Corona City Council
June 4, 2025

City of Corona | Proposed Budget Fiscal Year 2026 Page 238 Page 635 of 1303 Safety and Training
Budgeted Expenditures, by Expense Type
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Contractual $31,816 $68,601 $118,400 $116,600 -$1,800 -1.5% Materials And Supplies $120,741 $199,518 $246,670 $144,470 -$102,200 -41.4% Personnel Services $220,632 $240,182 $322,924 $396,805 $73,881 22.9% Utilities $449 $498 $500 $500 $0 0%
Total: $373,638 $508,799 $688,494 $658,375 -$30,119 -4.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 239 Page 636 of 1303 Information Technology
Chris McMasters
Chief Information Officer
The mission of the Information Technology Department is to serve the City and its citizens by providing the technical framework, strategic vision and forward thinking technological solutions to facilitate better outcomes through technology.

What do we do?
The Information Technology Department provides technologically innovative solutions to enhance the delivery of services that improve the lives of the citizens and employees of the City of Corona.

City of Corona | Proposed Budget Fiscal Year 2026 Page 240 Page 637 of 1303 City of Corona | Proposed Budget Fiscal Year 2026 Page 241 Page 638 of 1303 Information Technology Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 242 Page 639 of 1303 Information Technology - Expenditures Summary
$17,380,168
$2,238,320
(14.78% vs. prior year)
Expenditures, by Fund
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General Fund $318,995 $725,037 $736,222 $760,962 $24,740 3.4% Internal Service Funds $10,969,818 $16,089,563 $14,405,625 $16,619,205 $2,213,580 15.4% Total: $11,288,813 $16,814,600 $15,141,847 $17,380,168 $2,238,320 14.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 243 Page 640 of 1303 Information Technology
Budgeted Expenditures, by Function
IIInnnfffooo TTTeeeccchhh---CCCooonnntttrrraaaccctttsss///RRReeennneeewwwaaalllsss (((555777...555%%%))) IIInnnfffooo TTTeeeccchhh---AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((333222...777%%%))) IIInnnfffooo TTTeeeccchhh---MMMooobbbiiillleee DDDaaatttaaa CCCooommmpppuuuttteeerrr (((666...222%%%))) IIInnnfffooo TTTeeeccchhh---GGGIIISSS (((222...333%%%))) IIInnnfffooo TTTeeeccchhh---TTTaaabbbllleeetttsss (((000...555%%%))) IIInnnfffooo TTTeeeccchhh---RRRaaadddiiiooo///CCCooommmmmm (((000...444%%%))) Info Tech-Administration $4,364,669 $5,587,634 $5,255,481 $5,690,835 $435,354 8.3% Info Tech-Contracts/Renewals $6,013,845 $10,078,263 $8,387,043 $9,998,629 $1,611,586 19.2% Info Tech-GIS $79,924 $211,252 $405,200 $394,000 -$11,200 -2.8% Info Tech-Mobile Data Computer $390,051 $804,212 $861,011 $1,084,367 $223,356 25.9% Info Tech-Projects $371,725 $71,564 $57,005 $57,005 $0 0% Info Tech-Radio/Comm $68,600 $19,765 $87,449 $71,532 -$15,917 -18.2% Info Tech-Tablets $0 $41,909 $88,658 $83,800 -$4,858 -5.5% Total: $11,288,813 $16,814,600 $15,141,847 $17,380,168 $2,238,320 14.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 244 Page 641 of 1303 Information Technology Administration Budget Detail
What do we do?
Information Technology Administration and Operations include support of departmental personnel, employee training, office equipment, cybersecurity, emergency communications systems, broadcasting, computer equipment, and software.

Goals & Objectives
What did we do in Fiscal Year 2025?
Addition of Software Analyst and ERP Administrator to address the needs of the ERP project.

Piloted many different AI projects for almost every department.

Provided employee training for certification and improvement of IT skills and knowledge.

What do we plan to do in Fiscal Year 2026?
Addition of a GIS Manager to manage the GIS Team and transition the IT Administrative Assistant to full-time.

Continue piloting and deploying new projects and technologies, including AI.

Continue employee training for certification and improvement of IT skills and knowledge.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify PT Administrative Assistant to FT 32,535 Hardware/Software/IT cost for New Positions throughout City Department 5,823 Total $ 38,358
City of Corona | Proposed Budget Fiscal Year 2026 Page 245 Page 642 of 1303 Information Technology Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999555...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333...777%%%))) UUUtttiiillliiitttiiieeesss (((000...555%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((000...000555%%%))) Capital Outlay -$149,721 $86,100 $0 $0 $0 0%
Contractual $7,618 $3,336 $3,000 $3,000 $0 0%
Depreciation $4,250 $30,869 $0 $0 $0 0%
Materials And Supplies $150,211 $266,106 $201,828 $211,213 $9,385 4.6% Personnel Services $4,311,953 $5,166,673 $5,021,103 $5,447,072 $425,969 8.5% Utilities $40,359 $34,551 $29,550 $29,550 $0 0%
Total: $4,364,669 $5,587,634 $5,255,481 $5,690,835 $435,354 8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 246 Page 643 of 1303 Contracts/Renewals Budget Detail
What do we do?
Recurring costs include software/hardware licensing, maintenance, and support. These costs ensure that we maintain the current versions of our software and hardware systems to provide better functionality and security.

Goals & Objectives
What did we do in Fiscal Year 2025?
Piloted SD-Wan for redundancy at 5 sites.

Deployed Cloud VOIP phone system and Cloud Call Center system with 5 departments.

Transition from VMware to Azure Local HCI Stack at City Hall.

What do we plan to do in Fiscal Year 2026?
Continued implementation of SD-Wan for redundancy at additional sites.

Continued deployment Cloud VOIP phone system and Cloud Call Center system with additional departments.

Transition from VMware to Azure Local HCI Stack at UD and PD.

Service Adjustment Changes (Operating Budget)
Description Amount
AV Equipment Replacement 50,000
Total $ 50,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 247 Page 644 of 1303 Contracts/Renewals
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((777999...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555...666%%%))) UUUtttiiillliiitttiiieeesss (((555...333%%%)))
Contractual $5,109,221 $6,484,921 $6,426,173 $7,906,259 $1,480,087 23% Depreciation $0 $2,304,805 $0 $0 $0 0%
Materials And Supplies $737,178 $1,120,945 $1,438,087 $1,564,586 $126,499 8.8% Utilities $167,445 $167,592 $522,784 $527,784 $5,000 1% Total: $6,013,845 $10,078,263 $8,387,043 $9,998,629 $1,611,586 19.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 248 Page 645 of 1303 Geographic Information Systems Budget Detail
What do we do?
Geographic Information Systems (GIS) services include funding for the acquisition of hardware and software, data conversion, and applications development to expand the existing GIS program and provide for integration into new and existing systems, including public safety, utilities, and land development.

Goals & Objectives
What did we do in Fiscal Year 2025?
GIS Contracting work for CAD.

Developed dashboards and near-real-time data visualizations for multiple departments.

Piloted the use of geospatial predictive analytics for use in advanced data modeling.

What do we plan to do in Fiscal Year 2026?
GIS consulting service to digitize utility information in preparation for utilities network platform.

Develop a Data Strategic Plan to streamline data accessibility and assist in data-driven decision-making.

Continue with the development of a new City base map.

City of Corona | Proposed Budget Fiscal Year 2026 Page 249 Page 646 of 1303 Geographic Information Systems
Budgeted Expenditures, by Expense Type
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Contractual $57,742 $188,351 $361,000 $361,000 $0 0%
Materials And Supplies $21,329 $22,918 $40,200 $29,000 -$11,200 -27.9% Utilities $853 -$17 $4,000 $4,000 $0 0%
Total: $79,924 $211,252 $405,200 $394,000 -$11,200 -2.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 250 Page 647 of 1303 Mobile Data Computer Budget Detail
What do we do?
Mobile Data Computers provide for the efficient and secure transmission of information to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2025?
Refreshed cycle for 25% of Police Mobile Data Computers (MDCs).

What do we plan to do in Fiscal Year 2026?
Refresh cycle for 25% of Police Mobile Data Computers (MDCs).

Service Adjustment Changes (Operating Budget)
Description Amount
Mobile Secure Access Virtual Private Networks 20,000
Total $ 20,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 251 Page 648 of 1303 Mobile Data Computer
Budgeted Expenditures, by Expense Type
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MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555%%%))) UUUtttiiillliiitttiiieeesss (((999%%%)))
Contractual $210,664 $555,641 $630,283 $823,891 $193,608 30.7% Materials And Supplies $128,395 $160,247 $145,000 $163,000 $18,000 12.4% Utilities $50,992 $88,324 $85,728 $97,476 $11,748 13.7% Total: $390,051 $804,212 $861,011 $1,084,367 $223,356 25.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 252 Page 649 of 1303 Projects Budget Detail
What do we do?
The Citywide Support and Initiatives Program provides citywide technology initiatives systems and funding for implementing new and innovative technology solutions.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued implementation of new access control system and Phase 3 camera deployments.

Migrated to a modernized Utility Billing Customer Portal.

Finished the deployment of the electronic Document Management System.

What do we plan to do in Fiscal Year 2026?
Finish the deployment of Workday to replace the legacy HR and Finance system.

Upgrade CIS Utility Billing System.

Continued addition of security cameras in various city facilities as part of the Phase 3 Camera Project.

City of Corona | Proposed Budget Fiscal Year 2026 Page 253 Page 650 of 1303 Projects
Budgeted Expenditures, by Expense Type
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Contractual $66,044 $61,788 $30,000 $50,000 $20,000 66.7% Depreciation $280,652 $0 $0 $0 $0 0%
Materials And Supplies $18,918 $2,742 $27,005 $0 -$27,005 -100% Utilities $6,111 $7,034 $0 $7,005 $7,005 N/A
Total: $371,725 $71,564 $57,005 $57,005 $0 0%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 254 Page 651 of 1303 Radio/Communications Budget Detail
What do we do?
Radio Communications provides services to the public safety departments' radio, wireless, and communications networks.

Goals & Objectives
What did we do in Fiscal Year 2025?
Weed abatement for remote radio sites.

What do we plan to do in Fiscal Year 2026?
Start implementation of a new VHF radio system for the Fire Department.

Service Adjustment Changes (Operating Budget)
Description Amount
Cybersecurity Program for Police Dispatch Consoles 14,000 Upgrade License Plate Recognition Program 15,000
Total $ 29,000
Radio/Communications
Budgeted Expenditures, by Expense Type
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Contractual $17,027 $1,370 $37,249 $36,500 -$749 -2%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 255 Page 652 of 1303 Materials And Supplies $45,179 $14,275 $44,000 $28,832 -$15,168 -34.5% Personnel Services $2,616 $0 $0 $0 $0 0%
Utilities $3,779 $4,120 $6,200 $6,200 $0 0%
Total: $68,600 $19,765 $87,449 $71,532 -$15,917 -18.2%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 256 Page 653 of 1303 Tablets Budget Detail
What do we do?
Tablets provide efficient and secure information transmission to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2025?
Refresh 25% of the existing Fire Department Mobile Tablets.

What do we plan to do in Fiscal Year 2026?
Refresh 25% of the existing Fire Department Mobile Tablets.

Tablets
Budgeted Expenditures, by Expense Type
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Contractual $0 $1,326 $2,564 $1,238 93.4%
Materials And Supplies $31,463 $42,500 $30,500 -$12,000 -28.2% Utilities $10,446 $44,832 $50,736 $5,904 13.2%
Total: $41,909 $88,658 $83,800 -$4,858 -5.5%
Name FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 257 Page 654 of 1303 Legal & Risk Management
Dean Derleth
City Attorney / Legal & Risk Management Director
The mission of the Legal & Risk Management Department is to provide the City Council and City officers, boards, commissions, committees, and employees with high quality, effective, and efficient legal counsel, risk assessment, liability management, and workers' compensation services, while pursuing City goals, protecting City resources, and thereby safeguarding teh interests of the Corona community.

What do we do?
Within the Citywide Internal Support service area, the Legal & Risk Management Department is a strategic partner with City departments, and reports to the City Council. Services provided under each department's activity are further explained below.

City of Corona | Proposed Budget Fiscal Year 2026 Page 258 Page 655 of 1303 Legal & Risk Management Department Organizational Chart City of Corona | Proposed Budget Fiscal Year 2026 Page 259 Page 656 of 1303 Legal & Risk Management - Expenditures Summary
$13,407,474
$1,164,435
(9.51% vs. prior year)
Expenditures, by Fund
IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((777999...999%%%))) GGGeeennneeerrraaalll FFFuuunnnddd (((222000...111%%%))) General Fund $1,783,268 $2,054,569 $2,099,380 $2,701,159 $601,780 28.7% Internal Service Funds $6,010,943 $11,228,869 $10,143,659 $10,706,314 $562,655 5.5% Total: $7,794,212 $13,283,438 $12,243,039 $13,407,474 $1,164,435 9.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 260 Page 657 of 1303 Legal & Risk Management
Budgeted Expenditures, by Function
RRRiiissskkk MMMaaannnaaagggeeemmmeeennnttt (((888333...888%%%))) CCCiiitttyyy AAAttttttooorrrnnneeeyyy (((111666...222%%%))) City Attorney $1,351,479 $1,598,621 $1,637,968 $2,173,751 $535,783 32.7% Risk Management $6,442,732 $11,684,817 $10,605,070 $11,233,722 $628,652 5.9% Total: $7,794,212 $13,283,438 $12,243,039 $13,407,474 $1,164,435 9.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 261 Page 658 of 1303 City Attorney's Office Budget Detail
What do we do?
The City Attorney's Office represents and advises the City Council, as well as all other City officers, boards, commissions, committees and employees, on legal matters pertaining to their City offices and employment, to the extent required or allowed by law and as otherwise directed by the City Council. The office also oversees City representation by outside attorneys in some situations, including workers' compensation matters.

The City Attorney's Office performs all legal work and represents the City in all actions at law, including acquisition, sale or abandonment of real property, including acceptance of deeds on behalf of the City, providing or overseeing representation on all claims and other litigation matters by or against the City and also assists in drafting all ordinances, resolutions, motions, agreements and contracts to be entered into by the City, as well as approving the form of such instruments.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued to deliver cost-savings and greater service, including expanded and more direct access to the legal team for officials and staff, and worked on well over 200 projects throughout the City.

Continued to work on the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services with Management Services and other staff.

Continued to work extensively on the McKinley Grade Separation Project with staff and the consultant project team on all real property acquisitions and project contract documents.

Continued to strategize and assist Economic Development and Management Services staff with multiple acquisitions in the Corona Mall to facilitate the City’s Downtown revitalization efforts.

Continued to assist Public Works and Utilities Department staff on complex legal issues to help achieve completion of the WRF #3 Sewer Lift Station Project.

Worked with the Finance Department to update and streamline the City’s Purchasing Ordinance and purchasing processes.

Worked with City Council and Management Services Department in preliminary steps and research related to a potential rent stabilization ordinance.

Continued to work on both small cell and cell tower issues with Management Services, Planning and Development and other departments, and continued to manage citywide cell tower license agreements.

Continued to assist the City Clerk’s office with responding to Public Records Act requests, which are increasing in number and the volume of records requested.

Successfully handled more than 20 litigated matters, including: (i) continuing our 100% success rate in administrative appeals of all types; (ii) obtaining dismissals for a waiver of costs of an employment discrimination case, a fatal traffic collision case, and several other premises liability cases; and (iii) obtaining a summary judgment and significant award of litigation costs in a heavily litigated bicycle accident case. We achieved those and many other favorable outcomes by continuing our aggressive yet strategic approach to litigation. We also continue to work with Risk Management to successfully head off and significantly mitigate the City’s financial exposure on liability and worker’s compensation claims.

City of Corona | Proposed Budget Fiscal Year 2026 Page 262 Page 659 of 1303 What do we plan to do in Fiscal Year 2026?
Continue to work with Council and staff to implement Strategic Plan priorities – the City’s priorities are our priorities.

Provide continuous evaluation of cost-saving measures.

Provide enhanced service and more direct access for City officials and employees.

Continue to look for opportunities to expand expertise and minimize outside legal counsel expenses.

Develop and retain high-quality professional staff dedicated to the department’s mission statement.

Continue to Advocate for the Corona Community by promoting a tenacious yet fair and professional reputation in ongoing advocacy efforts.

Continue to effectively defend City resources, create efficiencies, and increase cost-savings and subrogation (cost recovery) efforts.

Continue to look for ways in which to manage citywide cell tower license agreements more effectively.

Continue to work with the Purchasing Division to improve workflow for insurance and contract requests.

Continue to work on the ongoing major projects from FY25, including the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services, the Corona Mall Project, WRF #3 Sewer Lift Station Project, the McKinley Grade Separation Project and the potential Rent Stabilization Ordinance.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Senior Deputy City Attorney (Constitutional Policing Advisor) 288,133 Total $ 288,133
City of Corona | Proposed Budget Fiscal Year 2026 Page 263 Page 660 of 1303 City Attorney's Office
Budgeted Expenditures, by Expense Type
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Contractual $104,532 $232,324 $233,050 $233,050 $0 0%
Materials And Supplies $7,046 $4,999 $14,520 $14,235 -$285 -2% Personnel Services $1,237,690 $1,359,814 $1,388,178 $1,924,246 $536,068 38.6% Utilities $2,211 $1,484 $2,220 $2,220 $0 0%
Total: $1,351,479 $1,598,621 $1,637,968 $2,173,751 $535,783 32.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 264 Page 661 of 1303 Risk Management Budget Detail
What do we do?
The Risk Management Division works closely with the City Attorney's Office to oversee and manage the City's Workers' Compensation Program and the City's Liability, Subrogation & Insurance Program.

The Workers' Compensation Program provides specialized workers' compensation services to employees citywide, including monitoring and administering claims effectively while maintaining cost-control measures and developing cost-reduction strategies. The program works in conjunction with the Human Resources' Safety staff to identify and review trends, with the goal of thereby monitoring injuries, limiting future accidents, and identifying required safety improvements.

The Liability, Subrogation & Insurance Program manages tort and other claims filed against the City, manages subrogation claims pursued by the City against responsible third parties, strives to anticipate and reduce potential claims, coordinates and organizes the City's administrative policies and procedures, reviews and administers insurance provisions in City contracts and agreements, and administers the City's self-insurance and commercial insurance programs. The program services as a resource to the City Council and City departments concerning claim liability exposure, insurance coverages and insurance provisions in City contracts and agreements.

City of Corona | Proposed Budget Fiscal Year 2026 Page 265 Page 662 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Workers’Compensation Program
Continued to oversee TPA and various unbundled managed care program service providers, with the goal of achieving cost savings and increased customer service and responsiveness to the needs of injured employees.

Continued to implement controls designed to increase accountability of TPA and outside legal counsel.

Worked with supervisors and managers to develop temporary light duty agreements to allow employees to come back to modified duty while recovering from their injury.

Continued to hold quarterly workers’ compensation claim review meetings with our TPA, employees and association representatives.

Continued bi-weekly meetings with our TPA to ensure that claims continue moving forward in a timely manner.

Favorably settled 23 Workers’Compensation cases, 22 by Stipulated Award and 1 by Compromise and Release.

Received, processed, and opened 64 new claims.

Closed out 90 Workers’Compensation Claims.

Supported the Safety Division with the launch of Vector EHS incident reporting to streamline notifications of employee injuries and incidents.

Liability, Subrogation & Insurance Program
Reviewed and processed at least 81 new liability claims and closed approximately 64 liability claims (through approximately April 2025).

Billed approximately $195,100 for subrogation efforts, collected approximately $201,643, and entered into 1 new payment agreement, totaling $2,674 (through approximately April 2025).

Continued to evaluate the City’s self-insurance and commercial insurance programs for effectiveness at protecting City assets and conformance with practices of California municipalities of similar size and risk factors, including an analysis of new insurance programs offered by the City’s insurance broker, Alliant, as well as alternatives for saving money at varying risk tolerance levels.

Worked with Information Technology and Finance to create an online process so that the community can purchase special events insurance online. What do we plan to do in Fiscal Year 2026? Continue to focus on providing responsive service, timely treatment and quality medical care in order to help employees get back to work and reduce their time off.

Continue to work with our Workers’ Compensation TPA and various unbundled managed care program services providers, focusing on cost savings and increased customer service and responsiveness to the needs of injured employees.

Continue to work with our Workers’ Compensation TPA to identify specialist who will provide exceptional care to our injured employees that we can make available when a referral is needed.

Continue to work with various departments on policy and procedures for industrial disability retirement process in accordance with CalPERS requirements.

Continue to look for ways in which to reduce Workers’Compensation claims litigation.

Continue to look for ways in which to be more proactive with claims and reduce overall claim liability.

Continue to look for ways in which to improve the City’s subrogation efforts, including collecting more money owed while entering into respectful and manageable payment or other arrangements.

Continue to evaluate the City’s self-insurance and commercial insurance programs, including looking for ways in which to save money commensurate with the City Council’s risk tolerance.

Work to revise and update the Risk Management Policy.

Coordinate trainings for staff to go over Workers’ Compensation process, procedures, and forms to ensure all questions are answered and employees understand the injury process.

Collaborate with other departments to identify injury trends and reduce new injuries.

City of Corona | Proposed Budget Fiscal Year 2026 Page 266 Page 663 of 1303 Risk Management
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555555...333%%%))) CCClllaaaiiimmmsss EEExxxpppeeennnssseee (((222444...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111555...666%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444...777%%%))) Claims Expense $1,878,040 $4,590,160 $2,483,778 $2,750,600 $266,822 10.7% Contractual $1,229,034 $2,691,779 $1,754,500 $1,750,000 -$4,500 -0.3% Materials And Supplies $2,904,623 $3,947,555 $5,909,981 $6,210,374 $300,393 5.1% Personnel Services $431,035 $455,323 $456,811 $522,748 $65,937 14.4% Total: $6,442,732 $11,684,817 $10,605,070 $11,233,722 $628,652 5.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 267 Page 664 of 1303 Planning & Development
Joanne Coletta
Planning & Development Director
The mission of the Planning & Development Department is promoting quality development, sustaining the quality of existing neighborhoods, accommodating affordable house, and ensuring that new development and miscellaneous improvements to properties are constructed in accordance with the highest standards of safety.

What do we do?
Within the Planning & Development service area, the Planning & Development Department provides a variety of services which directly impact living and economic conditions throughout the City, with specific emphasis on building construction and modification, property maintenance, land use and property inspections. * Estimated based on actuals through April 2025
City of Corona | Proposed Budget Fiscal Year 2026 Page 268 Page 665 of 1303 Planning & Development Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 269 Page 666 of 1303 Planning & Development - Expenditures Summary
$10,595,449
$1,217,508
(12.98% vs. prior year)
Expenditures, by Fund
GGGooovvveeerrrnnnmmmeeennntttaaalll FFFuuunnndddsss (((999999...111%%%))) PPPrrroooppprrriiieeetttaaarrryyy FFFuuunnndddsss (((000...999%%%))) General Fund $8,060,231 $7,771,125 $9,047,628 $10,214,174 $1,166,546 12.9% Special Revenue Funds $137,595 $154,949 $240,352 $280,736 $40,384 16.8% Enterprise Funds $120,653 $83,248 $89,961 $100,539 $10,578 11.8% Total: $8,318,479 $8,009,322 $9,377,941 $10,595,449 $1,217,508 13% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 270 Page 667 of 1303 Planning & Development
Budgeted Expenditures, by Function
DDDeeevvveeelllooopppmmmeeennnttt SSSeeerrrvvviiiccceeesss (((222444%%%))) PPPlllaaannn CCChhheeeccckkk (((111888...888%%%)))
IIInnnssspppeeeccctttiiiooonnn SSSeeerrrvvviiiccceeesss (((111555...999%%%))) LLLaaannnddd UUUssseee PPPlllaaannnnnniiinnnggg &&& ZZZooonnniiinnnggg (((111555...666%%%))) BBBuuuiiillldddiiinnnggg IIInnnssspppeeeccctttiiiooonnn (((111111...555%%%))) CCCooodddeee CCCooommmpppllliiiaaannnccceee (((999...666%%%))) PPllaannnniinngg aanndd DDeevveellooppmmeenntt
AAddmmiinniissttrraattiioonn ((44..77%%))
Planning and Development
Administration (4.7%)
Building Inspection $1,019,040 $959,740 $1,016,423 $1,222,488 $206,066 20.3% Code Compliance $637,469 $737,972 $829,911 $1,017,445 $187,534 22.6% Development Services $1,916,973 $2,165,965 $2,287,018 $2,538,053 $251,034 11% Inspection Services $1,304,555 $967,998 $1,576,505 $1,686,944 $110,439 7% Land Use Planning & Zoning $1,441,549 $1,352,842 $1,381,877 $1,649,625 $267,748 19.4% Plan Check $1,543,589 $1,348,071 $1,843,725 $1,987,116 $143,391 7.8% Planning and Development
Administration
$455,304 $476,734 $442,482 $493,778 $51,295 11.6%
Total: $8,318,479 $8,009,322 $9,377,941 $10,595,449 $1,217,508 13% Name FY2023
Actual
FY2024
Actual
FY2025
Adopted
FY2026
Proposed
$ Change (Prop. to
Adop.)
% Change (Prop. to
Adop.)
City of Corona | Proposed Budget Fiscal Year 2026 Page 271 Page 668 of 1303 Building Inspection Budget Detail
What do we do?
Building Inspection includes the activities performed by the city's building inspectors. The building inspectors are responsible for providing inspections of all construction activities. The inspectors check for compliance with Title 24, California Code of Regulations; California Building Standards Code, selected California Healthy and Safety Laws, the Uniform Housing Code, and the Corona Municipal Code. This section also investigates complaints concerning violations of those regulations, and of illegal and unsafe construction practices. In the event of an emergency or disaster, the inspectors perform safety assessments of structures.

Other duties include assisting with plan reviews, permit issuance, answering questions from design professionals, contractors and the public, record keeping, and preparing reports and correspondence for enforcement procedures.

Goals & Objectives
What did we do in Fiscal Year 2025?
Responded to 12,277 building inspection requests associated with new residential, commercial and industrial construction, tenant improvements to existing buildings, single family room additions, and other miscellaneous improvements.

Responded to approximately 20 emergency incidents.

Opened approximately 88 new cases to investigate complaints of unpermitted construction or unsafe building conditions.

What do we plan to do in Fiscal Year 2026?
Continue to enhance mobile inspection software and capabilities.

Continue to provide inspections within one business day.

Continue to respond to a high volume of inspection requests, requests for investigation and emergency incidents.

City of Corona | Proposed Budget Fiscal Year 2026 Page 272 Page 669 of 1303 Building Inspection
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888999...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111000%%%))) UUUtttiiillliiitttiiieeesss (((000...000888%%%)))
Contractual $175,005 $0 $0 $0 $0 0%
Materials And Supplies $76,467 $83,869 $103,484 $122,373 $18,889 18.3% Personnel Services $767,568 $873,494 $912,939 $1,099,115 $186,177 20.4% Utilities $0 $2,377 $0 $1,000 $1,000 N/A
Total: $1,019,040 $959,740 $1,016,423 $1,222,488 $206,066 20.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 273 Page 670 of 1303 Code Compliance Budget Detail
What do we do?
Code Compliance is responsible for the enforcement of the city's zoning ordinance on private property, including the inspections of certain health and safety regulations on private property to correct substandard living conditions and enforce the maintenance of property; provides zoning information to the business community and residents through the distribution of city pamphlets; check street vendors to ensure vendors are operating with required permits; implements the City's inoperative vehicle abatement program, and manages a volunteer program which assists in the removal of signs in the public rights-of-way. this division also collaborates with various City departments in the interpretation and enforcement of various municipal codes.

Goals & Objectives
What did we do in Fiscal Year 2025?
Enforced California health and safety codes, property maintenance violations and zoning code violations, and assisted the Building Division with enforcement cases resulting in 1,888 opened cases and 1,958 closed cases.

Continued to enforce the prohibition of short-term residential rentals in the city.

Removed 8,983 signs in the public rights-of-way and implemented procedures for the City’s new temporary sign prohibition on public property.

Abated 116 vehicles under the City’s Abandoned Vehicle Abatement program.

Educated and enforced over 54 unpermitted sidewalk vendors.

What do we plan to do in Fiscal Year 2026?
Retrieve illegal signs that are placed in the City’s public right-of-way and on public property per the city ordinance. Onboard and train a volunteer to assist with this task.

Respond to incoming complaints concerning land use and zoning violations, property maintenance violations and educate the public on the City’s regulations adopted by the Corona Municipal Code.

Continue to educate the public on the City’s Abandoned Vehicle Abatement program and abate 150 vehicles.

Service Adjustment Changes (Operating Budget)
Description Amount
Replacement of Computer Equipment and Software 2,000
New Uniforms for Abandoned Vehicle Abatement (AVA) Inspectors 180 Postage and Shipping for AVA notice of violations and citations 1,300 Memberships and Dues - California Association of Code Enforcement Officers (CACEO) 100 Conference, Training, and Travel - Abandoned Vehicle Abatement 600 Total $ 4,180
City of Corona | Proposed Budget Fiscal Year 2026 Page 274 Page 671 of 1303 Code Compliance
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888777...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111222%%%))) UUUtttiiillliiitttiiieeesss (((000...555%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((000...000222%%%))) Contractual $2,660 $216 $0 $207 $207 N/A
Materials And Supplies $60,307 $61,921 $90,530 $122,134 $31,604 34.9% Personnel Services $562,477 $667,507 $739,181 $890,104 $150,923 20.4% Utilities $12,026 $8,328 $200 $5,000 $4,800 2,400%
Total: $637,469 $737,972 $829,911 $1,017,445 $187,534 22.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 275 Page 672 of 1303 Development Services Budget Detail
What do we do?
The Development Services division works with developers to ensure that proposed commercial, industrial, and residential development projects meet the requirements of the Corona Municipal Code, conform to county, state, and federal guidelines, and regulations, and follow Public Works and Utilities Department standards and design policies. Additionally, the Development Services section coordinates and administers programs involving intergovernmental agencies, utility companies, and telecommunication companies. This section also collaborates with the Wester Riverside Council of Governments (WRCOG) on the application and collection of the Transportation Uniform Mitigation Fees (TUMF) and administration of TUMF credit and reimbursement agreements.

