City Strategic Plan Progress Report
Report Created On: Jan 22, 2026
6 Strategic Goal
138
Activity
Report Legend Priority No Update Overdue
Overall Summary
%
On Track 9
Work Underway 16
Not Started 4
Status Completed 71
0 100
#
Progress
88%
Financial Stability - Ensure the City has adequate and sustainable funding to deliver high-quality services to residents.
Owner: Alex Mercado
% #
On Track 13 2
Work Underway 6 1
Completed 81 13
Utilize the Strategic Plan as a framework to guide future financial decisions.
Owner: Kim Sitton
Update provided by Kim Sitton on Dec 31, 2025 08:00:02
Continuous item.
Develop a long-range financial forecasting model and plan based on needs and community assessments to ensure
adequate capital reserves.
Owner: Kim Sitton
Update provided by Kim Sitton on Apr 11, 2023 20:49:43
Item completed in March 2021. Information to be updated and maintained on an annual basis through the budget process to ensure adequate reserves.
Identify core services and service levels for both mandated and non-mandated services, determining resources needed to
adequately support these services, and re-allocate the City budget to fully support these services.
Owner: Kim Sitton
Update provided by Kim Sitton on Jun 30, 2024 19:51:13
Completed in FY 2024 through the FY 2025 budget process. The FY 2025 budget was adopted by the City Council on June 5, 2024.
Strategic Goal 1 Progress 92%
Objectives: 2 Activity: 16
Activity 1.1.1
Jul 01, 2020 - Jun 30, 2026 On Track Progress 66%
Activity 1.1.2
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 1.1.3
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Pursue an AAA/Aaa/AAA GO Bond credit rating from S&P and Moody’s & Fitch.
Owner: Kim Sitton
Update provided by Kim Sitton on Dec 31, 2025 08:00:01
The City's POBs are rated AA+ in September 2021 by S&P. Water Revenue Bonds are rated AA in September 2025 by S&P, and Wastewater Revenue Bonds are rated AA+ in September 2025 by S&P. Bond credit rating to be re-evaluated by rating agencies with the next bond issuance.
Hold annual work sessions to identify potential cost savings and cost-containment opportunities.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:03:58
Department budget review meetings completed Feb/Mar 2023. Spring Financial Workshop held on April 13, 2023. FY 2024 budget process completed with City Council budget adoption on June 21, 2023.
Proactively manage the City’s pension liability debt.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:06:21
The issuance of POBs with an aggressive payoff schedule, the establishment of a section 115 pension stabilization trust, prefunding the trust with $30M and adopting a Pension Management Policy has effectively resolved this issue. Each fiscal year, the new CalPERS pension liability will be reviewed and addressed per the Pension Management Policy.
Regularly review revenue sources to ensure a balanced,
intentional allocation of revenue sources that protect against over-reliance on any single source of revenues.
Owner: Kim Sitton
Update provided by Aminah Mears on Oct 31, 2023 21:42:48 Annual evaluation through the budget process. FY 2025 revenue sources will be evaluated during the budget process, by June 30, 2024.
Review and update City fees and set intentional cost recovery goals for City services.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:07:46
New fee schedule adopted March 2022. Fees implemented in various systems and completed May 2022.
Activity 1.1.4
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 33%
Activity 1.1.5
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 1.1.6
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 1.1.7
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 1.1.8
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Increase the percentage of services funded via external sources by proactively pursuing grants, partnerships, and other funding opportunities.
Owner: Kim Sitton
Update provided by Kim Sitton on Dec 31, 2025 08:00:01
Continuous item; working with departments to identify funding opportunities.
Create strategic reserve funds (e.g. redevelopment, land acquisition, business attraction, etc.) to achieve organizational objectives.
Owner: Kim Sitton
Update provided by Alex Mercado on Oct 26, 2022 20:13:51 Reserve fund created in the FY22 Budget
Utilize zero-based budgeting on a three-year cycle to identify cost savings, justify expenditures, and ensure well-constructed financial plans.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:09:29
Review of department budgets completed for FY 2024. Continuous item with annual review through budget process.
Implement new budgeting software to streamline the annual budget development process, reduce the timeline and
resources needed, and enhance budgeting scenario
capabilities.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:10:02
New software (Questica) utilized beginning with the FY 2022 budget.
Activity 1.1.9
Jul 01, 2020 - Jun 30, 2026 On Track Progress 66%
Activity 1.1.10
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 1.2.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 1.2.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Establish a process to track total grant funding received on an annual basis.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:12:26
Process to track grant funding is complete.
Enhance opportunities for resident participation in the budget process.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:12:47
Budget available in multiple languages; full day budget workshops; community survey to guide budget priorities.
Find ways to simplify budget information.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:13:08
Interactive budget implemented; continuous item.
Ensure budget information is available in both English and Spanish.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:13:40
Interactive budget document implemented in multiple languages in Q1 FY23.
Activity 1.2.3
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 1.2.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 1.2.5
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 1.2.6
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Last Update: Jan 09, 2026 00:30:34
Outstanding debt per capita
Date
$564 $564 $564 $564 $564 $564 $564 $564
$2,212 $$2,212 2,212$2,212 $$2,212 2,212$2,212 $$2,212 2,212$2,212 $$2,212 2,212 $2,069 $$2,069 2,069$2,069 $$2,069 2,069$2,069 $$2,069 2,069$2,069 $$2,069 2,069 $1,894 $$1,894 1,894$1,894 $$1,894 1,894$1,894 $$1,894 1,894$1,894 $$1,894 1,894 $1,766 $$1,766 1,766$1,766 $$1,766 1,766$1,766 $$1,766 1,766$1,766 $$1,766 1,766 $1,659 $$1,659 1,659$1,659 $$1,659 1,659
FY21 Q1
FY21 Q2FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4FY24 Q1
FY24 Q2FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2FY25 Q3FY25 Q4FY26 Q1
FY26 Q2
$0
$500
$1000
$1500
$2000
$2500
Last Update: Jan 09, 2026 00:30:35
% Major Operating Funds Maintaining Minimum Fund Balance Quarter
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0%
25%
50%
75%
100%
Last Update: Jan 09, 2026 00:30:34
Debt payments as a % of operating budget
Quarter
2.49% 22.49% .49% 2.49% 22.49% .49% 2.49% 22.49% .49% 2.49% 22.49% .49% 111.03% 11.03% .03% 111.03% 11.03% .03%
9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4%
8.49% 88.49% .49% 8.49% 88.49% .49% 8.49% 88.49% .49% 8.49% 88.49% .49%
7.85% 77.85% .85% 7.85% 77.85% .85%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0%
2%
4%
6%
8%
10%
12%
Last Update: Jan 05, 2026 17:30:43
GO Bond credit rating
Date
Rating
AA- AA- AA- AA- AA- AA- AA- AAAA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ Bond Rating
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3FY23 Q4
FY24 Q1FY24 Q2
FY24 Q3FY24 Q4
FY25 Q1
FY25 Q2FY25 Q3FY25 Q4
FY26 Q1
FY26 Q2
Last Update: Jan 09, 2026 00:30:34
Percentage of GO Debt Capacity Used
Quarter
0.98% 00.98% .98% 0.98% 00.98% .98% 0.98% 00.98% .98% 0.98% 00.98% .98%
8.04% 88.04% .04% 8.04% 88.04% .04% 8.04% 88.04% .04% 8.04% 88.04% .04%
6.99% 66.99% .99% 6.99% 66.99% .99% 6.99% 66.99% .99% 6.99% 66.99% .99%
6.42% 66.42% .42% 6.42% 66.42% .42% 6.42% 66.42% .42% 6.42% 66.42% .42%
5.85% 55.85% .85% 5.85% 55.85% .85% 5.85% 55.85% .85% 5.85% 55.85% .85%
5.21% 55.21% .21% 5.21% 55.21% .21%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0%
2%
4%
6%
8%
10%
Last Update: Jan 09, 2026 00:30:34
Unfunded Pension Liability/POB balance (in millions)
Quarter
$272M $$272M 272M $272M $$272M 272M$272M $$272M 272M $272M $$272M 272M $276M $$276M 276M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $81.79M $$81.79M 81.79M $81.79M $$81.79M 81.79M
$108.32M $$108.32M 108.32M $108.32M $$108.32M 108.32M
$97.8M $$97.8M 97.8M
$0M $0M $0M $0M $0M $0M $0M $0M $0M $0M
$276M $$276M 276M $276M $$276M 276M
$259M $$259M 259M $259M $$259M 259M$259M $$259M 259M $259M $$259M 259M $243M $$243M 243M $243M $$243M 243M $243M $$243M 243M $243M $$243M 243M $225M $$225M 225M$225M $$225M 225M $225M $$225M 225M $225M $$225M 225M $207M $$207M 207M $207M $$207M 207M $207M $$207M 207M
Unfunded pension liability (in millions) POB balance (in millions) FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
$0M
$100M
$200M
$300M
Strong Economy - Expand the local economy by supporting local businesses, providing opportunities for new businesses, and ensuring there are ample opportunities for job seekers.
