Budget Update
Quarter 4
FY 2025
Julie Kennicutt
Deputy Finance Director
August 6, 2025
Q4 Budget Update
Note: FY 2025 Q4 figures will change through the year-end and audit process (Accruals, Year-End Closing Entries, Etc.)
2 General Fund
General Fund, Measure X Fund, Historic Civic Center Fund, and Pension Stabilization Trust Fund
3 General Fund Inflows Highlights
Revenues + Transfers In
Intergovernmental Revenues – Increasing 76.3%, or $3.0 million Property Tax – Increasing 6.2%, or $4.0 million
Measure X - $34.2M received so far. Final payment expected later this month.
Sales Tax - $48.0M received so far. Final payment expected later this month.
FY 2025 Projected through Q4 93.9% received (was 94.2% in FY 2024) Sales Tax – Decreasing 15.9%, or $15.5 million
Compared to Quarter 4, FY 2024
4 General Fund Inflows Revenues + Transfers In
Projected FY 2025 Estimates to Actuals
General Fund Projected Through Q4 %
Revenue Category FY 2025 FY 2025 Received
Sales Tax $ 57,032,920 $ 47,975,090 84.1%
Measure X 41,017,251 34,204,191 83.4%
Property Tax 65,736,729 68,994,680 105.0%
Other Revenue 11,134,068 10,415,191 93.5%
Current Services 12,503,437 14,313,320 114.5%
Other Taxes 15,585,589 14,430,970 92.6%
Payments in Lieu of Services 7,773,943 5,799,196 74.6%
Intergovernmental Revenues 4,695,466 6,872,320 146.4%
Licenses, Fees & Permits 2,361,580 2,616,622 110.8%
Utility Service Charges 10,000 11,109 111.1%
Special Assessments 779,667 982,168 126.0%
Fines, Penalties & Forfeitures 1,170,137 917,453 78.4%
Investment Earnings 6,484,027 7,373,017 113.7%
GASB31 Gain/ Loss on Investment - (2,582,639) N/ A
Total Revenues $ 226,284,813 $ 212,322,688 93.8%
Transfers In 8,511,453 8,076,222 94.9%
Total Inflow s $ 234,796,266 $ 220,398,910 93.9%
Total Inflow s (w / o GASB31) $ 234,796,266 $ 222,981,549 95.0% 5 General Fund Inflows Revenues + Transfers In
Sales Tax – General Fund 110
Quarter Reporting Period
FY 2024
Quarter Total
FY 2025
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $15,432,455 $15,197,397 ($235,058) (1.5%) 4 th Quarter Oct – Dec 14,965,270 15,874,577 909,307 6.1% 1 st Quarter Jan – Mar 13,767,223 13,593,232 (173,991) (1.3%) 2 nd Quarter Apr – June 15,602,871
Fiscal Year Total $59,767,819 $44,665,206
Projected FY 2025 $57,032,920
Percentage of estimated revenue received 78.3% 6
General Fund Inflows Revenues + Transfers In
Sales Tax – Measure X Fund 120
Quarter Reporting Period
FY 2024
Quarter Total
FY 2025
Quarter Total
Yr over Yr
Qtrly Total
Change $
Yr over Yr
Qtrly Total
Change %
3 rd Quarter July – Sept $10,754,214 $10,487,861 ($266,353) (2.5%) 4 th Quarter Oct – Dec 11,202,340 11,356,020 153,680 1.4% 1 st Quarter Jan – Mar 10,319,771 10,282,920 (36,852) (0.4%) 2 nd Quarter Apr – June 10,745,039
Fiscal Year Total $43,021,364 $32,126,801
Projected FY 2025 $41,017,251
Percentage of estimated revenue received 78.3% 7
General Fund Outflows Highlights
Expenditures + Transfers Out
The cummulative outflow budget is $316.5 million 01
Through June, approximately 100% of FY complete
02 (approximately, due to timing of payments)
Overall outflows % of cumulative budget spent 72.1% 03
<90% Spent: CIP/O&M Projects, City Manager’s Office, Community Services, Economic Development, General Government, 04 Human Resources, Information Technology, Planning & Development, Police, and Public Works 8 General Fund Outflows Expenditures + Transfers Out
Budget to Actuals
General Fund Cumulative Budget Through Q4 %
Expenditures By Department FY 2025 FY 2025 Spent
CIP / O&M Projects $ 91,621,656 $ 36,298,545 39.6%
City Manager's Office 15,574,073 10,416,660 66.9%
