at least 90 days as of April 29, 2025. Waste Management provided written notification to account holders of their delinquent charges in October 2024 and April 2025.
Notification to Property Owners and Account Holders for Public Hearing: On May 5, 2025, a written notice was mailed to the account holders and record owners of affected properties, informing them of the delinquency, the City’s intent to place the charges on the property tax roll, and the date and time of the public hearing (June 4, 2025, at 6:00 p.m.).
Public Hearing: This public hearing allows affected property owners to contest the delinquent charges before the City Council prior to final action.
City Council Authorization: Following adoption of Resolution No. 2025-077, the City will transmit a certified copy of the Resolution and delinquency report (Exhibit A to the Resolution) to the Riverside County Auditor-Controller by August 8, 2025, for inclusion in the Fiscal Year 2025-26 property tax roll.
Additionally, delinquent account holders may pay their 2024 outstanding charges in full by July 15, 2025, to avoid inclusion in the final tax roll submission. The Resolution will provide the City Manager, or his designee, with the authority to remove any paid accounts prior to finalizing the submission of the final report of delinquent accounts.
This process ensures the financial sustainability of waste services, prevents unpaid service costs from being passed on to the general ratepayer base, and ensures compliance with applicable laws and contractual obligations.
FINANCIAL IMPACT:
The final number of delinquent accounts and the total dollar amount to be collected will be determined after the July 15, 2025, deadline for account holders to pay their 2024 outstanding charges in full. Funds collected through the property tax roll will be remitted to Waste Management, with the City receiving its contractual franchise fee of 11% of gross receipts for the General Fund. This process ensures that solid waste services are financially supported.
ENVIRONMENTAL ANALYSIS:
This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the common sense exemption that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This action is to approve a resolution to place residential delinquent solid waste charges on the properties’ tax roll for Fiscal Year 2026, and there is no possibility that adopting the resolution will have a significant effect on the environment. Therefore, no environmental analysis is required.
PREPARED BY: JACQUELINE ZUKERAN, UTILITY BILLING AND ADMINISTRATION
MANAGER
REVIEWED BY: TOM MOODY, UTILITIES DIRECTOR
ATTACHMENTS:
1. Exhibit 1 – Resolution No. 2025-077
2. Exhibit 2 – Notice of Delinquent Charges to Property Owners
3. Exhibit 3 – Notice of Hearing on Delinquent Solid Waste Collection Charges
Rec No ParcelNo Principal Admin Fee Total TR
1 101230027 $59.96 $44.17 $104.12
2 101230045 $179.88 $44.17 $224.04
3 101230051 $174.08 $44.17 $218.24
4 101230052 $59.96 $44.17 $104.12
5 101240010 $179.88 $44.17 $224.04
6 101240022 $134.70 $44.17 $178.86
7 101240026 $179.88 $44.17 $224.04
8 101240033 $89.94 $44.17 $134.10
9 101240061 $149.90 $44.17 $194.06
10 101241015 $59.96 $44.17 $104.12
11 101241022 $179.88 $44.17 $224.04
12 101242017 $119.92 $44.17 $164.08
13 101242022 $167.66 $44.17 $211.82
14 101242039 $29.98 $44.17 $74.14
15 101250005 $29.98 $44.17 $74.14
16 101250022 $179.88 $44.17 $224.04
17 101250031 $59.96 $44.17 $104.12
18 101250059 $29.98 $44.17 $74.14
19 101260009 $59.96 $44.17 $104.12
20 101260011 $59.96 $44.17 $104.12
21 101274021 $179.88 $44.17 $224.04
22 101274043 $179.88 $44.17 $224.04
23 101281022 $29.98 $44.17 $74.14
24 101281024 $179.88 $44.17 $224.04
25 101281029 $179.88 $44.17 $224.04