Owner: Alex Mercado
% #
Work Underway 21 4
Completed 79 15
Last Update: Jan 09, 2026 00:30:34
Diversity of revenue sources
Quarter
14.0 (0.27% -27.60%) 114.0 (0.27% -27.60%) 4.0 (0.27% -27.60%) 14.0 (0.43% -28.54%) 114.0 (0.43% -28.54%) 4.0 (0.43% -28.54%) 14.0 (0.21% -26.28%) 114.0 (0.21% -26.28%) 4.0 (0.21% -26.28%) 14.0 (0.21% - 26.28%) 114.0 (0.21% - 26.28%) 4.0 (0.21% - 26.28%) 14.0 (0.25% - 25.01%) 114.0 (0.25% - 25.01%) 4.0 (0.25% - 25.01%)14.0 (0.17% - 24.17%) 114.0 (0.17% - 24.17%) 4.0 (0.17% - 24.17%) 14.0 (0.14% - 24.14%) 114.0 (0.14% - 24.14%) 4.0 (0.14% - 24.14%) FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0 5
10 15
20 Strategic Goal 2 Progress 92%
Objectives: 3 Activity: 19
Develop and implement an Economic Development Strategic Plan that provides a vision and framework for business
attraction, expansion, development, and retention.
Owner: Amanda Wicker
Update provided by Alex Mercado on Feb 23, 2023 23:07:35 Plan adopted in August 2022. Efforts underway include planning for broker communications strategy, broker outreach, and grants program development.
Improve transparency and trust by creating a development handbook that explains the development review and approval process to community members and business owners.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Dec 21, 2023 23:36:32 All flow charts have been completed and posted online.
Review and update the City’s purchasing process to ensure it follows best practices and provides better opportunities for local vendors.
Owner: Kim Sitton
Update provided by Nicole McDaniel on Dec 31, 2025 08:00:01 CMC updated and effective October 2025. New policies in place as of January 2026. Procurement AI assistant in testing as of January 2026. Anticipated roll out March 2026. Upcoming enhancements include changes to the end of year PO open/close process and implementation of Workday ERP in the spring of 2026.
These changes are anticipated to enhance the purchasing process.
Create a Police Officer Business Liaison program to engage local businesses, provide advice on crime prevention, and respond to concerns.
Owner: Adam Roulston
Update provided by Donna Finch on Apr 21, 2023 01:01:32 The program was rolled out in June 2021. To date, there are over 130 businesses registered in the program.
Activity 2.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.1.2
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 2.1.3
Jul 01, 2022 - Jun 30, 2023 Work Underway
Progress 70%
Activity 2.1.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Establish a process to promote local businesses as part of the City's ongoing communication and outreach efforts.
Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:17:43 “Business Spotlight” e-newsletter launched April ’21; dedicated marketing campaigns ongoing
Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.
Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Dec 31, 2025 08:00:01 Attended grand openings in partnership with the Chamber to inform on Live Work Corona campaign.
Partner with regional workforce development boards to
increase job opportunities.
Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Dec 31, 2025 08:00:01 City staff continues to work with Riverside County Workforce Development to connect employers with job seekers.The Office of Economic Development, in collaboration with Riverside County’s Rapid Response team, supported DART employee sessions at DART Container’s Corona facility. Staff shared information on available resources, workforce programs, and support services to help individuals prepare for future employment. Continuing to promote Live Work Corona campaign and additional marketing efforts.
Craft an incentive strategy for businesses to locate in Corona.
Owner: Amanda Wicker
Update provided by Arlene Hernandez on Jun 30, 2024 07:00:01 Staff finalized an incentive strategy containing information on incentive types, performance standards, processes, and recommendations.
Develop entrepreneurial workshops and trainings that can be offered in English and Spanish.
Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:18:39 Launched Emprendedor@s program in 2021 (90+ graduates to date); partnered with SCORE on English trainings; additional trainings planned for FY23.
Activity 2.1.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 2.2.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.2.2
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 90%
Activity 2.2.3
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Activity 2.2.4
Jul 01, 2020 - Jun 30, 2021 Completed Progress 100%
Explore the creation of an economic development corporation in partnership with the Western Riverside Council of
Governments (WRCOG).
Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:19:07 WRCOG voted not to proceed in May '21.
Build partnerships and programs that support youth and adult development to ensure a prepared and skilled local workforce.
Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Dec 31, 2025 08:00:01 Partnering with business consultant to host a workshop in late January to offer resources to Corona entrepreneurs to reach their yearly financial goals.
Continuing collaboration with Emprendedor@s for the ninth cohort starting early February. Continuing the development of the Innovation Center with the proposed opening date of Summer 2026.
Develop a Downtown Revitalization Plan (including new design guidelines & streetscape enhancements)
Owner: Jess Garcia
Update provided by Alex Mercado on Feb 23, 2023 23:09:48 Plan adopted in Sept. 2022. Implementation underway, including codifying Downtown Specific Plan to incorporate DRP vision and working with depts to carry out Action Plan
Redevelop the Corona Mall Properties.
Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Dec 31, 2025 08:00:01 Wine Down Opened October 2025. Continue working with prospective tenants and securing LOIs.
Explore the feasibility of a facade improvement program.
Owner: Amanda Wicker
Update provided by Arlene Hernandez on Jan 12, 2024 00:40:12 Downtown Commercial Beautification Grant program set to launch in January 2024.
Activity 2.2.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 2.2.6
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 85%
Activity 2.3.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 2.3.3
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Explore the feasibility of establishing a program to assist longtime Corona restaurants to open smaller scale operations in the downtown area.
Owner: Amanda Wicker
Update provided by Amanda Wicker on Jul 13, 2023 22:06:24 Staff has determined a program would be feasible, but would need to identify a viable funding source. In FY 24, staff will be launching small business grant programs to support business retention and expansion in Corona and will encourage established Corona restaurants to explore a second location in the Downtown. Additionally, staff continues to research comparable programs offered by other California municipalities.
Review and update the City’s historic building guidelines and explore the establishment of a Historic Building Ordinance with clear preservation guidelines.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Sep 30, 2024 07:00:01 Ordinance approved by Council on October 2, 2024.
Explore the benefits and feasibility of a discounted
development fee structure for "historic home" infill
developments in the Circle and historic areas within the redevelopment area.
Owner: Colby Cataldi
Update provided by Alex Mercado on Feb 23, 2023 23:10:46 Ordinance on discounted feed reduction approved by City Council in Q2.
Take steps to increase crime prevention within the downtown business district, including exploring the deployment of additional dedicated police officers.
Owner: Adam Roulston
Update provided by Adam Roulston on Apr 18, 2024 21:22:32 Responsibility moved to Capt. Fountain in FSD
Activity 2.3.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.5
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.6
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.7
Jul 01, 2021 - Jun 30, 2024 Completed Progress 100%
Explore opportunities to bring in additional hotels to support larger conferences, gatherings, and events.
Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Dec 31, 2025 08:00:01 Currently exploring hotel concepts for targeted opportunity sites in Corona.