Community Services 20,752,019 18,631,966 89.8%
Debt Service 23,459,197 23,344,128 99.5%
Economic Development 1,634,883 1,023,901 62.6%
Elected Officials 175,694 159,637 90.9%
Finance 5,111,535 4,793,848 93.8%
Fire 38,132,764 36,139,430 94.8%
General Government 34,138,633 23,222,134 68.0%
Human Resources 3,137,124 2,689,067 85.7%
Information Technology 1,123,948 735,879 65.5%
Legal & Risk Management 2,201,895 2,040,752 92.7%
Planning & Development 10,068,646 8,124,725 80.7%
Police 63,022,910 55,861,632 88.6%
Public Works 6,354,204 4,719,940 74.3%
Total Expenditures $ 316,509,182 $ 228,202,245 72.1%
Transfers Out 13,083 13,083 100.0%
Total Outflows $ 316,522,265 $ 228,215,328 72.1%
9 Emergency Contingency
1 Equal to 3 months of operating
expenditures
Adjusted at the end of each fiscal year
2 3 4
$50,316,648
Been in place for
20-years
Since FY 2022, we no longer add new
money into this reserve at the end of
the fiscal year
Budget
Balancing
$3,922,049
Reserve for pension related
expenditures – debt service payments
for the Pension Obligation Bonds or
the City’s CalPERS unfunded
accrued liability (UAL) contributions.
Pension
Stabilization
Measure X
Reserves
$54,892,853 $34,013,073
Unspent Measure X funds that don’t
roll into next FY will go into the
reserve
Reserve amount discussed with
Council each year through the budget
cycle
General Fund Reserves
Quarterly Budget Update | Quarter 4, FY 2025 | August 6, 2025 The General Fund has multiple reserves in fund
balance for various purposes. For the full list,
please reference the City’s financial statements,
Note 15 (for Fiscal Year Ending June 30, 2024,
page 114). This quarterly update highlights four
of those reserves. FY 2024 audited amounts are
noted in the table. The Pension Stabilization
Trust amount has been updated to reflect the
FY 2025 contribution.
10 Utilities Funds
Electric Funds, Water Funds, Sewer Funds
11 Utilities Funds
Reclaimed Water Utility
Fund
Sewer Utility Fund
Sewer
Funds
Water Capacity Fund
2013 Wastewater
Revenue Bond Project
Fund
Greenfield Electric
Utility Fund
Electric
Funds
Water Utility Fund
Sewer Utility Grant/
Agreement Fund
Water Utility Grant/
Agreement Fund
2012 Water Revenue
Bond Project Fund
Sewer Capacity Fund
Direct Access Electric
Utility Fund
Water
Funds
Electric Utility Grant/
Agreement Fund
↓ 8.7% decrease, $1.7M
↑ Current Services
↓ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↑ Investment Earnings
↓ Other Revenue
↓ Utility Service Charges
↓ 15.8% decrease, $12.0M
↓ Current Services
↓ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↑ Licenses, Fees & Permits
↓ Other Revenue
↓ Utility Service Charges
↓ 21.2% decrease, $8.6M
↑ Current Services
↓ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↓ Licenses, Fees & Permits
↓ Other Revenue
↓ Utility Service Charges
Electric Water Sewer
Utilities Funds Inflows Highlights
Quarter 4 Actuals, FY 2024 to FY 2025
13 Utilities Funds Inflows Revenues + Transfers In
Projected FY 2025 Estimates to Actuals
Enterprise Funds Projected Through Q4 %
Fund Type FY 2025 FY 2025 Received
Electric $ 19,044,472 $ 17,194,565 90.3%
GASB31 Gain/ Loss on Investment - 342,410 N/ A
Water 79,735,087 63,033,001 79.1%
GASB31 Gain/ Loss on Investment - 663,420 N/ A
Sewer 40,148,276 31,023,566 77.3%
GASB31 Gain/ Loss on Investment - 994,269 N/ A
Total Revenues $ 138,927,835 $ 113,251,231 81.5%
Transfers In - Electric - - N/ A
Transfers In - Water - - N/ A
Transfers In - Sewer - - N/ A
Total Inflows $ 138,927,835 $ 113,251,231 81.5%
Total Inflows (w/ o GASB31) $ 138,927,835 $ 111,251,132 80.1% 14 Sewer – 42.9%
Operating budget 79.0% spent