The Permitting group is a sub-section of Development Services to facilitate an effective and efficient plan check and permit application process. The permitting group is also responsible for the Public Works front counter services, which handles a wide variety of in-person, phone, and email inquiries related to the development services requirements and processes, engineeringrelated questions, the Corona Municipal Code, the Subdivision Map Act, the Utilities Department design policy and standards, and Public Works standard plans and policy requirements.

Goals & Objectives
What did we do in Fiscal Year 2025?
Processed 95% of plan checks and permits on-time
Assisted more than 3,000 customers at the Development Services counter for various permits, information, application submittals and plan check submittals.

Issued approximately 40 will-serve letters for water, sewer, and electrical utility service.

Issued approximately 900 permits.

Performed approximately 2,000 plan checks.

What do we plan to do in Fiscal Year 2026?
Develop additional standardized checklists and instructional handouts to provide applicants and engineers with more clarity on the review and permit processes.

Refine the plan check process based on the feedback received from customers.

Improve concierge services and enhance the customer experience.

Continue to collaborate with IT on the Development Services Dashboards to provide useful analytics.

Seek opportunities for using technology in new ways to improve efficiency.

Reduce plan check turnaround times.

Increase our percentage of plan checks and permits processed on-time.

City of Corona | Proposed Budget Fiscal Year 2026 Page 276 Page 673 of 1303 Development Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888555...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((777...999%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...999%%%))) UUUtttiiillliiitttiiieeesss (((000...000222%%%)))
Contractual $358,053 $284,804 $200,000 $200,000 $0 0%
Materials And Supplies $327,264 $191,670 $277,586 $175,564 -$102,022 -36.8% Personnel Services $1,229,345 $1,688,151 $1,808,932 $2,161,989 $353,056 19.5% Utilities $2,311 $1,341 $500 $500 $0 0%
Total: $1,916,973 $2,165,965 $2,287,018 $2,538,053 $251,034 11% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 277 Page 674 of 1303 Inspection Services Budget Detail
What do we do?
The Inspection Services division provides a broad spectrum of services related to public works activities. These services include inspection of all above-ground (streets, curbs, gutters, sidewalks, ramps compliant with the American with Disabilities Act (ADA), streetlights, traffic signals, pavement striping, etc.) and underground (sewer, water, storm drain, fiber optic, electrical conduits, gas, communications, etc.) improvements with the public right-of-way. This section investigates and enforces grading, haul routes, stock piling, encroachments within the public right-of-way, and traffic control requirements. Inspection Services also conducts final job walks to ensure that all public improvements conform to City standards prior to authorizing the release of securities.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued to provide a high level of inspection on Land Development and Capital Improvement Projects.

On-boarded additional inspection staff to assist with the workload.

What do we plan to do in Fiscal Year 2026?
Further develop our Public Works Inspection staff through training and certification programs which includes the State Water Resource Control Board's Water Distribution Operator 2 Certification (D2), Qualified SWPPP Practitioner Certification (QSP), and completing the Local Technical Assistance Program (LTAP) Resident Engineers Academy (RE).

Continue to implement process enhancements for streamlining and efficiency of construction inspection for development projects.

Continue to on-board additional staff to meet the staffing goals.

City of Corona | Proposed Budget Fiscal Year 2026 Page 278 Page 675 of 1303 Inspection Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((555666...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((444111...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...444%%%))) UUUtttiiillliiitttiiieeesss (((000...111%%%)))
Contractual $797,876 $420,537 $700,000 $700,000 $0 0%
Materials And Supplies $223,778 $72,847 $47,245 $24,427 -$22,817 -48.3% Personnel Services $276,564 $468,857 $829,260 $960,017 $130,757 15.8% Utilities $6,337 $5,757 $0 $2,500 $2,500 N/A
Total: $1,304,555 $967,998 $1,576,505 $1,686,944 $110,439 7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 279 Page 676 of 1303 Land Use Planning & Zoning Budget Detail
What do we do?
Land Use Planning & Zoning is primarily responsible for the following daily operations: managing the public counter for zoning information, development related permits, and project application submittals; reviewing proposed use permits and development projects for conformity with the City's municipal codes, policies, and General Plan; ensuring that projects comply with the provisions of the California Environmental Quality Act; administering the Development Plan Review and Project/Environmental Review Committee packets; providing staff support for the Zoning Administrator, the Board of Zoning Adjustment, and Planning and Housing Commission; coordinating landscape and certificate of occupancy inspections with the City's landscape consultants; reviewing business licenses for conformity with the Zoning Ordinance; coordinating and distributing plan check development plans to planners; responding to telephone inquiries and electronic mail; and conducting field inspections on newly constructed projects. This division also oversees long range development plans that include updating the City's General Plan and Housing Element, processing new specific plans, reviewing and processing annexations, monitors and responds to legislative changes, compiles demographic data for the City, prepares future population and housing estimates for the City, coordinates and distributes information provided from the U.S. Census, and implements the City's Historic Preservation Program.

Goals & Objectives
What did we do in Fiscal year 2025?
Completed a comprehensive amendment to the Downtown Revitalization Specific Plan to support the city’s effort in revitalizing and redeveloping the downtown.

Processed applications for land use entitlements for review and approval by the Planning and Housing Commission and City Council.

Completed a new sidewalk vendor ordinance according to state law and assumed the vendor permit process from the Police Department.

Completed an amendment to the City’s Historic Resources Ordinance.

Completed an ordinance establishing the City’s Historic Preservation Board.

Completed an amendment to the City’s ADU Ordinance for compliance with latest state legislation.

Completed research on inclusionary housing for consideration of a preparing an Inclusionary Housing Ordinance.

Entitled an affordable housing project consisting of 25 permanent supportive housing units and 109 affordable housing units.

Assisted approximately 4,500 members of the public at the public counter and via email with issuing land use permits and zoning related questions including but not limited to residential additions, landscaping, architectural changes, and development procedures.

What do we plan to do in Fiscal Year 2026?
Update the City’s Landscape Ordinance to be consistent with the state’s Model Water Efficiency Landscape Ordinance.

Work with the IT Department and Blitz Permits to develop and incorporate AI into the Planning Division’s land use application review process.

Work with the IT Department to update the City’s Historic Resources map and various Specific Plan land use maps.

Amend the Zoning Code in Title 17 of the Corona Municipal Code to incorporate warehouse design standards according to state law (Assembly Bill 98).

Work with the IT Department to digitize Planning files to improve efficiency in research of Planning records.

Continue to process land use permits and applications within established timelines.

City of Corona | Proposed Budget Fiscal Year 2026 Page 280 Page 677 of 1303 Service Adjustment Changes (Operating Budget)
Description Amount
Computer Equipment and Software- Planning and Development 1,500 Landscape Ordiance and Guidelines Professional and Contract Services 50,000 Total $ 51,500
Land Use Planning & Zoning
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777555...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222333...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...222%%%))) Contractual $672,994 $494,769 $336,000 $385,000 $49,000 14.6% Materials And Supplies $41,085 $22,130 $12,695 $19,770 $7,075 55.7% Personnel Services $727,316 $835,942 $1,033,182 $1,244,855 $211,673 20.5% Utilities $154 $0 $0 $0 $0 0%
Total: $1,441,549 $1,352,842 $1,381,877 $1,649,625 $267,748 19.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 281 Page 678 of 1303 Plan Check Budget Detail
What do we do?
The Plan Check section performs reviews of plans to verify compliance of the California Building, Plumbing, Mechanical, and Electrical Codes, Residential Code, Green Building Code, structural calculations, state disabled access codes and energy requirements. The Plan Check section oversees the City's third-party plan check contracts, is responsible for coordinating the routing of plans throughout the City, collects fees, issues permits, provides technical support for the professional community and inspectors, participates in the City's Development Plan Review process, provides technical assistance at the counter, and provides over-the-counter plan check services. The staff prepares correspondence, builder's advisories, and researches and generates construction standards for public use. The staff also responds to a high volume of correspondence and permit requests electronically via the use of online permit and plan check software and was responsible for ensuring developers could stay active during the COVID-19 pandemic and subsequent City Hall shutdown.

Goals & Objectives
What did we do in Fiscal Year 2025?
Assisted approximately 6,900 customers at the public counter for various permits, information, application submittals and plan check submittals; and a high volume of electronic mail customer requests.

Issued approximately 4,600 building permits with approximately 180 permits devoted to new residential, commercial and industrial construction.

Completed 99% of Building plan reviews on time.

Participated in various programs to assist the development community and local businesses including Team Corona and the Downtown Beautification Grants program.

Completed a lobby refresh to improve the customer experience and implemented personalized concierge services.

What do we plan to do in Fiscal Year 2026?
Work collaboratively with Information Technology to refine the use of Project Dox as more customers continue to use the city’s electronic plan check submittal program.

Continue to work collaboratively with consultants and IT Department to establish and refine systems for meeting plan review timelines.

Continue to expand the Camino electronic permitting guide on the city’s website to assist the public with the permit process and to include new guides for new commercial and industrial buildings and tenant improvements.

Continue to expand the plan check FAQ list of commonly missed items.

City of Corona | Proposed Budget Fiscal Year 2026 Page 282 Page 679 of 1303 Plan Check
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((666000...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333777...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...333%%%))) UUUtttiiillliiitttiiieeesss (((000...000333%%%)))
Contractual $903,200 $611,235 $750,000 $750,000 $0 0%
Materials And Supplies $27,180 $33,406 $29,970 $25,690 -$4,280 -14.3% Personnel Services $612,598 $702,868 $1,063,755 $1,210,826 $147,071 13.8% Utilities $610 $562 $0 $600 $600 N/A
Total: $1,543,589 $1,348,071 $1,843,725 $1,987,116 $143,391 7.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 283 Page 680 of 1303 Planning & Development Administration Budget Detail
What do we do?
The Planning & Development Administration is responsible for managing the Planning & Housing Commission agenda, the scheduling and preparation of City Council agenda reports, the postings for public hearings, the processing of budget-related requests and the payment of department invoices, the receiving of phone calls to the department, the coordination with other departments on the preparation of resolutions, ordinances, and the processing of environmental postings, manages the preparation of the department's fiscal year budget, manages the recruitment process for new positions, and manages the efficiency of the department's office equipment. The department director also provides direction and leadership to the department's division managers, ensures staff complete mandatory safety training, evaluates the overall operation of the department for efficiency, and assists the City Manager's Office with City Council inquiries related to Planning & Development.

Goals & Objectives
What did we do in Fiscal Year 2025?
Recruited employees in all divisions to support service levels.

Managed Planning & Housing Commission agendas and meetings.

Organized and processed requests for City Council agendas.

Responded to a high volume of phone calls for all divisions within the same day (calls for inspections and general information).

What do we plan to do in Fiscal Year 2026?
Manage Planning & Housing Commission agendas and meetings.

Organize and process requests for City Council agendas.

Respond to daily inquiries within one day.

City of Corona | Proposed Budget Fiscal Year 2026 Page 284 Page 681 of 1303 Planning & Development Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999333...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...999%%%))) Contractual $0 $282 $0 $0 $0 0%
Materials And Supplies $43,973 $44,222 $36,439 $34,185 -$2,254 -6.2% Personnel Services $410,714 $431,668 $406,043 $459,593 $53,549 13.2% Utilities $618 $562 $0 $0 $0 0%
Total: $455,304 $476,734 $442,482 $493,778 $51,295 11.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 285 Page 682 of 1303 Police
Robert Newman
Chief of Police
The mission of the Corona Police Department is to achieve excellence in policing, we will ensure safety and security of the public through strong community partnerships and investment in our people.

What do we do?
Within the Public Safety and Emergency Response service area, the Police Department provides various services that ensure a safe and a high quality of life in our City. The Police Department also maintains the City's animal shelter. The vision of the Police Department, "To Achieve Excellence in Policing," will be accomplished through its mission to ensure the safety and security of the public through strong community partnerships, safeguarding the Constitutional Rights of all, exemplifying the highest professional standards, and investing in our people.

City of Corona | Proposed Budget Fiscal Year 2026 Page 286 Page 683 of 1303 Police Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 287 Page 684 of 1303 Police - Expenditures Summary
$65,587,023
$5,148,045
(8.52% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((999999...444%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((000...666%%%))) General Fund $47,783,318 $54,207,332 $59,905,521 $65,213,574 $5,308,053 8.9% Special Revenue Funds $763,020 $494,904 $533,457 $373,449 -$160,008 -30% Total: $48,546,338 $54,702,236 $60,438,978 $65,587,023 $5,148,045 8.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 288 Page 685 of 1303 Police
Budgeted Expenditures, by Function
PPPooollliiiccceee PPPaaatttrrrooolll BBBuuurrreeeaaauuu (((444555...222%%%))) IIInnnvvveeessstttiiigggaaatttiiiooonnnsss BBBuuurrreeeaaauuu (((111444...777%%%))) SSSpppeeeccciiiaaalll EEEnnnfffooorrrccceeemmmeeennnttt BBBuuurrreeeaaauuu (((111333%%%))) PPPooollliiiccceee AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((111111...777%%%))) DDDiiissspppaaatttccchhh SSSeeerrrvvviiiccceeesss (((888...222%%%))) AAAnnniiimmmaaalll SSSeeerrrvvviiiccceeesss &&& EEEnnnfffooorrrccceeemmmeeennnttt (((222...999%%%))) PPPooollliiiccceee HHHOOOPPPEEE TTTeeeaaammm (((222...555%%%))) RRReeecccooorrrdddsss (((111...888%%%)))
Animal Services & Enforcement $1,164,027 $1,409,302 $1,482,944 $1,879,509 $396,565 26.7% Dispatch Services $3,688,411 $4,346,449 $5,357,920 $5,356,110 -$1,811 0% Investigations Bureau $8,047,484 $7,896,886 $8,444,869 $9,649,388 $1,204,518 14.3% Police Administration $5,467,868 $6,341,354 $6,838,424 $7,656,521 $818,097 12% Police HOPE Team $1,106,855 $997,368 $1,577,050 $1,661,078 $84,028 5.3% Police Patrol Bureau $23,736,342 $27,289,267 $28,491,125 $29,669,462 $1,178,337 4.1% Records $896,320 $981,349 $1,020,848 $1,184,774 $163,925 16.1% Special Enforcement Bureau $4,439,030 $5,440,261 $7,225,797 $8,530,182 $1,304,386 18.1% Total: $48,546,338 $54,702,236 $60,438,978 $65,587,023 $5,148,045 8.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 289 Page 686 of 1303 Police Administration Budget Detail
What do we do?
The Chief of Police, along with the Police Captains, Lieutenants, and Professional Staff Managers, are responsible for overseeing the department's policies and procedures, temporary holding facility, animal services, budget, grants, and property and evidence management, providing internal and external communication regarding departmental matters and events and directing the goals and mission of the department. The Chief of Police and the Command Staff will direct the department to pursue excellence in policing through quality customer service, reduction of crime, the efficiency of systems and service, and excellence through training. Additionally, they set the leadership and performance standards that ensure all department employees earn the trust of our community every day by carrying out our mission with Integrity, Respect, Inclusion, Teamwork, and Innovation.

The Personnel and Training Unit recruits, tests, and conducts background checks on all prospective department employees.

Additionally, this unit is responsible for coordinating and managing police cadets, explorers, volunteer programs, special community events, and special project coordination. Other duties include coordinating all state-mandated training and training records management, community outreach, crime prevention, and the department shooting range and training facility. The unit also oversees the Clergy Program, the Volunteer Program, and the Corona Police Community Partnership.

Goals & Objectives
What did we do in Fiscal Year 2025?
Obtained $748,709.86 in grant funding.

Increase the Police Department’s community interaction and social media presence by underfilling a vacant position with an additional full-time Community Outreach Specialist.

The motor pad installation was completed at the Clearwater Training Center.

Hired and recruited top-quality employees.

Updated department safety equipment to ensure reliability.

Upgraded technology throughout CPD to support advanced officer training.

What do we plan to do in Fiscal Year 2026?
Continue to phase 2 of the buildout of the Clearwater advanced officer training facility.

Continue CPD ongoing recruitment efforts.

Remain proactive in grant opportunities and other potential sources of revenue.

Service Adjustment Changes (Operating Budget)
Description Amount
Police Range Maintenance Services 121,321
Total $ 121,321
City of Corona | Proposed Budget Fiscal Year 2026 Page 290 Page 687 of 1303 Police Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888111...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111000...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...222%%%))) UUUtttiiillliiitttiiieeesss (((111...999%%%)))
Contractual $832,161 $915,199 $805,674 $791,518 -$14,156 -1.8% Materials And Supplies $436,565 $387,851 $379,717 $474,338 $94,621 24.9% Personnel Services $3,982,956 $4,941,145 $5,484,489 $6,243,311 $758,822 13.8% Utilities $216,187 $97,159 $168,544 $147,354 -$21,190 -12.6% Total: $5,467,868 $6,341,354 $6,838,424 $7,656,521 $818,097 12% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 291 Page 688 of 1303 Police HOPE Team Budget Detail
What do we do?
The Homeless Outreach and Psychiatric Evaluation, or HOPE Team, is a four-person team whose primary duties are to be the first responders and primary contact on calls-for-service involving the homeless and the mentally ill. The team also proactively seeks out and contacts people who are homeless and who need services. The team utilizes a balance of support resources and enforcement to ensure a good quality of life for our community as well as a better quality-of-life for the homeless individuals themselves. To enhance the HOPE Team mission, the City has contracted with City Net to reach out to those experiencing homelessness. The City Net group works with the HOPE Team and provides case management for those ready to receive services.

City Net can direct people to the right kind of services and help them navigate through various social service processes.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued the mission of enhanced patrols, including the use of bicycles, in the Downtown Business District to enhance the quality of life for those working and visiting in the area.

Organized six “quality of life” saturation patrols involving numerous officers working with City Net and mental health professionals to enforce laws and provide outreach services to the homeless population.

Purchased a drone for the HOPE team to assist with outreach in the Santa Ana River bottom and other remote homeless camps in the city.

Provided ongoing support and suggestions to business owners on Crime Prevention Through Environmental Design (CPTED).

What do we plan to do in Fiscal Year 2026?
To further address mental health issues within the community, the department will assess the ability to add an officer to the HOPE team to pair with the Community Behavioral Assessment Team (CBAT) therapist on a full-time basis.

Continue to provide enhanced patrols in the downtown area to address quality of life issues through bicycle patrols and quality of life saturation patrols involving officers, City Net, and mental health professionals.

City of Corona | Proposed Budget Fiscal Year 2026 Page 292 Page 689 of 1303 Police HOPE Team
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888888...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111111...777%%%))) Capital Outlay $44,445 $0 $0 $0 $0 0%
Contractual $85 $150 $1,000 $0 -$1,000 -100%
Materials And Supplies $6,767 $19,327 $258,457 $193,863 -$64,594 -25% Personnel Services $1,055,559 $977,891 $1,317,593 $1,467,215 $149,622 11.4% Total: $1,106,855 $997,368 $1,577,050 $1,661,078 $84,028 5.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 293 Page 690 of 1303 Police Patrol Bureau Budget Detail
What do we do?
The Patrol Bureau is the largest unit in the organization and is responsible for providing services by uniformed personnel. The Patrol Bureau is the first responder to citizens' calls for service. The City is divided into four geographical areas, each containing a deployment zone. Each zone is managed by a Lieutenant and patrolled by officers assigned to the zone. Zones enhance public access and community interaction, creating closer ties and facilitating citizens and police working together to address community concerns. Patrol staff participate in the Adopt-A-School Program, where officers enhance community relations by having a presence at elementary and middle schools. They also participate in the Run with A COP (Anti-Childhood Obesity Program); this partnership is with the 100 Mile Club® and the Corona Norco Unified School District to get the word out about staying healthy and being active. In addition, Patrol personnel participate in Coffee with a Cop, whose mission is to build community relationships between the Police and the citizens they serve. Units within the Patrol Bureau include:

The Unmanned Aircraft Systems (UAS) Program enhances the safety and service provided to the community and its peace officers through the effective use of UAS technology. UAS enables officers to have access to complete information when responding to calls for service and allows the department to deploy its resources more efficiently and effectively.

The Jail Lieutenant and Supervisor oversees the maintenance and facility needs of the jail while managing and supervising the Jailers who process arrestees, conduct searches, inventory related property, verify arrestee’s identity, and complete related paperwork. The Jailers fingerprint and photograph inmates and collect DNA as required by law. Jailers transport inmates from field locations to the City jail and from the jail to other detention facilities.

Community Service Officers (CSO’s) assist in handling police reports and other various duties to assist officers. They also assist in non-injury traffic accidents and provide security-related information to the public.

The Field Training Officer, or FTO, Program provides in-field training to new or lateral officers. Officers successfully graduate from the FTO Program after demonstrating their ability to act competently as solo police officers according to the California Commission on Police Officer Standards and Training (POST) guidelines.

The Honor Guard Unit performs ceremonial duties at funerals (for active and retired employees and Line of Duty Deaths), retirement and awards ceremonies, parades, City events, and special community events.

The Mounted Unit provides resources and support to patrol and other police divisions as requested. The Mounted Unit is a team of specially trained, equestrian-certified police officers, who also participate in ceremonies, parades, holiday theft prevention patrol, search and rescue, criminal transient abatement enforcement, and other special events throughout the year.

The Facility Dog Program utilizes an Assistance Dogs International certified Facility Dog, “Raider,” to interact with community members. K9 Raider has been deployed to assist people impacted by traumatic events, witnesses testifying in court, and various community events and public appearances.

The Mobile Field Force Team consists of sworn personnel who maintain order, ensure public safety, and protect civil rights during civil demonstrations, community events, incidents of civil unrest, and riots. This team will be able to deploy and assist with facilities protection, disaster response, and mutual aid.

City of Corona | Proposed Budget Fiscal Year 2026 Page 294 Page 691 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Directed patrol efforts to areas with high crime rates to enhance safety in the city.

Implemented a staffing software to enhance data-driven patrol deployments.

Researched and approved a company for DFR 2.0 with FY 26 implementation.

Added an additional Community Service Officer to Traffic, giving Motors and Traffic Officers more time for enforcement and collision prevention.

Increased proactive patrolling and arrests that reduced crime in the City.

What do we plan to do in Fiscal Year 2026?
Deploy patrol staffing using data from calls for service information to improve customer service.

DFR 2.0 will cover the entire city with UAS, staffed by an officer and CSO full-time to improve patrol availability and reduce response times for in-progress crimes.

Increase patrol officer engagement in traffic education and enforcement to reduce collisions.

Enhance the quality of life for business and community members through visible enforcement operations.

Increase the opportunities for officers to work on special teams.

Research fitness standards for officers and implement a sustainable wellness program.

Service Adjustment Changes (Operating Budget)
Description Amount
Vehicle Purchase for 2 new Community Service Officers' units 99,075 Total $ 99,075
Police Patrol Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...333%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 295 Page 692 of 1303 Capital Outlay $42,946 $116,568 $0 $0 $0 0%
Contractual $32,715 $192,188 $243,950 $102,050 -$141,900 -58.2% Materials And Supplies $1,763,170 $4,608,416 $4,376,695 $4,645,265 $268,570 6.1% Personnel Services $21,895,436 $22,370,852 $23,870,480 $24,922,147 $1,051,667 4.4% Utilities $2,075 $1,243 $0 $0 $0 0%
Total: $23,736,342 $27,289,267 $28,491,125 $29,669,462 $1,178,337 4.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 296 Page 693 of 1303 Special Enforcement Bureau Budget Detail
What do we do?
The Special Enforcement Bureau is responsible for other operations of the Police Department. Units included in the Special Enforcement Bureau:

The Traffic Unit is responsible for traffic collision investigations, collision prevention and educational programs, vehicle code enforcement, traffic flow regulations, review of City development plans related to public safety concerns and traffic issues, commercial vehicle enforcement, parking enforcement, tow rotation regulations and oversight, tow rotation company inspections, and special event permits. Additionally, the Traffic Unit participates in the “Drive-4-Life”teen driver safety program. This program is designed for young drivers who have a license or are about to get one in an effort to promote traffic safety on roadways and prevent fatal traffic collisions.

The K-9 Unit provides resources and support to patrol and other police divisions as requested. The K-9 unit offers a much safer and more effective means of conducting building searches, apprehending fleeing criminals, tracking lost people and suspects, narcotics and evidence searches, and scene control.

The Post-Release Accountability and Compliance Team, or PACT, is a multi-jurisdictional team that consists of various law enforcement agencies and county probation officers. The goal of the PACT team is to focus on “high-risk” or“at-large” Post Release Community Supervision (PRCS) offenders that pose the most risk to public safety.

The Special Response Team consists of sworn personnel who are utilized when situations require staffing multiplication or specially trained officers for maximum effectiveness in the protection and safety of the community. Such incidents may include, but are not limited to, hostage situations, barricaded suspects, homicidal/suicidal individuals, and high-risk warrant services.

The Flex Team is a proactive unit that focuses on directed enforcement to address crime trends and quality of life issues. As its name states, the team is flexible and able to work varying hours and days, depending on the needs of the department and the safety of the community.

Goals & Objectives
What did we do in Fiscal Year 2025?
Conducted six DUI checkpoints in association with the Office of Traffic Safety.

Administered several educational and directed enforcement programs such as Distracted Driving, Pedestrian Safety, Bicyclist Safety, and Driving while Intoxicated saturation patrols.

Engaged with the community through a traffic survey and conducted several Drive4Life classes aimed at educating young drivers on the dangers of recklessness.

A second Community Service Officer was added to the traffic bureau to assist with collisions and parking enforcement.

What do we plan to do in Fiscal Year 2026?
Continue to seek grant opportunities that will improve traffic safety.

Seek grant opportunities to expand the FLEX team.

Continue traffic enforcement and education by conducting additional enforcement patrols and hosting community education programs.

Fill a vacant patrol canine position as staffing permits.

City of Corona | Proposed Budget Fiscal Year 2026 Page 297 Page 694 of 1303 Special Enforcement Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999333...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...999%%%)))
Capital Outlay $43,778 $93,240 $0 $0 $0 0%
Contractual $71,232 $56,462 $35,150 $76,550 $41,400 117.8% Materials And Supplies $368,029 $461,888 $377,594 $456,730 $79,136 21% Personnel Services $3,955,737 $4,828,671 $6,813,053 $7,996,902 $1,183,850 17.4% Utilities $254 $0 $0 $0 $0 0%
Total: $4,439,030 $5,440,261 $7,225,797 $8,530,182 $1,304,386 18.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 298 Page 695 of 1303 Animal Services and Enforcement Budget Detail
What do we do?
The Animal Services and Enforcement Unit (AS&E) is responsible for enforcing City and state regulations pertaining to animal welfare. The Unit enforces licensing requirements for the control of rabies. Additionally, AS&E provides the public with animalrelated information and instructions for the management and overpopulation of unwanted animals and the care and treatment of pets. The Unit is also responsible for the adoption of shelter pets into new homes. In addition, they administer the Trap, Neuter, and Release Program in locations that release unadoptable, healthy cats back into the community.

Goals & Objectives
What did we do in Fiscal Year 2025?
Started the formal bid process for veterinary services.

Continued to fill remaining vacancies and assess current staffing levels.

Assessed equipment and/or technology needs to increase efficiency in completing daily tasks, including exploring the feasibility of utilizing new technology such as Artificial Intelligence (AI) to reduce the workload on staff.

Increased collaboration with animal rescue organizations to decrease the shelter animal population.

What do we plan to do in Fiscal Year 2026?
Seeking to add an Animal Care Technician, providing growth opportunities for professional staff Improve Animal Services and Enforcement facilities for the welfare and safety of all shelter animals. i.e. (resealing of kennels, kennel expansion, and improvements to the animal quarantine area.) Procurement of a fire and security alarm system.

Seek a contract with a vendor to provide Veterinary Services.

Seek grant opportunities to offset costs associated with pet fosters and food.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Animal Care Technician 91,685
Animal Control Supplies due to growth of puppy and fostering activities 16,254 Total $ 107,939
City of Corona | Proposed Budget Fiscal Year 2026 Page 299 Page 696 of 1303 Animal Services and Enforcement
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777111...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111888...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...888%%%))) Contractual $170,660 $267,187 $216,380 $350,000 $133,620 61.8% Materials And Supplies $182,260 $179,165 $161,505 $185,061 $23,556 14.6% Personnel Services $810,646 $962,950 $1,105,059 $1,344,448 $239,389 21.7% Utilities $461 $0 $0 $0 $0 0%
Total: $1,164,027 $1,409,302 $1,482,944 $1,879,509 $396,565 26.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 300 Page 697 of 1303 Dispatch Budget Detail
What do we do?
The Dispatch Center is responsible for managing all emergency and non-emergency calls for service within the City of Corona.

Operating 24 hours a day, 7 days a week, dispatchers answer incoming calls, assess the nature and urgency of each situation, and coordinate the appropriate response. This includes dispatching police and animal services personnel to incidents throughout the city. In addition to public safety responsibilities, the center also handles after-hours service requests for various other city departments, ensuring continuity of operations and city services outside of regular business hours. The Dispatch Center plays a central role in facilitating timely communication and response between the public and city resources.