Last Update: Jan 14, 2026 02:30:42
Activity 2.3.8
Jul 01, 2025 - Jun 30, 2026 Work Underway
Progress 10%
% of small businesses that remain open one year after participating in various entrepreneurship programs
Quarter
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 FY26 Q2 0%
25%
50%
75%
100%
Last Update: Jan 14, 2026 02:30:42
% of commercial brokers engaged with
Quarter
18% 18% 19% 19% 19% 19%
12% 12%
17% 17%
14% 14%
78% 78%
11%1% 12% 12%
8%8%
10% 10%
25% 25%
40% 40%
60% 60%
75% 75%
80% 80%
FY22 Q1FY22 Q2
FY23 Q1
FY23 Q2FY23 Q3FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2FY25 Q3FY25 Q4
FY26 Q1FY26 Q2
0%
25%
50%
75%
100%
Last Update: Jan 14, 2026 02:30:42
# of businesses promoted
Quarter
1616
6 1010
6 1010
1919
1010
1515 1414 1414
9 4 3
8 2222
6868
2020
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0 20
40 60
80
Last Update: Jan 14, 2026 02:30:42
# of site selection inquiries that resulted in business opening or expanding in Corona Quarter
1 0
1 1
0 1 1
2 0 0 0 0
1 0
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 FY26 Q2 0 1
2 3
Sound Infrastructure - Sustain high quality service delivery by investing in public infrastructure, including parks, buildings, equipment, roads, and technology.
Owner: Alex Mercado
% #
On Track 31 5
Work Underway 19 3
Not Started 13 2
Completed 38 6
Last Update: Jan 14, 2026 02:30:42
% of business resources that can be accessed in Spanish Quarter
30% 30%
50% 50% 50% 50%
57% 57%
60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 FY26 Q2 0%
20%
40%
60%
80%
Strategic Goal 3 Progress 76%
Objectives: 3 Activity: 16
Review and revamp the Capital Improvement Plan (CIP)
program to include all potential capital improvement projects (including street and sidewalk maintenance), whether funded or not, utilizing, a 10-year time horizon, and develop a prioritized implementation plan.
Owner: Kim Sitton
Update provided by Kim Sitton on Jul 11, 2023 19:15:01
CIP revamp process is complete with revised project criteria, prioritized ranking system, and 10-year timeline; CIP document was revised to remove over 200 programs and projects that do not meet the new criteria. FY 2024 budget process completed with City Council budget adoption on June 21, 2023.
Develop an asset management program for all city
infrastructure, including condition assessments, lifecycle determinations, and preventative maintenance program for major capital assets— including City buildings—to extend their lifecycle.
Owner: Shawn Howard
Update provided by Shawn Howard on Oct 29, 2025 20:34:29 The AM program is continually correcting the AM software to incorporate requirements to capture conditions in Annual WOs, Scheduled Inspections, and PMs. This will gain insight and data on the current asset condition rating and allow the current software to report corrected values for the City's AM Program.
The infrastructure report to leadership is staging to be presented in January 2026
Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets.
Owner: Shawn Howard
Update provided by Shawn Howard on Oct 29, 2025 20:36:34 Currently meeting with Finance to develop the funding plan/ policy to start in FY 26 Develop a Fiber Optic Master Plan to guide the design, implementation, and management of the City’s fiber optic assets and related infrastructure.
Owner: Chris McMasters
Update provided by Alex Mercado on Oct 26, 2022 20:26:41 SIFI Contract approved Dec ‘21
Activity 3.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 3.1.2
Jul 01, 2022 - Aug 31, 2026 On Track Progress 87%
Activity 3.1.3
Jul 01, 2024 - Jun 30, 2027 On Track Progress 61%
Activity 3.1.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Build an up-to-date Geographic Information System (GIS) inventory of all utility infrastructure.
Owner: Greg Beringer
Update provided by Greg Beringer on Jan 11, 2024 23:34:00 All utility data is considered up to date. The project has been completed.
Develop a Corporate Energy Management Plan to reduce costs and improve energy efficiency.
Owner: Aminah Mears
Update provided by Alex Mercado on Oct 26, 2022 22:18:51 FY26 Project
Develop long-term multi-modal transportation plan for traffic improvements, mitigation efforts, and expansion of alternative transportation options (including bicycle and pedestrian) to reduce reliance on fossil fuels.
Owner: Rosalva Ureno
Update provided by Alex Mercado on Oct 26, 2022 22:19:11 FY26 Project
Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights.
Owner: Rosalva Ureno
Update provided by Tala Qasqas on Aug 05, 2025 19:41:19 The Traffic Signal Optimization project is underway and on schedule to upgrade our traffic signals with AI-ready control. At this time, no signals have been completed.
Activity 3.1.5
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Activity 3.1.6
Jul 01, 2025 - Jun 30, 2026 Not Started Progress 0%
Activity 3.2.1
Jul 01, 2025 - Jun 30, 2026 Not Started Progress 0%
Activity 3.2.2
Jul 01, 2022 - Jun 30, 2023 Work Underway
Progress 75%
Advocate with Riverside County Transportation Commission (RCTC) and the State for transportation improvements that impact congestion within Corona.
Owner: Savat Khamphou
Update provided by Savat Khamphou on Jun 30, 2025 07:00:01 Caltrans has initiated a project to add an Auxiliary lane between the N. McKinley Street off-ramp and Pierce Street on-ramp on the westbound SR-91, EA 08- 1P550. The project is currently in the planning phase, and construction is anticipated to begin in 2029.
Continue efforts to embrace mixed-use developments that would place housing within walking distance of commercial centers and public transportation.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:07:04 City Council in Q3 approved objective development standards and design guidelines for High Density Residential and Mixed Use projects located within the city's commercial corridors and within access to public transportation.
Develop a Parks and Recreation Master Plan
Owner: Moses Cortez
Update provided by Sarah Arce on Oct 15, 2024 21:09:40
The Parks and Recreation Master Plan is completed and has been adopted and approved by City Council. Projects have been entered into Questica.
Develop Trails Master Plan for the City, including safety planning and planning for access points to Cleveland National Forest.
Owner: Moses Cortez
Update provided by Sarah Arce on Oct 15, 2024 21:09:52
The Trails Master Plan is completed and has been adopted and approved by City Council. Projects have been entered into Questica.
Activity 3.2.3
Jul 01, 2020 - Jun 30, 2026 On Track Progress 60%
Activity 3.2.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 3.3.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 3.3.2
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Establish consistent quality and maintenance standards for City park and recreation facilities.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 Staff has implemented weekly, monthly and annual park inspections. These inspections will help ensure consistent and quality park inspections that align with the parks and recreation master plan.
Utilize an asset management program to ensure that condition assessments, maintenance activities, and upgrades for park and recreation facilities are prioritized and completed in a timely manner.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 SC staff will continue to support Public Works with any additional data needs or any information that will be needed to complete the final asset report.
Institute regular park inspections to proactively identify needed repairs, improvements, and required maintenance to ensure a consistent high-quality experience and develop an easy-to-read report card.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 Park Inspection forms are completed and entered into Nex-Gen. First round of Annual inspections is completed. Park Rangers are performing weekly and monthly inspections and proactively working on creating deferred maintenance tasks.
Continue efforts to implement "park sponsorships" to increase funding and community support for parks.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 Working with ED and CS team to create park sponsorship program opportunities along with categories and sponsorship levels.
Activity 3.3.3
Jul 01, 2021 - Jun 30, 2023 Work Underway
Progress 95%
Activity 3.3.4
Jul 01, 2022 - Jul 01, 2026 Work Underway Progress 85%
Activity 3.3.5
Jul 01, 2020 - Jun 30, 2026 On Track Progress 90%
Activity 3.3.6
Jul 01, 2020 - Jun 30, 2026 On Track Progress 66%
Safe Community - Protect our quality of life by ensuring the community is safe and clean.
Owner: Alex Mercado
% #
On Track 8 2
Work Underway 13 3
Completed 79 19
Upgrade and maintain the City’s 911 system to ensure reliable emergency response.
Owner: Paul Mercado
Update provided by Matthew Windish on Dec 31, 2025 08:00:01 CalOES allotment received. Now working with AT&T to review their questionnaire regarding our refresh. The department will be using an onpremise system and not a cloud-based application. This is due to state-wide implementation issues with NG-911.
Identify the obstacles to reducing response times, implement solutions to meet or beat national benchmarks, track results, and report out publicly.
Owner: Brian Young
Update provided by Robert Newman on Apr 11, 2023 20:17:52 PD DIspatch amended protocols to more rapidly deploy units to calls for service.
