Budget Update
Quarter 1
FY 2026
November 5, 2025
Luis Navarro
Budget Supervisor
General Fund
General Fund, Measure X Fund, Corona Mall Properties Fund, Historic Civic Center Fund, Pension Stabilization Trust Fund General Fund Inflows Highlights
Revenues + Transfers In
Current Services – Increasing 83.8%, or $2.10 million
Sales Tax – Increasing 3.2%, or $0.30 million
Overall, inflows are down 38.9% when compared to the same quarter in FY 2025. • Book Entries = -$12.5 million
• Adjusted for book entries, up by 4.7% compared to the same quarter in FY 2025.
Quarter 1 tends to be slower for revenues than other quarters.
Esimated Inflows Received: 5.5%
Other Revenues – Increasing 2.8%, or $0.08 million
Top 5 Revenues, Compared to Quarter 1, FY 2026
Other Taxes – Decreasing 13.5%, or $0.30 million
Payments in Lieu of Services – Increasing 3.3%, or $0.06 million General Fund Inflows Revenues + Transfers In
FY 2026, Budget to Quarter 1 Actuals
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 15,394,672 (208,199) (1.3%) Fiscal Year Total $59,767,819 $60,059,878
Projected FY 2025 $57,032,920
Percentage of estimated revenue received 105.3% 5
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 11,117,461 372,422 3.47% Fiscal Year Total $43,021,364 $43,244,261
Projected FY 2025 $41,017,251
Percentage of estimated revenue received 105.4% 6
General Fund Outflows Highlights
Expenditures + Transfers Out
The cummulative outflow budget is $294.2 million 01
Through September, approximately 25% of FY complete
02 (approximately, due to timing of payments)
Overall outflows % of cumulative budget spent 15.7% 03
<15% Spent: CIP/O&M Projects, City Manager’s Office, Debt Service, and Information Technology 04 General Fund Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 1, FY 2026
Emergency Contingency
1 Equal to 3 months of operating expenditures
Adjusted at the end of each fiscal year
2 3
$53,883,396
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
$54,870,007
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
Measure X
Reserves
$23,998,306
General Fund Reserves
The General Fund has multiple reserves in fund
balance for various purposes. For the full list,
please reference the City’s financial statements,
Note 15 (for Fiscal Year Ending June 30, 2024,
page 114). This quarterly update highlights
three of those reserves. Noted are the unaudited
FY 2025 amounts, which total $132.8 million.
The final amounts may be adjusted once the FY
2025 financial statements are issued.
Utilities Funds
Electric Funds, Water Funds, Sewer Funds
Utilities Funds
Reclaimed Water Utility
Fund
Sewer Utility Fund
Sewer
Funds
Water Capacity Fund
2013 Wastewater
Revenue Bond Project
Fund
Greenfield Electric
Utility Fund
Electric
Funds
Water Utility Fund
Sewer Utility Grant/
Agreement Fund
Water Utility Grant/
Agreement Fund
2012 Water Revenue
Bond Project Fund
Sewer Capacity Fund
Direct Access Electric
Utility Fund
Water
Funds
Electric Utility Grant/
Agreement Fund
Utilities Funds Inflows
Revenues + Transfers
Quarter 1 tends to be slower for revenues than other quarters.