26 101281045 $179.88 $44.17 $224.04
27 101281072 $59.96 $44.17 $104.12
28 101281079 $179.88 $44.17 $224.04
29 101282013 $209.86 $44.17 $254.02
30 101282014 $179.88 $44.17 $224.04
31 101282015 $179.88 $44.17 $224.04
32 101282020 $179.88 $44.17 $224.04
33 101282025 $179.88 $44.17 $224.04
34 101282043 $179.88 $44.17 $224.04
35 101302006 $29.98 $44.17 $74.14
36 101306010 $59.96 $44.17 $104.12
37 101310004 $59.96 $44.17 $104.12
38 101310016 $179.88 $44.17 $224.04
39 101310018 $179.88 $44.17 $224.04
40 101312006 $231.45 $44.17 $275.62
41 101313005 $179.88 $44.17 $224.04
42 101332009 $119.92 $44.17 $164.08
Exhibit A
List of Parcels with Delinquent Solid Waste Charges for July 1-December 31, 2024 as of April 29, 2025
43 101332017 $179.88 $44.17 $224.04
44 101332021 $59.96 $44.17 $104.12
45 101334002 $206.19 $44.17 $250.36
46 101341008 $246.45 $44.17 $290.62
47 101341012 $29.98 $44.17 $74.14
48 101343001 $179.88 $44.17 $224.04
49 101344006 $134.70 $44.17 $178.86
50 101344010 $179.88 $44.17 $224.04
51 101344018 $179.88 $44.17 $224.04
52 101400027 $179.88 $44.17 $224.04
53 101400028 $29.98 $44.17 $74.14
54 101410038 $96.67 $44.17 $140.84
55 101410048 $189.42 $44.17 $233.58
56 101410058 $179.88 $44.17 $224.04
57 101410062 $29.90 $44.17 $74.06
58 101420035 $90.24 $44.17 $134.40
59 101420042 $197.90 $44.17 $242.06
60 101420048 $136.25 $44.17 $180.42
61 101460011 $179.88 $44.17 $224.04
62 101470001 $59.96 $44.17 $104.12
63 101470004 $179.88 $44.17 $224.04
64 101470022 $179.88 $44.17 $224.04
65 101480002 $179.88 $44.17 $224.04
66 101480015 $122.69 $44.17 $166.86
67 101480016 $38.75 $44.17 $82.92
68 101480019 $179.88 $44.17 $224.04
69 101480026 $246.45 $44.17 $290.62
70 101480038 $29.88 $44.17 $74.04
71 101480049 $179.88 $44.17 $224.04
72 101490007 $29.98 $44.17 $74.14
73 101490008 $179.88 $44.17 $224.04
74 101490019 $29.98 $44.17 $74.14
75 101490024 $59.96 $44.17 $104.12
76 101490045 $179.88 $44.17 $224.04
77 101490046 $179.88 $44.17 $224.04
78 101500012 $29.98 $44.17 $74.14
79 101500023 $179.88 $44.17 $224.04
80 101510009 $110.06 $44.17 $154.22
81 101510025 $179.88 $44.17 $224.04
82 101520004 $179.88 $44.17 $224.04
83 101520005 $179.88 $44.17 $224.04
84 101520014 $179.88 $44.17 $224.04
85 101520018 $179.88 $44.17 $224.04
86 101520022 $179.88 $44.17 $224.04
87 101520023 $179.88 $44.17 $224.04
88 101520043 $149.90 $44.17 $194.06
89 101530017 $179.88 $44.17 $224.04
90 102150004 $179.88 $44.17 $224.04
91 102150006 $179.88 $44.17 $224.04
92 102262005 $179.88 $44.17 $224.04
93 102262008 $179.88 $44.17 $224.04
94 102380020 $1,798.80 $44.17 $1,842.96
95 102381005 $179.88 $44.17 $224.04
96 102381011 $179.88 $44.17 $224.04
97 102381013 $179.88 $44.17 $224.04
98 102381015 $179.88 $44.17 $224.04
99 102432001 $49.70 $44.17 $93.86
100 102441001 $166.33 $44.17 $210.50
101 102441002 $231.45 $44.17 $275.62
102 102442003 $179.88 $44.17 $224.04
103 102442008 $179.88 $44.17 $224.04
104 102442009 $59.96 $44.17 $104.12
105 102442022 $59.96 $44.17 $104.12
106 102442029 $38.75 $44.17 $82.92
107 102442034 $65.96 $44.17 $110.12
108 102442037 $149.90 $44.17 $194.06
109 102443004 $179.88 $44.17 $224.04
110 102443020 $179.88 $44.17 $224.04
111 102461003 $179.88 $44.17 $224.04
112 102461004 $179.88 $44.17 $224.04
113 102461014 $179.88 $44.17 $224.04
114 102461015 $29.98 $44.17 $74.14
115 102461026 $29.98 $44.17 $74.14
116 102461031 $179.88 $44.17 $224.04
117 102472009 $179.88 $44.17 $224.04
118 102473006 $179.88 $44.17 $224.04
119 102474007 $59.96 $44.17 $104.12
120 102474014 $179.88 $44.17 $224.04
121 102481005 $179.88 $44.17 $224.04
122 102482017 $231.45 $44.17 $275.62
123 102482020 $179.88 $44.17 $224.04
124 102482025 $179.88 $44.17 $224.04
125 102511006 $119.92 $44.17 $164.08
126 102511028 $179.88 $44.17 $224.04
127 102512004 $103.50 $44.17 $147.66