CIP / O&M budget
21.0% spent
Electric – 49.3%
Operating budget 51.7% spent
CIP / O&M budget
25.9% spent
Water – 52.2%
Operating budget 85.2% spent
CIP / O&M budget
18.4% spent
Outflows 48.3% of budget spent
Utilities Funds Outflows Highlights
Expenditures + Transfers Out
15 Utilities Funds Outflows Expenditures + Transfers Out Budget to Actuals
Enterprise Funds Cumulative Budget Through Q4 %
Expenditures By Department FY 2025 FY 2025 Spent
Electric
CIP / O&M Projects $ 2,267,695 $ 586,913 25.9%
Debt Service 341,558 318,822 93.3%
Planning & Development 192 192 100.0%
Public Works 91,926 33,811 36.8%
Utilities Department 21,057,556 10,761,623 51.1%
Electric Total 23,758,927 11,701,362 49.3%
Water
CIP / O&M Projects $ 62,976,419 $ 11,593,040 18.4%
Debt Service 1,842,999 1,781,548 96.7%
Planning & Development 54,307 50,913 93.8%
Public Works 470,861 448,844 95.3%
Utilities Department 62,073,066 52,623,382 84.8%
Water Total 127,417,652 66,497,727 52.2%
Sewer
CIP / O&M Projects $ 58,694,591 $ 12,314,696 21.0%
City Manager's Office - (18) N/ A
Debt Service 1,033,264 998,767 96.7%
Planning & Development 38,834 37,896 97.6%
Public Works 351,333 325,337 92.6%
Utilities Department 34,075,143 26,699,440 78.4%
Sewer Total 94,193,165 40,376,118 42.9%
Transfers Out - Electric - - N/ A
Transfers Out - Water - - N/ A
Transfers Out - Sewer - - N/ A
Grand Total $ 245,369,744 $ 118,575,208 48.3%
16 Emergency Contingency
1 2 3
GOAL $4,901,402
Electric Utility
$553,301
Water
Utility
Sewer
Utility
$3,319,216 $1,325,448
Utilities Funds Reserves
The Utilities Funds target reserve amount for each of the operating funds shall be set at ninety (90) days. To build the target reserve amount, the Utilities Department shall annually contribute ten percent (10%) of the difference between actual operating revenues and actual operating expenses for each of the Utilities Department Operating Funds at the beginning of each fiscal year until the target reserve is met. Depending on the fund, it will take time to hit the target reserve amount. If the reserve amount exceeds the target reserve amount, the additional funds shall remain in reserves. The reserve process occurs annually, once the audit and financials are finalized.
GOAL $23,726,374 GOAL $12,817,081
17 Questions?
(951) 739-4988
[email protected]
www.CoronaCA.gov
Strategic Plan Implementation
Progress Report
Fiscal Year 25, Q4
Aminah Mears, DPA
Assistant to the City Manager
August 6, 2025
19 The Plan
• 1 Vision
• 1 Purpose
• 6 Value Statements
• 6 Goals
• 21 Objectives
• 138 Strategic Actions
• 125 Performance Indicators & Milestone
Measures
VISION
Corona will be a safe, vibrant,
family-friendly community.
PURPOSE
Create a community
where everyone can thrive.
VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to innovate, modernize services, and bring government into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in doing our part. We own mistakes and learn from them to become better. We value feedback, embrace our vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on, even the tough stuff. We anticipate problems, develop creative solutions, and push ourselves to be better.
We are Honest
We strive to do what is right, not what is easy. We keep our commitments and take responsibility for results, even if things go wrong.
We are Kind
No matter who you are or where you are from, you’re welcome here. We embrace diversity, treat people with dignity, and genuinely care for others.
We are a Team
We give voice to our community. We trust and honor the process of collaboration. We achieve more together.