PD benchmarks are being met and regularly reported via Annual Report and through the City's Quarterly Reports.
Determine appropriate staffing levels for effective emergency response capability and address understaffing.
Owner: Robert Newman
Update provided by Aminah Mears on Oct 31, 2023 21:54:10 Police can now determine the percentage of time patrol officers are available for proactive service. The data shows officers' available time is hovering around 35%, which is consistent with data from 2019, indicating staffing levels are status quo. A goal will be to increase the availability so officers can continue to proactively patrol high crime areas and engage in significant community outreach and policing efforts. Staffing will constantly be evaluated to ensure the patrol response times are at or near five minutes for Priorty 1 calls for service.
Strategic Goal 4 Progress 93%
Objectives: 5 Activity: 24
Activity 4.1.1
Jul 01, 2021 - Jun 30, 2023 Work Underway
Progress 80%
Activity 4.1.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.1.3
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Develop a process to scale emergency response to call type and need (i.e. low acuity response model in Fire).
Owner: Brian Young
Update provided by Andrew Kim on Jan 11, 2024 23:30:40
Project completed.
Explore opportunities to adopt best practices and computer aided dispatch systems.
Owner: Chad Fountain
Update provided by Matthew Windish on Dec 31, 2025 08:00:01 The department completed an evaluation of opportunities to adopt best practices and alternative computer-aided dispatch (CAD) systems. As a result of this review, the decision has been made to continue utilizing the Motorola FLEX platform for the next five years. This continuation includes a comprehensive system refresh, which has been formally approved and is currently in the planning phase.
In conjunction with the system refresh, Motorola will provide a dedicated week of on-site training. This training will allow staff to review, refine, and update operational practices to ensure the FLEX system is used effectively and aligned with current industry best practices. This approach supports system stability while advancing efficiency, training, and continuous improvement.
Develop a plan to address chronic staffing issues in the dispatch call center.
Owner: Robert Newman
Update provided by Aminah Mears on Oct 31, 2023 21:55:00 Although staffing and mandatory overtime in dispatch remains challenging, we are actively recruiting and have several potential new team members in the hiring process. Additionally, two team members are in the training program; they are scheduled to complete their field training within the next serval months.
Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.
Owner: Kim Sitton
Update provided by Aminah Mears on Oct 31, 2023 21:55:56 Fire facilities plan added to scope of work for city facilities assessment and is currently in contracting phase; fire apparatus replacement plan is currently underway and included in both the FY 2023 and upcoming FY 2024 budget.
Activity 4.1.4
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.5
Jul 01, 2021 - Jun 30, 2024 Work Underway
Progress 80%
Activity 4.1.6
Jul 01, 2020 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.7
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Expand resident engagement and involvement in police and fire support efforts (e.g., Citizens on Patrol, Neighborhood Watch) Owner: Adam Roulston
Update provided by Adam Roulston on Mar 31, 2025 07:00:01 Programs have been updated and activated, on track and continuous evaluation.
Continue and enhance the City’s Graffiti Removal program.
Owner: Moses Cortez
Update provided by Bailey Ward on Apr 12, 2023 15:40:55 The Facilities, Parks, and Trails Division is in the process of expanding the City of Corona’s contract with graffiti removal vendor. Additional funding requests have been made for fiscal year 2024 to accommodate the growing need for graffiti removal services.
Improve the use of the SeeClickFix app to report issues.
Owner: Moses Cortez
Update provided by Bailey Ward on Apr 12, 2023 18:22:31 With the recent integration of QR codes in public outreach for the various master plans, the Maintenance area is seeking to expand QR code use to direct and encourage residents to report issues via SeeClickFix.
Enforce current anti-camping and trespassing ordinances.
Owner: Adam Roulston
Update provided by Adam Roulston on Apr 18, 2024 21:23:20 Responsibility moved to Capt. Fountain and FSD
Implement the Community Wildfire Protection Plan.
Owner: Brian Young
Update provided by Alex Mercado on Oct 26, 2022 20:38:14 Will be used as foundation for Fire Safe Council
Activity 4.1.8
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.2.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.2.2
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.2.3
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.3.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Promote community involvement in identifying hazards and effective measures to reduce impacts.
Owner: Brian Young
Update provided by Brian Young on Mar 31, 2025 07:00:01 This will be an ongoing initiative led by Emergency Services (Lee Shin).
Hold annual safety drills for various emergency situations (e.g., fire, earthquake, or active shooter) for both staff and residents.
Owner: Lee Shin
Update provided by Lee Shin on Mar 31, 2024 07:00:01
These annual safety drills will continue to take place in the Fall of 2024.
Raise public awareness of local hazards and risks via a communication initiative.
Owner: Lee Shin
Update provided by Brian Young on Apr 15, 2024 15:13:49 New Alert and Warning system in place.
New Countytwide evacuation softwware.
Expand Community Emergency Response Team (CERT)
trainings and build neighborhood-based CERT Teams.
Owner: Lee Shin
Update provided by Tala Qasqas on Jun 30, 2025 07:00:01 Teen CERT classes at Centennial and Santiago Hugh School have been complete and Graduation took place in May 2025.
Activity 4.3.2
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Activity 4.3.3
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.3.4
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 4.3.5
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Provide preparedness training courses and certifications.
Owner: Lee Shin
Update provided by Lee Shin on Sep 30, 2025 07:00:01
In September, the Corona Fire Department successfully completed a Fall CERT Academy for 20 Corona residents, covering a range of disaster preparedness topics designed to build personal and community resilience.
Building on that momentum, we launched a Teen CERT preparedness course at Orange Grove High School beginning in October 2025, helping equip the next generation with essential emergency response skills.
Additionally, a Teen CERT course is currently underway for members of the Latter-day Saint Church, with completion scheduled for October 14, 2025.
These programs reflect our ongoing commitment to preparedness education across all age groups and community sectors.
Activity 4.3.6
Jul 01, 2020 - Jun 30, 2026 On Track Progress 66%
Host events that put preparedness skills to use.
Owner: Lee Shin
Update provided by Lee Shin on Jan 23, 2025 00:08:52
Emergency Preparedness Expos and Workshops:
The city regularly hosts Emergency Preparedness Fairs or Expos where local emergency responders, including police, fire, and medical professionals, demonstrate preparedness techniques.
These events may feature live demonstrations of first aid, fire safety, search and rescue, and evacuation procedures.
Workshops may also be organized to teach residents how to create emergency plans, assemble disaster supply kits, and maintain communication during an emergency.
Community Emergency Response Team (CERT) Training:
CERT programs are commonly offered, providing residents with the skills to assist in their neighborhoods in the event of a disaster. Participants are trained in basic first aid, fire safety, light search and rescue, and disaster response. Some events may be interactive simulations where people get to practice these skills in mock disaster scenarios.
Disaster Simulations and Drills:
The city may conduct mock disaster drills that simulate real-life emergency situations, like a large-scale earthquake or wildfire.
These drills involve the participation of local emergency responders, community volunteers, and residents. Residents can practice skills such as sheltering in place, evacuating, or providing basic medical assistance in a simulated environment.
These drills help participants experience the stress and challenges of an emergency while practicing their skills in a safe environment.
Fire Safety Events:
Events that focus specifically on wildfire preparedness or general fire safety are common in Southern California. The city might hold fire drills, demonstrations on how to create defensible space around homes, or information sessions on fire evacuation plans.
Community members may be encouraged to visit fire stations and learn about fire prevention tools or get a hands-on experience with fire extinguishers.
Neighborhood Preparedness Challenges:
Sometimes the city organizes neighborhood preparedness
challenges, where different neighborhoods compete to see who can develop the best emergency plan, assemble the most
effective emergency supply kit, or demonstrate the fastest evacuation process. These events foster community
collaboration and engagement, making preparedness feel more accessible and fun.
First Aid and CPR Certification Classes:
Activity 4.3.7
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
The city might partner with organizations like the American Red Cross or local healthcare providers to offer CPR and First Aid certification classes. These courses teach life-saving skills that are critical during an emergency when professional medical help may be delayed.
Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters.