Esimated Inflows Received: 18.2%
Overall, inflows are up 5.7% when compared to the same quarter in FY 2025. • Book Entries = -$1.2 million
• Adjusted for book entries, up by 20.7%, or $4.8 million, compared to the same quarter in FY 2025 primarily due to an increase in Other Revenues in the Water Fund. This relates to a Public Water Systems Settlement. ↓ 27.3% decrease, $1.2M
↑ Current Services
↑ Fees & Permits
↓ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↓ Other Revenues
↓ Utility Service Charges
↑ 25.3% increase, $3.6M
↓ Current Services
↑ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Intergovernmental Revenues
↓ Investment Earnings
↑ Licenses, Fees & Permits
↑ Other Revenues
↑ Utility Service Charges
↓ 13.1% decrease, $0.9M
↓ Current Services
↓ Fees & Permits
↑ Fines, Penalties & Forfeitures
↓ Investment Earnings
↓ Licenses, Fees & Permits
↑ Other Revenues
↑ Utility Service Charges
Electric Water Sewer
Utilities Funds Inflows Highlights
Quarter 1 Actuals, FY 2025 to FY 2026
Utilities Funds Inflows Revenues + Transfers In
FY 2026, Budget to Quarter 1 Actuals
Sewer – 7.6%
Operating budget 16.9% spent
CIP / O&M budget
1.3% spent
Electric – 9.8%
Operating budget 10.9% spent
CIP / O&M budget
2.2% spent
Water – 14.2%
Operating budget 22.2% spent
CIP / O&M budget
6.7% spent
Outflows 11.3% of budget spent:
Utilities Funds Outflows Highlights
Expenditures + Transfers Out
Utilities Funds Outflows Expenditures + Transfers Out
Budget to Actuals, Quarter 1, FY 2026
Emergency Contingency
1 2 3
GOAL $4,901,402
Electric Utility
$553,301
Water
Utility
Sewer
Utility
$3,319,216 $1,325,448
Utilities Funds Reserves
The Utilities Funds target reserve amount for each of the operating funds shall be set at ninety (90) days. To build the target reserve amount, the Utilities Department shall annually contribute ten percent (10%) of the difference between actual operating revenues and actual operating expenses for each of the Utilities Department Operating Funds at the beginning of each fiscal year until the target reserve is met. Depending on the fund, it will take time to hit the target reserve amount. If the reserve amount exceeds the target reserve amount, the additional funds shall remain in reserves. The reserve process occurs annually, once the audit and financials are finalized.
GOAL $23,726,374 GOAL $12,817,081
Questions?
(951) 279-3500
[email protected]
www.CoronaCA.gov
Strategic Plan Implementation
Progress Report
Fiscal Year 26, Q1
Aminah Mears, DPA
Assistant to the City Manager
November 5, 202519
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 FY26 Q1 Progress Report
Projects, Performance Measures & Milestones
Available on
https://performance.envisio.com/dashboard/cityofcorona2172 25 26 Financial Stability
Progress Highlights
Review and update the City’s
purchasing process to ensure it
follows best practices
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 FY25 Q1 FY26 Q1 Trend Benchmark
POB Balance (in millions) $225M $207M ↓ $0M
% of GO Debt Capacity Used 6.42% 5.21% ↓ < 10%
Debt Payments as a % of Operating
Budget
9.4% 7.85% ↓ < 10%
*Outstanding Debt per Capita *$1,766 $1,659 ↓ < $2,000
Unfunded Pension Liability (in millions) $108.32M $97.8M ↓ $0M GO Bond Credit Rating AA+ AA+ - AAA
Diversity of Revenue Sources 14 14 -
< 50% from sales tax
*Outstanding Debt per Capita data changed and updated after the FY 25Q4 Strategic Progress Report to Council. 28 Strong Economy
Progress Highlights
Explore the feasibility
of a facade
improvement
program.
Redevelop the Corona
Mall Properties, secure
tenants.
Implement ARPAfunded Small Business
Grants programs
including
Entrepreneur, Small
Business, and
Downtown Commercial
Beautification Grant.
Build partnerships and
programs that support
youth and adult
development to ensure a
prepared and skilled
local workforce.
29 Strong Economy Performance Report
Measure FY25 Q1 FY26 Q1 Trend Benchmark
*# of Companies Supported via Team Corona
Meetings/Businesses Assisted, Supported, and
Promoted
45 107 ↑ >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 10% 75% ↑ >20%
% of Small Businesses that remain Open One
Year After Participating in Various
Entrepreneurship Programs
100% 100% - 100%
% of Emprendedor@s graduates that
successfully launch their business
100% 100% - 100%
30 Sound Infrastructure
Progress Highlights
Continue efforts to implement "park
sponsorships" to increase funding and
community support for parks.
Demolish existing playground equipment and
install a new playground structure at Sheridan
Park.