Goals & Objectives
What did we do in Fiscal Year 2025?
Replacement of the legacy system was delayed due to complications with CalOES.

Extended support for the current 911 system to ensure uninterrupted 911 service.

Identified and implemented CivicReady as the replacement for the antiquated alert and warning system.

Implemented Versaterm Community Connect to provide real-time call status updates to citizens.

What do we plan to do in Fiscal Year 2026?
Fully implement an AI platform that reviews and grades 911 calls and radio traffic for quality assurance and training purposes.

Explore technology that consolidates multiple dispatcher applications into a single interface.

Dispatch
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((555...222%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 301 Page 698 of 1303 Contractual $219,174 $43,483 $233,913 $276,716 $42,803 18.3% Materials And Supplies $299,946 $302,590 $273,531 $309,994 $36,463 13.3% Personnel Services $3,372,481 $3,797,187 $4,850,476 $4,769,400 -$81,077 -1.7% Undefined Expenses -$203,190 $203,190 $0 $0 $0 0%
Total: $3,688,411 $4,346,449 $5,357,920 $5,356,110 -$1,811 0% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 302 Page 699 of 1303 Investigations Bureau Budget Detail
What do we do?
The Investigations Bureau is responsible for investigating major crimes and criminal acts occurring within the city and filing criminal cases with the District Attorney’s Office. Bureau members investigate all crimes not solved by patrol officers’ initial investigations and assists patrol officers in more complex investigations. The Professional Standards Unit (PSU) is responsible for maintaining the integrity and professionalism of the Police Department and its employees by conducting fair and impartial investigations of complaints received from the public. PSU also ensures that department policy and procedures are in compliance with state laws and the California Police Officers Standard and Training (POST). Units included in the Investigation Bureau are:

The Crimes Against Persons Unit oversees crimes against people. These crimes include, but are not limited to, homicides, robberies, domestic violence, sex crimes, crimes against children, assaults, missing persons, and runaway cases. This unit also maintains Project Kids, a regionally based child abuse center. The center provides a child/family-friendly, single site for comprehensive and multidisciplinary team response to the investigation and follow-up processes involved in child abuse cases.

The Crimes Against Property Unit oversees crimes dealing directly with property. These crimes include, but are not limited to, residential, commercial and vehicle burglaries, arson, fraud, vehicle theft, and computer-related crimes. This unit also manages the FLOCK automated license plate reader camera system.

The Vice, Narcotics, and Intelligence Unit, or VNI, is responsible for identifying and apprehending persons engaged in the illegal possession, manufacturing, sales, and use of narcotics and dangerous drugs. VNI also gathers intelligence and enforces laws regarding prostitution and illegal massage establishments. VNI members also investigate overdose death cases related to fentanyl.

Additionally, VNI makes itself available to handle specific problem areas brought to its attention by Zone Commanders.

The Youth and Family Services Unit is comprised of various programs, such as the Youth Diversion Team Program, which provides intervention services to first-time juvenile offenders and at-risk youth. The School Resource Officer (SRO) Program, created through a partnership with the Corona Norco Unified School District (CNUSD), provides four full-time police officers on high school campuses to prevent and deter crime and provide technical and educational assistance to staff and students. The Family Service Services Division Sergeant also serves as the Corona Police Department Hate Crime Coordinator. As the coordinator, the Sergeant establishes relationships with formal community-based organizations and leaders and ensures proper documentation, investigation, and data collection of incidents involving hate crimes.

Bureau members participate in State and Federal Task Forces such as the Regional Computer Forensic Lab (RCFL) and the Federal Bureau of Investigation (Riverside) Joint Terrorism Task Force (JTTF).

Crime and Intelligence Analysts collect and analyze statistical data and other information regarding crime reported in the city. The analysts create reports with this data that are used to plan Police Department activities and resource allocation.

The Forensic Unit provides latent fingerprint identification, DNA collection, photography, collection, analyzation, and documentation of evidence at crime scenes, and assists with video discovery and redaction for the District Attorney’s Office.

The Subpoena and Discovery Section receives and serves all the traffic and criminal subpoenas to police personnel and provides all items of evidence discovery to the District Attorney’s Office.

The Professional Standards Unit is an internal administrative unit responsible for investigating complaints received from the public concerning police personnel performance, demeanor, and behavior; and internal investigations concerning violations of department policy and criminal law. This unit also develops department policy and procedures.

City of Corona | Proposed Budget Fiscal Year 2026 Page 303 Page 700 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Developed and deployed a Real Time Information Center (RTIC) and hired a RTIC supervisor with two operators.

Obtained RTIC Operating System software for single pane capabilities for cameras, maps, and location systems.

Selected an Administrative Sergeant to fulfill duties such as PIO, Community Services oversight, Fleet management, and assisting the Professional Standards Unit.

Received an Alcohol Beverage Control grant that is being managed by the Vice/Narcotics team.

Streamlined the city permit process with new software for PD approvals such as massage parlors, firearms/ammo dealers, and special events.

What do we plan to do in Fiscal Year 2026?
Research regional task force opportunities and determine participation.

Merge the Drone as a First Responder program with the RTIC, under ISD.

Assess new technologies to aid in identifying suspects and closing open cases.

Expand the Business Liaison Program by obtaining camera feeds from businesses directly to the RTIC.

Service Adjustment Changes (Operating Budget)
Description Amount
Cellebrite Insights Program (Examination of digital evidence) 10,000 Total $ 10,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 304 Page 701 of 1303 Investigations Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999222...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111...888%%%)))
UUUtttiiillliiitttiiieeesss (((000...000111%%%)))
Contractual $215,817 $214,648 $145,446 $175,980 $30,534 21% Materials And Supplies $411,625 $455,647 $572,150 $588,418 $16,268 2.8% Personnel Services $7,418,903 $7,225,839 $7,723,881 $8,883,590 $1,159,708 15% Utilities $1,138 $751 $3,392 $1,400 -$1,992 -58.7%
Total: $8,047,484 $7,896,886 $8,444,869 $9,649,388 $1,204,518 14.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 305 Page 702 of 1303 Records Budget Detail
What do we do?
The Records Bureau provides the first-level contact for all Police Department business inquiries. It is the primary service provider for public inquiries, vehicle and report releases, various permits, other front counter customer services, processing reports, arrest complaints, court dispositions, citations, and any related documentation. The Records Bureau inputs data to collect and analyze statistical information related to state and federal reporting requirements. In addition, the Records Bureau tracks and responds to all civil and criminal subpoenas and processes requests for the public disclosure of records.

Property & Evidence is responsible for receiving, recording, storing and maintaining evidence collected from crime scene incidents.

Property & Evidence Technicians maintain the chain of custody of evidence and will facilitate the transfer of these items to other agencies, labs, or return to the owner.

Goals & Objectives
What did we do in Fiscal Year 2025?
Provided additional training opportunities to develop records staff.

Expanded the Records Supervisor Office.

Identified minor equipment needs of Records and Property sections to stay abreast of best practices, functionality and eliminate redundancy.

What do we plan to do in Fiscal Year 2026?
Continue to identify additional training opportunities to develop records staff.

Continue to identify minor equipment needs for Records and Property & Evidence sections to stay abreast of best practices, functionality and eliminate redundancy.

Replace the older model walk-in cooler in the Property & Evidence storage room.

Remove/seal the extra, unused door in the hallway to Property & Evidence to better utilize space in the Property & Evidence room.

Service Adjustment Changes (Operating Budget)
Description Amount
Drug Destruction from property and evidence section 5,950 Incident Based Reports Maintenance 5,780
Total $ 11,730
City of Corona | Proposed Budget Fiscal Year 2026 Page 306 Page 703 of 1303 Records
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...666%%%)))
Contractual $0 $1,030 $0 $6,670 $6,670 N/A
Materials And Supplies $30,419 $28,171 $45,988 $52,388 $6,400 13.9% Personnel Services $865,901 $952,148 $974,860 $1,125,715 $150,855 15.5% Total: $896,320 $981,349 $1,020,848 $1,184,774 $163,925 16.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 307 Page 704 of 1303 Public Works
Savat Khamphou
Public Works Director
The mission of the Public Works Department is to provide efficient and cost-effective services through traffic management, capital improvement, street maintenance, fleet services, and environmental compliance. The department strives to serve Corona citizens and customers in a helpful, courteous, and responsive manner.

What do we do?
The Public Works Department is dedicated to providing well-planned, attractive, and safe public facilities, services, and improvements to the Corona community. The department serves the community by developing, constructing, and maintaining the public infrastructure, which includes streets, sidewalks, storm drains, and traffic signals. More specifically, the department implements the City's Capital Improvement Program to deliver projects, operates the traffic management center to oversee city traffic, provides street maintenance services for cleanliness and safety, and maintains the City's fleet while ensuring environmental and regulatory compliance. The Public Works Department remains committed to providing these services efficiently and cost-effectively to enhance the quality of life for Corona's residents, businesses and visitors.

City of Corona | Proposed Budget Fiscal Year 2026 Page 308 Page 705 of 1303 City of Corona | Proposed Budget Fiscal Year 2026 Page 309 Page 706 of 1303 Public Works Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 310 Page 707 of 1303 Public Works - Expenditures Summary
$23,318,344
$1,208,146
(5.46% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((222777...444%%%))) IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((222555...333%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((222111...111%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((222000...999%%%))) CCCaaapppiiitttaaalll PPPrrrooojjjeeeccctttsss FFFuuunnndddsss (((555...333%%%))) Capital Projects Funds $813,270 $974,602 $1,045,427 $1,240,395 $194,968 18.6% General Fund $3,765,791 $4,477,815 $5,016,166 $6,381,058 $1,364,893 27.2% Special Revenue Funds $4,201,385 $4,563,523 $5,820,798 $4,881,732 -$939,066 -16.1% Enterprise Funds $4,099,332 $4,579,690 $4,963,472 $4,918,223 -$45,249 -0.9% Internal Service Funds $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Total: $18,452,481 $21,009,797 $22,110,197 $23,318,344 $1,208,146 5.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) $ Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 311 Page 708 of 1303 Public Works
Budgeted Expenditures, by Function
FFFllleeeeeettt (((222555...333%%%)))
SSStttrrreeeeeettt///DDDrrraaaiiinnnaaagggeee///SSSiiidddeeewwwaaalllkkk MMMaaaiiinnnttteeennnaaannnccceee (((111777%%%))) TTTrrraaannnsssiiittt (((111555...777%%%)))
CCCaaapppiiitttaaalll IIImmmppprrrooovvveeemmmeeennntttsss (((111444...888%%%))) SSSiiigggnnnaaalll OOOpppeeerrraaatttiiiooonnnsss (((888...777%%%))) SSStttrrreeeeeetttllliiiggghhhtttiiinnnggg --- DDDiiissstttrrriiiccctttsss (((666...444%%%))) TTTrrraaaffiffifficcc EEEnnngggiiinnneeeeeerrriiinnnggg (((555...666%%%))) DDDrrraaaiiinnnaaagggeee QQQuuuaaallliiitttyyy /// NNNPPPDDDEEESSS (((333...666%%%))) PPPuuubbbllliiiccc WWWooorrrkkksss AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((222...777%%%))) PPPuuubbbllliiiccc TTTrrraaannnssspppooorrrttt///EEEmmmiiissssssiiiooonnn RRReeeddduuu (((000...111%%%))) DDDrrraaaiiinnnaaagggeee MMMaaaiiinnnttteeennnaaannnccceee (((000...000222%%%))) Capital Improvements $1,497,635 $1,973,489 $3,211,472 $3,461,578 $250,106 7.8% Drainage Quality / NPDES $571,731 $703,610 $794,690 $849,963 $55,273 7% Drainage Maintenance $2,816 $3,596 $3,830 $3,869 $39 1% Fleet $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Public Works Administration $668,020 $714,846 $706,885 $624,453 -$82,433 -11.7% Public Transport/Emission Redu $11,855 $21,701 $33,200 $31,200 -$2,000 -6% Street/Drainage/Sidewalk Maintenance $2,713,007 $3,098,348 $3,320,483 $3,972,358 $651,875 19.6% Streetlighting - Districts $1,323,538 $1,432,737 $1,792,458 $1,488,025 -$304,433 -17% Signal Operations $2,000,533 $2,149,707 $2,190,942 $2,025,686 -$165,256 -7.5% Transit $3,019,147 $3,328,821 $3,280,654 $3,651,127 $370,473 11.3% Traffic Engineering $1,071,496 $1,168,774 $1,511,249 $1,313,151 -$198,098 -13.1% Total: $18,452,481 $21,009,797 $22,110,197 $23,318,344 $1,208,146 5.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 312 Page 709 of 1303 Public Works Administration Budget Detail
What do we do?
The Public Works Administration provides support, management, and guidance for the Public Works Department's daily operations. This section is responsible for departmental budgeting, personnel, contract administration, special projects, document management, and coordination with other departments. The Public Works Administration provides customer service to internal and external customers and offers administrative and technical support to all sections of the Public Works Department.

Goals & Objectives
What did we do in Fiscal Year 2025?
Sucess in managing department recruitment and selection of replacement staff.

Continued to provide appropriate levels of customer service through proper staffing levels.

Coordinated the development, implementation and monitoring of the department's annual operating and capital budgets.

Sucess in receiving competitive grant funding opportunities to receive financial assistance with capital improvement projects and offset the use of local funding.

What do we plan to do in Fiscal Year 2026?
Continue to measure success in recruitment, training, and leadership development.

Continue to seek additional grant funding opportunities to help fund Capital Improvement Projects.

Continue to monitor revenues and expenditures to evaluate financial alternative funding sources.

Develop and implement a succession plan to effectively develop in-house expertise for well-qualified employees and ensure critical staffing needs are met.

Service Adjustment Changes (Operating Budget)
Description Amount
Memberships and Dues - American Public Works Association (APWA) 2,700 Increase in Employee Engagement 2,000
Conference, Training, and Travel - Public Works 4,000
Total $ 8,700
City of Corona | Proposed Budget Fiscal Year 2026 Page 313 Page 710 of 1303 Public Works Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999000...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...444%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $20 $3,400 $0 $0 $0 0%
Materials And Supplies $244,604 $255,778 $249,971 $58,624 -$191,347 -76.5% Personnel Services $420,637 $453,027 $454,015 $564,329 $110,314 24.3% Utilities $2,759 $2,641 $2,900 $1,500 -$1,400 -48.3%
Total: $668,020 $714,846 $706,885 $624,453 -$82,433 -11.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 314 Page 711 of 1303 Public Transport/Emission Reduction Budget Detail
What do we do?
This section manages the AB2766 Subvention Fund program to promote the reduction of motor vehicle emissions. Staff currently utilizes the funds for the following programs: bus pass subsidy and membership dues for Western Riverside County Clean Cities Coalition.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued participation in the Western Riverside County Clean Cities Coalition.

Submitted the annual AB2766 Trip Reduction Report to AQMD for FY 23/24.

What do we plan to do in Fiscal Year 2026?
Continue the bus pass subsidy program.

Continue participation in Western Riverside County Clean Cities Coalition.

Pursue additional projects that contribute to the reduction of motor vehicle emissions.

Submit the annual AB2766 Trip Reduction Report to AQMD for FY 24/25.

Public Transport/Emission Reduction
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999000...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((999...666%%%)))
UUUtttiiillliiitttiiieeesss (((000...333%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 315 Page 712 of 1303 Contractual $0 $1,082 $3,000 $3,000 $0 0%
Materials And Supplies $11,818 $20,594 $30,100 $28,100 -$2,000 -6.6% Utilities $37 $25 $200 $100 -$100 -50%
Total: $11,855 $21,701 $33,300 $31,200 -$2,100 -6.3%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 316 Page 713 of 1303 Traffic Engineering Budget Detail
What do we do?
The Traffic Engineering group ensures that the City's traffic circulation system operates safely and efficiently. In accordance with state and local regulations, Traffic Engineering staff plans for growth-related needs, designs system improvements, coordinates construction activities, provides plan review for new development and utility permit work, and maintains system components for vehicles, bicycles, and pedestrians.

Goals & Objectives
What did we do in Fiscal year 2025?
Striping & Signage Support for the Major Pavement Rehab project.

Roadway Striping and Sign Maintenance and Replacement.

Performed approximately 550 plan checks.

Prepared approximately 150 work orders.

Completed design for Traffic Signal at Bedford at Georgetown.

Completed design on Radio Road grade crossing improvement project.

Initialized Traffic Signal Optimization project construction phase.

Prepared bid package for Traffic Signal at Autocenter/Metrolink.

Replaced aging crosswalks with High-Intensity Activated Crosswalk (HAWK) Systems.

Completed update to the City's Traffic Impact Study Guidelines.

Initialized revamp of Neighborhood Traffic Management Program.

What do we plan to do in Fiscal Year 2026?
Continue striping support for Major Pavement Rehab projects.

Finalize construction of Traffic Signal at Auto Center/Metrolink.

Construct a Traffic Signal at Bedford/Georgetown.

Construct Traffic Signal at California/Masters.

Construct the Radio Road grade crossing improvement project.

Finalize construction of the Traffic Signal Optimization Project.

Retrofit aging fixed Dynamic Message Signs.

Begin design for Promenade Corridor improvements.

Service Adjustment Changes (Operating Budget)
Description Amount
Conference, Training, and Travel - Public Works 4,000
Total $ 4,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 317 Page 714 of 1303 Traffic Engineering
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444444...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((999...555%%%)))
Capital Outlay $0 $997 $0 $0 $0 0%
Contractual $197,618 $111,755 $250,000 $125,000 -$125,000 -50% Materials And Supplies $437,330 $498,346 $621,291 $584,230 -$37,061 -6% Personnel Services $432,329 $554,327 $635,808 $603,921 -$31,887 -5% Utilities $4,220 $3,349 $4,150 $0 -$4,150 -100%
Total: $1,071,496 $1,168,774 $1,511,249 $1,313,151 -$198,098 -13.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 318 Page 715 of 1303 Transportation Services Budget Detail
What do we do?
The Transit Division provides/oversees the Dial-A-Ride (DAR) and Corona Cruiser Services. The Dial-A-Ride Service provides curb-tocurb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens, as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College).

The service is available to qualified individuals (seniors 60 and older or persons with disabilities). The complementary paratransit Dial-A-Ride service area extends beyond city limits to ensure Compliance with the Americans with Disabilities Act 3/4-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA.

The service is available on weekdays and Saturdays.

The Corona Cruiser Service is a network of two fixed routes known as the Blue Line and the Red Line. The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Blue Line operates approximately every hour. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retinal area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito, The Crossings shipping complex at Cajalco Road/Temescal Canyon Road, and the Ships at Dos Lagos on Saturdays. The Red Line also operates approximately every hour. Both lines operate on weekdays and Saturdays, providing service within the City with connections to the North Main Corona Metrolink Station via the Corona Transit Center and Riverside Transit Agency (RTA) buses via transfer points. Service is provided using twenty (20) City-owned transit buses. All buses are compliant with the ADA requirements for accessibility and wheelchair securement. These buses are powered using Compressed Natural Gas fuel.

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

City of Corona | Proposed Budget Fiscal Year 2026 Page 319 Page 716 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Prepared and submitted documents for the past three fiscal years to the Federal Transit Administration for the Triennial Review.

Updated Disadvantage Business Enterprise (DBE) program pursuant to the DBE Final Rule for submission to the Federal Transit Administration.

Continued the Fare Subsidy Program, which became effective October 1, 2023, through June 30, 2026. California Department of Transportation Low Carbon Transit Operations Program funds are being used to subsidize the fares, which include free fares for Seniors, Persons with Disabilities, and Students and a reduced fare of $1.00 for the General Public.

Processed the following state and federal reports:

Quarterly & annual reports for all open Federal Transit Administration Grants.

Annual National Transit Database Report
Annual State of Good Repair Report
Annual Low Carbon Transit Operations Report
Semi-Annual Disadvantaged Business Enterprise Report
Prepared and processed the FY 2025/26-2027/28 Short Range Transit Plan.

Continue to update marketing materials with new branding, including bus stop signs.

Released RFP for consulting services to implement the activities outlined in the Final COA Plan for service improvements.

Onboarding of staff (Management Analyst) to assist with day-to-day operations, data analysis, grant reporting, and procurement activities.

Prepared and submitted documents for the Transportation Development Act Triennial Performance Audit.

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

What do we plan to do in Fiscal Year 2026?
Complete and finalize the Federal Transit Administration Triennial Review.

Complete and finalize the Transportation Development Act Triennial Performance Audit.

Replace bus stop signs with new signs incorporating the city's new branding.

Finalize the official Code of Conduct and policy.

Award consulting services to assist with the implementation activities outlined in the Final adopted Comprehensive Operations Analysis.

Proceed with activities related to service improvements, including route realignment, pilot micro-transit service, and related bus stop improvements.

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

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

Prepare the scope of work for upgrading the Digital Land Mobile Radio system used for communication with drivers.

Prepare the scope of work for the bus shelter advertising solicitation.

Prepare and process the 2026/27-2028/29 Short Range Transit Plan.

Update the Title VI Program for submittal to the FTA Civil Rights Office due June 1, 2026.

Develop the Triennial DBE Goal for Federal Fiscal Years 2027 through 2029 for submittal to the FTA Civil Rights Office due August 1, 2026.

Update the Public Transit Agency Safety Plan for submittal to the Southern California Association of Governments due December 2025.

Prepare and process all state and federal quarterly/annual reports.

City of Corona | Proposed Budget Fiscal Year 2026 Page 320 Page 717 of 1303 Transportation Services
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((888222%%%)))
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999...444%%%))) UUUtttiiillliiitttiiieeesss (((666...333%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222...333%%%))) Contractual $2,213,915 $2,532,934 $2,682,524 $2,994,922 $312,398 11.6% Depreciation $651,509 $324,249 $0 $0 $0 0%
Materials And Supplies $58,847 $58,867 $63,854 $84,924 $21,070 33% Personnel Services $200,679 $248,291 $295,727 $342,451 $46,724 15.8% Utilities $214,374 $184,830 $254,520 $228,830 -$25,690 -10.1% Total: $3,339,324 $3,349,171 $3,296,625 $3,651,127 $354,502 10.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 321 Page 718 of 1303 Signal Operations Budget Detail
What do we do?
Signal Operations, a group within the Traffic Engineering Section, is responsible for the maintenance, operation, and repair of the City's traffic circulation system. This group maintains all aspects of the City's Advanced Traffic Management System (ATMS), which includes the Traffic Management Center in City Hall and the Emergency Operations Center, traffic cameras, roadway warning beacons, enhanced crosswalks, and dynamic message signs throughout the city. The upkeep of these facilities and equipment provides for the safe and efficient travel of pedestrians, bicyclists, and motorists throughout Corona. A combination of in-house staff and contracted services perform maintenance and repairs.

Goals & Objectives
What did we do in Fiscal Year 2025?
Maintained over 220 traffic signals and traffic control devices.

Continued upgrading aging traffic monitoring cameras at various locations.

Continued upgrading various traffic signal hardware with ADA enhancements.

What do we plan to do in Fiscal Year 2026?
Update plans and complete bid package for the construction phase of the ATMS Phase 3 Project.

Continue with upgrading aging traffic monitoring cameras at various locations.

Continue with upgrading various traffic signal hardware with ADA enhancements.

Begin implementation of the Traffic Signal Optimization Project timing phase.

Signal Operations
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444333...777%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444333...777%%%))) UUUtttiiillliiitttiiieeesss (((111111%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((111...777%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 322 Page 719 of 1303 Contractual $25,752 $26,976 $35,990 $33,697 -$2,293 -6.4% Materials And Supplies $1,256,264 $1,240,482 $1,212,038 $885,214 -$326,824 -27% Personnel Services $527,457 $662,494 $735,790 $884,793 $149,003 20.3% Utilities $191,060 $219,755 $207,123 $221,981 $14,858 7.2% Total: $2,000,533 $2,149,707 $2,190,942 $2,025,686 -$165,256 -7.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 323 Page 720 of 1303 Capital Improvements Budget Detail
What do we do?
The Capital Improvements Program provides engineering and project management services involving the preparation of plans and specifications, technical direction, oversight of design, bid, construction, and management of capital improvement projects. This program develops and implements all significant capital improvements within the public right-of-way for the City's Public Works Department and the Department of Water and Power. The Department of Water and Power provides funding for capital improvement projects associated with water and water reclamation. The Capital Improvements Program also manages regionally funded transportation projects and street pavement rehabilitation projects, including projects funded through the Transportation Uniform Mitigation Fee (TUMF) program and the Local Streets and Roads (LSR) program. The Capital Improvements section seeks local, state, and federal grant funding opportunities to improve facilities such as streets, bike lanes, sidewalks, traffic signals, streetlights, and bridges.

City of Corona | Proposed Budget Fiscal Year 2026 Page 324 Page 721 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Asset Management Plan
Developed a comprehensive plan to guide the City toward achieving Strategic Asset Management maturity.

Established a cross-departmental Steering Committee to champion the program's development, ensure alignment, and drive organization-wide adoption.

Draft an Asset Management Policy to formalize governance structures and support long-term program sustainability.

Coordination of identification and classification of key municipal assets, including major systems and their subcomponents, to support strategic decision-making.

Integrated over 200,000 new data sets into the asset management system, significantly enhancing data quality, asset visibility, and operational insights.

Parks and Facilities
Finalized On-Call Professional Service Agreements, managing the process and awarding contracts to 53 firms across 20 disciplines.

Reached 60% concept design completion for the City Park Revitalization Project.

Completed CDBG-funded improvements at the Corona Senior Center, including ADA upgrades, parking lot lighting, HVAC, landscaping, outdoor game areas, expanded patio, and facade enhancements.

Constructed three new playgrounds: Mountain Gate Park, Fairview Park, and Border Park.

Installed four new shade structures over playgrounds: Lincoln, Mountain Gate, Cresta Verde, and Santana Parks.

Completed ADA improvement projects at five parks: Border, Sheridan, Kellogg, Brentwood, and Tehachapi.

Installed ballfield shade structures on four baseball fields at Mountain Gate Park.

Finalized the redesign of the Fire Station No. 2 Rebuild project in January 2025; the full-scale project will not proceed due to lack of funding.

Demolished the City Park pool, including the pool building, two restrooms, a metal storage structure, and a storage tank.

Developed and transitioned the pilot "Canvas on the Curb" program to the Community Services Department, wrapping traffic signal boxes with community-submitted artwork.

Awarded design contract for Phase II improvements at Griffin Park.

Awarded construction contract for the Old Police Building; the project is currently under construction.

Awarded construction contract for CDBG-funded Victoria Park Splashpad; the project is currently under construction.

Awarded construction contract for conference room A/V improvements.

Awarded construction contract for LED upgrade at Magnolia and Ontario.

Completed 100% bid documents for CDBG-funded Sheridan Park Playground Improvements; Anticipated award to the contractor in May 2025.

Completed 100% bid documents for Citywide Park ADA Improvements – Year 4, covering restroom and site upgrades at Mangular, Rimpau, Serfas Club, Fairview, Stagecoach, Village, and Spyglass Parks.

Reached 90% design completion for improvements at Auburndale Park.

Continued project closeout process of the Cajalco/I-15 Interchange; maintaining the landscaping; completion expected April 2026.

Streets and Storm Drains
Completed construction for the Citywide Annual Street Pavement Project FY 2021, including pavement rehabilitation of 94 lane miles of citywide local and major streets.

Completed design and advertisement for the construction of the Citywide Annual Street Pavement Project FY 2024 and FY 2025 combined project, including rehabilitating 171 lane miles of citywide local and major streets.

Completed construction of the improvements to the Corona Municipal Airport.

Developed and received Council approval for the ten-year pavement management program that includes pavement inspections of the entire street network, budgetary analysis, and treatment recommendations through 2035.

Completed the citywide sidewalk assessment to update the sidewalk, curb, and gutter inventory.

Prepared Bridge Preventative Maintenance Program and associated report, accepted by CalTrans to aid in future preventative maintenance projects.

Finalized pavement inspections of the alleyways within the city to develop the alleyway network and developed an alleyway rehabilitation plan.

City of Corona | Proposed Budget Fiscal Year 2026 Page 325 Page 722 of 1303 Worked with the US Army Corp of Engineers and Orange County Public Works through completion of the Alcoa Dike project.

Completed and received Council direction on the 6th Street Beautification and Revitalization Project concepts.

Completed 30% design of the 6 Street Beautification and Revitalization Phase I – Main to Ramona project.

Completed design and began construction of the South Mall Parking Lot Rehabilitation project, with an expected completion date early in FY 26.

Awarded and completed the Bicycle Master Plan Update outreach and workshops, with a Report completion planned early in FY

26. Completed hydrology and hydraulic modeling of the City limits as part of Corona's Storm Drainage and the Storm Water Master Plan.

Advertised the combined East Grand, Joy, and Victoria Storm Drain Project (Downtown Drainage Improvements Phase I) Completed Construction of the Corona Green Alleys.

Applied for and was awarded $10M of Riverside County Flood Control District funding for the Downtown Drainage Improvements Phase II Project (6 Street and Merrill).

Advertised the RFP for the design of the Drain Line 9A Storm Drain project.

Advertised the RFP for the design of the MDP Line 5, Stg 1 Storm Drain project.

Completed design, advertised for construction, and completed construction of the Storm Drain Catch Basin Filters Year 1 project.

Completed design of the E. Chase Drive and Smith Ave. Sidewalk Gap Closure.

Continued removal of invasive plants, replanting of native species, and protection of endangered animals to restore the natural waterway habitats included in the Foothill Mitigation Sites project.

Utilities
Awarded construction contract for Well 14 Rehabilitation & Equipping.