128 102512032 $179.88 $44.17 $224.04
129 102521002 $29.98 $44.17 $74.14
130 102521022 $59.96 $44.17 $104.12
131 102521039 $179.88 $44.17 $224.04
132 102521044 $179.88 $44.17 $224.04
133 102521050 $59.96 $44.17 $104.12
134 102521057 $179.88 $44.17 $224.04
135 102522016 $89.94 $44.17 $134.10
136 102531041 $29.98 $44.17 $74.14
137 102532008 $179.88 $44.17 $224.04
138 102532031 $89.94 $44.17 $134.10
139 102541012 $29.98 $44.17 $74.14
140 102541020 $359.76 $44.17 $403.92
141 102541027 $133.10 $44.17 $177.26
142 102541037 $179.88 $44.17 $224.04
143 102541042 $59.92 $44.17 $104.08
144 102542001 $129.88 $44.17 $174.04
145 102542021 $179.88 $44.17 $224.04
146 102542026 $179.88 $44.17 $224.04
147 102542038 $179.88 $44.17 $224.04
148 102543005 $179.88 $44.17 $224.04
149 102551002 $29.98 $44.17 $74.14
150 102551006 $41.50 $44.17 $85.66
151 102551009 $179.88 $44.17 $224.04
152 102551016 $59.96 $44.17 $104.12
153 102551022 $179.88 $44.17 $224.04
154 102551024 $179.88 $44.17 $224.04
155 102552004 $179.88 $44.17 $224.04
156 102552023 $179.88 $44.17 $224.04
157 102552027 $179.88 $44.17 $224.04
158 102552031 $179.88 $44.17 $224.04
159 102561013 $179.88 $44.17 $224.04
160 102561017 $38.75 $44.17 $82.92
161 102561021 $179.88 $44.17 $224.04
162 102561034 $89.94 $44.17 $134.10
163 102562005 $22.45 $44.17 $66.62
164 102571010 $179.88 $44.17 $224.04
165 102572001 $179.88 $44.17 $224.04
166 102572012 $179.88 $44.17 $224.04
167 102572017 $29.98 $44.17 $74.14
168 102572023 $359.76 $44.17 $403.92
169 102573002 $179.88 $44.17 $224.04
170 102573007 $179.88 $44.17 $224.04
171 102573009 $59.96 $44.17 $104.12
172 102573016 $179.88 $44.17 $224.04
173 102573019 $29.98 $44.17 $74.14
174 102580013 $179.88 $44.17 $224.04
175 102580014 $59.96 $44.17 $104.12
176 102580066 $164.43 $44.17 $208.60
177 102593001 $179.88 $44.17 $224.04
178 102593002 $179.88 $44.17 $224.04
179 102593008 $89.94 $44.17 $134.10
180 102593012 $179.88 $44.17 $224.04
181 102593014 $179.88 $44.17 $224.04
182 102593023 $29.98 $44.17 $74.14
183 102594001 $29.98 $44.17 $74.14
184 102594002 $59.96 $44.17 $104.12
185 102601007 $29.98 $44.17 $74.14
186 102601010 $179.88 $44.17 $224.04
187 102602018 $96.73 $44.17 $140.90
188 102602019 $59.96 $44.17 $104.12
189 102602025 $89.94 $44.17 $134.10
190 102602028 $59.96 $44.17 $104.12
191 102602031 $179.88 $44.17 $224.04
192 102612005 $59.96 $44.17 $104.12
193 102612009 $179.88 $44.17 $224.04
194 102621007 $29.98 $44.17 $74.14
195 102621011 $179.88 $44.17 $224.04
196 102621013 $29.98 $44.17 $74.14
197 102621028 $179.88 $44.17 $224.04
198 102621031 $179.88 $44.17 $224.04
199 102621034 $59.96 $44.17 $104.12
200 102630003 $179.88 $44.17 $224.04
201 102630011 $179.88 $44.17 $224.04
202 102630016 $359.76 $44.17 $403.92
203 102630019 $141.91 $44.17 $186.08
204 102651013 $89.94 $44.17 $134.10
205 102651018 $179.88 $44.17 $224.04
206 102651029 $179.88 $44.17 $224.04
207 102652004 $39.65 $44.17 $83.82
208 102652006 $22.45 $44.17 $66.62
209 102652011 $119.92 $44.17 $164.08
210 102661027 $108.34 $44.17 $152.50
211 102662012 $179.88 $44.17 $224.04
212 102671030 $29.01 $44.17 $73.18
213 102672004 $29.98 $44.17 $74.14
214 102672010 $179.88 $44.17 $224.04
215 102672025 $179.88 $44.17 $224.04
216 102672032 $89.80 $44.17 $133.96
217 102673001 $117.40 $44.17 $161.56
218 102673008 $179.88 $44.17 $224.04
219 102674011 $179.88 $44.17 $224.04
220 102674020 $29.98 $44.17 $74.14
221 102683014 $179.88 $44.17 $224.04
222 102683018 $179.88 $44.17 $224.04
223 102683022 $179.88 $44.17 $224.04
224 102684002 $179.88 $44.17 $224.04
225 102684010 $179.88 $44.17 $224.04
226 102685009 $179.88 $44.17 $224.04
227 102685014 $29.98 $44.17 $74.14
228 102685016 $49.32 $44.17 $93.48
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