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 FY25 Q1 FY26 Q1 Trend
% of Street Signs Replaced within Target Timeframes (30 days)
99.3% 100% ↑
Town-wide Average Street PCI Rating 73 71 ↓
% of Residents Rating Recreation Facilities as Good or
Excellent
74% 66% ↓
% of Residents Rating the Availability of Paths and Walking Trails as Good or Excellent
62% 65% ↑
% of Residents Rating the Bike Lanes as Good or Excellent 59% 62% ↑ % of Residents Rating the Quality of Public Parks as Good or Excellent
74% 76% ↑
Benchmark
>95%
>70%
>65%
>65%
>60%
>75%
32 Safe Community
Progress Highlights
Expand resident engagement and
involvement in police and fire support efforts
(e.g., Citizens on Patrol, Neighborhood
Watch)
Provide preparedness training courses
and certifications. .
Continue to Implement the City’s
Homelessness Strategic Plan.
Explore opportunities to adopt
best practices and computer
aided dispatch systems.
33 Safe Community Performance Report
Measure FY25 Q1 FY26 Q1 Trend Benchmark
Average Police Response Time to Priority
1 Calls
00:05:21 00:04:53 ↓ <0:05:40
Average Police Response Time to 90% of
Priority 1 Calls
00:04:40 00:04:12 ↓ <0:04:45
Medical Calls – Response Time 90th
Percentile Performance
00:07:04 00:06:41 ↓ <0:07:11
Average Response Time to All Fire
Incidents
00:06:13 00:06:14 ↑ <0:05:30
*Property Crimes 618 572 ↓ <800
% of Community Satisfaction Rating of
Public Safety Efforts
69% 71% ↑ >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 FY25 Q1 FY26 Q1 Trend Benchmark
% of Residents Rating Corona as a Place to Live as
Good or Excellent
83% 84% ↓ >85%
% of Residents Rating Corona as a Place to Raise a
Child as Good or Excellent
83% 82% ↓ >80%
% of Residents Rating the Overall Image or Reputation
of Corona as Good or Excellent
69% 70% ↑ >65%
% of Residents Very Likely to Recommend Living in
Corona to Someone Who Asks
87% 88% ↑ >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
75% 75% = >75%
36 High Performing Government
Progress Highlights
Streamline and simplify the
process for recruiting and hiring
new employees to reflect best
practices.
Increase the City’s support,
coordination, and partnerships to
enhance veteran services and
programs.
Pursue meaningful award and
certification opportunities to evaluate
municipal services and better
demonstrate the talent, commitment,
outcomes achieved by the City for its
residents.
Develop annual
department work plans
based on the Strategic Plan
and the City’s budget.
37 High Performing Gov’t Performance Report
Measure FY25 Q1 FY26 Q1 Trend Benchmark
% 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
59% 61% ↑ >60%
% of Residents Rating Overall Quality of City Services
as Good or Excellent
68% 67% ↑ >70%
% of Residents who Believe All City Residents are
Treated Fairly
64% 64% = >70%
% of Residents Rating Value of Services as Good or
Excellent
47% 46% ↑ >50%
Employee Turnover Rate 5.89% 4% ↓ <5%
38 Strategic Plan Overall Progress
12%
14%
4%
70%
Overall Summary
On Track
Work Underway
Not Started
Upcoming
Completed
Work Underway
Completed
Q1 By the Numbers
Operational Performance Update
39 103,401
Registered Library Users
9,861
Library Program
Participants
6,071
Trees Trimmed 159 Trees Planted
8,478
Recreation Activity
Participants
781/6,679 Hours
Community Volunteers
44,000
Attendees @
Special Events
174
Trees Removed
Community Services
40 Homelessness
622
CPD Homeless Related
Calls for Service
360
Cubic Yards of Debris
Removed
234
Emergency Shelter
Clients Served
58 City Net Street Outreach
& Engagement Contacts
10 Permanent Housing
Placements
81 Emergency Shelter
Beds Available 41
Community Engagement
15,098,749
Social Media Impressions
624,562
Website Visits
3,156,364
Total Video Views
278,614
Emails Opened
283,761
Total Social Media Audience
685,330
Social Media Engagements 42
SeeClickFix
1,029
Total Tickets submitted
1.3 Average days to