Began the design for Glen Ivy Radio Communications Tower.

Completed construction of the WRCRWA Reclaimed Waterline.

Complete preliminary design of the WRCRWA Flow Control.

Begin preliminary design for Downtown 6 Street Waterline Replacement. th
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City of Corona | Proposed Budget Fiscal Year 2026 Page 326 Page 723 of 1303 What do we plan to do in Fiscal Year 2026?
Asset Management Plan
Secure formal approval and adoption of the Asset Management Policy to guide long-term infrastructure planning and investment.

Present the inaugural State of Infrastructure Report to provide leadership with a comprehensive overview of asset performance and lifecycle status.

Establish standardized condition reporting across all infrastructure to support data-driven decision-making and prioritization.

Advance the GIS integration by refining layer filtering and maintaining up-to-date spatial data within the Asset Management system.

Expand the Asset Management system by onboarding additional asset categories to ensure complete asset visibility and operational alignment.

Parks and Facilities
Finalize design and begin construction of the City Park Revitalization Project.

Finalize design and begin construction of modified Fire Station No. 2 Rebuild Project.

Complete construction of restroom and site improvements for ADA compliance at Mangular, Rimpau, Serfas Club, Fairview, Stagecoach, Village, and Spyglass Parks.

Complete design of restroom and site improvements for ADA compliance at Buena Vista, Butterfield, Chase, Eagle Glen, Jameson, Parkview, River Road and Rock Vista parks.

Complete design of Park Playground Replacements/Shade Structures at Playgrounds Phase 2: Will replace four aging playgrounds and install ADA required surfacing and/or shade at 10 other sites, including shade for Santana Park Ballfields.

Begin design of the Skyline Trail Pedestrian Bridge.

Complete construction for the Auburndale Park Improvements.

Complete construction on the Veteran's Memorial Enhancement Project.

Complete construction of Splash pad at Victoria Park.

Complete rehabilitation of the existing playground at Sheridan Park.

Demolish the old Police Department Building.

Complete construction at Griffin Park, Phase II Improvements.

Complete conference room A/V improvements.

Complete LED upgrade at Magnolia and Ontario.

Continue project closeout process of the Cajalco/I-15 Interchange; completion expected April 2026.

Street and Storm Drains
Start and complete design for the Downtown Drainage Improvements Phase I Project (East Grand Boulevard Storm Drain, South Joy Street Storm Drain, South Victoria Avenue Storm Drain), then advertise and award for construction.

Advertise for, award, and start design for the Downtown Drainage Improvements Phase II Project (6 Street and Merrill) Award and begin design for the Drain Line 9A Storm Drain project.

Award and begin design for the MDP Line 5, Stg 1 Storm Drain project.

Begin design of Gilbert Avenue Improvements.

Prioritize, begin design, and apply for grants for initial projects identified by the Bridge Preventive Maintenance Plan.

Complete construction for the Sidewalk Gap Closure at E. Chase Drive and Smith Avenue.

Complete design for Sixth Street Beautification and Revitalization Phase I – Main to Ramona, incorporating the Iconic Signs project. Advertise, award, and begin construction in early calendar year 2026.

Award and complete design for Sixth Street Beautification and Revitalization Phase II from W Grand to E Grand, incorporating the Iconic Signs project.

Begin design for Sixth Street Beautification Phase III, Landscaped Medians from Via Bernardo to Temescal Wash, incorporating the Gateway Signs project.

Complete construction of South Corona Mall and the Stan Reynolds / Main Street Traffic Signal.

Complete demolition of the city-owned North Corona Mall properties.

Begin design of Year 1 of the Alleyway Improvements Project.

Begin design for the CDBG Sidewalk Improvements.

Complete the project report and ADA Transition Plan Update for the Citywide sidewalks and ADA facilities.

Complete design, award, and construction of the Storm Drain Catch Basin Filters Year 2 project.

Complete Drainage Master Plan Update, report to Council and apply for future funding for FY27-30 projects with Riverside County Flood Control and Water Conservation District.
th
City of Corona | Proposed Budget Fiscal Year 2026 Page 327 Page 724 of 1303 Complete design of the Ontario Avenue Widening at Lincoln Avenue Project.

Complete design of the Ontario Avenue / I-15 Corridor Enhancements Project.

Complete the construction for the Citywide Annual Street Pavement Project FY 2024 and FY 2025 combined project, including rehabilitating 171 lane miles of citywide local and major streets.

Complete the design for the Citywide Annual Street Pavement Project FY 2026.

Complete design for the Magnolia Avenue Bridge Widening Project.

Award and Construct the E. Chase Drive and Smith Ave. Sidewalk Gap Closure Project.

Complete and report to Council the findings of Corona's Bicycle Master Plan Update.

Complete construction of the McKinley Grade Separation.

Complete enhancement and replanting of sensitive natural habitats at six locations as part of the Foothill Mitigation Sites project.

Utilities
Begin and complete construction of the Arcadia/Minnesota Waterline Replacement.

Begin and complete construction of Well 14 Rehabilitation & Equipping.

Complete the design of the Glen Ivy Water Treatment Plant.

Continue the design of Glen Ivy Radio Communications Tower.

Begin preliminary design of Grand Quadrant Waterline Replacements.

Complete design for the SDO Lift Station Replacement.

Begin construction of the SDO Lift Station Replacement.

Complete Sewer Master Plan Update.

Complete design of WRCRWA Flow Control.

Begin construction of WRCRWA Flow Control.

Complete design for the Downtown Sixth Street Waterline Replacement.

Service Adjustment Changes (Operating Budget)
Description Amount
Memberships and Dues - California Park & Recreation Society (CPRS) and National Council of Architectural Registration Boards 670 Purchase of References Documents for Public Works 1,100 Memberships and Dues - American Water Works Association and North American Society for Trenchless Technology 825 Conference, Training, and Travel - Public Works 10,000
Total $ 12,595
City of Corona | Proposed Budget Fiscal Year 2026 Page 328 Page 725 of 1303 Capital Improvements
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999888...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...444%%%))) UUUtttiiillliiitttiiieeesss (((000...000111%%%)))
Contractual $1,211 $2,579 $0 $0 $0 0%
Materials And Supplies $28,738 $59,098 $62,550 $47,794 -$14,756 -23.6% Personnel Services $1,465,242 $1,908,978 $3,147,922 $3,413,384 $265,462 8.4% Utilities $2,445 $2,835 $1,000 $400 -$600 -60%
Total: $1,497,635 $1,973,489 $3,211,472 $3,461,578 $250,106 7.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 329 Page 726 of 1303 Street/Drainage/Sidewalk Maintenance Budget Detail
What do we do?
The Street Maintenance Program provides maintenance of City streets, alleys, and right-of-way to ensure the safe passage of vehicular traffic. The program also assists with road closures, hazardous material responses and special events. It is responsible for the maintenance of concrete sidewalks, curbs and gutters, and other concrete structures within the public right-of-way to ensure the safety of pedestrians and proper drainage of City streets and right-of-way. Street Maintenance is responsible for maintaining all regulatory, warning and guide signs, as well as patching potholes and maintaining pavement markings within the City to provide the public with a safe and informative transportation system.

The Street Sweeping Program provides for the regular cleaning of the City's public streets and alleys using a contracted street sweeping firm. An ongoing and effective street sweeping program is required to comply with the South Coast Air Quality Management District (AQMD) and National Pollutant Discharge Elimination System (NPDES) requirements.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed approximately 4,898 work orders related to street maintenance, street lighting, litter collection, and road hazard removal and repair.

Replaced 32,524 square feet of concrete sidewalk and 809 linear feet of curb and gutter at 220 locations throughout the city.

Repaired 24,929 square feet of potholes at 367 locations throughout the city.

Retrieved 441 tons of debris from the public right of way at 831 locations throughout the City.

Repaired, replaced, or installed 1,923 signs within the public right-of-way.

Cleared approximately 1,727,000 square feet of weeds from the public right-of-way and debris basins at 124 locations throughout the city.

Performed maintenance on 146 storm drain catch basins throughout the city.

Swept approximately 29,316 curb miles, retrieving nearly 2,410 tons of rubbish from curbs and gutters.

What do we plan to do in Fiscal Year 2026?
Replace at least 30,000 square feet of lifted, cracked and damaged sidewalks throughout the city to continue improving public safety.

Replace/fill at least 40,000 square feet of potholes throughout the City to continue improving road conditions.

Perform preventative maintenance on approximately 2,000 signs within the public right-of-way.

Continue to provide prompt response to all debris in the public right-of-way requests.

Continue the Weed Abatement Maintenance Program to identify problematic areas to plan routine abatement schedules and clear 1,500,000 square feet of weeds within the public right-of-way and storm drain debris basins.

Continue to develop a comprehensive preventative maintenance storm drain program to increase the number of storm drain catch basins that are cleaned each fiscal year.

Sweep 25,000 curb miles, retrieve 2,000 tons of rubbish from the public right-of-way to continue meeting NPDES regulations, ensure proper drainage within the City, and maintain the cleanliness of the City's public right-of-way.

Service Adjustment Changes (Operating Budget)
Description Amount
Catch Basin with Trash Capture Device Cleaning 85,000
Total $ 85,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 330 Page 727 of 1303 Street/Drainage/Sidewalk Maintenance
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444888...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222888...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222222...444%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Capital Outlay $125,754 $90,346 $0 $0 $0 0%
Contractual $721,678 $939,770 $935,441 $890,441 -$45,000 -4.8% Materials And Supplies $665,152 $714,540 $863,406 $1,146,982 $283,576 32.8% Personnel Services $1,188,327 $1,343,708 $1,510,585 $1,926,636 $416,050 27.5% Utilities $12,096 $9,983 $11,051 $8,300 -$2,751 -24.9%
Total: $2,713,007 $3,098,348 $3,320,483 $3,972,358 $651,875 19.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 331 Page 728 of 1303 Drainage Quality/NPDES Budget Detail
What do we do?
The NPDES Program administers the National Pollutant Discharge Elimination System (NPDES) program for the City of Corona. The NPDES (Stormwater Management) Permit is mandated by the Federal Clean Water Act and implemented by the State Water Resources Control Board with the goal of preventing pollutants from entering our lakes, streams, rivers, and oceans through stormwater runoff. Under the Permit, the City conducts inspections of businesses, construction sites, and its municipal facilities. It responds to illicit discharges to ensure that pollutants are not flowing from private and public property into the storm drain system.

The Regulatory Compliance Program schedules, performs, coordinates, evaluates, and reviews permits, inspections, training, and reporting for air quality, hazardous materials, and related environmental programs. Regulatory compliance ensures the City maintains Compliance with Federal, State, and Local regulations for the City's assets. As new regulations are drafted, Regulatory Compliance attends workshops, engages with agency advocate groups, and submits comment letters to state agencies such as the California Air Resources Board (CARB) and Air Quality Management District (AQMD). As draft regulations develop, Regulatory Compliance evaluates the changes from current policies and determines what the effect would be on the City's assets.

City of Corona | Proposed Budget Fiscal Year 2026 Page 332 Page 729 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Conducted 265 construction site visits to confirm compliance with the City's NPDES development and construction guidelines.

Conducted 160 commercial/industrial site visits in accordance with the inspection schedule to verify compliance with the City Municipal Code and NPDES permit.

Performed 95 residential requests/field reviews in response to possible NPDES violations.

Conducted 65 pool inspections to ensure pool water discharge was within the conditions allowed by the Permit.

Conducted 23 City municipal facility and 12 City airport inspections to confirm that discharge conditions are within the limits authorized by the Permit.

Participated in 85 meetings for NPDES & Regulatory Compliance activities for continued collaboration with regional agencies to ensure City compliance for stormwater management and other environmental regulations.

Submitted the Annual NPDES Progress Report of the City's NPDES Program to Riverside County Flood Control & Water Conservation District (RCFC & WCD).

Scheduled, coordinated, and escorted inspectors for both the local Certified Unified Program Agency (CUPA) and AQMD to inspect City facilities and equipment.

Updated and managed all data and submissions for 9 City facilities in the California Environmental Reporting System (CERS) by the required deadline.

Reviewed, processed, and submitted permit renewals for 15 City facilities and assets.

Reviewed, sorted, and organized documentation for 20 different inspections for underground storage tanks located at the Fuel Station and set up procedures to organize future documentation for traceability.

Collaborated with CIP for City Council approval of construction contractor to begin Citywide installations of 220 storm drain catch basin filters.

Collaborated with CIP for City Council approval of a $1 million grant funding agreement with RCFC & WCD to design & construct Corona storm drain retrofit program.

Addressed activities for City Council approval of a 5-year Administrative Services Agreement with the County of Riverside related to CSA 152 funding for the NPDES Program.

Collaborated with IT to develop a paperless system using TrakiT software application for all NPDES inspections,and now in transition to document inspection notes via mobile device. What do we plan to do in Fiscal Year 2026? Continue collaborating with State and Local Jurisdictions to implement the new Tri-County (Orange, Riverside, & San Bernardino) NPDES Permit anticipated to be adopted in calendar year 2025. Workshops/meetings for the implementation process are ongoing. Riverside County Flood Control & Water Conservation District is also coordinating bi-weekly meetings with Permittees to discuss the new Permit.

Continue collaborating with CIP Engineering and Street Maintenance for Citywide installations/maintenance of Trash Capturing Devices for approximately 1,200 catch basins to comply with the State's Trash Provisions Order.

Continue collaborating with IT to implement a paperless system using the Trakit software application for all NPDES inspections.

Continue inspecting businesses, construction sites, and municipal facilities and responding to illicit discharges while enforcing appropriate action in accordance with the City Code and NPDES permit.

Continue collaborating with CIP for the Storm Drain & Stormwater Management Master Plan.

Continue collaborating with the Planning & Development Department to work with developers to install trash-capturing devices to catch basins for developments.

Continue collaborating with the Community Services Department to address Stormwater Management requirements for Corona Municipal Airport.

Continue distributing educational materials on Best Management Practices (BMPs) to prevent stormwater exposure to pollutants and eliminate non-stormwater discharges.

Continue updating and managing all data and submissions for the 12 Municipal Facilities overseen by the Public Works Department that are recognized by CalEPA as storing hazardous materials and/or generating hazardous waste.

Continue submitting Annual Emission Reports for the 10 Municipal Facilities overseen by the Public Works Department that AQMD permits.

Continue collaborating with CIP to ensure City compliance on various projects relative to Stormwater Management applications, hazardous waste management, and other environmental permits.

City of Corona | Proposed Budget Fiscal Year 2026 Page 333 Page 730 of 1303 Continue implementing the Advanced Clean Fleets regulation developed by CARB to reduce air pollutants from medium- and heavy-duty vehicles and equipment. This regulation requires the City to transition to zero-emission vehicles and equipment by 2025 for the government fleets and by 2045 for trucks and buses.

Continue maintaining the medium- and heavy-duty vehicle inventory in the Truck Regulation Upload, Compliance and Reporting System (TRUCRS) to maintain compliance with the Advanced Clean Fleet regulation. The regulation requires that changes to our medium- and heavy-duty fleet must be reported to CARB within 30-days and that an Annual Compliance Report be submitted no later than April 1.

Drainage Quality/NPDES
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444555...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444444...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((888...999%%%)))
UUUtttiiillliiitttiiieeesss (((000...666%%%)))
Contractual $52,477 $63,924 $73,333 $75,540 $2,207 3%
Materials And Supplies $211,081 $277,976 $329,686 $381,502 $51,816 15.7% Personnel Services $306,333 $359,363 $387,101 $387,938 $837 0.2% Utilities $1,840 $2,347 $4,570 $4,983 $413 9%
Total: $571,731 $703,610 $794,690 $849,963 $55,273 7%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 334 Page 731 of 1303 Drainage Maintenance Budget Detail
What do we do?
The Drainage Maintenance Program is responsible for the maintenance of sewer and storm drain lines within the CFD 2000-1 district. This program conducts inspection, repair, regular maintenance, and cleaning of storm drain systems to protect the public and the environment.

Goals & Objectives
What did we do in Fiscal Year 2025?
Cleared storm drains within CD 2000-1 as needed.

What do we plan to do in Fiscal Year 2026?
Continue to perform maintenance on storm drains within CFD 2000-1.

Drainage Maintenance
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((777999...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222000...111%%%))) Contractual $2,816 $2,943 $3,036 $3,093 $57 1.9%
Materials And Supplies $0 $653 $794 $776 -$18 -2.3%
Total: $2,816 $3,596 $3,830 $3,869 $39 1%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 335 Page 732 of 1303 Streetlighting - Districts Budget Detail
What do we do?
The Street Lighting Program provides the maintenance and repair of the City's residential and arterial street lighting system.

Goals & Objectives
What did we do in Fiscal Year 2025?
Performed maintenance and repairs on approximately 632 streetlights and responded to 24 knocked-down streetlight poles.

Replaced 6 street light service point cabinets.

Performed quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

What do we plan to do in Fiscal Year 2026?
Perform maintenance and repairs on all reported street light outages.

Replace all identified street light service point cabinets that have reached the end of their useful service life.

Perform quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

Respond to and replace all hit streetlights in a timely manner to ensure public safety.

City of Corona | Proposed Budget Fiscal Year 2026 Page 336 Page 733 of 1303 Streetlighting - Districts
Budgeted Expenditures, by Expense Type
UUUtttiiillliiitttiiieeesss (((444555...555%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444333...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111000...333%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111%%%))) Contractual $95,259 $90,959 $412,280 $153,803 -$258,477 -62.7% Materials And Supplies $643,914 $656,300 $707,246 $642,895 -$64,351 -9.1% Personnel Services $11,505 $14,382 $15,167 $14,800 -$367 -2.4% Utilities $572,860 $671,096 $657,765 $676,527 $18,762 2.9% Total: $1,323,538 $1,432,737 $1,792,458 $1,488,025 -$304,433 -17% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 337 Page 734 of 1303 City Fleet Maintenance Budget Detail
What do we do?
The Fleet Services Program administers and maintains the operation and maintenance of all City-owned vehicles, heavy construction equipment, and machinery, including fire apparatus, emergency units and related equipment. This section is responsible for scheduling preventative maintenance and repairing the City-owned fleet, monitoring and maintaining the asset management system, and coordinating specialized repairs contracted with local vendors. This section also administers the vehicle and equipment replacement program, maintains and operates the City's fueling infrastructure, and oversees other fleet-related programs.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed 2254 preventative and corrective maintenance work orders for City vehicles.

Maintained the fire apparatus service schedule of 27 front-line/first-response units.

Identified 37 vehicles at the end of their lifecycle and obtained specs, quotes, and pricing of replacement vehicles in order to request budgeting for FY25.

Monitored fuel usage and maintained sufficient fuel supply across the City's unleaded, diesel, and Compressed Natural Gas (CNG) fuel stations.

Scheduled and maintained all Underground Storage Tanks regulatory compliance inspections and testing in the City's fueling stations.

Collaborated to create a comprehensive CNG Facility Maintenance Plan, including a Hazardous Material Business Plan, Site Map, and Emergency Plan.

What do we plan to do in Fiscal Year 2026?
Work with equipment manufacturers and City vendors to replace 22 vehicles and participate in the procurement of any new additions to the fleet.

Implement CNG compressor remediation based on the results of the CNG station evaluation.

Upgrade the automotive lift to accommodate the Fire Department's new Tractor Driven Aerial Fire Apparatus.

Collaborate with multiple divisions to develop a strategic EV- zero emission implementation plan to comply with current Federal and State regulation standards.

Obtain contract for offsite vendor to provide car washing services for city vehicles.

Continue to develop and train Fleet Staff in order to provide quality and dependable service for all the City's Divisions.

Service Adjustment Changes (Operating Budget)
Description Amount
Materials for Fleet's Office Renovation 750
Total $ 750
City of Corona | Proposed Budget Fiscal Year 2026 Page 338 Page 735 of 1303 City Fleet Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555000...444%%%))) UUUtttiiillliiitttiiieeesss (((222444...666%%%)))
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((222111...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333...111%%%)))
Contractual $150,928 $183,929 $185,000 $185,000 $0 0%
Depreciation $758,867 $942,980 $0 $0 $0 0%
Materials And Supplies $2,156,924 $2,716,208 $2,392,668 $2,971,153 $578,485 24.2% Personnel Services $1,063,227 $1,225,054 $1,116,902 $1,288,532 $171,630 15.4% Utilities $1,442,755 $1,345,996 $1,569,765 $1,452,250 -$117,515 -7.5% Total: $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 339 Page 736 of 1303 Utilities
Tom Moody
Director of Utilities
The mission of the Utilities Department is to protect public health by providing the highest quality water, reclaimed water, and electric utility services, as well as efficient sewer operations.

What do we do?
The Utilities Department provides water, reclaimed water, sewer, and electric utility services. *Rolling average from FY2023 Q4 through FY2024 Q3
City of Corona | Proposed Budget Fiscal Year 2026 Page 340 Page 737 of 1303 Utilities Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 341 Page 738 of 1303 Utilities - Expenditures Summary
$116,658,546
-$10,532,139
(-8.28% vs. prior year)
Expenditures, by Fund
EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((999999...222%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((000...888%%%))) Special Revenue Funds $11,135,682 $11,688,233 $11,783,428 $947,213 -$10,836,216 -92% Enterprise Funds $111,214,201 $115,479,187 $115,407,256 $115,711,333 $304,077 0.3% Total: $122,349,883 $127,167,420 $127,190,684 $116,658,546 -$10,532,139 -8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 342 Page 739 of 1303 Utilities
Budgeted Expenditures, by Function
Genera OOOpppeeerrraaatttiiiooonnnsss (((666000...666%%%))) GGeenneerraalll SSSeeerrrvvviiiccceeesss (((111888...555%%%))) FFFaaaccciiillliiitttiiieeesss MMMaaaiiinnnttteeennnaaannnccceee (((777...777%%%))) IIInnnfffrrraaassstttrrruuuccctttuuurrreee MMMaaaiiinnnttteeennnaaannnccceee (((555...555%%%))) UUUtttiiillliiitttyyy BBBiiilllllliiinnnggg///CCCuuussstttooommmeeerrr CCCaaarrreee (((333...999%%%))) RRReeeggguuulllaaatttooorrryyy CCCooommmpppllliiiaaannnccceee (((222...111%%%))) SSSuuussstttaaaiiinnnaaabbbiiillliiitttyyy///CCCooonnnssseeerrrvvvaaatttiiiooonnn (((000...999%%%))) WWWaaasssttteee DDDiiissspppooosssaaalll aaannnddd RRReeecccyyycccllliiinnnggg (((000...888%%%))) AAAiiirrrpppooorrrttt OOOpppeeerrraaatttiiiooonnnsss (((000...000111%%%))) Airport Operations $0 $0 $0 $12,313 $12,313 N/A
Debt Service & Depreciation $1,778,076 $1,771,511 $0 $0 $0 0% Facilities Maintenance $6,563,564 $8,043,552 $8,389,435 $9,021,920 $632,485 7.5% General Services $34,036,377 $35,127,831 $22,314,352 $21,551,257 -$763,095 -3.4% Infrastructure Maintenance $4,935,395 $4,974,283 $6,553,368 $6,395,248 -$158,120 -2.4% Operations $58,390,871 $59,502,566 $70,565,046 $70,683,110 $118,064 0.2% Regulatory Compliance $2,132,505 $2,117,698 $2,262,477 $2,436,256 $173,779 7.7% Sustainability/Conservation $496,289 $522,193 $1,012,037 $1,040,179 $28,141 2.8% Utility Billing/Customer Care $2,881,124 $3,419,555 $4,310,541 $4,571,052 $260,511 6% Waste Disposal and Recycling $11,135,682 $11,688,233 $11,783,428 $947,213 -$10,836,216 -92% Total: $122,349,883 $127,167,420 $127,190,684 $116,658,546 -$10,532,139 -8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 343 Page 740 of 1303 General Services Budget Detail
What do we do?
The General Services division provides leadership, policy, support, and planning for the effective and efficient operation of the Utilities Department. The division provides support to all divisions within the department and works collaboratively with the Finance Department to provide budgetary, purchasing, financial, and analytical information that is required of our department.

Goals & Objectives
What did we do in Fiscal Year 2025?
Provided leadership and overall management of all Utilities Department activities.

Provided support to all Utilities divisions with development and management of budgetary items, purchasing requests, and policies and procedures.

Coordinated with the Finance Department to manage all financial activities for the Utilities Department, including, but not limited to, operating and capital expenditures, revenues, asset management, and grants.

Coordinated with the Human Resources Department to manage all personnel activities for the Utilities Department.

Assisted with customer questions and requests via phone and through SeeClickFix and e-mail.

Started the application for the Drinking Water State Revolving Fund loan, which offers up to 50% principal forgiveness, to help fund the PFAS Removal Project and support safe, clean drinking water.

Completed the rate study for all utilities, emphasizing community engagement and transparency, which led to the adoption of new five-year utility rates.

What do we plan to do in Fiscal Year 2026?
Continue to provide leadership, management, and support of all Utilities Department activities.

Continue to review policies and procedures to improve efficiencies and controls.

Continue to provide excellent customer service at all times.

Continue to apply for new grants and manage existing grants.

Continue to implement recommendations from the operational, organizational, and financial audit.

Start the biennial Fee Study to review and establish fair and equitable fees that accurately reflect the cost of providing quality services.

City of Corona | Proposed Budget Fiscal Year 2026 Page 344 Page 741 of 1303 General Services
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999000...333%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...777%%%)))
UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $108,756 $152,060 $196,414 $140,405 -$56,009 -28.5% Depreciation $13,330,233 $14,216,639 $0 $0 $0 0%
Materials And Supplies $18,140,153 $18,102,705 $19,276,469 $19,469,458 $192,989 1% Personnel Services $2,425,821 $2,625,154 $2,805,461 $1,907,359 -$898,102 -32% Utilities $31,414 $31,272 $36,009 $34,035 -$1,974 -5.5% Total: $34,036,377 $35,127,831 $22,314,352 $21,551,257 -$763,095 -3.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 345 Page 742 of 1303 Regulatory Compliance Budget Detail
What do we do?
The Regulatory Compliance division ensures the production and distribution of services pertaining to water, sewer, reclaimed water, and electricity operate in compliance with all applicable state and federal regulations related to quality, safety, and operational objectives.

Goals & Objectives
What did we do in Fiscal Year 2025?
Implemented Year 4 of 5 of the Temescal Sub-basin Groundwater Sustainability Plan (GSP) and the Bedford Coldwater GSP.

Updated and managed all data and submissions for the Utilities Division sites in the California Environmental Reporting System (CERS) as needed.

Continued to draft and manage standard operating procedures for the Regulatory Compliance Division.

Completed and submitted all required reports to the appropriate regulating agency.

Monitored regulatory and legislative changes.

Updated Sewer System Management Plans and reported Sanitary Sewer Overflows according to the reissued Sanitary Sewer System Waste Discharge Requirement Order.

Submitted application for Water Reclamation Facility (WRF) 1 Permit Reissuance.

Conducted inspections with local regulatory agencies.

Completed Unregulated Contaminant Monitoring Rule round 5 sampling.

Develop an inventory to identify the materials of service lines connected to the public water distribution system.

What do we plan to do in Fiscal Year 2026?
Implement Year 5 of 5 of the Temescal Sub-basin GSP and the Bedford Coldwater GSP.

Complete the Temescal Subbasin GSP five-year update.

Continue to update and manage all data and submissions for the Utilities Division sites in CERS as needed.

Continue to draft and manage standard operating procedures for the Regulatory Compliance division.

Continue to complete and submit all local, State, and Federal required reports on time.

Continue to monitor upcoming regulatory and legislative changes.

Continue to maintain permits and ensure compliance with South Coast Air Quality Management District (AQMD) and California Air Resources Board (CARB) rules, laws, and regulations.

Continue to conduct internal audits to ensure all permit requirements are being met.

Identify select Unknown Service Line Material using Stratified Random sampling.

City of Corona | Proposed Budget Fiscal Year 2026 Page 346 Page 743 of 1303 Regulatory Compliance
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((666111...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222333...333%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111444...999%%%))) UUUtttiiillliiitttiiieeesss (((000...000333%%%)))
Contractual $1,390,754 $1,313,790 $1,423,830 $1,504,313 $80,483 5.7% Materials And Supplies $438,000 $476,628 $523,712 $567,638 $43,925 8.4% Personnel Services $303,262 $326,781 $314,140 $363,681 $49,541 15.8% Utilities $489 $498 $794 $624 -$170 -21.4%
Total: $2,132,505 $2,117,698 $2,262,477 $2,436,256 $173,779 7.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 347 Page 744 of 1303 Operations Budget Detail
What do we do?
The Operations division is composed of three different groups focusing on different utilities. First, Water and Reclaimed Water Operations ensures the production and distribution of safe, clean, and reliable drinking water to the City of Corona community and provides reclaimed water for landscaped areas. Water Operations oversees 4 potable water treatment facilities, 18 potable water storage tanks, 21 potable water wells, 46 potable pressure-reducing stations, 19 potable booster stations, and 8 monitoring wells.

Reclaimed Water Operations oversees 3 reclaimed water storage tanks, 5 reclaimed booster stations, 5 reclaimed pressure-reducing stations, and 2 non-potable wells. Next, Sewer Operations focuses their efforts on the facilitation of proper and efficient collection, treatment, and reclamation of all sewer flows within the City of Corona's service area. Sewer Operations oversees 3 treatment facilities and 15 lift stations. Lastly, Electric Operations ensures the safe, affordable, and uninterrupted distribution of electric power to the City of Corona's service area. Electric Operations oversees 5 Wholesale Distribution Access Tariffs (WDAT) and 272 transformers, pad-mounted enclosure (PME) switches, and capacitor banks.