Owner: Brian Young
Update provided by Carmen Zambrano on Oct 12, 2023 23:25:36 Bylaws, policies, and strategic plan complete. Website is now live FireSafecorona.org. Grant-funded marketing and education plan in development.
Activity 4.3.8
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Implement the City’s Homelessness Strategic Plan
Owner: Karen Roper
Update provided by Jennifer Munoz on Sep 30, 2025 07:00:01
1. CPD Homeless related calls for service- Decrease
Homeless related calls for services declined by 51% from FY25 to FY26 in Q1.
The significant decrease likely reflects effectiveness of the city’s system of services response strategy including CPD HOPE and City Net outreach and engagement, placement in emergency shelter, and connection to permanent housing. It is important to note this is the least number of calls in one quarter since the city started tracking these performance measures in Envisio.
FY 2026-Q1: 622
FY 2025-Q1: 1,274
2. Cubic Yards of Debris- Decrease
Encampment clean-up efforts are on the decline by 6.5% when comparing FY 26 Q1 to FY 25 Q1. These trends are related to the effectiveness of the City’s Homeless System of Services. It is worth noting that the clean-up efforts in Q1 included encampment clean up connected to a fire in the Green River Area; however, even when these statistics are included, trends were still on the decrease.
FY 2026-Q1: 360
FY 2025-Q1: 385
3. Emergency Shelter clients Served-Decrease
The 27% decrease in emergency shelter clients served is due to two primary factors: 1) First, the full expenditure and close out of the Santa Ana Riverbed grant reduced the number of emergency shelter motel beds available therefore less clients were served; 2) Clients being served at the Harrison Hope Center had longer shelter stays resulting in lower turnover rates, and fewer available beds for new clients.
FY 2026-Q1: 234
FY 2025-Q1: 321
4. Number of Permanent Housing Placements- Decrease
The decrease can be attributed to several factors: 1) The full expenditure and close out of the Santa Ana Riverbed grant. With decreased funding for rapid rehousing and landlord incentives, fewer clients have been able to move into permanent housing; 2) Clients entering the Harrison Hope Center and Motel Shelter Programs are facing higher barriers, which resulted in longer shelter stays and fewer clients successfully transitioning into permanent housing; 3) With the ramp up of the Tenant-Based Rental Assistance Program, the bulk of Activity 4.4.1
Jul 01, 2020 - Jun 30, 2026 On Track Progress 68%
program funding is supporting existing clients who are already housed and in need of ongoing rent subsidies. As a result, fewer new permanent housing placements were achieved due to limited funding.
FY 2026-Q1: 10
FY 2025-Q1: 46
5. Emergency shelter beds available- Decrease
The decrease in emergency beds is due to two primary factors: 1) First, the full expenditure and close out of the Santa Ana Riverbed grant resulting in the reduced the number of emergency shelter motel beds; 2) Second, clients entering the Harrison Hope Center and Motel Shelter Programs are facing higher barriers resulting in longer shelter stays and fewer turnover rates, thus resulting in fewer available beds for new clients.
FY 2026-Q1: 81
FY 2025-Q1: 89
6. City Net Street outreach and engagement contacts- Decrease City Net experienced an increase in staff turnover, which led to a reduction in outreach and engagement efforts. Additionally, the full expenditure and close out of the Santa Ana Riverbed grant resulted in the reduction in City Net outreach staff and therefore reduced the overall number outreach and engagements by 54%.
FY 2026-Q1: 58
FY 2025-Q1: 126
7. Number of affordable housing units - No change
FY 2025-Q4: 1,384
FY 2024-Q4: 1,384
Develop a strategy to meet the mandated Regional Housing Needs Assessment residential unit numbers.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Jun 30, 2024 07:00:01 Housing Element rezoning program completed in April 2024.
Adopt a policy to approve and encourage high-density housing within designated areas of the City.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:10:13 City Council in Q3 approved an Affordable Housing Overlay zone and rezoned properties to allow high density residential and mixed use developments.
Activity 4.5.1
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 4.5.2
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Look for opportunities to facilitate the acquisition of sites to develop affordable housing for lower income households.
Owner: Karen Roper
Update provided by Jennifer Munoz on Jun 30, 2025 07:00:01
1. CPD Homeless related calls for service- Increase
The increase in calls for service likely reflects a combination of enhanced community reporting and an elevated visibility of unhoused folks in the community. Typically, Q4 is in warmer months, allowing for more outdoor activity making unhoused population more noticeable in the community.
During Q4, some grants came to an end, resulting in reduced resources increasing visibility of homeless individuals.
FY 2025-Q4: 1,197
FY 2024-Q4: 1,106
2. Cubic Yards of Debris- Decrease
As in previous quarters, removal of debris is seasonal because the city is restricted by the corps as to when we can remove debris from the riverbed due to the nesting season of the Least Bell’s Vireo Sparrow; (some quarters are higher than others). In addition, successful outreach efforts of City Net and CPD HOPE have reduced the occurrence of encampments.
FY 2025-Q4: 305
FY 2024-Q4:585
3. Emergency Shelter clients Served- Decrease
The decrease in shelter clients served is due to reduced SAR grant funding for emergency motel shelter and longer stays for clients at the HCC, which have contributed to lower turnover rates.
FY 2025-Q4: 264
FY 2024-Q4: 279
4. Number of Permanent Housing Placements- Decrease
The decrease can be attributed to several factors, including the conclusion of the SAR grant. With funding ending, fewer clients have been able to move into permanent housing. Also, clients entering the HCC and shelter programs are facing higher barriers, which results in longer shelter stays and fewer clients successfully transitioning into permanent housing. Finally, with the ramp up of TBRA program, client management and processing takes longer resulting in fewer housing placements.
FY 2025-Q4: 6
FY 2024-Q4: 26
5. Emergency shelter beds available- Decrease
The decrease in emergency beds is due to two primary factors. First, the completion of the SAR grant reduced the number of emergency shelter motel placements. Second, a higher number of clients being served at the HCC has led Activity 4.5.3
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 33%
to lower turnover rates, resulting in fewer available beds.
FY 2025-Q4: 89
FY 2024-Q4: 104
6. City Net Street outreach and engagement contacts- Decrease City Net experienced an increase in staff turnover, which led to a reduction in outreach efforts. Additionally, the conclusion of the SAR grant resulted in the reduction in outreach staff and therefor reduced outreach and engagements.
FY 2025-Q4: 79
FY 2024-Q4: 254
7. Number of affordable housing units- no change
FY 2025-Q4: 1,384
FY 2024-Q4: 1,384
Develop affordable housing in areas that are within walking distance of public transportation and commercial services.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:11:58 City Council in Q3 approved an Affordable Housing Overlay Zone and rezoned properties to allow high density residential that would set aside units for low income households.
Activity 4.5.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Last Update: Oct 31, 2025 18:30:42
% of residents feeling very safe in their neighborhoods during the day Quarter
86% 86% 86% 86% 86% 86% 86% 86%
80% 80% 80% 80% 80% 80% 80% 80%
84% 84% 84% 84% 84% 84% 84% 84%
86% 86%
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
100%
25%
50%
75%
Last Update: Oct 31, 2025 18:30:42
% Community satisfaction rating of public safety efforts Quarter
59% 59% 59% 59% 59% 59% 59% 59%
67% 67% 67% 67% 67% 67% 67% 67%
69% 69% 69% 69% 69% 69% 69% 69%
71% 71%
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
20%
40%
60%
80%
Last Update: Oct 31, 2025 18:30:43
% of residents rating the overall cleanliness of Corona as good or excellent Quarter
50% 50% 50% 50% 50% 50% 50% 50%
60% 60% 60% 60% 60% 60% 60% 60% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
20%
40%
60%
80%
Last Update: Oct 31, 2025 18:30:43
% of residents rating the overall appearance of Corona as good or excellent Quarter
52% 52% 52% 52% 52% 52% 52% 52%
63% 63% 63% 63% 63% 63% 63% 63% 64% 64% 64% 64% 64% 64% 64% 64% 62% 62%
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
20%
40%
60%
80%
Last Update: Oct 31, 2025 17:30:45
Number of code compliance/property maintenance citations or warnings Quarter
1,595 11,595 ,595 1,595 11,595 ,595
573 573
807 807
413 413 413 413
491 491
794 794
459 459
530 530
489 489
605 605
1,086 11,086 ,086
896 896
1,1 11,1,1151155
895 895 871 871
394 394
854 854
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
FY27 Q1
500
1000
1500
0 2000
Last Update: Oct 31, 2025 18:30:42
% of community members who report they are prepared for an emergency Quarter
83% 83% 83% 83% 83% 83% 83% 83%
87% 87% 87% 87% 87% 87% 87% 87% 88% 88% 88% 88% 88% 88% 88% 88% 84% 84%
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
25%
50%
75%
100%
Last Update: Jan 05, 2026 19:30:39
Annual number of residents taking part in emergency preparedness trainings. Events include CERT training and CPR classes
Quarter
198 198 198 198
5555
865 865
1,275 11,275 ,275
1,158 11,158 ,158
177 177
61611
1,497 11,497 ,497
1,015 11,015 ,015
305 305
567 567
399 399
220 220 230 230
1,234 11,234 ,234
1,080 11,080 ,080
1,228 11,228 ,228
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0 500
1000
1500
2000
Last Update: Jan 12, 2026 23:30:36
Number of affordable housing units
Quarter
1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 1,384 11,384 ,384 FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0 500
1000
1500
Sense of Place - Building community through celebrating our rich heritage, increasing access to recreational and cultural activities, and improving the relationship between the city and residents.