GOALS
Financial
Stability
Safe
Community
Sense of
Place
Strong
Economy
Sound
Infrastructure
High Performing
Government
24 FY25 Q4 Progress Report
Projects, Performance Measures & Milestones
Available on
https://performance.envisio.com/dashboard/cityofcorona2172 25 26 Financial Stability
Progress Highlights
Pursue an AAA/Aaa/AAA GO
Bond credit rating from S&P
and Moody’s & Fitch.
Identify core services and service
levels for both mandates and
non-mandated services.
Increase the percentage of
services funded via external
sources
Utilize Strategic Plan to guide
future financial decisions
27 Financial Stability Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
POB Balance (in millions) $225M $207M ↓ $0M
% of GO Debt Capacity Used 6.42% 5.85% ↓ < 10%
Debt Payments as a % of Operating Budget 9.4% 8.49% ↓ < 10% *Outstanding Debt per Capita $1,894 $1,766 ↓ < $2,000
Unfunded Pension Liability (in millions) $81.79M $108.32M ↑ $0M GO Bond Credit Rating AA+ AA+ = AAA
**Diversity of Revenue Sources 41% 42% = < 50% from sales tax *Outstanding Debt per Capita data changed and updated after the FY 24Q4 Strategic Progress Report to Council. ** As of the time this report was published, final figures and percentages had not yet been released. 28 Strong Economy
Progress Highlights
Explore the feasibility
of a facade
improvement
program.
Redevelop the Corona
Mall Properties, secure
tenants, and revitalize
the South Mall parking
lot by early 2025.
Implement ARPAfunded Small Business
Grants programs
including
Entrepreneur, Small
Business, and
Downtown Commercial
Beautification Grant.
Review and update the
City’s Historic building
guidelines and explore
the establishment of a
Historic Building
Ordinance with clear
preservation guidelines
29 Strong Economy Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
*# of Companies Supported via Team Corona
Meetings/Businesses Assisted, Supported, and
Promoted
36 57 ↑ >30
# of Corona Mall Properties Redeveloped 6 28 ↑ >3
% of Business Resources that can be Accessed
in Spanish 60% 60% = 100%
# of Commercial Brokers Engaged With 4 25 ↑ >20
% of Small Businesses that remain Open One
Year After Participating in Various
Entrepreneurship Programs
100% 100% = 100%
% of Emprendedor@s graduates that
successfully launch their business 100% 100% = 100%
**# of Companies Supported via Team Corona Meetings/Businesses Assisted… data changed and updated after the FY 24Q4 Strategic Progress Report to Council. 30 Sound Infrastructure
Progress Highlights
Institute regular park inspections to
proactively identify needed repairs,
improvements, and maintenance.
Demolish existing playground equipment and
install a new playground structure at Border
and Fairview Parks.
Modernize traffic cameras and
explore AI to optimize traffic flows
Develop a long-term capital reserve/asset
management funding policy for maintaining and
replacing infrastructure assets.
31 Sound Infrastructure Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
% of Street Signs Replaced within 30 days 99.6% 100% ↑ >95% Town-wide Average Street PCI Rating 73 72 ↓ >70%
% of Residents Rating Recreation Facilities as Good or
Excellent 66% 74% ↑ >65%
% of Residents Rating the Availability of Paths and Walking Trails as Good or Excellent 64% 62% ↓ >65%
% of Residents Rating the Bike Lanes as Good or Excellent 60% 59% ↓ >60% % of Residents Rating the Quality of Public Parks as Good or Excellent 75% 74% ↓ >75%
32 Safe Community
Progress Highlights
Expand resident engagement and
involvement in police and fire support efforts
(e.g., Citizens on Patrol, Neighborhood
Watch)
Create a Fire Safe Council to better
equip residents to mitigate impacts of
natural disasters.
Continue and enhance the City’s
Graffiti Removal program.
Provide preparedness training
courses and certifications.
33 Safe Community Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
Average Police Response Time to Priority
1 Calls 05:23 05:11 ↓ <05:40
Average Police Response Time to 90% of
Priority 1 Calls 04:44 04:22 ↓ <04:45
Medical Calls – Response Time 90th
Percentile Performance 07:08 06:44 ↓ <07:11
Average Response Time to All Fire
Incidents 05:56 05:19 ↓ <05:30
*Property Crimes 610 546 ↓ <800
% of Community Satisfaction Rating of
Public Safety Efforts 67% 69% ↑ >65%
Number of Homeless Individuals Within
the City 65 108 ↑ <90
*Property Crimes data changed and updated after the FY 24Q4 Strategic Progress Report to Council. 34 Sense of Place
Progress Highlights
Utilize volunteer-led hikes to help
residents become familiar with trail
and park opportunities
Increase large-scale recreation events
(sports-themed, food, etc.) that
provide the community with both
social and economic benefits.