City of Corona | Proposed Budget Fiscal Year 2026 Page 348 Page 745 of 1303 Goals & Objectives
What did we do in Fiscal Year 2025?
Extracted, treated, and/or distributed a combined total of over 10 billion gallons of well water, raw surface water, and reclaimed water.

Rehabilitated Well 28, resulting in increased maximum well efficiency from 600gpm to 800gpm.

Completed maintenance of 36 Cla-Vals at 18 facilities.

Completed the modifications and adjustments of the Mangular Blend Station.

Completed 9 media change-outs for the Granular Activated Carbon Treatment Plant (GACTP).

Completed membrane replacements for Train 3 at the Desalter Water Treatment Plant.

Completed the inspection and cleaning of 9 water storage tanks.

Treated over 3.95 billion gallons of influent wastewater and produced approximately 12,370 metric tons of biosolids.

Completed WRF 1 Plant 1A Aeration system improvement project, enhancing system reliability and reducing sodium hypochlorite usage, resulting in chemical cost savings.

Completed the installation of Centrifuge #2 at WRF 1, resulting in increased reliability and redundancy.

Completed WRF 1 Digester #2 fixed lid replacement project, extending the service life of the digester, and maintaining regulatory compliance with local regulatory agencies.

Completed the WRF 2 Secondary clarifiers #1 and #2 rehabilitation, extending the service life of the secondary clarifiers.

Completed the installation of the two new Motor Control Centers (lift station and aeration) at WRF 2, resulting in operability and reliability in plant processes.

Completed WRF 3 Membrane and diffuser replacements, resulting in energy savings and meeting discharge permit requirements.

Completed a rate study for Greenfield Electric customers.

Began an Electric Capacity Impact Study to assess system capacity and identify any potential system improvements.

Began an assessment of electric metering infrastructure to upgrade meters systemwide. What do we plan to do in Fiscal Year 2026? Continue to provide safe, clean, and reliable drinking water that meets and exceeds all state and federal regulations, as well as continue to distribute reclaimed water to meet user demands.

Rehabilitate wells throughout the City, including Well 31 and 11a, resulting in increased well efficiency.

Complete Well 14 outfitting and commission well for service.

Construct the Lester Water Treatment Plant post-disinfection project Start construction of the two new Boilers and associated piping at WRF 1.

Start the rehabilitation of the Flash mixer and construction of a new Static mixer at WRF 1.

Complete the design of the WRF 2 Odor/aeration improvement project.

Complete the Electric Capacity Impact Study and begin planning for any recommended system upgrades.

Conduct an RFP and complete electric metering infrastructure upgrades.

Conduct a feasibility assessment for battery energy storage at wholesale distribution access tariff connection points.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Water Operator I/II/III Flex 169,933
1 FT Water Reclamation Operator I/II/III/Flex 168,027
Operational Tools for 2 New Water Operators 7,200
Total $ 345,160
City of Corona | Proposed Budget Fiscal Year 2026 Page 349 Page 746 of 1303 Operations
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444777...333%%%))) UUUtttiiillliiitttiiieeesss (((333999...111%%%)))
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111111...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222...222%%%)))
Capital Outlay $509,394 $192,346 $0 $0 $0 0%
Contractual $1,273,670 $1,216,957 $1,758,594 $1,574,933 -$183,660 -10.4% Materials And Supplies $25,705,868 $28,569,639 $35,361,553 $33,408,963 -$1,952,590 -5.5% Personnel Services $7,826,288 $8,782,196 $6,344,917 $8,070,842 $1,725,925 27.2% Utilities $23,075,650 $20,741,428 $27,099,983 $27,628,372 $528,389 1.9% Total: $58,390,871 $59,502,566 $70,565,046 $70,683,110 $118,064 0.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 350 Page 747 of 1303 Infrastructure Maintenance Budget Detail
What do we do?
The Infrastructure & System Maintenance division is crucial in the safe and functional delivery and distribution of water, sewer, and reclaimed water. The division responds to reported water leaks, watermain breaks, and sewer overflows throughout the City and ensures the appropriate and proper responses are conducted. Additionally, the team is vital in the preventative maintenance of City-owned infrastructure-related assets, such as water meters, fire hydrants, and air vacuum controls.

Goals & Objectives
What did we do in Fiscal Year 2025?
Identified and coated deteriorated manholes on 3 high flow sewer mains with a protective coating to prevent further deterioration and to extend useful life.

Assessed the condition of 5,784 water main and hydrant valves within the distribution system.

Responded and repaired 46 water main leaks and water main breaks promptly and ensured there was minimal or no disruption to water service.

Performed annual cleaning of the sewer collection system on 454,675 linear feet of sewer mains for optimal functionality.

Conducted video inspections on 443,481 linear feet of sewer mains to identify and repair deficiencies.

Implemented root control measures on 61,115 linear feet of sewer mains to prevent system blockages.

Conducted cockroach control activities in 4,857 manholes across the city to minimize health risks for city employees, customers, and the public.

Repaired and replaced approximately 50 fire hydrants and blow-offs and ensuring minimal disruption to fire protection services.

Repaired and replaced approximately 115 water services and ensured minimal disruption to residents.

Performed 22 emergency and planned watermain shutdowns for Utilities Department and Public Works Department.

Executed two watermain replacement projects to address critical infrastructure needs.

Painted 278 fire hydrants to maintain visibility, corrosion protection, as well as civic and safety compliance.

What do we plan to do in Fiscal Year 2026?
Identify and coat 3-5 deteriorated manholes on high-flow sewer mains with a protective coating to prevent further deterioration and extend their useful life.

Continue to evaluate the condition of the watermains and hydrant valves within the distribution system.

Continue to respond to all watermain leaks and watermain breaks promptly and ensure there is minimal or no disruption to water service.

Perform annual cleaning of the sewer collection system and conduct video inspections on approximately 500,000 linear feet of sewer mains to identify and repair deficiencies.

Perform cockroach control activities in approximately 5,000 manholes.

Perform root control activities on approximately 58,000 linear feet of sewer mains.

Continue to quickly address damaged fire hydrants to protect the public and support City fire services.

Perform 10 – 15 Sewer spot repairs based on sewer main deficiencies identified during CCTV inspections.

Continue to assist Public Works Department with service requests related to fire line and new construction watermain shutdowns.

Continue to evaluate watermain breaks to identify recurrent breaks in the same area and plan for replacement.

Continue to identify and paint fire hydrants to maintain civic and safety compliance.

City of Corona | Proposed Budget Fiscal Year 2026 Page 351 Page 748 of 1303 Service Adjustment Change (Operating Budget)
Description Amount
Training for Vactor Truck and Sanitary Sewer Overflow 2,500 Vehicle Purchase for 1 Utility Truck 23,481
Total $ 25,981
Infrastructure Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555000...777%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333444...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111444...444%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $590,560 $846,019 $1,171,361 $921,481 -$249,880 -21.3% Materials And Supplies $2,499,555 $2,483,079 $3,290,341 $3,240,165 -$50,175 -1.5% Personnel Services $1,834,468 $1,631,135 $2,075,125 $2,219,651 $144,525 7% Utilities $10,812 $14,049 $16,541 $13,951 -$2,590 -15.7% Total: $4,935,395 $4,974,283 $6,553,368 $6,395,248 -$158,120 -2.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 352 Page 749 of 1303 Facilities Maintenance Budget Detail
What do we do?
The Facilities Maintenance division is responsible for the maintenance of all programs pertaining to water, sewer, and reclaimed water facilities, as well as electrical infrastructure. The Facilities Maintenance division maintains 4 potable water treatment facilities, 18 potable water storage tanks, 21 potable wells, 46 potable pressure reducing stations, 19 potable booster stations, 8 monitoring wells, 3 reclaimed water storage tanks, 5 reclaimed booster stations, 5 reclaimed pressure reducing stations, 2 non-potable wells, 15 life stations, 3 treatment facilities, 5 Wholesale Distribution Access Tariffs (WDAT) and 272 transformers, pad-mounted enclosure (PME) switches and capacitor banks. This division maximizes the utilization, reliability, and serviceable life of all facility-related assets within each respective system to ensure that resources are applied to their maximum potential.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed approximately 4,800 preventive maintenance and corrective maintenance work orders.

Awarded design contract of WRF 1 Plant 1 Primary Gallery and Blower Room Motor Control Center (MCC) Replacement Project.

Replaced compliance flow meters that did not pass certification or had reached their useful life throughout the system.

Replaced compliance analyzers that did not pass certification or had reached their useful life throughout water and wastewater treatment plants.

Replaced WRF1 Chlorine Contact Basin (CCB) Tank #2
Designed the following projects: Sierra Del Oro (SDO) Lift Station and Pipelines (in progress), WRF 2 and SDO Generator Replacement Projects (in progress).

WRF 1 Boiler replacement (completed), WRF 1 CCB Influent Vault Static Mixer and Filter Influent Flash Mixer (completed), Installed capacitor banks to maintain electrical system reliability.

Completed an evaluation of all electrical equipment and conducted transformer repairs proactively.

What do we plan to do in Fiscal Year 2026?
Complete design for WRF 2 Primary Clarifiers.

Complete design and bidding for construction of WRF 1 Plant 1 Primary Gallery and Blower Room MCC Replacement Project.

Solicit bids and award construction contract for WRF 1 Boiler Replacement Project.

Solicit bids and award construction bid for WRF 2 and SDO Generators Replacement Project.

Complete construction of Sunkist and Aeration Powerhouse/MCC at WRF 2.

Continue replacing obsolete flow meters throughout the system.

Continue replacing obsolete compliance/analyzers throughout water and wastewater treatment plants.

Complete construction contract to install Desalter rupture discs.

Install new generators at SDO Water Treatment Plant and Green River Lift Station.

Complete WRF 1B Return Activated Sludge Isolation and Check Valve Replacement Project.

Solicit bids and award construction contract for SDO Water Treatment Plant Flocculation Basin Baffles replacement.

Rebuild Alum Skids at Lester Water Treatment Plant.

Install new Acid Tanks, piping, and Desiccant filters at the Desalter.

Complete Lester Water Treatment Plant Gravity Thickener Rehabilitation Continue the system-wide evaluation of electrical equipment. Repair and replace proactively as needed.

City of Corona | Proposed Budget Fiscal Year 2026 Page 353 Page 750 of 1303 Service Adjustment Changes (Operating Budget)
Description Amount
Buried Underground Residential Distribution (BURD) Transformer Lid Replacements 15,800 Electric Corrective Maintenance 100,000
Total $ 115,800
Facilities Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666333...222%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333111...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((444...888%%%)))
UUUtttiiillliiitttiiieeesss (((000...666%%%)))
Capital Outlay $106,629 $206,605 $200,000 $0 -$200,000 -100% Contractual $255,375 $375,784 $259,916 $434,722 $174,806 67.3% Materials And Supplies $4,401,268 $5,031,952 $5,406,007 $5,705,877 $299,869 5.5% Personnel Services $1,750,874 $2,367,284 $2,469,651 $2,830,805 $361,154 14.6% Utilities $49,417 $61,926 $53,860 $50,516 -$3,344 -6.2% Total: $6,563,564 $8,043,552 $8,389,435 $9,021,920 $632,485 7.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 354 Page 751 of 1303 Sustainability/Conservation Budget Detail
What do we do?
The Sustainability & Conservation division manages various programs and outreach efforts that aim to promote the efficient use of potable water, provide incentive programs and educational classes, and host community events and campaigns. The team's efforts are concentrated in potable water conservation and leak detection and bringing awareness to safe water disposal through anticontamination programs and campaigns that promote the health and efficient operation of the sewer system.

Goals & Objectives
What did we do in Fiscal Year 2025?
Performed approximately 1,348 water conservation site visits.

Handled approximately 61 water pressure inquiries.

Issued approximately 106 water conservation residential rebates, totaling $39,376.

Issued approximately 20 water conservation commercial rebates, totaling $212,093.

Administered a water conservation poster contest for children from local schools to showcase their talents and learn more about resource management.

What do we plan to do in Fiscal Year 2026?
Maintain efforts to conduct site visits to promote water-saving practices.

Continue assisting customers with water pressure concerns to enhance service satisfaction.

Increase water conservation rebate incentives for residential and commercial customers to encourage responsible water use.

Expand participation in Citywide events to increase customer awareness on available conservation programs.

Administer the water conservation poster contest to engage children in resource management and showcase artistic talents.

Increase customer communication efforts through social media and outreach campaigns, ensuring broader engagement with water conservation practices.

Launching a pilot program to identify and address residential water leak using advanced technologies to reduce water loss and improve resource efficiency.

Based on funding from Metropolitan Water District, complete a reclaimed conversion at 405 W Chase Drive.

City of Corona | Proposed Budget Fiscal Year 2026 Page 355 Page 752 of 1303 Sustainability/Conservation
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((555999...222%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444000...333%%%))) UUUtttiiillliiitttiiieeesss (((000...444%%%)))
Contractual $1,264 $0 $313,301 $0 -$313,301 -100%
Materials And Supplies $105,119 $67,043 $179,408 $419,596 $240,189 133.9% Personnel Services $387,340 $451,806 $514,733 $616,095 $101,362 19.7% Utilities $2,566 $3,343 $4,596 $4,488 -$108 -2.3%
Total: $496,289 $522,193 $1,012,037 $1,040,179 $28,141 2.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 356 Page 753 of 1303 Utility Billing/Customer Care Budget Detail
What do we do?
The Utility Billing and Customer Care division serves customers with professionalism and respect while providing accurate billing and support related to water, sewer, reclaimed water, and electric consumption and services.

Goals & Objectives
What did we do in Fiscal Year 2025?
Handled 42,465 incoming customer calls with a monthly average speed of answer of 2 minutes and 37 seconds. Maintained an average monthly abandoned call rate of 11% despite the high volume.

Generated 558,678 utility bills for water, sewer, and electric services for both residential and commercial customers.

Processed 495,731 payments, totaling $110,544,135.99.

Surpassed previous goal by enrolling 2,571 customers in electronic utility billing (eBill) during the fiscal year, bringing the total to 8,687 eBill customers.

Met goal by enrolling 1,799 customers in the automatic payment program (AutoPay), reaching a total of 15,540 customers enrolled in AutoPay.

Received $55,118.43 from the Low Income Household Water Assistance Program (LIHWAP) providing assistance to 508 with outstanding water and sewer charges.

Received $1,132 from the Low-Income Home Energy Assistance Program (LIHEAP) to assist customers with outstanding electric charges.

Implemented a new customer portal that is user-friendly and offers enhanced self-service capabilities. Customers can now submit service requests, start or stop service, schedule payments, request bill extensions, and sign up for bill reminders and high usage notifications. Since its launch in December 2024, 513 customers have signed up for due date reminders, 717 for past due reminders, 73 for threshold alerts, and 33 for leak detection alerts.

Awarded a contract to Professional Meters Inc. for the installation of meters for the AMI project. This project will provide near real-time water use data, aiding in prompt leak detection and water conservation efforts.

Completed 94% of the network installation for the AMI project, with 13 of the 19 gateways up and communicating successfully.

Customers with new radio read meters can now view their daily usage on the new customer portal.

What do we plan to do in Fiscal Year 2026?
Maintain a monthly average speed of answer of 1 minute and 30 seconds or less.

Maintain a monthly abandoned call rate of 5% or less.

Increase the number of enrollments in eBill to 11,700 customers.

Increase the number of enrollments in AutoPay to 16,000 customers.

Begin the upgrade of the utility billing software. This upgrade will provide improved functionality, added security, and increased efficiency, enhancing staff productivity.

Launch the installation of meters for the AMI project. The project is expected to take approximately 2 years to complete the change-out of around 46,000 water meters.

Develop outreach strategies to promote awareness of the AMI project and the online portal. As the meter installations are rolled out, customers will be able to view their usage daily and set up high usage alerts. This will help them locate the cause of high usage sooner to avoid a high bill. The portal also offers bill due date alerts and past-due alerts. The goal is to increase the number of customers who sign up for these alerts to help conserve water and decrease delinquencies.

City of Corona | Proposed Budget Fiscal Year 2026 Page 357 Page 754 of 1303 Utility Billing/Customer Care
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((444555...222%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333888...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555...666%%%))) UUUtttiiillliiitttiiieeesss (((000...333%%%)))
Contractual $1,494,888 $1,762,523 $2,020,420 $2,064,715 $44,294 2.2% Materials And Supplies $270,371 $300,158 $717,380 $714,419 -$2,961 -0.4% Personnel Services $1,113,956 $1,349,406 $1,567,481 $1,776,938 $209,457 13.4% Utilities $1,909 $7,468 $5,259 $14,980 $9,721 184.8%
Total: $2,881,124 $3,419,555 $4,310,541 $4,571,052 $260,511 6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 358 Page 755 of 1303 Waste Disposal and Recycling Budget Detail
What do we do?
The Refuse/Recycling Program ensures efficient contract administration and oversight of solid waste and recycling services provided by Waste Management, our contracted waste and recycling hauler. We are dedicated to implementing and enforcing recycling program requirements to uphold environmental sustainability standards.

Goals & Objectives
What did we do in Fiscal Year 2025?
Secured approval for the Solid Waste Franchise Agreement with Waste Management, aligning services with SB1383 requirements to enhance waste management effectiveness.

Cohosted two community Household Hazardous Waste (HHW) collection events at City Hall serving 4,334 vehicles and safely collecting over 173 tons of hazardous waste for proper disposal.

Achieved a reduction in landfill disposal by over 35,000 tons compared to the previous calendar year, through promoting recycling, diversion strategies, and process improvements.

Achieved compliance with all components of SB 1383 including:

Meeting the Procurement target of recovered organic waste products for calendar year 2024.

Monitoring recycled content paper product purchases made by the City.

Conducting comprehensive education on SB 1383 requirements.

Engaged residents through education and outreach efforts, participating in public events to promote recycling, organic waste recycling, reuse, and waste reduction.

Monitored the City’s waste hauler’s performance and collaborated to identify and resolve service issues for the community.

What do we plan to do in Fiscal Year 2026?
Host two community Bulky Item Collection/Paper Shredding events at City Hall.

Ensure compliance with the remaining components of SB 1383 including:

Monitoring and enforcing the Edible Food Recovery program.

Conducting contamination monitoring on all waste streams.

Enforcing regulations as necessary.

Promote proper bulky item disposal and education to the community to reduce illegal dumping.

Continue to provide education and outreach by participating in public events to promote recycling, organic waste recycling, reuse, and waste reduction.

Continue to monitor the City’s waste hauler’s performance and collaborate to identify and resolve service issues for the community.

Continue efforts to reduce landfill disposal by promoting recycling, composting, and waste reduction techniques.

The City will prepare for an audit of Waste Management’s billing operations, accounts receivable and customer service.

City of Corona | Proposed Budget Fiscal Year 2026 Page 359 Page 756 of 1303 Waste Disposal and Recycling
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((555111...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333888...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...777%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $10,832,841 $11,330,137 $11,228,299 $363,759 -$10,864,540 -96.8% Materials And Supplies $37,042 $58,423 $103,294 $91,748 -$11,546 -11.2% Personnel Services $264,822 $298,677 $450,153 $490,023 $39,870 8.9% Utilities $977 $996 $1,683 $1,683 $0 0%
Total: $11,135,682 $11,688,233 $11,783,428 $947,213 -$10,836,216 -92% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 360 Page 757 of 1303 Airport Operations Budget Detail
What do we do?
The Airport Operations section is responsible for airport operation compliance with all federal, state, and local laws, ordinances, and regulations. The Airport Operations section works in conjunction with the Economic Development Airport Program and Community Services Airport Maintenance section to provide a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

Kicked off the annual hangar inspection program in conformance with the City’s municipal code. Conducted annual hangar inspections of over 300 hangars and office facilities.

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

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

Conducted over 200 general condition inspections.

What do we plan to do in Fiscal Year 2026?
Establish a formal inoperable aircraft abatement process.

Continue removal of inoperable/abandoned aircrafts.

Continue 4-day-a-week general inspections.

Conduct annual hangar inspection program.

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

Conduct flight check of the following equipment: Medium Intensity Runway Edge Lights (MIRL), Runway End Identifier Lights (REIL), and the Visual Approach Slope Indicator (VASI).

Coordinate with the Orange County Water District on local elevations and dam storage operations.

Coordinate with Economic Development on leases, hangar inspections, and aircraft abatement programs.

Continue maintenance of grass areas near the runway and coordinate with the Federal Aviation Administration for any damage reporting.

Establish procedures for locating downed aircraft in a timely manner and coordinate with Prescott Flight Service for reporting.

City of Corona | Proposed Budget Fiscal Year 2026 Page 361 Page 758 of 1303 Expenditures Summary
$12,313
$12,313
(100.00% vs. prior year)
Airport Operations Budget Detail Proposed and Historical Budget vs. Actual FY2026
$0
$2.5K
$5K
$7.5K
$10K
$12.5K
$15K
City of Corona | Proposed Budget Fiscal Year 2026 Page 362 Page 759 of 1303 Airport Operations
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111000000%%%))) Personnel Services $12,313 $12,313 $12,313 N/A
Total Personnel Services: $12,313 $12,313 $12,313 N/A
Name FY2026 Proposed FY2026 Budgeted $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 363 Page 760 of 1303

APPENDIX
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ACRONYMS
AB Assembly Bill
ACFR Annual Comprehensive Financial Report
AD Assessment District
ADA Americans with Disabilities Act
AQMD South Coast Air Quality Management District
ARPA American Rescue Plan Act
ATMS Advanced Traffic Management System
AV Assessed Valuation
BID Business Improvement District
BTA Bicycle Transportation Account
CAP Cost Allocation Plan
CAL TRANS California Department of Transportation
CDBG Community Development Block Grant
CDTFA California Department of Tax and Fee Administration CEQA California Environmental Quality Act
CFD Community Facilities District
CHA Corona Housing Authority
CIP Capital Improvement Program
CMAQ Congestion Management and Air Quality
CNUSD Corona Norco Unified School District
COP Certificates of Participation
CPFA Corona Public Financing Authority
CPIC Corona Public Improvement Corporation
CUA Corona Utility Authority
DA Development Agreement
DAR Dial-A-Ride
DDT Dwelling Development Tax
DEV PD Developer Paid
ECB Expenditure Control Budget
FEMA Federal Emergency Management Agency
FHWA Federal Highway Administration
GASB Governmental Accounting Standards Board
HSIP Highway Safety Improvement Program
HUTA Highway Users Tax Account
IT Information Technology
KwH Kilowatt hour
LED Light-emitting diode
LMD Landscape Maintenance District
LTF Local Transportation Funding
MOU Memorandum of Understanding
NPDES National Pollutant Discharge Elimination System
OPEB Other Post-Employment Benefits
POB Pension Obligation Bond
PLHA Permanent Local Housing Allocation
PW Public Works
RCTC Riverside County Transportation Commission
RDA Redevelopment Agency
RTA Riverside Transit Agency
SB Senate Bill
SC South Corona
SCE Southern California Edison
STIP State Transportation Improvement Program
TC Temescal Canyon
TE Transportation Enhancement
TIP Transportation Improvement Program
City of Corona | Proposed Budget Fiscal Year 2026 Page 387 Page 784 of 1303 TOT Transient Occupancy Tax
TUMF Transportation Uniform Mitigation Fees
UAL Unfunded Accrual Liability
WRCRWA Western Riverside County Regional Wastewater Authority WRCOG Western Riverside Council of Governments
2012 Water Revenue Bond Fund (453): A fund to account for the advance refunding and refinancing of the 1998 Water Revenue Bonds, portion of the Corona Public Financing Authority 2003 Certificate of Participation and the construction of certain reservoir and blending facility on August 1, 2012.
2013 Wastewater Revenue Bonds Fund (454): A fund to account for the replacement and upgrade of Wastewater capital improvements.

Abandoned Vehicle Abatement Fund (241): A fund to account for abandoned vehicle abatement program to remove abandoned or inoperative vehicles on both public and private property.

Adult and Family Literacy Grant Fund (442): See Grants and Reimbursements.

Agency Funds: Fiduciary funds which are custodial in nature and are accounted for on the accrual basis of accounting. See Fiduciary Funds.

Airport Fund (275): A fund to account for all airport operating revenues, expenditures, and capital projects. Capital projects financed from this fund must benefit the Corona Municipal Airport.

American Rescue Plan Act (ARPA) Fund (413): On March 11, 2021, the president signed the American Rescue Plan Act (ARPA) into law.

Under ARPA, the city received one-time allocation of approximately $29 million dollars to address negative economic impacts and revenue replacement in response to COVID-19.

Appropriation: An authorization made by the City Council, Agency, and/or Authority members which permits the City to incur obligations and to make expenditures of resources. Budgetary/operating fund appropriations lapse at the end of each fiscal year.

Non‑operating fund appropriations continue in force until fully expended or until the City has accomplished or abandoned the purpose for which the City Council, Agency or Authority granted the funds. Spending cannot exceed the level of appropriation without the City Council's, Agency’s or Authority’s approval.

Aquatics Center Fund (216): See Development Impact Fee.

Assessed Valuation: The value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, assessed value is established by the County for the secured and unsecured property tax rolls; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations and is subject to annual reappraisal.

Assessment Districts (AD): Under the Municipal Improvement Act that allows a designated area to pay the debt service on bonds sold to finance capital improvements installed by the City or a developer. The property owners receiving the benefit of the improvements pay an assessment on their property tax bills.

Asset Forfeiture Fund (250): A fund to account for asset seizures and forfeitures resulting from police investigations and court decisions. Asset Forfeiture funds are used for law enforcement purposes.

Audit: Prepared by an independent certified public accountant, or CPA, the primary objective of an audit is to determine if the City’s Financial Statements fairly present the City’s financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices.

City of Corona | Proposed Budget Fiscal Year 2026 Page 388 Page 785 of 1303 Bicycle Transportation Account Fund (445): State funds for City and County projects that improve safety and convenience for bicycle commuters in conjunction with the California Bicycle Transportation Act.

Bond: A security that represents an obligation to pay a specific sum of money on a specific date in the future, typically with periodic interest payments.

Budget: A financial plan for a specified period of time that matches planned revenues and expenditures to municipal services. The City of Corona uses a financial plan covering one fiscal year from July 1 through June 30 of each year.

Budget Amendments: The City Council, Agency and/or Authority members have the responsibility for adopting the City's budget and may amend or supplement the budget at any time after adoption by majority vote. The City staff has the authority to approve lineitem budgetary transfers between expenditure objects of the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances.

Budget Message: Included in the opening section of the budget, the Budget Message provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the City Manager.

Budget Policies: General and specific guidelines adopted by the City Council that govern budget preparation and administration.

CAL-COPS Grant Fund (231): See Grants and Reimbursements.

California Department of Transportation (CAL TRANS): Funds received pursuant to various transportation grants through the State of California.

California Environmental Quality Act (CEQA): Enacted in 1970 as a system of checks and balances for land use development and management decisions. Projects falling under the guidelines of this act require an Environmental Impact Review, or EIR, that details the scope of the proposed project and all known environmental impacts.

Capital Improvement Program (CIP): A plan to provide for the maintenance or replacement of existing public facilities and assets and for the construction or acquisition of new ones. The CIP document identifies capital needs on a five-year basis.

Capital Project Funds: Funds used to account for financial resources used in the acquisition or construction of major capital facilities other than those financed by Proprietary Funds or Trust Funds.

CFD 97-1 Landscape Fund (248): See Community Facilities District.

CFD 2000-1 (Eagle Glen II) Fund (246): See Community Facilities District.

CFD 2001-1 Landscape Fund (249): See Community Facilities District.

CFD 2002-2 LMD Fund (247): See Community Facilities District and Landscape Maintenance District.

CFD/LMD 2002-3 Landscape Fund (251): See Community Facilities District and Landscape Maintenance District.

CFD/LMD 2011-1 Landscape Fund (253): See Community Facilities District and Landscape Maintenance District.

CFD 2016-2 Terrassa Special Tax Fund (255): See Community Facilities District.

CFD 2016-3 Zone 1 Monte Olivo (256): See Community Facilities District.

CFD 2016-3 Zone 2 Boardwalk Fund (257): See Community Facilities District.

CFD 2016-3 Zone 3 Dollar Self (258): See Community Facilities District.

CFD 2016-3 Zone 4 515 S Promenade Fund (259): See Community Facilities District.

CFD 2016-3 Zone 6 Chung Fund (294): See Community Facilities District.

CFD 2016-3 Zone 7 Knowleton (296): See Community Facilities District.

City of Corona | Proposed Budget Fiscal Year 2026 Page 389 Page 786 of 1303 CFD 2016-3 Zone 8 Karen Parker Fund (297): See Community Facilities District.

CFD 2016-3 Zone 11 Sierra Bella (219): See Community Facilities District.

CFD 2016-3 Zone 12 Lemon Grove (235): See Community Facilities District.

CFD 2016-3 Zone 13 Corona Industrial Pk Fund (239): See Community Facilities District.

CFD 2016-3 Zone 14 Louk Armstrong (286): See Community Facilities District.

CFD 2016-3 Zone 15 Northpoint Fund (287): See Community Facilities District.

CFD 2016-3 Zone 16 LA Fitness (262): See Community Facilities District.

CFD 2016-3 Zone 17 Corona Medical Center (263): See Community Facilities District.

CFD 2016-3 Zone 18 Corona Interchange Commerce Center (264): See Community Facilities District.

CFD 2016-3 Zone 19 Cresta Rd and Promenade Ave (265): See Community Facilities District.

CFD 2016-3 Zone 20 Bedford Market Place (266): See Community Facilities District.

CFD 2016-3 Zone 21 Christopher Ranch (267): See Community Facilities District.