Owner: Alex Mercado
% #
On Track 11 2
Work Underway 21 4
Completed 68 13
Last Update: Jan 12, 2026 21:30:50
Number of permanent supportive housing units under development Quarter
1212
9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0 100
25 50
75 Strategic Goal 5 Progress 93%
Objectives: 3 Activity: 19
Increase large-scale recreation events (sports themed, food, etc.) that provide both social and economic benefits to the community.
Owner: Monique Leon
Update provided by Mirna Romero on Jun 30, 2024 07:00:01 Budget proposal for expanding our special events portfolio has been successfully adopted in Q4. Additional funds will support the planning and execution of special events to diversify our event formats to cater to a broader audience, ensuring wider visibility and participation.
Explore the option of forming a special event unit within the Community Services Department.
Owner: Monique Leon
Update provided by Jason Lass on Jul 13, 2023 18:18:40
Proposed year two Special Events division growth with additional staff, larger events, enhanced entertainment, and community engagement capacity.
Utilize volunteer-led hikes to help residents become familiar with trail and park opportunities in the community.
Owner: Moses Cortez
Update provided by Mirna Romero on Dec 31, 2025 08:00:02 Progress updated
Develop "on demand" registration capabilities to provide onsite registration or reservations at parks, fields, or facilities.
Owner: Monique Leon
Update provided by Mirna Romero on Jun 30, 2024 07:00:02 The Supplemental Insurance option is now functional. Staff is currently training on the use of this new feature.
Develop an additional performing arts venue within the City and/or renovating the Historic Civic Center to become the City’s premier performing and visual arts center.
Owner: Monique Leon
Update provided by Mirna Romero on Jul 30, 2024 14:56:33 New goal will be established based on direction of City Council to renovate HCC.
Activity 5.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.2
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 5.1.3
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.5
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Designate the Historic Civic Center as Corona's center for the arts and relocate all non-arts lessees.
Owner: Monique Leon
Update provided by Monique Leon on Dec 31, 2025 08:00:01 City Council approved a phase 2 approach to the renovation of the HCC and the transition of the programs to the location. Staff has met with an architecture firm to discuss the updates and improvements to the facility. Next steps are pending their DD submittal.
Promote the use of public spaces for certain festivals or shows to showcase arts and culture.
Owner: Monique Leon
Update provided by Mirna Romero on Jul 30, 2024 14:58:30 Phase II application period closes July. Recommendations will be taken to Council in June. Program is ongoing.
Review and revamp the City’s calendar of signature community events to clarify the City’s role, determine potential partners, and identify opportunities to celebrate diverse cultures.
Owner: Monique Leon
Update provided by Jason Lass on Apr 11, 2023 20:22:52
A revised and revamped City event calendar was presented to the Committee of the Whole on November 9, 2023. Staff have made recommendations for enhancement to the City's event schedule as part of the Fiscal Year 2024 budget.
Update the Mills Act Landmark list.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Jun 30, 2024 07:00:01 The city's landmark list is updated. City is working on other amendments to the Historic Resources Ordinance to encourage more nominations for landmarks.
Anticipated in September 2024.
Reimagine the City of Corona's brand, identity, and story, and identify opportunities to brand City facilities to instill a sense of pride and make them more welcoming.
Owner: Cindy Solis
Update provided by Cindy Solis on Oct 12, 2023 15:11:53 On September 20th, Corona City Council provided final desired art direction of the City Seal. On October 4th, the Corona City Council reviewed the proposed Ordinance to amend the municipal code and adopt a new Corporate City Seal.
The second reading will take place on October 19th, and the new City Seal will take effect 30 days later on November 17. Implementation will follow.
Activity 5.1.6
Jul 01, 2022 - Jun 30, 2023 Work Underway
Progress 80%
Activity 5.1.7
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 5.2.1
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.2.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 5.2.3
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community.
Owner: Monique Leon
Update provided by Bailey Ward on Apr 12, 2023 15:24:33 The Community Services Department have held Community Conversations for Hispanic Heritage and Black History Months. The City held its Community Conversations event for Black History Month on February 16, 2023. The next Community Conversations event will celebrate Asian American Pacific Islander (AAPI) Heritage Month and will be held on May 11, 2023
Ensure that City services can be accessed in both English and Spanish.
Owner: Cindy Solis
Update provided by Alex Mercado on Oct 26, 2022 20:44:46 Website translation, budget, Spanish and English PSAs, expanded bilingual pay.
Improve the City website for ease of use.
Owner: Cindy Solis
Update provided by Cindy Solis on Mar 30, 2025 07:00:01 New website launched Tuesday, April 8, 2025.
Identify opportunities to increase access to City services and spaces for people with disabilities.
Owner: Savat Khamphou
Update provided by Tracy Martin on Dec 31, 2025 08:00:01 Year 3: Project is complete.
Year 4: Waiting for purchase order to be issued; anticipate NTP in January 2026.
Year 5: Currently in project design. Anticipate plan check submittal in February 2026.
Activity 5.2.4
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.3
Jul 01, 2021 - Jun 30, 2022 Work Underway
Progress 70%
Develop an implementation plan for ADA improvements to City facilities and ensure ADA-required improvements are included as part of the City’s Capital Improvement Program planning.
Owner: Savat Khamphou
Update provided by Savat Khamphou on Jun 30, 2025 07:00:01 Study continues into the summer.
Explore the feasibility of expanding inclusive playground equipment across the City.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 Parks staff will continue looking for opportunities to incorporate inclusivity into future playground builds.
Ensure robust engagement with a broad cross section of all segments of the community when developing plans for new or renovated parks and facilities.
Owner: Moses Cortez
Update provided by Moses Cortez on Dec 31, 2025 08:00:01 Parks staff will continue to engage with the community as park projects and amenities are installed. We have also kept the parks commission engaged on amenities as they are being selected during the design process.
Increase the City’s support, coordination, and partnerships to enhance veteran services and programs.
Owner: Aminah Mears
Update provided by Tala Qasqas on Jun 30, 2025 07:00:01 Project is o n track at 85% complete (target complete date is October). -Aminah M.
Activity 5.3.4
Jul 01, 2021 - Jun 30, 2022 Work Underway
Progress 73%
Activity 5.3.5
Jul 01, 2021 - Jun 30, 2022 Work Underway
Progress 80%
Activity 5.3.6
Jul 01, 2020 - Jun 30, 2026 On Track Progress 85%
Activity 5.3.7
Jul 01, 2021 - Jan 01, 2025 On Track Progress 85%
Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community.
Owner: Lori Sassoon
Update provided by Angela Rivera on Mar 09, 2023 19:34:32 The EEOP is complete and has been communicated to all employees.