Increase the City’s support,
coordination, and partnerships
to enhance veteran services and
programs.
Designate the Historic Civic
Center as Corona’s center for
the arts and relocate all non-arts
lessees.
35 Sense of Place Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
% of Residents Rating Corona as a Place to Live as
Good or Excellent 84% 83% ↓ >85%
% of Residents Rating Corona as a Place to Raise a
Child as Good or Excellent 79% 83% ↑ >80%
% of Residents Rating the Overall Image or Reputation
of Corona as Good or Excellent 69% 69% = >65%
% of Residents Very Likely to Recommend Living in
Corona to Someone Who Asks 88% 87% ↓ >90%
% of Residents who say, given the chance to start over, they would choose to live in Corona Again 83% 83% = >85% % of Residents Rating the Community’s Openness and
Acceptance Towards People of Diverse Backgrounds as
Good or Excellent
74% 75% ↑ >75%
36 High Performing Government
Progress Highlights
Create a formalized staff training
and development program on a
wide range of topics, with a
focus on increasing management
skills for supervisors.
Increase the number of online
options for all major City services
that can be offered virtually.
Pursue meaningful award and
certification opportunities to evaluate
municipal services and better
demonstrate the talent, commitment,
outcomes achieved by the City for its
residents.
Improve the City website
for ease of use and set to
launch by end of FY25.
37 High Performing Gov’t Performance Report
Measure FY24 Q4 FY25 Q4 Trend Target
% of Major City Services that are Offered Virtually 84% 88% ↑ >80% % of Residents Rating the Overall Direction the City is Taking as Good or Excellent 56% 59% ↑ >60%
% of Residents Rating Overall Quality of City Services
as Good or Excellent 65% 68% ↑ >70%
% of Residents who Believe All City Residents are
Treated Fairly 65% 64% ↓ >70%
% of Residents Rating Value of Services as Good or
Excellent 48% 47% ↓ >50%
Employee Turnover Rate 4.96% 4.2% ↓ <5%
38 Strategic Plan Overall Progress
12%
14%
4%
70%
On Track
Work Underway
Not Started
Completed
On Track
Work Underway
Not Started
Completed
Q4 By the Numbers
Operational Performance Update
39 99,658
Registered Library Users
9,677
Library Program
Participants
2,164
Trees Trimmed
1,464
Trees Planted
6,265
Recreation Activity
Participants
992/6,993 Hours
Community Volunteers
3,200
Attendees @
Special Events
135
Trees Removed
Community Services
40 Homelessness
1,197
CPD Homeless Related
Calls for Service
305
Cubic Yards of Debris
Removed
264
Emergency Shelter
Clients Served
79 City Net Street Outreach
& Engagement Contacts
6 Permanent Housing
Placements
89 Emergency Shelter
Beds Available
41 Community Engagement
13,232,953
Social Media Impressions
657,542
Website Visits
2,253,376
Total Video Views
998,718
Emails Opened
265,435
Total Social Media Audience
1,717,297
Social Media Engagements 42
SeeClickFix
43 836
Total Tickets submitted
1.25 Average days to
acknowledge
9 Average days to close
984
Street Maintenance Tickets
41,511 sqft
Graffiti Removed
213
Graffiti Tickets
420
Parkway Maintenance Tickets
(Landscape and Trees)
24 Live Work Corona Pledges
239*
New Businesses
57 Businesses Assisted, Supported, &
Promoted
1,514*
Business License Renewals
63 Business Outreach & Visitations
3 Partnership events with the Corona
Chamber
44 INSPECTION
SERVICES PLANNING
SERVICES
515
Applications Processed
100%
Applications Processed on
Time
21 Average Days to Process
Applications
(Does not include over the counter permit)
TBD
Satisfaction Rating
PLAN
CHECK
1,013/1,166
Building Plan Checks/
Permits Issued
99%
Plan Checks/Permits Processed
on Time
6/4.8
Avg. Days to Review Plan
Checks/Permits
(first check/rechecks)
86.6%
Satisfaction Rating
DEVELOPMENT
SERVICES
420
Plan Checks/Permits Issued*
98%
Plan Checks/Permits
Issued on Time*
7 Avg. Days to Review Plan
Checks/Permits
100%
Satisfaction Rating
3,250/826
Building/Infrastructure
Inspections
100%
Inspections Completed on
Time
1 Avg. Days to Complete
Inspections
100%
Satisfaction Rating
CODE
COMPLIANCE
984
Cases Opened
896
NOVs Issued
498
Cases Closed
195
Citations Issued
(Dry Utility, Grading, TTM/PM Plan Checks &
Permits)
45 Planning & Development
Public Works
46 TRAFFIC
ENGINEERING
45 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
118
Traffic Plan
Checks
CAPITAL
PROJECTS
70 Active CIP Projects
46 Planning/Design Phase
24 Out to Bid/Under
Construction
2 Projects Completed
STREET
MAINTENANCE
1,002/995
Work Orders
Received/Completed
7,283
Curb Miles Swept
101
Streetlights Repaired
4,980 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
427/140
Scheduled vs.