CFD 2016-3 Zone 22 N Main Retail (268): See Community Facilities District.

CFD 2016-3 Zone 23 Fullerton Ave at Taber St (269): See Community Facilities District.

CFD 2016-3 Zone 24 West Coast Freeway Center (270): See Community Facilities District.

CFD 2016-3 Zone 25 Promenade District Center (271): See Community Facilities District.

CFD 2016-3 Zone 26 TM 36605/36608 (272): See Community Facilities District.

CFD 2016-3 Zone 27 Corona Tle (273): See Community Facilities District.

CFD 2016-3 Zone 28 Tennis Center (276): See Community Facilities District.

CFD 2016-3 Zone 29 TM 36821 (277): See Community Facilities District.

CFD 2016-3 Zone 31 Lat Business (279): See Community Facilities District.

CFD 2016-3 Zone 32 NH Sherborn St (280): See Community Facilities District.

CFD 2016-3 Zone 33 Oakmont Fund (281): See Community Facilities District.

CFD 2017-2 Valencia Special Tax Fund (238): See Community Facilities District.

CFD 2018-1 Spec Tax B Bedford Fund (236): See Community Facilities District.

CFD 2018-2 Spec Tax B Sierra Bella Fund (237): See Community Facilities District.

Certificates of Participation (COP): Obligations of a public entity based on a lease or installment sales agreement. Payments to certificate holders may originate from the General Fund (in the case of a lease) or a special fund (in case of an installment sale).

Civic Center Fund (232): A fund to account for the operational and maintenance needs and rental income of the historic Civic Center.

Cogeneration: The process of converting methane gas produced by the sewage treatment process into a usable commodity for the generation of electricity to operate plant equipment, etc.

City of Corona | Proposed Budget Fiscal Year 2026 Page 390 Page 787 of 1303 Community Development Block Grant (CDBG) Fund (431): A fund to account for federal grants from the Housing and Urban Development Department, or HUD, and expenditures for block grant programs as approved by the City Council. Funds are awarded to community-based agencies on an annual basis to carry out these activities.

Community Facilities District (CFD): A designated area for specific capital improvements installed by the city or a developer, or the maintenance of same. The property owners receiving the benefit of the improvements pay a special tax on their property tax bills.

Congestion Management Air Quality (CMAQ): Funds received under Intermodal Surface Transportation Efficiency Act, or ISTEA, that are discretionary allocated by Riverside County Transportation Committee, or RCTC.

Contingency: An appropriation of funds to cover unforeseen events that occur during the fiscal year, such as flood emergencies, federal mandates, shortfalls in revenue, and similar events.

Corona Mall Business Improvement District Fund (218): Fund to account for the utilities and maintenance of parking lots, sidewalks, and landscape improvements within the boundaries of the Corona Mall.

Corona Mall Properties Fund (130): Fund to account for all operating activities at the Corona Mall.

Corona Public Financing Authority (CPFA): A separate reporting and component unit which was organized under Section 6500 et seq. of the California Government Code on June 21, 1989, and was amended and re-stated on February 6, 2013, for the purpose of acting as a vehicle for various financing activities of the City and the Agency.

Corona Public Improvement Corporation (CPIC): A separate reporting and component unit which was organized pursuant to the Nonprofit Public Benefit Corporation Law of the State of California (Title 1, Division 2, Part 2 of the California Corporation Code) on April 7, 1986, for the purpose of providing financial assistance to the City for the benefit of the public.

Corona Revitalization Zone Fund (353): See Special Revenue Funds.

Corona Utility Authority (CUA): A separate reporting and component unit which was organized under Section 6500 et seq. of the California Government Code on February 6, 2002, and was amended and re-stated on February 6, 2013, for the purpose of acting as a vehicle for financing activities of the City and the Agency.

Corporation Yard Expansion Fund (477): A fund to account for the bond financing of the City’s Corporation Yard expansion facility project.

Cost Allocation Plan: The City of Corona uses the Office of Management and Budget Circular (OMB) A-87 as the guideline. This circular provides principles and standards for determining costs applicable to federal grants and contracts performed by state, local, and Indian Tribal governments. Cost Allocation Plan is also known as indirect cost overhead or administrative service charges.

County Service Area 152 (NPDES) Fund (245): See National Pollutant Discharge Elimination System.

Debt Financing: Borrowing funds as needed and pledging future revenues to make current expenditures. The City of Corona uses debt financing in accordance with the adopted debt policy and procedures.

Debt Service: Payments of principal and interest on bonds and other debt instruments according to a predetermined schedule (Reference 3xx series funds).

Debt Service Funds: Funds used to account for the payment of, and accumulation of resources for, long-term debt principal and interest.

Deficit: A shortfall of resources to meet expenditures.

Department: A major organizational unit of the City which has been assigned overall management responsibility for an operation or a group of related operations within a functional area.

Developer Paid (Dev Pd): As a condition of development, some capital facilities are required to be constructed and dedicated to the City by a developer. Major facilities paid for by developers are listed in the CIP.

City of Corona | Proposed Budget Fiscal Year 2026 Page 391 Page 788 of 1303 Development Impact Fee: Funds created to provide for infrastructure projects through Development Impact Fees as per Ordinance 2300 and 2301, Chapter 16.23 of the Corona Municipal Code.

Direct Access Electric Utility Fund (576): A fund to account for the operation of the Direct Access Electric Utility, a self-supporting activity which provides electric supply on a user-charge basis to residents, businesses, and government entities located in the City.

Drainage Fee Fund (212): See Development Impact Fee.

Dwelling Development Tax Fund (289): A fund to account for dwelling development taxes received from developers. This money is used to offset the burden resulting from new development.

Eagle Glen HOA Streetlight Fund (473): A designated area of Eagle Glen where property owners benefit from street lighting and are assessed to pay fees.

Encumbrance: Commitment of funds to purchase an item or service.

Enterprise Funds: Established to finance and account for the operation and maintenance of facilities and services which are predominately self-supported by user charges.

Errata Items: Budgetary items added after the proposed budget document was printed.

Expenditure: The outflow of funds paid, or to be paid, for an item obtained regardless of when the expense is actually paid.

Federal Emergency Management Agency (FEMA): Reimbursement for costs incurred due to incidents which have been declared a disaster by the federal government.

Federal Highways Administration - Emergency Relief (FHWA-ER): Funds received for disaster-related damage to major thoroughfares.

Fiduciary Funds: Also known as, trust or agency funds; held in a fiduciary capacity by a governmental unit for individuals, organizations, or other governmental units, as an agent or trustee.

Fees for Services: Charges paid to the city by users of a service to help support the costs of providing that service.

Fire Facilities Fund (214): See Development Impact Fee.

Fire Wild Land Mitigation Fund (207): See Development Impact Fee.

Fiscal Year: A 12-month period for recording financial transactions. The City has specified July 1 through June 30 as its fiscal year.

Fleet Operations Fund (682): A fund to account for motor pool/rental rates relating to fleet maintenance operations.

Fleet Replacement Fund (684): A fund to account for motor pool/rental rates relating to the replacement of fleet vehicles and other equipment.

Franchise Fee: A fee charged for the privilege of using public rights-of-way and property within the City for public or private purposes.

The City currently assesses franchise fees on cable television, gas, electric, and refuse.

Fund: An accounting entity that records all financial transactions for specific activities or governmental functions.

Fund Balance: Also known as financial position, fund balance is the difference between assets and liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Base on the extent to which the government is bound to honor constraints and the specific purposes for which amounts in the fund can be spent, fund balance is reported in the following classifications: nonspendable fund balance (inherently nonspendable), restricted fund balance (externally enforceable limitations on use), committed fund balance (self-imposed limitations on use), assigned fund balance (limitation resulting from intended use) and unassigned fund balance (residual net resources).

Gas Tax (2105-2106-Prop 42) Fund (222): A fund to account for receipts and expenditures of money apportioned under the Street and Highway Code of the State of California for money derived from the use of certain fuels and borne by the consumer, for transportation improvements. Effective July 2010, the fund also includes revenue received from the gasoline exercise tax which replaces the amount City of Corona | Proposed Budget Fiscal Year 2026 Page 392 Page 789 of 1303 that would have been allocated from the Proposition 42 gasoline sales tax revenues. The money is restricted to research, planning, construction, improvement, and maintenance of public streets. Effective November 2017, this fund will also include activity from the Road Repair and Accountability Act of 2017.

General Fund (110): The primary operating fund of the City where all revenues that are not allocated by law or contractual agreement are accounted for. With the exception of subvention or grant revenues restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose. A limited number of capital improvements are financed from this source since its focus is to fund ongoing operations.

General Obligation Bond: A bond secured by the pledge of the issuer's full faith, credit, and usually, taxing power. Bonds issued through a governmental entity which have legal authority to levy a tax on real and personal property located with the governmental boundaries at any rate necessary to collect enough money each year to pay principal and interest due.

Governmental Accounting Standards Board (GASB): The Governmental Accounting Standards Board establishes and improves standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports.

Grants and Reimbursements: Funds received directly or indirectly from other governmental agencies for specific related activity and time period. Money awarded may be received in advance or as a reimbursement of activities.

Greenfield Electric Utility Fund (578): A fund to account for the operation and maintenance of the Greenfield Electric Utility, a selfsupporting activity which renders bundled electric services on a user-charge basis to residents, businesses, and government entities located in the City.

Highway Users Tax Account (HUTA): State accounting for excise taxes on various transportation fuels. California motor vehicle fuel taxes include the gasoline tax, diesel fuel tax, and the use fuel tax. Allocations to cities and counties are based on the formulas outlined in the Streets and Highways code. See Gas Tax Fund.

Home Investment Partnership Program Fund (432): A fund to account for the Federal HOME Investment Partnership Program.

Housing Administration Fund (292): A fund to account for the administration of the housing program.

Information Technology Fund (681): An internal service fund used to finance and account for the activities of the Information Technology Department.

Infrastructure: The physical assets of the City, i.e., streets, water, sewer, public buildings, parks, and the support structures within a development.

Interest Revenue: Revenues received as interest from the investment of funds not immediately required to meet cash disbursement obligations.

Interfund Charges: To account for services that are incurred in different funds than where they are charged.

Internal Service Funds: Funds used to improve the management of resources and generally provide goods and services to departments on a cost-reimbursement basis.

Landscape Maintenance District (LMD): A designated area, neighborhood, or community identified to specially benefit from certain improvements, such as parks, playgrounds, landscapes, sidewalks, lighting, trees, etc. Due to the special benefit, landowners in the identified area are assessed to pay the costs of the construction and/or ongoing maintenance of such improvements.

Liability Risk Retention Fund (687): An internal service fund used to finance and account for the City’s liability claims activity. Claims expense, insurance premiums, and administrative expenses are collected in this fund.

Library Facilities Fee Fund (206): See Development Impact Fee.

Library Other Grants Fund (415): See Grants and Reimbursements.

City of Corona | Proposed Budget Fiscal Year 2026 Page 393 Page 790 of 1303 Lighting Maintenance District: Funds to account for revenues derived from annual assessments which are used to pay the costs incurred by the City for street lighting maintenance in a specific district.

Line-Item Budget: A budget that lists detailed expenditure categories (salary, materials, telephone service, travel, etc.) separately, along with amounts budgeted for each specific category. The City uses a program budget rather than line-item budget, although detailed line-item accounts are maintained and recorded for financial reporting and control purposes.

LMD 84-1 Lighting Fund (446): See Lighting Maintenance District.

LMD 84-2 Zone 1 Fund (471): See Lighting Maintenance District.

LMD 84-2 Zone 2 Fund (455): See Lighting Maintenance District.

LMD 84-2 Zone 4 Fund (456): See Lighting Maintenance District.

LMD 84-2 Zone 6 Fund (457): See Lighting Maintenance District.

LMD 84-2 Zone 7 Fund (458): See Lighting Maintenance District.

LMD 84-2 Zone 10 Fund (460): See Lighting Maintenance District.

LMD 84-2 Zone 14 Fund (461): See Lighting Maintenance District.

LMD 84-2 Zone 15 Fund (462): See Lighting Maintenance District.

LMD 84-2 Zone 17 Fund (463): See Lighting Maintenance District.

LMD 84-2 Zone 18 Fund (464): See Lighting Maintenance District.

LMD 84-2 Zone 19 Fund (468): See Lighting Maintenance District.

LMD 84-2 Zone 20 Fund (470): See Lighting Maintenance District.

LMD 2003-1 Lighting Fund (252): See Lighting Maintenance District.

Low Moderate Income Housing Asset Fund (291): A fund to account for revenue and expenditures related to affordable housing projects and programs.

Measure A Fund (227): A fund to account for the money generated by a Riverside County one-half percent sales tax originally approved by the voters in 1988. In 2002, the voters extended this sale tax through 2039. The money is used to maintain and construct local streets and roads.

Measure X Fund (120): A Fund to account for the voter approved 1% sales tax measure effective in July 2021. Revenue collected will provide additional locally controlled funds to address City services and community-expressed priorities.

Municipal: In its broadest sense, an adjective which denotes the state and all subordinate units of government. In a more restricted sense, an adjective which denotes a city or village as opposed to other local governments.

National Pollutant Discharge Elimination System (NPDES) Fund (245): A fund to account for money received from the County of Riverside for Service Area 152 relating to the permit program for discharges from storm drain systems.

Obligation Payment Fund (233): A fund to account for the money that is received by the county to pay for bonds, notes, certificates of participation, or other evidence of indebtedness, issued or delivered by the former redevelopment agency of the City.

Opioid Settlement Fund (293): A fund to account for National Opioid Settlements. Funds are intended to support various initiatives related to opioid remediation.

Ordinance: A formal legislative enactment by the City Council. It has the full force and effect of the law within City boundaries unless pre‑empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution and is typically codified in a City's municipal regulation.

City of Corona | Proposed Budget Fiscal Year 2026 Page 394 Page 791 of 1303 Other Post-Employment Benefits (OPEB): Benefits other than pensions, most commonly health care benefits. GASB Statement No. 45 requires agencies to account for financial obligations to pay a retiree Other Post-Employment Benefits.

Park Development Fund (288): A fund to account for park development fees paid by developers under the Quimby Act for the acquisition and construction of public parks.

Parks and Open Space Fund (217): See Development Impact Fee.

Pension Obligation Bond (POB): Bonds issued in October 2021 to re-finance the City’s unfunded accrued liability with the California Pension Retirement System (CalPERS). The issuance of these bonds is anticipated to save $166 million in comparison to the amortization schedules provided by CalPERS.

Permanent Local Housing Allocation (PLHA) Fund (410): A fund to account for grants relating to Entitlement and Non-entitlement Local governments in California. Funds are used for housing-related projects and programs that assist in addressing the unmet housing needs of local communities.

Police Facilities Fund (213): See Development Impact Fee.

Program: A grouping of activities organized to accomplish basic goals and objectives.

Program Budget: A budget that focuses upon the goals and objectives of an agency or jurisdiction rather than upon its organizational budget units or line-item expenditures.

Property Tax: A statutory limited tax levy, which may be imposed for any purpose.

Proprietary Funds: Established to account for the financing of services rendered on a user-charge basis. See Enterprise Funds and Internal Service Funds.

Proposition 1B-Local Streets and Roads Improvement, Congestion Relief, and Traffic Safety Account Funds: Approved by voters in November 2006, provides bond funds for a variety of transportation priorities, including $2 billion for cities and counties to fund the maintenance and improvement of local transportation facilities.

Public Meeting Facilities Fund (215): See Development Impact Fee.

Public Works Capital Grants Fund (243): See Grants and Reimbursements.

RDA Land Disposition Fund (441): A fund to account for transactions related to the management and maintenance of properties acquired by the former Redevelopment Agency until disposal by the Successor Agency.

RDA Successor Agency Fund (417): A fund to account for payments of enforceable obligations of the Successor Agency.

Real Property Transfer Tax: Real property transfer tax is collected by the County Tax Collector and is based on the value of property transferred.

Reclaimed Water System Fund (567): A fund to account for capital improvement projects necessary to construct the reclaimed water system.

Redevelopment Agency: A government body dedicated to urban renewal. Redevelopment efforts often focus on reducing crime, destroying unsuitable buildings and dwellings, restoring historic features and structures, and creating new landscaping, housing, business, and transportation opportunities. Effective February 2012, all redevelopment agencies throughout the State of California were dissolved. See Successor Agency.

Reimbursement Grants Fund (480): See Grants and Reimbursements.

Residential Refuse/Recycling Fund (260): A fund to account for residential refuse billings, collections, and payments to contractors.

Resolution: A special or temporary order of a legislative body (e.g., City Council or appropriate Agency / Authority) that requires less formality than an ordinance.

City of Corona | Proposed Budget Fiscal Year 2026 Page 395 Page 792 of 1303 Revenue: Funds that the City receives as income. It includes such items as tax payments, fees from specific services, receipts from other governments, fines, forfeitures, grants, shared revenues, and interest income.

Revenue Bond: A bond payable solely from specific revenues, tax increment revenues, or tolls, charges or rents paid by users of the facility constructed with the proceeds.

Rideshare-Trip Reduction Fund (224): A fund to account for allocations made by AB2766 known as the Clean Air Act. The money is used to provide means and incentives for ridesharing to reduce traffic and air pollution.

Risk Management: An organized attempt to protect an organization’s assets against accidental loss in the most cost-effective manner.

Riverside County Transportation Commission (RCTC): The commission that allocates Riverside County's share of the money generated by the one-half percent sales tax.

Road Maintenance and Rehabilitation Account (RMRA) Fund (221): Special Revenue Funds supported by roads and gasoline taxes to fund street and road infrastructure.

Sales Tax: A tax on the purchase of goods and services.

SB 821 Transportation Grant Fund (244): Funds are state block grants awarded to local jurisdictions for bicycle and pedestrian projects in California. These funds originate from the state gasoline tax and are distributed to local jurisdictions through the regional transportation planning agencies. For Riverside County, the Riverside County Transportation Commission is responsible for distribution of these funds.

Service Adjustment: Annual budget process for departments to request increases, additions and/or modifications to budget programs, positions, and equipment.

South Corona Landscaping Fund (274): See Development Impact Fee.

South Corona Major Thoroughfares Fund (261): See Development Impact Fee.

Special Assessment: A compulsory levy made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those parties.

Special Assessment Bond: Bonds issued by cities, counties, authorized political subdivisions, and local districts secured by liens on benefited properties included in a special assessment district.

Special Charges/License and Permits: These charges are directly charged to individuals for specific services rendered by the City. They include charges to process or issue building permits and the cost to conduct engineering and planning reviews of any building project undertaken by a licensed contractor or private property owner.

Special Revenue Funds: Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than expendable trusts, or major capital projects) that are legally restricted to expenditures for specified purposes.

State Airport Grant: A state grant restricted for use on specific airport capital improvements. See Grants and Reimbursements.

State Transportation Improvement Program (STIP): Federal funding of transportation projects.

Street and Traffic Signals Fund (211): See Development Impact Fee.

Subventions: Revenues collected by the state, or other level of government, which are allocated to the City on a formula basis. The major subventions received by the City from the State of California include motor vehicle in-lieu, cigarette taxes in-lieu, and gasoline taxes.

Successor Agency: Based on the dissolution of redevelopment agencies throughout the State, an agency designated with the responsibility to wind down the activities of former redevelopment agencies. The City of Corona elected to be the Successor Agency for the former Corona Redevelopment Agency.

Successor Agency Administration Fund (475): A fund to account for the administration of the dissolution of former redevelopment activities.

City of Corona | Proposed Budget Fiscal Year 2026 Page 396 Page 793 of 1303 Supplemental Funding (Decision Packages): Items that are funded outside the departmental budget targets.

Tax Allocation Bonds: Debt which is secured by tax increment revenue.

Temescal Canyon Fire Facilities Fund (209): See Development Impact Fee.

Temescal Canyon Police Facilities Fund (208): See Development Impact Fee.

Traffic Offender Fund (422): A Special Revenue Fund to account for money received for towing-related activities. Funds are designated for use by the Police Department.

Transfers: To account for money that moves from one funding source to another funding source, for a specific purpose.

Transit Services Fund (577): A fund to account for operation of the City's transportation systems for a demand route service, (Dial-ARide), and a fixed route service, (Corona Cruiser), which receives grants from the Transportation Development Act, or TDA, and Urban Mass Transit Administration, or UMTA. The system contracts with outside vendors for the operation of its buses.

Transient Occupancy Tax: Transient Occupancy Tax is collected from the operators of hotels and motels located within the city limits of Corona. Ten percent of the total rent collected by a motel or hotel is remitted to the City.

Transportation Enhancement (TE): Federal funding of transportation projects.

Transportation Improvement Program (TIP): Transportation funding plan issued annually by Western Riverside Council of Governments. See Transportation Uniform Mitigation Fees, or TUMF, WRCOG Fund.

Trust and Agency Funds: Also known as Fiduciary Fund Types, these individual funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations.

Transportation Uniform Mitigation Fees (TUMF) RCTC Fund (478): Funding of transportation projects where fees are collected by developers who build in Riverside County and allocated by the Riverside County Transportation Commission.

Transportation Uniform Mitigation Fees (TUMF) WRCOG Fund (479): Funding of transportation projects where fees are collected by developers who build in Riverside County and allocated by the Western Riverside Council of Governments.

US Department of Justice Grant Fund (411): See Grants and Reimbursements.

User Fees: The payment of a fee for direct receipt of a service by the party benefiting from the service.

Warehouse Services Fund (680): An internal service fund used to finance and account for the City’s centralized warehouse activity.

Water Capacity Fund (507): A fund to provide for the capital improvement projects necessary to expand the domestic water facilities to meet the demands of commercial, industrial, and residential growth.

Sewer Capacity Fund (440): A fund to provide for the capital improvement project associated with expansion of the sewers and the sewer facilities to meet the requirements of commercial, industrial, and residential growth.

Sewer Utility Fund (572): A fund to account for the operation and maintenance of the sewer utility, a self-supporting activity which renders services on a user-charge basis to residents and businesses located in the City.

Water Utility Fund (570): A fund to account for the operation and maintenance of the water utility, a self-supporting activity which renders services on a user charge basis to residents and businesses located in the City.

Western Riverside County Regional Wastewater Authority (WRCRWA): A Joint Powers of Authority Agreement with the City and other local agencies to share in the capacity of a sewer facility.

Workers’ Compensation Fund (683): An internal service fund used to finance and account for the City’s workers' compensation activity such as claims expense, insurance, premiums, and administrative expenses. Additional funds held in this fund are to buffer for the impact of the unknown, but potential, losses.

City of Corona | Proposed Budget Fiscal Year 2026 Page 397 Page 794 of 1303 City of Corona | Proposed Budget Fiscal Year 2026 Page 398 Page 795 of 1303

CALIFORNIA
Proposed Capital
Improvement Plan
FISCAL YEAR 2026 TO
FISCAL YEAR 2035

Table of Contents

CAPITAL IMPROVEMENT PLAN OVERVIEW
What is a Capital Improvement Plan 3
Capital Improvement Planning Process 5
Financing the Capital Improvement Plan 6
Amendments to the Capital Improvement Plan After Adoption 7 Strategic Plan 8
Fiscal Year 2026 Proposed Funding 10
Schedule of Estimated Carryover and New Funding, by Fund 13

PROJECT SUMMARIES
Facilities, Parks & Open Space 23
Streets, Traffic & Storm Drains 108
Technology & Communications 153
Utilities 172
City of Corona

What is a Capital Improvement Plan?
The Capital Improvement Plan (CIP) identifies capital projects, the necessary public financing required, grant and other funding opportunities, as well as the ongoing impact to the operating budgets. The identification of capital projects to be funded is based on multiple factors including feasibility, community enrichment, asset age, historical preservation, safety, and preventative maintenance. City staff annually review and update the Capital Improvement Plan; however, only the current year budget is adopted upon approval of City Council. The future year forecasts shown in the CIP help plan for capital repairs, replacements, and acquisitions, which allows for careful and strategic financial planning. This long-term strategic financial planning ensures that the City sustains a strong financial position. The identification of a project within the CIP does not guarantee construction. The initiation of any project requires other evaluations and approvals that must be completed for a project to advance to design and ultimately construction. Moreover, City Council has the ongoing ability to review and revise projects based upon community priorities and financial resources.

Capital improvement projects, whether funded or not, utilize a 10-year time horizon, and are developed using a prioritized implementation plan. This task is one of the key strategies identified in the City's Strategic Plan under Goal 3: Sound Infrastructure – Strengthen City Infrastructure. Strategic Plan goal and objects are discussed further in the Strategic Plan section. A CIP is defined as a: “Long-term investment of funds to improve, repair, replace, or construct an asset, facility, or public infrastructure.” Additionally, the following criteria must be met in order for a project to be included in the CIP. Those conditions are stated below:
o Budget Threshold: $50,000
o Asset Lifespan: 5+ Years
o Construction Projects: Included
o Purchase of Major Equipment/Assets: Included
• If purchase and installation of parts extend the lifespan of a system. o Development of Studies/Plans: Not Included
o Routine Maintenance: Included
• If major maintenance or rehab projects extend the lifespan of an asset.

Prioritization scoring guidelines were developed for each project to be scored based on the primary functions a project serves. The guidelines are also intended to maintain consistency in application across all asset-managing departments by requiring asset-specific scoring methodology using unique operational needs and an objective scoring tool. The prioritization process provides that:
o Projects will compete only with projects within the same asset categories, which include: Utilities Assets; Streets, Storm Drains & Traffic Assets; Facilities, Parks & Open Space Assets; and Technology & Communications Assets. o Prior to inclusion in the CIP Budget, a simple high-level project score will be developed to aide in determining whether the project will be included in the next fiscal year CIP Budget.
o Project Priority Scores will be updated as the condition of the project changes or other information becomes available.

City of Corona

The table below lists the scoring weights taken into consideration when projects are scored. Projects receive points for each category from a minimum of zero to a maximum equivalent to the weight of the category.

Prioritization Criteria
Streets, Storm Drains
& Traffic Projects
Utilities
Projects
Technology &
Communications
Projects
Parks, Facilities &
Open Space
Projects Definition
Risk to health and safety 10 15 15 5 Protects the public or organization from severe illness or injury, irreversible health consequence, or undesirable situation Regulatory/mandated
requirement
15 15 15 5 Fulfills a State or Federal regulation or mandate Condition and longevity of
asset
10 10 5 10 Condition of asset or system is deteriorating with 25% or less of it's useful life, or is operating at capacity
Improves service delivery 5 10 10 15 Improve the delivery and access of services to the public Funding availability/grant
funded
15 10 5 10 Utilizes grants/funding source that must be expended within a certain period of time, or has a financial commitment to another party Project readiness 5 5 5 5 Ready for construction
Contributes to financial wellbeing of City 5 5 10 5 Generates additional revenue for the City, reduces ongoing expenditures, or protects the organization from financial risk
Improves quality of life 10 10 5 15 Improves access to amenities that will enhance the quality of life for Corona residents; prevents service disruption
Fulfills a strategic plan goal 10 5 15 10 Directly contributes to the achievement of a citywide goal or objective established in the City's Strategic Plan
Sustainability and resource
conservation
5 5 5 5 Preserves or reduces consumption of natural resources Coordination of multiple
improvements
5 5 5 5 Improvements benefit multiple assets, departments, or divisions Master Plan implementation 5 5 5 10 Project is identified in a city master plan Total Points 100 100 100 100
Priority Scores for CIP projects, within each major asset category, have been grouped into the following Priority Categories. o Projects that score 70 points and above are considered Tier I projects to be implemented in years 1-3 of the CIP. o Projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP. o Projects scoring 0-34 are Tier II projects to be implemented in years 7-10 of the CIP.

Though the City now has a defined prioritization criteria metric for projects going forward, it is important to note that several factors will supersede this system of measurement and will make projects a top priority. Those factors include: Emergencies, Immediate Funding Deadlines, Time Sensitivity, and Significant Community Impact. In addition, projects that were added during Fiscal Year 2024 have not been scored and were automatically identified as Tier I projects.

City of Corona

Projects are classified into the following categories:

Capital Improvement Planning Process
Similar to the operating budget process, the capital improvement plan budget process begins in January of each year. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues and existing fund balance information to prioritize and recommend the capital budget to meet next fiscal year’s needs and plan for future year’s objectives.

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

Facilities, Parks
& Open Space
Streets, Traffic &
Storm Drains
Technology &
Communications Utilities
City of Corona

Financing the Capital Improvement Plan
The City utilizes multiple funding sources for its Capital Improvement Plan, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. The following information provides an overview of the resources available to fund and construct improvements:

General Fund
The General Fund is the primary operating fund of the City where all revenues that are not allocated by law or contractual agreement are accounted for. With the exception of subvention or grant revenues restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose. A limited number of capital improvements are financed from this source since its focus is to fund ongoing operations. The General Fund accounts for most City programs and services, which are supported by general taxes and/or fees, including but not limited to: Property Tax, Sales Tax, Current Services and Investment Earnings.

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

City of Corona

Successor Agency Funds
The Successor Agency Fund was established to account for the assets and liabilities of the Successor Agency to the former Corona Redevelopment Agency. The Corona Redevelopment Agency dissolved with the passage of Assembly Bill 1X26 on January 31, 2012. The Successor Agency Trust Fund accounts for the allocated revenues received to pay enforceable obligations of the Successor Agency, until all of the outstanding obligations have been paid in full and assets are fully liquidated.

For example, the RDA Successor Agency Fund accounts for the payments of enforceable obligations of the Successor Agency.

Capital Project Funds
Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets. For example, the Community Development Block Grant (CDBG) Fund consists of federal funding awarded to community-based agencies on an annual basis to address various community development needs.