Last Update: Oct 31, 2025 17:30:46
Activity 5.3.8
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
% of residents who volunteered time to some group/activity in Corona at least once last month
Quarter
22% 22% 22% 22% 22% 22% 22% 22%
25% 25% 25% 25% 25% 25% 25% 25%
24% 24% 24% 24% 24% 24% 24% 24%
FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 0%
5%
10%
15%
20%
25%
30%
High-Performing Government - Improve the efficiency and effectiveness of the City’s services to bring government into the 21st century.
Owner: Alex Mercado
% #
On Track 5 2
Work Underway 16 7
Not Started 7 3
Completed 73 32
Last Update: Oct 31, 2025 18:30:45
% of residents rating the community’s openness and acceptance towards people of diverse
Quarter
57% 57% 57% 57% 57% 57% 57% 57%
74% 74% 74% 74% 74% 74% 74% 74% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% FY23 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY24 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY25 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY26 Q1 0%
20%
40%
60%
80%
Strategic Goal 6 Progress 85%
Objectives: 5 Activity: 44
Review the Strategic Plan annually and track goals through established performance indicators to provide a framework for budget decisions.
Owner: Aminah Mears
Update provided by Jacob Ellis on Dec 20, 2022 15:28:05 Quarterly and Annual Reporting process now in place.
Fully revise the Strategic Plan every four years and include multiple stakeholders in the planning process.
Owner: Aminah Mears
Update provided by Tala Qasqas on Jun 30, 2025 07:00:01 Still in progress. The planning process should start in Q3 of FY 26. -Aminah M.
Develop annual department work plans based on the Strategic Plan and the City’s budget.
Owner: Aminah Mears
Update provided by Tala Qasqas on Aug 05, 2025 20:29:54 All FY26 work plans have been submitted and are under review by CMO.
Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures.
Owner: Aminah Mears
Update provided by Aminah Mears on Oct 31, 2023 22:06:30 Quarterly reports ongoing; the first Annual Report was published on October 10, 2023. FY24 qtr 1 report completed.
Use the open data portal to increase transparency and help residents engage with City government.
Owner: Chris McMasters
Update provided by Alex Mercado on Feb 23, 2023 23:23:15 Ongoing updates are made to the open data portal; recent changes have been made to community development and homeless dashboard pages.
Activity 6.1.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.1.2
Jul 01, 2024 - Jun 30, 2025 Work Underway
Progress 90%
Activity 6.1.3
Jul 01, 2021 - Jun 30, 2026 On Track Progress 90%
Activity 6.1.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.1.5
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Quantify results from programs to drive process improvements and evaluation efforts.
Owner: Aminah Mears
Update provided by Alex Mercado on Oct 26, 2022 21:16:14 Performance indicators established for major services.
Develop an external communication plan to tell our story, build trust between the City and residents, help people get to know their City on a personal level, remember our history, and build a sense of pride by leveraging social media, internet, print, and other forms of two-way communication and engagement with residents.
Owner: Cindy Solis
Update provided by Alex Mercado on Oct 26, 2022 21:10:41 Plan presented at the May ‘21 Council Study Session.
Establish regular community satisfaction surveys to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.
Owner: Aminah Mears
Update provided by Justin Tucker on Jan 02, 2024 15:45:49 2023 Community Survey completed in Fall 2023 with 972 responses. Survey results were presented to City Council in October 2023.
Proactively pursue, and incorporate, resident input into all major planning efforts.
Owner: Anne Turner
Update provided by Anne Turner on Apr 11, 2023 20:25:48 All planning efforts by the Community Services Department have incorporated significant input from the Corona Community. Multiple surveys were launched for each initiative, including but not limited to electronic surveys, paper surveys, social media engagement, leaves in the parks, pop-up events, and doorknocking. Regular discussions are also held with the Parks and Recreation Commission, the Library Board of Trustees, and the Trails Work Group.
Activity 6.1.6
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.2.1
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.3
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the “silent majority,” as well as diverse and historically underrepresented communities.
Owner: Cindy Solis
Update provided by Andrew Kim on Jan 16, 2024 20:40:31
Per Shaughn Hull, this activity is complete as it is ongoing and his department continues to improve the output of his department.
Promote volunteerism through the creation of a volunteer strategy and recognition program to encourage, recognize, support, and enhance volunteer efforts.
Owner: Monique Leon
Update provided by Bailey Ward on Apr 12, 2023 15:28:14 New Volunteer Program Coordinator position established in Community Services Department; monthly volunteer orientations hosted in person; website updated with all city volunteer opportunities; volunteer recognition event held in September 2022; continuing to grow volunteerism in Corona.
Conduct annual employee engagement surveys and establish standard internal metrics to track engagement.
Owner: Lori Sassoon
Update provided by Lori Sassoon on Sep 30, 2025 07:00:01 Employee Engagement Survey completed July 2025; results shared with Directors; Department Action Plans developed to address challenges.
Ensure competitive salaries and benefits by reviewing
classification and compensation every three to five years and make appropriate adjustments based on data.
Update provided by Alex Mercado on Oct 26, 2022 21:15:11 Class and Comp. Study completed.
Develop stronger performance management processes,
including consistent annual performance evaluations for all staff to ensure accountability, professional conduct, and adaptation to change.
Update provided by Alex Mercado on Feb 23, 2023 23:24:18 Electronic Performance Evaluation launched, and training completed by Managers and Supervisors.
Activity 6.2.4
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.3.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.3
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Establish career development plans for all staff members.
Update provided by Alex Mercado on Feb 23, 2023 23:24:27 Career development plans developed and included in annual performance evaluation process.
Create a formalized staff training and development program on a wide range of topics, with a focus on increasing management skills for supervisors.
Owner: Lori Sassoon
Update provided by Lori Sassoon on Dec 31, 2025 08:00:02 Work was on hold this quarter on Corona University, our new and updated employee development initiative to provide training for employees at all levels of the organization. Our OD Officer was on maternity leave this quarter. Before she left, the draft curriculum was developed for each track of the program, and the first two courses are planned to launch in Q3 2026. This project will be her top priority when she returns in February 2026.
Explore the option of instituting an employee mentoring program that pairs new staff with seasoned mentors.
Owner: Lori Sassoon
Update provided by Lori Sassoon on Dec 31, 2025 08:00:03 The previous Mentoring Program will be combined into the new Corona University program launching in 2026. This project has been on hold during the maternity leave of the OD & Training Officer. Corona University is her top priority when she returns in February 2026.
Review and revamp the employee wellness program.
Owner: Lori Sassoon
Update provided by Angela Rivera on Jul 20, 2023 16:17:14 The wellness program is established, and a committee has been created for every category.
Develop a new Employee Orientation that reinforces
organizational values, goals, and helps provide an exciting onboarding experience.
Owner: Lori Sassoon
Update provided by Kelsey Kenz on Jun 26, 2023 15:47:35 New Hire Orientation complete. Launched 6/27/23.
Activity 6.3.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.5
Jul 01, 2021 - Dec 31, 2026 Work Underway
Progress 20%
Activity 6.3.6
Jul 01, 2023 - Dec 31, 2026 Work Underway
Progress 0%
Activity 6.3.7
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.3.8
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Review, revise, and simplify personnel policies to improve readability, reduce the number of policies, and embrace forward-thinking employment policies and practices that will enhance the City’s ability to attract, reward, and retain top talent.
Owner: Lori Sassoon
Update provided by Lori Sassoon on Dec 31, 2025 08:00:01 Further progress on this activity is on hold pending completion of the WorkDay project in Q2 2026, as staff resources are devoted to that high-priority initiative.
Streamline and simplify the process for recruiting and hiring new employees to reflect best practices.
Owner: Lori Sassoon
Update provided by Kelsey Kenz on Jul 03, 2023 16:31:42 Hiring Guide submitted for approval.
Establish a staff recognition program/policy and a retiring employee recognition program/policy to recognize the amazing efforts across the organization and thank long-time employees who are retiring from service.
Update provided by Angela Rivera on Jul 20, 2023 16:15:35 Employee recognition is complete.
Conduct periodic third-party audits in key service areas.
Owner: Kim Sitton
Update provided by Kim Sitton on Dec 31, 2025 08:00:01
Item to be completed on an as-needed basis
Activity 6.3.9
Jul 01, 2022 - Jun 30, 2026 Work Underway
Progress 70%
Activity 6.3.10
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 6.3.11
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.1
Jul 01, 2020 - Jun 30, 2026 Not Started Progress 0%
Clearly define levels of service and develop metrics to gauge the City’s success or failure at meeting or improving upon service levels.