Unscheduled Repairs
330
Vehicles & Equipment
Inspected
25/51
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS
24 Commercial/Industrial
Inspections
49 Construction Site
Inspections
20 Illicit Connections &
Discharges Identified
TRANSIT
33,304
Corona Cruiser
Ridership
12,369
Dial-a-Ride
Ridership
47 207
Vehicles
Towed
66 Fire Calls
348
Fire
Inspections
3,880
Calls for
Service
2,330
Medical Calls
22,242
Calls
for Service
04:22
90% of response
time falls under*
1,457
Parking
Citations
4:44
Average
Response Time
2,840
Vehicle
Citations
1,090
Arrests
52%
Response rate at
5:00 mins or less*
82.78%
Response to
medical calls at 6:00
mins or less
81.54%
Response to fire
incidents at 6:00
mins or less *Response to Priority 1 Calls
Public Safety
*Response to Priority 1 Calls
48 BILLING &
ADMINISTRATION
2:18 Minutes
Average Speed of Answer
140,065
Bills Mailed
9,885
Customer Service Calls
38.3%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
2,086/2,042
Work Orders
Received / Closed
27,735
CCTV Inspected
25,742 LF
Sewer Mains Cleaned
50 Meters Replaced
ELECTRIC
UTILITY
100%
Time Power is On
131,040
Mins. w/ Power
0 Mins. w/o Power
0 Electrical Outages
WATER
UTILITY
2.84 Billion Gal.
Water Treated
1,341/100%
Water Samples /
Compliance Rate
0.983 Billion Gal.
Wastewater Treated
1,193/100%
Wastewater Samples/
Compliance Rate
Utilities
INFORMATION
TECHNOLOGY
6,280,395
Total Cyber Attacks
Deflected
3,295
IT Service Requests
Completed
#5
National Ranking for
IT Services
(Population125K-250K)
CLERK’S OFFICE
274
Public Records
Requests
9 Agendas Published
24 Claims Received
15 Subpoenas Processed
HUMAN RESOURCES
55 Jobs Posted
63 New Hires
39 Promotions
41 Separations
PURCHASING
15 Bids Issued
91 Contracts Executed
296
Purchase Orders Issued
796
P-Tracks Completed
ACCOUNTING
93%
Invoices Paid within 30
days
6,901
Invoices Processed
35 Consecutive Years
Receiving GFOA Award
49 Internal Support
Downtown Revitalization Progress
50 Project Updates:
North Mall: Demolition underway. Development concepts to Council.
The Hub: Open for business! Backyard construction complete.
Parking lot construction near completion. Approved as an entertainment zone. 725: Material testing completed. A&E design work started.
601: Materials testing underway.
6th Street Transformation: Construction drawings at 60%.
HCC: Old Police Department building demolition in final stages.
City Park: Work on 90% Construction documents.
Old PD Demo
North Mall
North Mall Demo
City Park Rendering
South Mall-old 99¢ Store/
The Hub. Rendering
“Entertainment Zone”
Questions?
51 (951) 279-3508
[email protected]
www.CoronaCA.gov