acknowledge
10.8 Average days to close
1,410
Street Maintenance Tickets
41,150 sqft
Graffiti Removed
281
Graffiti Tickets
593
Parkway Maintenance Tickets
(Landscape and Trees)
43 24
Live Work Corona Pledges
278*
New Businesses
68 Businesses Assisted, Supported, &
Promoted
1,514*
Business License Renewals
80 Business Outreach & Visitations 1
Partnership events with the Corona
Chamber * This number reflects business with physical locations in Corona. 44 INSPECTION
SERVICES PLANNING
SERVICES
353
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
1,038/1,040
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
457
Plan Checks/Permits Issued*
99%
Plan Checks/Permits
Issued on Time*
8 Avg. Days to Review Plan
Checks/Permits
100%
Satisfaction Rating
3,320/586
Building/Infrastructure
Inspections
100%
Inspections Completed on
Time
1 Avg. Days to Complete
Inspections
100%
Satisfaction Rating
CODE
COMPLIANCE
586
Cases Opened
876
NOVs Issued
495
Cases Closed
189
Citations Issued
(Dry Utility, Grading, TTM/PM Plan Checks &
Permits)
45 Planning & Development
Public Works
46 TRAFFIC
ENGINEERING
48 Work Orders Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
1181
Traffic Plan
Checks
CAPITAL
PROJECTS
70 Active CIP Projects
46 Planning/Design Phase
24 Out to Bid/Under
Construction
3 Projects Completed
STREET
MAINTENANCE
1,410/1,276
Work Orders
Received/Completed
7,762
Curb Miles Swept
135
Streetlights Repaired
14,104 SF
Sidewalk, Curb, Gutter
Replaced
FLEET
432/170
Scheduled vs.
Unscheduled Repairs
316
Vehicles & Equipment
Inspected
23/36
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS
33 Commercial/Industrial
Inspections
37 Construction Site
Inspections
26 Illicit Connections &
Discharges Identified
TRANSIT
30,573
Corona Cruiser
Ridership
11,322
Dial-a-Ride
Ridership
47 198
Vehicles
Towed
123
Fire Calls
503
Fire
Inspections
4,122
Calls for
Service
2,899
Medical Calls
23,796
Calls
for Service
04:12
90% of response
time falls under*
1,383
Parking
Citations
4:49
Average
Response Time
2,275
Vehicle
Citations
1,057
Arrests
57%
Response rate at
5:00 mins or less*
83.03%
Response to
medical calls at 6:00
mins or less
62.67%
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
2:04 Minutes
Average Speed of Answer
139,926
Bills Mailed
10,758
Customer Service Calls
39%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
235/213
Work Orders
Received / Closed
100,181
CCTV Inspected
112,197 LF
Sewer Mains Cleaned
3,280
Meters Replaced
ELECTRIC
UTILITY
99.473%
Time Power is On
131,782
Mins. w/ Power
698
Mins. w/o Power
3 Electrical Outages
WATER
UTILITY
3.346 Billion Gal.
Water Treated
1,291/100%
Water Samples /
Compliance Rate
0.964 Billion Gal.
Wastewater Treated
1,242/100%
Wastewater Samples/
Compliance Rate
Utilities
INFORMATION
TECHNOLOGY
4,421,870
Total Cyber Attacks
Deflected
3,791
IT Service Requests
Completed
#5
National Ranking for
IT Services
(Population125K-250K)
CLERK’S OFFICE
368
Public Records
Requests
6 Agendas Published
30 Claims Received
25 Subpoenas Processed
HUMAN RESOURCES
43 Jobs Posted
32 New Hires
24 Promotions
41 Separations
PURCHASING
12 Bids Issued
451
Contracts Executed
909
Purchase Orders Issued
725
P-Tracks Completed
ACCOUNTING
95%
Invoices Paid within 30
days
6,842
Invoices Processed
35 Consecutive Years
Receiving GFOA Award
49 Internal Support
Downtown Revitalization Progress
50 Project Updates:
North Mall: Demolition is active and on track.
South Mall: Open to the public; Wine Down construction is underway.
The Hub: Officially approved as an entertainment zone.
Downtown Street Signs: upgraded 534 street name signs with newly designed signs
6th Street Transit: Construction is 60% complete.
Police Department Site: Grading, flatwork and fencing is nearing completion.
City Park: Actively under construction and progressing well.
Questions?
51 (951) 279-3508
[email protected]
www.CoronaCA.gov