Owner: Aminah Mears
Update provided by Alex Mercado on Nov 08, 2022 17:23:06 FY26
Implement quality improvements, service modifications, or program closures as needed.
Owner: Aminah Mears
Update provided by Aminah Mears on Jan 29, 2025 22:26:48 Ongoing: services and programs continue to be reviewed annually; modifications are implemented as needed.
Move Voiceover IP Operations to the Cloud.
Owner: Jim Aukerman
Update provided by Jim Aukerman on Sep 30, 2025 07:00:01 Public Works (City Hall 2nd Floor) was migrated to Teams calling on 9/10/25.
Next department/divisions scheduled for migration is Community Services to include City Hall 2nd Floor, Building Maintenance , Circle City Center, Senior Center, Vicentia Activity Center, Civic Gym on Wed, 10/15.
Develop a concierge program for building permits.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:16:42 The Department successfully recruited full time positions at the permit counter to assist customers with permits and to monitor review times on plan reviews based on the city's established review times.
Utilize customer survey reviews where possible, including for plan check and building inspections.
Owner: Colby Cataldi
Update provided by Alex Mercado on Oct 26, 2022 21:11:38 Survey auto generated for every customer.
Activity 6.4.2
Jul 01, 2025 - Jun 30, 2026 Not Started Progress 0%
Activity 6.4.3
Jul 01, 2020 - Jun 30, 2026 On Track Progress 60%
Activity 6.4.4
Jul 01, 2022 - Jun 30, 2026 Work Underway
Progress 75%
Activity 6.4.5
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.6
Jul 01, 2020 - Jun 30, 2021 Completed Progress 100%
Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern.
Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:18:06 First meeting in 2022. Additional meetings to be scheduled.
Build a high-performing team between Council and City
management.
Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:16:53 Orientations, workshops, and more implemented and ongoing.
Review and clarify roles and responsibilities of the Council, staff, Commissions, and Committees.
Owner: Aminah Mears
Update provided by Alex Mercado on Feb 23, 2023 23:26:43 Orientation materials updated for new elected and appointed officials; orientation to take place after the addition of new Council members following an election.
Increase accountability by establishing standard annual performance reporting to Council
Owner: Aminah Mears
Update provided by Alex Mercado on Oct 26, 2022 21:14:13 Regular quarterly reports implemented in Q1 ’22.
Hold bi-annual Council workshops for policy making and
financial planning.
Owner: Aminah Mears
Update provided by Alex Mercado on Feb 23, 2023 23:27:17 Workshops held Fall ’20, Spring ’21, Fall ’21, Spring ’22, Fall ’22, Spring '23.
Activity 6.4.7
Jul 01, 2021 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.8
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.9
Jul 01, 2020 - Jun 30, 2025 Completed Progress 100%
Activity 6.4.10
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.4.11
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Enhance state and federal advocacy efforts using contract lobbyists and dedicated staff support.
Owner: Aminah Mears
Update provided by Carmen Zambrano on Aug 14, 2023 20:40:37 New federal lobbyist now under contract and beginning onboarding with Council and Staff. Additionally, supporting departments with grants.
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, outcomes achieved by the City for its residents.
Owner: Justin Tucker
Update provided by Nicole McDaniel on Jan 22, 2025 16:37:48 IT plans to submit an application for the Smart 20 awards, time permitting.
Applications are due January 24, 2025.
Develop a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes.
Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:14:33 Mgmt. cycle calendar completed and reviewed regularly
Replace the Enterprise Resource Planning (ERP) system.
Owner: Mike Enriquez
Update provided by Mike Enriquez on Aug 11, 2025 17:02:37 Status Update Accomplishments:
Initial data migration loads and the initial round for functional testing were completed.
Roadblocks:
No significant roadblocks reported at this stage.
Next Steps:
Proceed with validation of migrated data and continue rounds of functional testing and configuration.
Activity 6.4.12
Jul 01, 2020 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.13
Jul 01, 2021 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.14
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.4.15
Jul 01, 2022 - Jun 30, 2026 Work Underway
Progress 40%
Finalize the development of the Electronic Document
Management System (EDMS).
Owner: Mike Enriquez
Update provided by Mike Enriquez on Jun 30, 2025 07:00:01 Accomplishments:
The LaserFiche EDMS system has been launched and is accessible to all departments.
The legacy archive document system (Questys) has been successfully replaced.
Public search functionality for City Clerk and Building documents is now available via the website.
Next Steps:
Collaborate with individual departments to enhance utilization of the system for additional document types.
✓Training
✓Deployment
Increase the number of online options for all major City services that can be offered virtually
Owner: Mike Enriquez
Update provided by Mike Enriquez on Jun 30, 2025 07:00:01 Accomplishments:
Launched GovQA in collaboration with the IT Department to digitize the tracking of police-related records and document requests.
Implemented a digital portal, replacing the previous system of online forms and manual tracking.
Enabled residents to request police documents online, reducing the need for in-person visits to the Police Department counter.
Next Steps:
Continue monitoring system performance and user feedback to ensure optimal functionality.
Provide additional training and support to staff and residents as needed.
Explore opportunities to digitize additional processes within the department.
Develop a program to recognize and reward innovations and efficiency gains created by employees.
Owner: Lori Sassoon
Update provided by Lori Sassoon on Sep 30, 2025 07:00:01 This program has been on hold due to staff turnover, but will be reinstituted for its next cycle in 2026.
Activity 6.4.16
Jul 01, 2022 - Mar 31, 2025 Completed Progress 100%
Activity 6.4.17
Jul 01, 2021 - Jun 30, 2026 Work Underway
Progress 75%
Activity 6.5.1
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Review and restructure City departments as needed to improve efficiency and achieve organizational objectives.
Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:18:04 Major restructure completed Q1 FY22.
Improve the quality and consistency of customer service, by training staff on basic standards.
Owner: Lori Sassoon
Update provided by Kelsey Kenz on Oct 02, 2023 16:10:21 Customer Service training was held 9/12-9/14.
Promote collaboration by forming more cross-departmental teams to help solve problems, manage large projects, and get people working together.
Owner: Aminah Mears
Update provided by Donna Finch on Apr 25, 2023 23:53:22 Cross-departmental teams formed for several projects and programs, including CIP Revamp, Business Process Mapping project, and Wellness Committee.
Evaluate workspace layouts in the building to identify ways to improve teamwork, collaboration, and information sharing through better physical layout.
Owner: Aminah Mears
Update provided by Aminah Mears on Jan 29, 2025 22:06:01 Not started yet.
Activity 6.5.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.5.3
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Activity 6.5.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.5.5
Jul 01, 2024 - Jun 30, 2025 Not Started Progress 0%
Last Update: Jan 14, 2026 20:30:52
% of employees agreeing or strongly agreeing that they would recommend the City as a place to work
Quarter
75% 75% 75% 75% 75% 75% 75% 75%
91.66% 991.66% 1.66%
81% 81% 81% 81% 81% 81% 81% 81%
72% 72% 72% 72% 72% 72% 72% 72%
86% 86% 86% 86% 86% 86% 86% 86%
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
25%
50%
75%
100%
Last Update: Jan 05, 2026 20:30:33
% of major City services that are offered virtually
Quarter
60% 60% 60% 60% 60% 60% 60% 60%
80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 82% 82% 82% 82%
84% 84% 84% 84% 84% 84% 84% 84% 84% 84%
86% 86%
88% 88% 88% 88% 88% 88%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0%
25%
50%
75%
100%
Last Update: Jan 14, 2026 20:30:52
Employee turnover rate
Quarter
9%9%
5%5%
7.1% 7.1%
4.22% 44.22% .22%
2.89% 22.89% .89%
4.42% 44.42% .42% 4.49% 44.49% .49% 4.37% 44.37% .37%
4.96% 44.96% .96%
5.89% 55.89% .89%
4.44% 44.44% .44%
2.9% 2.9%
4.2% 4.2% 4%4%
2.5% 2.5%
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
0%
2%
4%
6%
8%
10%