Enterprise Funds
Enterprise Funds were established to finance and account for the operation and maintenance of facilities and services which are predominately self-supported by user charges. For
example, the Water Utility Fund, support by Water Utility User Fees and Developer Fees, provides for the operations and capital improvements necessary to maintain and expand the water utilities, to meet the demands of commercial, industrial and residential growth.

Internal Service Funds
Internal Services Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. For example, the Information Technology and Fleet Operations Funds, both supported by shared services to other departments, provide funding for the information technology operations and fleet, including leased vehicle and replacement costs.

Amendments to the Capital Improvement Plan After Adoption Because the Capital Improvement Plan is a planning tool, both short-term and long-term, there is a high likelihood that subsequent amendments will be made.

Whether circumstances arise that were not anticipated, priorities change, events that were expected to occur do not take place, or any other factors, amendments to the CIP are sure to happen. In order for the CIP to remain an effective planning and management tool, it must reflect these changes, which must be reviewed periodically to make sure that they are consistent with City goals and policies. Upon adoption by the City Council, the City uses an amendment process to consider changes to the current year’s CIP.

Capital
Improvement
Plan Funding
General Fund
•Property Tax
•Sales Tax
•Licenses, Fees and
Permits
•Current Services
Special Revenue
Funds
•Developer Impact Fees
•Gas Tax
•Measure A
Successor Agency
Funds
•RDA Successor Agency
•Successory Agency
Administration
Capital Project Funds
•CDBG
•Grants
•HOME
Enterprise Funds
•Airport
•Transit Services
•Water Utility
•Electric Utility
Internal Service Funds
•Information Technology
•Fleet Operations
•Warehouse Services
•Workers Compensation
City of Corona

Amendments requiring Finance Director approval:
 At the request of a Department Director, and with the concurrence of the Finance Director, or his/her designee, transfer of funds/appropriations may occur:
o Between capital projects having the same funding source and in the same project category, as long as these transfers are cumulatively equal to or less than ten percent (10%) of the transferring project in the current fiscal year’s authorized budget. o When isolating or combining specific activity from a divisional section having the same funding source, within a departmental appropriation, to an existing or new project, as long as these transfers are cumulative equal to or less than ten percent (10%) of the transferring divisional section in the current fiscal year’s authorized budget.
 Minor change to the title of a project.

Amendments requiring City Council approval:
 The actual cost of a project changes significantly from the budgeted cost, so that an additional appropriation of funds is needed in order to complete the project.
 With the approval of the City Council, transfer of funds/appropriations exceeding ten percent (10%) of the transferring project in the current fiscal year’s authorized budget may occur between capital projects.
 The department decides to drastically alter the title or scope of an approved project or to add a new project.

If a department wants to modify future years’ capital projects, updated capital project forms must be submitted during the following year’s capital budget process.

Strategic Plan
A strong strategic plan is like a good roadmap – it identifies a destination and lays out a clear path to get there. The Fiscal Year 2021-2026 Strategic Plan was adopted by City Council on February 17, 2021. To view the City of Corona’s FY 2021-2026 Strategic Plan, please visit the City’s website at:
https://www.coronaca.gov/government/open-transparent/strategic-plan. The policies and direction used to produce the Strategic Plan helped define the priority of capital projects proposed for new funding in Fiscal Year 2024. The following information outlines the goals and strategic objectives that the City will focus on over the next five years.

Goal #1: Financial Stability
Objectives
 Increase Financial Stability: Strengthen the City’s long-term financial position to ensure ongoing provision of core services to all residents.  Improve the Budget Process: Streamline the budget development process and increase residents’ capacity and opportunities to participate.

Goal #2: Strong Economy
Objectives
 Support Local Businesses: Expand the local economy by supporting post-pandemic resilience and recovery of local businesses and attracting new enterprises to the City.
 Increase Job Opportunities: Reduce local unemployment and increase the number of living-wage jobs within the City.  Revitalize Downtown: Invest in redevelopment of the downtown to create a thriving destination for residents and visitors.

City of Corona

Goal #3: Sound Infrastructure
Objectives
 Strengthen City Infrastructure: Ensure that City infrastructure—including streets, municipal facilities, water and wastewater systems, and technology—is well-maintained for current and future generations.  Reduce Negative Impacts of Traffic: Reduce traffic congestion and optimize traffic flows.  Enhance Parks and Recreation Facilities: Develop and enhance parks, trails, and recreational facilities to better serve residents.

Goal #4: Safe Community
Objectives
 Improve Public Safety Services and Emergency Response: Improve the response time and increase the capacity of the City’s emergency response teams.
 Increase the City’s Cleanliness and Appearance: Enhance the experience of residents, business owners, and visitors by ensuring the City is visibly clean.
 Strengthen Emergency Preparedness: Improve residents’ capacity to prepare and respond to a major emergency or natural disaster.  Reduce Homelessness: Develop a transformational system of services, shelter, and housing for Corona’s homeless neighbors.  Increase Access to Affordable Housing: Ensure an adequate supply of housing that is affordable and accessible for current and future generations.

Goal #5: Sense of Place
Objectives
 Increase Access to Arts, Culture, and Recreational Activities: Develop and expand opportunities and access to art, culture, and recreational activities.
 Celebrate the Community’s Rich and Diverse Cultural Heritage: Enhance the relationship between the City, its neighborhoods, and residents to celebrate the community’s rich and diverse cultural heritage.  Increase Accessibility: Ensure all residents have equitable access to City services and spaces.

Goal #6: High-Performing Government
Objectives
 Enhance City Strategy: Leverage dynamic planning and a data-driven approach to ensure City activities are strategic.  Strengthen Resident Involvement: Increase public trust in City government by focusing on accountability and transparent engagement with the community.
 Increase Employee Engagement: Ensure that employees are engaged, recognized, and given opportunities to grow.  Improve City Services: Increase the efficiency and effectiveness of City’s services.  Create a High-Performing Organizational Culture: Increase innovation, teamwork, and creativity.

City of Corona

Fiscal Year 2026 Proposed Funding
The Capital Improvement Plan (CIP) is a comprehensive list of numerous projects across the organization. Specifically, the Fiscal Year 2026 budget recommends a total investment of $33.6 million across four (4) categories. Facilities, Parks & Open Space; Streets, Traffic & Storm Drains; Technology & Communications; and Utilities. The largest dollar category is Utilities, which includes projects such as the Potable Waterline Replacement Projects (Project #1, #2 and #3), Water Reclamation Facility #2 Equalization Basin Replacement, WRCRWA Booster Pump Station, Digester Equipment Rehabilitation and Electrical Upgrade, and Electrical Cable Upgrades Project. The second-largest dollar category is Streets, Traffic & Storm Drains with projects such as the Citywide Street Pavement Rehabilitation (2025), Advanced Traffic Management System (ATMS) Phase III & Mater Plan Update, Citywide ADA and Sidewalk Improvements, Dynamic Message Sign Retrofit, and Ontario Ave Widening at Lincoln Avenue.

New CIP funding for Fiscal Year 2026 totals $33,551,845 in the categories shown in the following table.

PROJECT CATEGORY

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING
Facilities, Parks & Open Space 51,205,308 3,987,802 1,975,000 1,500,000 1,527,000 1,971,000 6,372,000 5,240,000 3,373,000 3,437,000 6,478,000 87,066,110 Streets, Traffic & Storm Drains 149,746,773 13,914,043 11,669,000 11,780,000 12,326,000 12,392,000 18,151,856 18,550,475 18,833,082 17,264,401 2,100,000 286,727,630 Technology & Communications 5,739,803 585,000 560,000 360,000 360,000 - - - - - - 7,604,803 Utilities 80,477,755 15,065,000 77,796,453 18,500,000 9,000,000 11,500,000 9,750,000 26,099,102 47,597,951 12,250,000 12,750,000 320,786,261 TOTAL $287,169,639 $33,551,845 $92,000,453 $32,140,000 $23,213,000 $25,863,000 $34,273,856 $49,889,577 $69,804,033 $32,951,401 $21,328,000 $702,184,804 FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN
City of Corona

The City utilizes multiple funding sources for its CIP program, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. A summary listing of funding in Fiscal Year 2026 is shown in the following table.

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING

GENERAL FUND
110 - GENERAL FUND 12,563,085 475,000 - - - - 1,000,000 - - - - 14,038,085 120 - MEASURE X FUND 30,775,456 4,142,802 3,835,000 3,960,000 3,987,000 4,071,000 7,472,000 7,340,000 5,473,000 5,537,000 8,578,000 85,171,258 GENERAL FUND TOTAL 43,338,541 4,617,802 3,835,000 3,960,000 3,987,000 4,071,000 8,472,000 7,340,000 5,473,000 5,537,000 8,578,000 99,209,343

SPECIAL REVENUE FUND
211 - STREET AND TRAFFIC SIGNALS FUND 8,506,146 1,035,000 - - 300,000 - - - - - - 9,841,146 212 - DRAINAGE FEE FUND 1,551,469 - - - - - - - - - - 1,551,469 216 - AQUATICS CENTER FUND 84,480 - - - - - - - - - - 84,480 217 - PARKS AND OPEN SPACE FUND 1,282,944 - - - - - - - - - - 1,282,944 218 - CORONA MALL BUSINESS IMPROVEMENT

DISTRICT FUND
163,995 - - - - - - - - - - 163,995
221 - RMRA FUND 9,633,260 3,955,800 - - - - 5,346,982 5,614,331 5,895,047 6,189,800 - 36,635,220 222 - GAS TAX (2105-2106-PROP 42) FUND 1,757,565 350,000 - - - - - - - - - 2,107,565 224 - RIDESHARE -TRIP REDUCTION FUND 59,684 - - - - - - - - - - 59,684 227 - MEASURE A FUND 15,521,131 5,810,000 5,569,000 5,680,000 5,794,000 5,910,000 6,572,874 6,704,144 6,838,035 6,974,601 - 71,373,785 261 - SOUTH CORONA MAJOR THOROUGHFARES FUND 45,660 - - - - - - - - - - 45,660 274 - SOUTH CORONA LANDSCAPING FUND 1,200,726 - - - - - - - - - - 1,200,726 289 - DWELLING DEVELOPMENT TAX FUND - 830,000 - - - - - - - - - 830,000 413 - AMERICAN RESCUE PLAN FUND 11,240,453 - - - - - - - - - - 11,240,453 460 - LMD 84-2 ZONE 10 FUND 6,962 300,000 600,000 - - - - - - - - 906,962 470 - LMD 84-2 ZONE 20 FUND - 750,000 - - - - - - - - - 750,000 SPECIAL REVENUE FUND TOTAL 51,054,473 13,030,800 6,169,000 5,680,000 6,094,000 5,910,000 11,919,856 12,318,475 12,733,082 13,164,401 - 138,074,087

CAPITAL PROJECT FUND
243 - PUBLIC WORKS CAPITAL GRANTS FUND 74,634,211 - - - - - - - - - - 74,634,211 245 - COUNTY SERVICE AREA 152 (NPDES) FUND 349,465 - - - 132,000 132,000 132,000 132,000 - - - 877,465 431 - COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) FUND
529,285 613,243 - - - - - - - - - 1,142,528
479 - TUMF - WRCOG FUND 17,226,869 - - - - - - - - - - 17,226,869 480 - REIMBURSEMENT GRANTS FUND 4,366,775 - - - - - - - - - - 4,366,775 CAPITAL PROJECT FUND TOTAL 97,106,605 613,243 - - 132,000 132,000 132,000 132,000 - - - 98,247,848

ENTERPRISE FUND
275 - AIRPORT FUND 628,956 - - - - - - - - - - 628,956
440 - SEWER CAPACITY FUND 5,004,022 - - - - - - - - - - 5,004,022 507 - WATER CAPACITY FUND 2,282,148 - 14,500,000 - - - - 2,995,000 - - - 19,777,148 567 - RECLAIMED WATER SYSTEM FUND 2,947,737 2,500,000 3,511,453 - - - - - - - - 8,959,190 570 - WATER UTILITY FUND 30,071,600 5,475,000 22,565,000 14,500,000 8,250,000 11,500,000 9,750,000 10,500,000 34,337,592 12,000,000 12,750,000 171,699,192 571 - WATER UTILITY GRANT/AGRMT FUND 5,707,293 - - - - - - - - - - 5,707,293 572 - SEWER UTILITY FUND 33,400,952 6,250,000 37,220,000 4,000,000 - - - 11,854,102 13,260,359 250,000 - 106,235,413 573 - SEWER GRANT/AGREEMENT FUND 24,348 - - - - - - - - - - 24,348 576 - DIRECT ACCESS ELECTRIC UTILITY FUND 8,324 - - - - - - - - - - 8,324 577 - TRANSIT SERVICES FUND 13,225,616 - - - - - - - - - - 13,225,616 578 - GREENFIELD ELECTRIC UTILITY FUND 346,966 840,000 - - 750,000 - - 750,000 - - - 2,686,966 ENTERPRISE FUND TOTAL 93,647,961 15,065,000 77,796,453 18,500,000 9,000,000 11,500,000 9,750,000 26,099,102 47,597,951 12,250,000 12,750,000 333,956,467 FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN
City of Corona

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING

INTERNAL SERVICE FUND
681 - INFORMATION TECHNOLOGY FUND 2,021,595 225,000 200,000 - - - - - - - - 2,446,595 682 - FLEET OPERATIONS FUND 464 - - - - - - - - - - 464 INTERNAL SERVICE FUND TOTAL 2,022,059 225,000 200,000 - - - - - - - - 2,447,059

UNFUNDED
999 - UNFUNDED PROJECTS - - 4,000,000 4,000,000 4,000,000 4,250,000 4,000,000 4,000,000 4,000,000 2,000,000 - 30,250,000 UNFUNDED TOTAL - - 4,000,000 4,000,000 4,000,000 4,250,000 4,000,000 4,000,000 4,000,000 2,000,000 - 30,250,000 GRAND TOTAL 287,169,639 33,551,845 92,000,453 32,140,000 23,213,000 25,863,000 34,273,856 49,889,577 69,804,033 32,951,401 21,328,000 702,184,804 FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN
City of Corona

The following schedule lists all projects, grouped by fund, and includes estimated carryover funding and proposed Fiscal Year 2026 funding.

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
110 FC-2020-01 FC CITYWIDE ADA IMPROVEMENTS AT PARKS 1,968,711 - 1,968,711 110 FC-2022-02 FC LIBRARY HVAC PNEUMATIC CONTROLS 82,152 - 82,152 110 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 88,324 - 88,324 110 FC-2022-05 FC LIBRARY FACILITIES CAPITAL IMPROVEMENTS 311,888 - 311,888 110 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 8,333 - 8,333 110 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER) 36,327 - 36,327 110 FC-2022-20 FC FIRE STATION #2 REBUILD 1,508,856 - 1,508,856 110 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 566,245 - 566,245 110 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 383,451 - 383,451 110 FC-2023-10 FC CORONA INNOVATION CENTER 72,964 - 72,964 110 FC-2024-06 FC EMERGENCY MEDICAL SERVICES SKILLS LAB TENANT IMPROVEMENTS 85,787 - 85,787 110 FC-2025-06 FC EMERGENCY OPERATIONS CENTER PHASE 2 UPGRADE 22,138 - 22,138 110 FC-2025-21 FC DRONE AS A FIRST RESPONDER PROGRAM (DFR) INFRASTRUCTURE UPGRADES 100,000 - 100,000 110 FC-2026-06 FC PROMENADE PARK MUSCO LIGHTING - 475,000 475,000 110 ST-2014-01 ST GILBERT AVENUE PUBLIC IMPROVEMENTS 10,842 - 10,842 110 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 438,130 - 438,130 110 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 721 - 721 110 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS 1,999,441 - 1,999,441 110 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 47,315 - 47,315 110 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 111,901 - 111,901 110 ST-2022-03 ST CITYWIDE TRAFFIC SIGNAL OPTIMIZATION 1,573,580 - 1,573,580 110 ST-2024-04 ST SANTA ANA RIVER TRAIL 55,412 - 55,412 110 TC-2014-01 TC CITYWIDE UNIFIED CAMERA PROJECT 39,243 - 39,243 110 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 3,673 - 3,673 110 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 5,726 - 5,726 110 TC-2016-03 TC CITY HALL SECURITY IMPROVEMENTS 18,535 - 18,535 110 TC-2017-02 TC POLICE CAD/RMS SYSTEM 419,322 - 419,322 110 TC-2020-02 TC EMERGENCY OPERATIONS CENTER UPGRADE 22,501 - 22,501 110 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL 250,000 - 250,000 110 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL 100,000 - 100,000

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund GENERAL FUND (110)
City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
110 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 1,794,742 - 1,794,742 110 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 436,826 - 436,826 GENERAL FUND (110) TOTAL $12,563,085 $475,000 $13,038,085 120 FC-2021-02 FC PD MAIN STATION HVAC AUTOMATION UPGRADE 70,300 - 70,300 120 FC-2022-02 FC LIBRARY HVAC PNEUMATIC CONTROLS - 250,000 250,000 120 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 22,310 - 22,310 120 FC-2022-05 FC LIBRARY FACILITIES CAPITAL IMPROVEMENTS - 50,000 50,000 120 FC-2022-08 FC HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 6,767 - 6,767 120 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 3,689 45,000 48,689 120 FC-2022-20 FC FIRE STATION #2 REBUILD 4,846,872 - 4,846,872 120 FC-2022-24 FC PD WROUGHT IRON FENCE AT SOUTH PERIMETER PARKING 36,200 - 36,200 120 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 576,220 - 576,220 120 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 881,314 - 881,314 120 FC-2023-06 FC CITY HALL VETERANS MEMORIAL IMPROVEMENTS 625,937 - 625,937 120 FC-2023-07 FC HISTORIC CIVIC CENTER FOUNTAIN AND SIGN 207,000 - 207,000 120 FC-2023-09 FC OLD PD BUILDING DEMOLITION 1,134,190 - 1,134,190 120 FC-2024-01 FC POLICE DEPARTMENT HVAC SYSTEM 100,000 - 100,000 120 FC-2024-02 FC GRIND AND OVERLAY OF POLICE TRAINING CENTER ASPHALT 60,000 - 60,000 120 FC-2024-03 FC POLICE DEPARTMENT LOCKER ROOM/FACILITY EXPANSION 20,000 - 20,000 120 FC-2024-04 FC DOWNTOWN PLACEMAKING AND WAYFINDING SIGNAGE 1,060,000 - 1,060,000 120 FC-2024-05 FC PARK PLAYGROUND REPLACEMENTS 1,795,041 - 1,795,041 120 FC-2024-07 FC CITY PARK REVITALIZATION 8,404,472 - 8,404,472 120 FC-2025-01 FC CITY HALL CARPET REPLACEMENT 1,050,000 - 1,050,000 120 FC-2025-02 FC ANIMAL CONTROL FIRE ALARM SYSTEM 30,000 - 30,000 120 FC-2025-07 FC FIRE HQ BATHROOMS 105,050 - 105,050
120 FC-2025-09 FC LIBRARY CARPET REPLACEMENT 600,000 - 600,000 120 FC-2025-10 FC PROMENADE PARK 1,044,865 - 1,044,865
120 FC-2025-11 FC REAL-TIME INTELLIGENCE CENTER - EQUIPMENT 52,417 - 52,417 120 FC-2025-16 FC SKYLINE TRAIL AMENITIES 13,199 - 13,199 120 FC-2025-17 FC TRAINING CENTER UPGRADES 60,000 - 60,000 120 FC-2025-19 FC WAYFINDING PLAN/PROGRAM 70,000 - 70,000 120 FC-2026-02 FC RIVER ROAD PARK - 550,000 550,000

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund GENERAL FUND (110)
MEASURE X FUND (120)
City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
120 FC-2026-05 FC PICKLEBALL FACILITY - 1,097,802 1,097,802 120 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 923,967 - 923,967 120 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS 423,846 - 423,846 120 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 2,823,378 - 2,823,378 120 ST-2025-05 ST CITYWIDE ADA AND SIDEWALK IMPROVEMENTS 1,348,150 - 1,348,150 120 ST-2025-07 ST SOUTH MALL PARKING LOT REHABILITATION 531,312 - 531,312 120 ST-2025-09 ST ZERO EMISSION VEHICLE CHARGING INFRASTRUCTURE 74,321 - 74,321 120 ST-2025-10 ST FREEWAY OVERPASS SIGN REPLACEMENT AND INSTALLATION 47,282 - 47,282 120 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 627,422 2,150,000 2,777,422 120 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 696,952 - 696,952 120 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL 103,886 - 103,886 120 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL 66,298 - 66,298 120 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 57,783 - 57,783 120 TC-2025-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE III 175,016 - 175,016 MEASURE X FUND (120) TOTAL $30,775,456 $4,142,802 $34,918,258 211 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,289,321 - 1,289,321 211 ST-2017-01 ST ADVANCED TRAFFIC MANAGEMENT SYSTEM PHASE III & MASTER PLAN UPDATE 4,090,347 800,000 4,890,347 211 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 100,000 - 100,000 211 ST-2017-03 ST TRAFFIC SIGNAL MAINTENANCE FACILITY 130,000 - 130,000 211 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 356,837 - 356,837 211 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 100,000 - 100,000 211 ST-2021-02 ST TRAFFIC SIGNAL AT MASTERS DRIVE / CALIFORNIA AVENUE 871,364 - 871,364 211 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 968,276 135,000 1,103,276 211 ST-2022-01 ST CITYWIDE ADA CURB RAMP IMPROVEMENTS 350,000 - 350,000 211 ST-2025-01 ST TRAFFIC SIGNALS ON PROMENADE AVENUE EAST OF MCKINLEY STREET 250,000 100,000 350,000 STREET AND TRAFFIC SIGNALS FUND (211) TOTAL $8,506,146 $1,035,000 $9,541,146 212 ST-2012-03 ST CHASE DRIVE IMPROVEMENTS - PHASE III 90,906 - 90,906 212 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 394,133 - 394,133 212 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 561,181 - 561,181 212 ST-2023-02 ST WEST RINCON STREET IMPROVEMENTS 505,249 - 505,249 DRAINAGE FEE FUND (212) TOTAL $1,551,469 - $1,551,469

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund MEASURE X FUND (120)
STREET AND TRAFFIC SIGNALS FUND (211)
DRAINAGE FEE FUND (212)
City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
216 FC-2022-06 FC AQUATIC IMPROVEMENTS AT AUBURNDALE POOL 84,480 - 84,480 AQUATICS CENTER FUND (216) TOTAL $84,480 - $84,480
217 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 24,340 - 24,340 217 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 571,292 - 571,292 217 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 8,896 - 8,896 217 FC-2023-12 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK SPLASH PAD 378,415 - 378,415 217 FC-2025-18 FC WARDLOW CANYON TRAIL CENTRAL/SOUTH 300,000 - 300,000 PARKS AND OPEN SPACE FUND (217) TOTAL $1,282,944 - $1,282,944 218 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 163,995 - 163,995 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218) TOTAL $163,995 - $163,995 221 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 5,633,821 - 5,633,821 221 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 3,999,439 3,955,800 7,955,239 RMRA FUND (221) TOTAL $9,633,260 $3,955,800 $13,589,060 222 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 10,512 - 10,512 222 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 50,091 - 50,091 222 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 144,444 - 144,444 222 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 270,746 - 270,746 222 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 88,819 - 88,819 222 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 142,953 - 142,953 222 ST-2023-04 ST CITYWIDE DYNAMIC MESSAGE SIGN RETROFIT 450,000 250,000 700,000 222 ST-2023-05 ST CITYWIDE TRAFFIC SIGNAL MODIFICATIONS 600,000 - 600,000 222 ST-2026-01 ST HIDDEN PARKWAY MEDIAN DESIGN - 100,000 100,000 GAS TAX (2105-2106-PROP 42) FUND (222) TOTAL $1,757,565 $350,000 $2,107,565 224 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 59,684 - 59,684 RIDESHARE -TRIP REDUCTION FUND (224) TOTAL $59,684 - $59,684 227 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 115,051 - 115,051 227 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,973,049 - 1,973,049 MEASURE A FUND (227)
AQUATICS CENTER FUND (216)
PARKS AND OPEN SPACE FUND (217)
CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218)
RMRA FUND (221)
GAS TAX (2105-2106-PROP 42) FUND (222)
RIDESHARE -TRIP REDUCTION FUND (224)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
227 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 1,709,988 - 1,709,988 227 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 1,396,891 - 1,396,891 227 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 52,562 - 52,562 227 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,080,890 - 1,080,890 227 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 572,393 - 572,393 227 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 485,552 - 485,552 227 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 7,944,754 5,810,000 13,754,754 227 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 190,000 - 190,000 MEASURE A FUND (227) TOTAL $15,521,131 $5,810,000 $21,331,131 243 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 21,819,471 - 21,819,471 243 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 2,008,498 - 2,008,498 243 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 3,239,994 - 3,239,994 243 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 235,685 - 235,685 243 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 11,251,743 - 11,251,743 243 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 430,361 - 430,361 243 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,885,358 - 1,885,358 243 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 330,970 - 330,970 243 ST-2022-05 ST RADIO ROAD RAILROAD GRADE CROSSING IMPROVEMENTS 3,236,921 - 3,236,921 243 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 4,108,563 - 4,108,563 243 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 1,221,976 - 1,221,976 243 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS 999,546 - 999,546 243 ST-2024-01 ST SOUTH JOY STREET STORM DRAIN CONSTRUCTION 2,729,267 - 2,729,267 243 ST-2024-02 ST SOUTH VICTORIA AVENUE STORM DRAIN CONSTRUCTION 2,858,770 - 2,858,770 243 ST-2024-03 ST CORONA DRAIN LINE 9A CONSTRUCTION 7,417,874 - 7,417,874 243 ST-2025-02 ST CORONA SOUTH MAIN STREET STORM DRAIN 3,810,000 - 3,810,000 243 ST-2025-03 ST CORONA MDP LINE 5 3,508,124 - 3,508,124 243 ST-2025-04 ST NORTH MAIN STREET CHANNEL 3,541,091 - 3,541,091 PUBLIC WORKS CAPITAL GRANTS FUND (243) TOTAL $74,634,211 - $74,634,211 245 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS 349,465 - 349,465 COUNTY SERVICE AREA 152 (NPDES) FUND (245) TOTAL $349,465 - $349,465 MEASURE A FUND (227)
PUBLIC WORKS CAPITAL GRANTS FUND (243)
COUNTY SERVICE AREA 152 (NPDES) FUND (245)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
261 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 45,660 - 45,660 SOUTH CORONA MAJOR THOROUGHFARES FUND (261) TOTAL $45,660 - $45,660 274 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,200,726 - 1,200,726 SOUTH CORONA LANDSCAPING FUND (274) TOTAL $1,200,726 - $1,200,726 275 FC-2022-25 FC AIRPORT HELIPAD IMPROVEMENTS 50,000 - 50,000 275 FC-2022-26 FC AIRPORT SECURITY MEASURES 200,000 - 200,000 275 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 378,956 - 378,956 AIRPORT FUND (275) TOTAL $628,956 - $628,956
289 FC-2025-16 FC SKYLINE TRAIL AMENITIES - 470,000 470,000 289 TC-2025-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE III - 360,000 360,000 DWELLING DEVELOPMENT TAX FUND (289) TOTAL - $830,000 $830,000 413 FC-2022-20 FC FIRE STATION #2 REBUILD 2,761,041 - 2,761,041 413 FC-2023-09 FC OLD PD BUILDING DEMOLITION 608,796 - 608,796 413 ST-2022-03 ST CITYWIDE TRAFFIC SIGNAL OPTIMIZATION 3,619,641 - 3,619,641 413 ST-2025-07 ST SOUTH MALL PARKING LOT REHABILITATION 4,250,976 - 4,250,976 AMERICAN RESCUE PLAN FUND (413) TOTAL $11,240,453 - $11,240,453 431 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER) 10,565 - 10,565 431 FC-2023-12 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK SPLASH PAD 113,350 - 113,350 431 FC-2024-08 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE II - SHERIDAN PARK PLAYGROUND 405,370 - 405,370 431 ST-2025-05 ST CITYWIDE ADA AND SIDEWALK IMPROVEMENTS - 613,243 613,243 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431) TOTAL $529,285 $613,243 $1,142,528 440 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 3,098,400 - 3,098,400 440 UT-2020-02 UT GALLOWAY LANE SEWER EXTENSION 483,707 - 483,707 440 UT-2021-14 UT RUDELL ROAD SEWER EXTENSION 1,421,914 - 1,421,914 SEWER CAPACITY FUND (440) TOTAL $5,004,022 - $5,004,022 DWELLING DEVELOPMENT TAX FUND (289)
AMERICAN RESCUE PLAN FUND (413)
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431)
SEWER CAPACITY FUND (440)
SOUTH CORONA MAJOR THOROUGHFARES FUND (261)
SOUTH CORONA LANDSCAPING FUND (274)
AIRPORT FUND (275)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
460 FC-2020-02 FC LMD 84-2, ZONE 10 SLOPE IMPROVEMENT/STABILIZATION 6,962 - 6,962 460 FC-2026-03 FC MONTANA RANCH SLOPE REPAIRS - 300,000 300,000 LMD 84-2 ZONE 10 FUND (460) TOTAL $6,962 $300,000 $306,962 470 FC-2026-04 FC LMD 84-2, ZONE 20 LANDSCAPE ENHANCEMENTS - 750,000 750,000 LMD 84-2 ZONE 20 FUND (470) TOTAL - $750,000 $750,000
479 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 11,066,869 - 11,066,869 479 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 6,160,000 - 6,160,000 TUMF - WRCOG FUND (479) TOTAL $17,226,869 - $17,226,869 480 FC-2023-10 FC CORONA INNOVATION CENTER 2,437,500 - 2,437,500 480 FC-2023-11 FC GRIFFIN PARK ENHANCEMENTS PHASE II 1,907,667 - 1,907,667 480 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 21,609 - 21,609 REIMBURSEMENT GRANTS FUND (480) TOTAL $4,366,775 - $4,366,775 507 UT-2016-01 UT WATER STORAGE TANK IN 1380-ZONE 2,082,148 - 2,082,148 507 UT-2024-01 UT BOOSTER PUMP STATION IN 1220-ZONE 200,000 - 200,000 WATER CAPACITY FUND (507) TOTAL $2,282,148 - $2,282,148 567 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 4,121 - 4,121 567 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 19,488 - 19,488 567 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 367,641 - 367,641 567 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 370,659 - 370,659 567 UT-2023-04 UT WRCRWA BOOSTER PUMP STATION 2,085,828 2,500,000 4,585,828 567 UT-2025-11 UT WATER RECLAMATION FACILITY #1 RECLAIMED HYDRO TANK COMPRESSORS 100,000 - 100,000 RECLAIMED WATER SYSTEM FUND (567) TOTAL $2,947,737 $2,500,000 $5,447,737 570 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 10,523 - 10,523 570 UT-2013-02 UT LESTER POST DISINFECTION STATION 1,411,585 - 1,411,585 570 UT-2013-03 UT REPIPE WELL 14 1,893,048 - 1,893,048
570 UT-2013-04 UT WELL 15 RELOCATION 400,000 - 400,000
TUMF - WRCOG FUND (479)
REIMBURSEMENT GRANTS FUND (480)
WATER CAPACITY FUND (507)
RECLAIMED WATER SYSTEM FUND (567)
WATER UTILITY FUND (570)
LMD 84-2 ZONE 10 FUND (460)
LMD 84-2 ZONE 20 FUND (470)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
570 UT-2013-05 UT COMMON WELL 22 UPGRADES 73,790 - 73,790 570 UT-2015-02 UT ARCADIA/MINNESOTA WATERLINE REPLACEMENT 1,791,456 - 1,791,456 570 UT-2016-02 UT DOWNTOWN SIXTH STREET WATERLINE REPLACEMENT 992,316 - 992,316 570 UT-2016-03 UT GRAND QUAD WATERLINE REPLACEMENT 993,684 - 993,684 570 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 27,199 - 27,199 570 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 177,335 - 177,335 570 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 20,603,961 - 20,603,961 570 UT-2023-06 UT DESALTER SURGE ANTICIPATOR 430,979 - 430,979 570 UT-2023-15 UT GLEN IVY WATER TREATMENT PLANT 99,827 - 99,827 570 UT-2023-17 UT GLEN IVY RADIO COMMUNICATIONS TOWER 249,639 - 249,639 570 UT-2024-05 UT TEMESCAL VALLEY WATER DISTRICT METER INSTALLATION 150,000 - 150,000 570 UT-2024-07 UT SIERRA DEL ORO GENERATOR REPLACEMENT 150,000 150,000 300,000 570 UT-2024-08 UT LESTER FILTERS DIFFERENTIAL PRESSURE CELL REPLACEMENT 41,526 - 41,526 570 UT-2024-10 UT PFAS AND 1, 2, 3-TCP REMEDIATION 196,042 - 196,042 570 UT-2025-02 UT POTABLE WATERLINE REPLACEMENT PROJECT #1 - 1,250,000 1,250,000 570 UT-2025-03 UT POTABLE WATERLINE REPLACEMENT PROJECT #2 - 1,750,000 1,750,000 570 UT-2025-04 UT POTABLE WATERLINE REPLACEMENT PROJECT #3 - 2,250,000 2,250,000 570 UT-2025-07 UT HYDRO-PNEUMATIC TANK REPLACEMENTS 100,000 - 100,000 570 UT-2025-08 UT REPLACE DESALTER MOTORIZED OPERATING VALVES 278,690 - 278,690 570 UT-2026-03 UT SDO TREATMENT PLANT MCC 1 AND 2 DESIGN/REPLACEMENT - 75,000 75,000 WATER UTILITY FUND (570) TOTAL $30,071,600 $5,475,000 $35,546,600 571 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 998,584 - 998,584 571 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 18,842 - 18,842 571 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 2,000,000 - 2,000,000 571 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 2,689,867 - 2,689,867 WATER UTILITY GRANT/AGRMT FUND (571) TOTAL $5,707,293 - $5,707,293 572 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 45,420 - 45,420 572 UT-2011-01 UT WATER RECLAMATION FACILITY #1B ENERGY EFFICIENCY 1,950,000 - 1,950,000 572 UT-2013-06 UT RESEARCH/RAILROAD SEWER LINE REPLACEMENT 549,368 - 549,368 572 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 9,667,085 - 9,667,085 SEWER UTILITY FUND (572)
WATER UTILITY FUND (570)
WATER UTILITY GRANT/AGRMT FUND (571)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
572 UT-2015-05 UT WATER RECLAMATION FACILITY #3 LIFT STATION 2,647,654 - 2,647,654 572 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 356,107 - 356,107 572 UT-2019-02 UT ALCOA RECLAIMED WATER EFFLUENT RELOCATION AND PIPE REMOVAL 1,399,503 - 1,399,503 572 UT-2021-02 UT CENTRIFUGE INSTALLATION AT WATER RECLAMATION FACILITY #1 310,462 - 310,462 572 UT-2021-03 UT WATER RECLAMATION FACILITY #2 EQUALIZATION BASIN REPLACEMENT 1,115,561 2,800,000 3,915,561 572 UT-2021-04 UT WATER RECLAMATION FACILITY #1 DRYER REBUILD 4,099,289 - 4,099,289 572 UT-2021-07 UT PLANT 1A SECONDARY CLARIFIER CONCRETE DECKS 898,232 - 898,232 572 UT-2021-09 UT WATER RECLAMATION FACILITY #1 AERATION DIFFUSER REPLACEMENT 1,141,129 - 1,141,129 572 UT-2021-10 UT WATER RECLAMATION FACILITY #2 ASPHALT ROADWAY PAVING 80,868 - 80,868 572 UT-2021-11 UT WATER RECLAMATION FACILITY #2 MCC INSTALLATION - SUNKIST AND AERATION 1,033,250 - 1,033,250 572 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 171,182 - 171,182 572 UT-2022-05 UT WATER RECLAMATION FACILITY #1 DIGESTER DOME #2 REPLACEMENT 47,202 - 47,202 572 UT-2023-07 UT WATER RECLAMATION FACILITY #2 SECONDARY CLARIFIER REHABILITATION 1,568,485 - 1,568,485 572 UT-2023-08 UT WATER RECLAMATION FACILITY #1A PRIMARY AND BLOWER ROOM MCC REPLACEMENT 1,099,475 - 1,099,475 572 UT-2023-09 UT WATER RECLAMATION FACILITY #1 BOILER DESIGN 558,050 - 558,050 572 UT-2023-10 UT SIERRA DEL ORO LIFT STATION GENERATOR REPLACEMENT 146,185 - 146,185 572 UT-2023-11 UT SMITH AND RINCON LIFT STATION PIPING UPGRADE/PAVING 189,563 - 189,563 572 UT-2023-12 UT WATER RECLAMATION FACILITY #2 GENERATOR REPLACEMENT 628,435 - 628,435 572 UT-2024-09 UT STAGECOACH LIFT STATION MOTOR CONTROL CENTER AND GENERATOR UPGRADE 199,475 - 199,475 572 UT-2025-05 UT DIGESTER EQUIPMENT REHAB AND ELECTRICAL UPGRADE 299,016 2,000,000 2,299,016 572 UT-2025-06 UT GREEN RIVER LIFT STATION GENERATOR UPGRADE 150,000 - 150,000 572 UT-2025-09 UT WATER RECLAMATION FACILITY #1 COMPLIANCE FLOW METER 150,000 500,000 650,000 572 UT-2025-10 UT WATER RECLAMATION FACILITY #1 EQUALIZATION BASINS IMPROVEMENT 400,000 - 400,000 572 UT-2025-12 UT WATER RECLAMATION FACILITY #2 PRIMARY CLARIFIERS REHABILITATION (DESIGN / CONSTRUCTION) 2,499,956 - 2,499,956 572 UT-2026-01 UT WATER RECLAMATION FACILITY #1 CAMERAS, REMOTE PROCESS MONITORING AND SECURITY - 200,000 200,000 572 UT-2026-02 UT WATER RECLAMATION FACILITY #1 CHLORINE CONTACT BASIN INSTRUMENTATION AND ELECTRICAL

IMPROVEMENTS
- 700,000 700,000
572 UT-2026-05 UT WATER RECLAMATION FACILITY #1 GRATING PLACEMENT - 50,000 50,000 SEWER UTILITY FUND (572) TOTAL $33,400,952 $6,250,000 $39,650,952 573 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 24,348 - 24,348 SEWER GRANT/AGREEMENT FUND (573) TOTAL $24,348 - $24,348 SEWER UTILITY FUND (572)
SEWER GRANT/AGREEMENT FUND (573)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

The estimated carryover funding as listed is an estimate of the continuing appropriations at the time of printing the proposed documents. When fund balance analyses are completed by the Finance Department after the close of the prior year-end, continuing appropriations will be finalized and authorized. Although not listed above, continuing appropriations may include amounts needed for grants that extend over more than one fiscal year.

FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
576 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 8,324 - 8,324 DIRECT ACCESS ELECTRIC UTILITY FUND (576) TOTAL $8,324 - $8,324 577 FC-2022-19 FC COA - CITYWIDE BUS STOP IMPROVEMENTS 825,616 - 825,616 577 FC-2024-09 FC HYDROGEN FUELING STATION 10,303,948 - 10,303,948 577 FC-2024-10 FC INFRASTRUCTURE FOR BATTERY ELECTRIC BUSES 2,096,052 - 2,096,052 TRANSIT SERVICES FUND (577) TOTAL $13,225,616 - $13,225,616 578 UT-2020-01 UT BURD TRANSFORMER REPLACEMENTS AT VARIOUS LOCATIONS 110,677 90,000 200,677 578 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 11,289 - 11,289 578 UT-2023-13 UT ELECTRICAL VAULTS WATER INFILTRATION MITIGATION AT VARIOUS LOCATIONS 225,000 - 225,000 578 UT-2026-04 UT ELECTRIC CABLE UPGRADES - 750,000 750,000 GREENFIELD ELECTRIC UTILITY FUND (578) TOTAL $346,966 $840,000 $1,186,966 681 TC-2019-01 TC NEW VOICE OVER INTERNET PROTOCOL PHONE SERVICE 164,299 - 164,299 681 TC-2020-01 TC ELECTRONIC DOCUMENT MANAGEMENT SYSTEM (EDMS) 767,250 - 767,250 681 TC-2022-03 TC UTILITY BILLING SOFTWARE SYSTEM UPGRADE 422,590 - 422,590 681 TC-2022-04 TC DEVICE COMPLIANCE - SECURITY REMEDIATION 95,302 - 95,302 681 TC-2022-05 TC CITYWIDE BADGE ACCESS SYSTEM UPGRADE 136,566 - 136,566 681 TC-2023-02 TC PD REPLACEMENT NETWORK SWITCHES 41,314 - 41,314 681 TC-2023-03 TC CITYWIDE FIRE STATIONS FIREWALL REPLACEMENT 60,000 - 60,000 681 TC-2025-01 TC ACCESS CONTROL REPLACEMENT 242,399 225,000 467,399 681 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 91,874 - 91,874 INFORMATION TECHNOLOGY FUND (681) TOTAL $2,021,595 $225,000 $2,246,595 682 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 464 - 464 FLEET OPERATIONS FUND (682) TOTAL $464 - $464
GRAND TOTAL $287,169,639 $33,551,845 $320,721,484
FLEET OPERATIONS FUND (682)
DIRECT ACCESS ELECTRIC UTILITY FUND (576)
TRANSIT SERVICES FUND (577)
GREENFIELD ELECTRIC UTILITY FUND (578)
INFORMATION TECHNOLOGY FUND (681)

CAPITAL IMPROVEMENT PLAN
Schedule of Estimated Carryover and New Funding, by Fund City of Corona

FY 2026-2035 Capital Improvement Plan – Facilities, Parks & Open Space Facilities, Parks & Open Space projects and their corresponding funding sources are shown below. Project detail summaries can be found in the following pages.

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING
50,000 - - - - - - - - - - 50,000
200,000 - - - - - - - - - - 200,000
30,000 - - - - - - - - - - 30,000
84,480 - - - - - - - - - - 84,480
1,530,964 - - - - - - - - - - 1,530,964
- - - - - - 1,150,000 480,000 - - - 1,630,000
- - - - - - - 1,468,000 - - - 1,468,000
- - - - - - 1,572,000 - - - - 1,572,000
46,892 - - - - - - - - - - 46,892
- - - - - - 496,000 - - - - 496,000
- - - - - - - - - - 2,467,000 2,467,000
110,634 - - - - - - - - - - 110,634
1,050,000 - - - - - - - - - - 1,050,000
625,937 - - - - - - - - - - 625,937
8,404,472 - - - - - - - - - - 8,404,472
1,968,711 - - - - - - - - - - 1,968,711
825,616 - - - - - - - - - - 825,616
491,766 - - - - - - - - - - 491,766
405,370 - - - - - - - - - - 405,370
- - - - - - - - - - 5,000 5,000
2,510,464 - - - - - - - - - - 2,510,464
- - - - - - 463,000 - - - - 463,000
1,060,000 - - - - - - - - - - 1,060,000
100,000 - - - - - - - - - - 100,000
- - - - - - - - - - 1,519,000 1,519,000
- - - - - - - - 450,000 2,000,000 - 2,450,000
85,787 - - - - - - - - - - 85,787
22,138 - - - - - - - - - - 22,138
- - - - - - - 180,000 512,000 - - 692,000
105,050 - - - - - - - - - - 105,050
9,116,769 - - - - - - - - - - 9,116,769
- - 125,000 - - - - - - - - 125,000
1,907,667 - - - - - - - - - - 1,907,667
60,000 - - - - - - - - - - 60,000
6,767 - - - - - - - - - - 6,767
207,000 - - - - - - - - - - 207,000
- - - - - - - - - 960,000 - 960,000
10,303,948 - - - - - - - - - - 10,303,948
2,096,052 - - - - - - - - - - 2,096,052
- - - - - - - 974,000 - - - 974,000
- - - - - - - - - 179,000 - 179,000
- - - - - - - 712,000 - - - 712,000
600,000 - - - - - - - - - - 600,000
311,888 50,000 - - - - - - - - - 361,888

JOY PARK

KELLOGG PARK

LIBRARY CARPET REPLACEMENT

LIBRARY FACILITIES CAPITAL IMPROVEMENTS

HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS

HISTORIC CIVIC CENTER FOUNTAIN AND SIGN

HUSTED PARK

HYDROGEN FUELING STATION

INFRASTRUCTURE FOR BATTERY ELECTRIC BUSES

JAMESON PARK

FAIRVIEW PARK

FIRE HQ BATHROOMS
FIRE STATION #2 REBUILD

FRESNO CANYON TRAIL PARKING

GRIFFIN PARK ENHANCEMENTS PHASE II

GRIND AND OVERLAY OF POLICE TRAINING CENTER ASPHALT

DOWNTOWN PLACEMAKING AND WAYFINDING SIGNAGE

DRONE AS A FIRST RESPONDER PROGRAM (DFR) INFRASTRUCTURE

EAGLE GLEN PARK

EL CERRITO PARK

EMERGENCY MEDICAL SERVICES SKILLS LAB TENANT IMPROVEMENTS EMERGENCY OPERATIONS CENTER PHASE 2 UPGRADE

COA - CITYWIDE BUS STOP IMPROVEMENTS

COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK

COMMUNITY FACILITIES & INFRASTRUCTURE PHASE II - SHERIDAN PARK

CONTRERAS PARK

CORONA INNOVATION CENTER

CRESTA VERDE PARK

CITRUS PARK

CITY FIRE STATIONS CAPITAL IMPROVEMENTS

CITY HALL CARPET REPLACEMENT

CITY HALL VETERANS MEMORIAL IMPROVEMENTS

CITY PARK REVITALIZATION

CITYWIDE ADA IMPROVEMENTS AT PARKS

AUBURNDALE AMENITIES IMPROVEMENTS

BRENTWOOD PARK

BUENA VISTA PARK

BUTTERFIELD PARK

CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS

CHASE PARK
FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

PROJECT TITLE

AIRPORT HELIPAD IMPROVEMENTS

AIRPORT SECURITY MEASURES

ANIMAL CONTROL FIRE ALARM SYSTEM

AQUATIC IMPROVEMENTS AT AUBURNDALE POOL
City of Corona

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING
82,152 250,000 - - - - - - - - - 332,152
- - - - - - - 450,000 348,000 - - 798,000
6,962 - - - - - - - - - - 6,962
- 750,000 - - - - - - - - - 750,000
- - - - - - - 491,000 - - - 491,000
- - - - - - - - - - 157,000 157,000
- 300,000 600,000 - - - - - - - - 900,000
1,742,985 - - - - - - - - - - 1,742,985
- - - - - - - - 523,000 - - 523,000
1,795,041 - 850,000 - - - - - - - - 2,645,041
- - - - - - 1,067,000 - - - - 1,067,000
70,300 - - - - - - - - - - 70,300
36,200 - - - - - - - - - - 36,200
- 1,097,802 - - - - - - - - - 1,097,802
12,021 45,000 - - - - - - - - - 57,021
100,000 - - - - - - - - - - 100,000
20,000 - - - - - - - - - - 20,000
1,044,865 - - - - - - - - - - 1,044,865
- 475,000 - - - - - - - - - 475,000
- - - 1,500,000 1,100,000 - - - - - - 2,600,000
52,417 - - - - - - - - - - 52,417
- - - - - 641,000 500,000 - - - - 1,141,000
- - - - 427,000 - - 485,000 - - - 912,000
- 550,000 - - - - - - - - - 550,000
- - - - - - - - - - 680,000 680,000
- - - - - - - - 1,150,000 - - 1,150,000
- - - - - 1,029,000 533,000 - - - - 1,562,000
890,209 - 400,000 - - - - - - - - 1,290,209
- - - - - - - - - - 1,650,000 1,650,000
590,586 - - - - - - - - - - 590,586
13,199 470,000 - - - - - - - - - 483,199
- - - - - 301,000 - - - - - 301,000
- - - - - - - - - 298,000 - 298,000
- - - - - - - - 390,000 - - 390,000
60,000 - - - - - - - - - - 60,000
- - - - - - 591,000 - - - - 591,000
300,000 - - - - - - - - - - 300,000
70,000 - - - - - - - - - - 70,000
GRAND TOTAL 51,205,308 3,987,802 1,975,000 1,500,000 1,527,000 1,971,000 6,372,000 5,240,000 3,373,000 3,437,000 6,478,000 87,066,110

STAGECOACH PARK

TEHACHAPI PARK

TRAINING CENTER UPGRADES

VILLAGE PARK

WARDLOW CANYON TRAIL CENTRAL/SOUTH

WAYFINDING PLAN/PROGRAM

SERFAS CLUB PARK

SHADE INSTALLATION AT PARK PLAYGROUNDS

SIERRA BELLA PARK

SKYLINE TRAIL ACCESS BRIDGE

SKYLINE TRAIL AMENITIES

SPYGLASS PARK

REAL-TIME INTELLIGENCE CENTER - EQUIPMENT

RIDGELINE PARK

RIMPAU PARK

RIVER ROAD PARK

ROCK VISTA PARK

SANTANA PARK

POLICE DEPARTMENT FACILITY IMPROVEMENTS

POLICE DEPARTMENT HVAC SYSTEM

POLICE DEPARTMENT LOCKER ROOM/FACILITY EXPANSION

PROMENADE PARK

PROMENADE PARK MUSCO LIGHTING

PUBLIC SAFETY WAY

ONTARIO PARK

PARK PLAYGROUND REPLACEMENTS

PARK VIEW PARK

PD MAIN STATION HVAC AUTOMATION UPGRADE

PD WROUGHT IRON FENCE AT SOUTH PERIMETER PARKING

PICKLEBALL FACILITY
LMD 84-2, ZONE 10 SLOPE IMPROVEMENT/STABILIZATION
LMD 84-2, ZONE 20 LANDSCAPE ENHANCEMENTS

MANGULAR PARK

MERRILL PARK

MONTANA RANCH SLOPE REPAIRS

OLD PD BUILDING DEMOLITION

LIBRARY HVAC PNEUMATIC CONTROLS

LINCOLN PARK
FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

PROJECT TITLE
City of Corona

FUND TYPE FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL

FUNDING
110 - GENERAL FUND 5,235,177 475,000 - - - - 1,000,000 - - - - 6,710,177 120 - MEASURE X FUND 22,875,842 1,992,802 1,375,000 1,500,000 1,527,000 1,971,000 5,372,000 5,240,000 3,373,000 3,437,000 6,478,000 55,141,644 GENERAL FUND TOTAL 28,111,018 2,467,802 1,375,000 1,500,000 1,527,000 1,971,000 6,372,000 5,240,000 3,373,000 3,437,000 6,478,000 61,851,820 216 - AQUATIC CENTER DEV FEE 84,480 - - - - - - - - - - 84,480 217 - AB1600 PARK IMPROVEMT/DEV FEE 1,282,944 - - - - - - - - - - 1,282,944 289 - DWELLING DEVELOPMENT TAX FUND - 470,000 - - - - - - - - - 470,000 413 - AMERICAN RESCUE PLAN FUND 3,369,836 - - - - - - - - - - 3,369,836 460 - LMD 84-2 ZONE 10 6,962 300,000 600,000 - - - - - - - - 906,962 470 - LMD 84-2 ZONE 20 - 750,000 - - - - - - - - - 750,000 SPECIAL REVENUE FUND TOTAL 4,744,222 1,520,000 600,000 - - - - - - - - 6,864,222 431 - CDBG FUND 529,285 - - - - - - - - - - 529,285
480 - REIMBURSEMENT GRANTS-ALL DPTS 4,345,167 - - - - - - - - - - 4,345,167 CAPITAL PROJECT FUND TOTAL 4,874,452 - - - - - - - - - - 4,874,452 275 - AIRPORT 250,000 - - - - - - - - - - 250,000
577 - TRANSIT SERVICES 13,225,616 - - - - - - - - - - 13,225,616 ENTERPRISE FUND TOTAL 13,475,616 - - - - - - - - - - 13,475,616 GRAND TOTAL 51,205,308 3,987,802 1,975,000 1,500,000 1,527,000 1,971,000 6,372,000 5,240,000 3,373,000 3,437,000 6,478,000 87,066,110

GENERAL FUND

SPECIAL REVENUE FUND

CAPITAL PROJECT FUND

ENTERPRISE FUND
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL 50,000 - - - - - - - - - - 50,000
50,000 - - - - - - - - - - 50,000

AIRPORT HELIPAD IMPROVEMENTS
PROJECT NUMBER FC-2022-25
PRIOITY LEVEL Tier I
LOCATION Airport

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Savat Khamphou
FUNDING STATUS Carryover
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Improvements to the helipad at the Airport. Helipad Improvement will include pouring new landing pad and legend marking on existing pad "Staging Area Only", removal of existing small square pads.

CURRENT STATUS
Design Phase – Pour new Helipad, update markings on the existing pad, and remove existing small square pads.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - 50,000 - 50,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
275 - AIRPORT
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL 200,000 - - - - - - - - - - 200,000
200,000 - - - - - - - - - - 200,000

AIRPORT SECURITY MEASURES
PROJECT NUMBER FC-2022-26
PRIOITY LEVEL Tier I
LOCATION Airport

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Savat Khamphou
FUNDING STATUS Carryover
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Install two security gates and fencing for improved security at the Airport. Security Measures include relocating existing automated gate to area by hangar 1911 and installing 500 lineal feet of chain-link. Also, adding an automated gate at the entrance to the City Tie-Down area.

Security measures needed to protect the airfield and hangar areas from unauthorized users.

CURRENT STATUS
(Pre-Construction Phase) Relocate existing automated gate to area by hangar 1911, install 500 lineal feet of chain-link, and add automated gate at the entrance to the City Tie-Down area.

Pending communication infrastructure.

OPERATING BUDGET IMPACT
No operating budget impact associated with this project.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - 200,000 - 200,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
275 - AIRPORT
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL 30,000 - - - - - - - - - - 30,000
30,000 - - - - - - - - - - 30,000

ANIMAL CONTROL FIRE ALARM SYSTEM
PROJECT NUMBER FC-2025-02
PRIOITY LEVEL Tier II
LOCATION Animal Control Facility

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Moses Cortez
FUNDING STATUS Carryover
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
The ACO building has been grandfathered in and does not require a fire sprinkler system. The Fire Department recommends installing a Fire Alarm System instead.

CURRENT STATUS
Design Phase – Install a fire alarm system at the Animal Control building.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - 30,000 - 30,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
120 - MEASURE X FUND
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL 84,480 - - - - - - - - - - 84,480
84,480 - - - - - - - - - - 84,480

AQUATIC IMPROVEMENTS AT AUBURNDALE POOL
PROJECT NUMBER FC-2022-06
PRIOITY LEVEL Tier I
LOCATION Auburndale Pool

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Moses Cortez
FUNDING STATUS Carryover
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Improvements to Auburndale Pool include replacing the heater, replastering the pool, replacing coping, adding new skimmer boxes, new tile, and a new pool cover.

CURRENT STATUS
Design Phase – Replace the heater, replaster the pool, replace coping, add new skimmer boxes, new tile, and a new pool cover.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST 24,020 84,480 - 108,500
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
216 - AQUATIC CENTER DEV FEE
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL 383,451 - - - - - - - - - - 383,451
576,220 - - - - - - - - - - 576,220
571,292 - - - - - - - - - - 571,292
1,530,964 - - - - - - - - - - 1,530,964

AUBURNDALE AMENITIES IMPROVEMENTS
PROJECT NUMBER FC-2023-01
PRIOITY LEVEL Tier I
LOCATION Auburndale Park

ADMINISTERING DEPARTMENT PUBLIC WORKS
PROJECT EXPERT Tracy Martin
FUNDING STATUS Carryover
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Complete a large-scale renovation of the park to include two new tennis courts, half basketball court, new ADA accessible restrooms, patio covering and seating area, new playground, DG walkway with benches and fitness stations, and drought tolerant planting. These improvements will expand the use of the park and increase amenity accessibility to the community. In the current state, the tennis courts are unusable and there are no restrooms available to the public.

CURRENT STATUS
Design Phase – Construct two new tennis courts, half basketball court, new ADA accessible restrooms, patio cover and seating area, new playground, DG walkway with benches, fitness stations, and drought tolerant plants.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST 149,676 1,530,964 - 1,680,640
*Prior Expenditures up to 10 years.
120 - MEASURE X FUND
217 - AB1600 PARK IMPROVEMT/DEV FEE
TOTAL
FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
110 - GENERAL FUND
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL - - - - - - 1,150,000 480,000 - - - 1,630,000
- - - - - - 1,150,000 480,000 - - - 1,630,000

BRENTWOOD PARK
PROJECT NUMBER FC-2028-01
PRIOITY LEVEL Tier II
LOCATION Brentwood Park

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Moses Cortez
FUNDING STATUS Future
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Renovate and gradually program the park to function as a community park, providing more diverse recreational options and organized programs. Add a medium or large-group picnic shelter, and over time, improve the existing backstop and basketball courts to better support sports and active uses. Expand and replace the play area with thematic equipment, and include a walking loop trail. The lawn will be maintained for neighborhood events.

CURRENT STATUS
New project for FY 2031.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - - 1,630,000 1,630,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
120 - MEASURE X FUND
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL - - - - - - - 1,468,000 - - - 1,468,000
- - - - - - - 1,468,000 - - - 1,468,000

BUENA VISTA PARK
PROJECT NUMBER FC-2029-01
PRIOITY LEVEL Tier II
LOCATION Buena Vista Park

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Moses Cortez
FUNDING STATUS Future
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
A multi-use sports court and activity station will be added to provide more recreational options.

Shade amenities, such as sails, will be installed over the existing play area to enhance comfort.

Additionally, water-saving features and drought-tolerant landscaping will be incorporated to promote sustainability.

CURRENT STATUS
New project for FY 2032.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - - 1,468,000 1,468,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
120 - MEASURE X FUND
City of Corona

Est.

Carryover FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 FY 2035 TOTAL - - - - - - 1,572,000 - - - - 1,572,000
- - - - - - 1,572,000 - - - - 1,572,000

BUTTERFIELD PARK
PROJECT NUMBER FC-2026-01
PRIOITY LEVEL Tier II
LOCATION Butterfield Park

ADMINISTERING DEPARTMENT COMMUNITY SERVICES
PROJECT EXPERT Caroline Bustos
FUNDING STATUS Future
CATEGORY Facilities, Parks & Open Space

DESCRIPTION/JUSTIFICATION
Install shade structures at seating areas on fields 3, 4, 5, 6, and 7, totaling 10 shade structures, to provide comfort and protection for visitors.

CURRENT STATUS
New project for FY 2031.

OPERATING BUDGET IMPACT
No operating budget impact identified at this time.

PROJECT FUNDING OVERVIEW
PRIOR EXPENDITURES* ESTIMATED CARRY OVER TEN-YEAR PLAN TOTAL PROJECT COST - - 1,572,000 1,572,000
TOTAL
*Prior Expenditures up to 10 years.

FY 2026 - 2035 CAPITAL IMPROVEMENT PLAN

FUNDING SOURCE
120 - MEASURE X FUND
City of Corona