Corona City Council
June 3, 2026

Temescal Basin GSP
Groundwater Model Report 34 TODD GROUNDWATER

7.2. MODEL ACCURACY
A numerical model mathematically describes the conceptual model by solving the mass balance and motion equations that govern groundwater flow and chemical transport (Bear and Verruijt 1987). To solve these equations, an iterative method is used to solve the matrix equations. For these iterative techniques, the procedure is repeated until the convergence criteria are met. The convergence criteria may be groundwater elevation change, mass balance difference, or both. Convergence defines whether the model is mathematically stable and capable of producing reliable results.

For this model, the Newton (NWT) Solver Package was used (Niswonger et. al., 2011). The convergence criteria for NWT included both a maximum change in groundwater elevation and a maximum mass balance differential for a cell. For this model, the convergence parameter for groundwater elevation was set at 0.1 feet and 5,000 cubic feet per day for mass balance differential. Convergence is evaluated at the grid cell level. If a single cell does not meet the requirement, then the solution procedure is repeated. The model was able to successfully converge using the set convergence parameters.

The primary method to check whether the model is numerically stable is to evaluate the differential in mass balance. Iterative techniques provide an approximate solution for the model; therefore, there is always a mass balance differential. This differential should be small, and typically a differential of less than 1.00 percent is considered as a good solution. The mass balance differential for Temescal Basin Model is 0.02 percent. These values further indicate that numerical model that is accurately simulating the flow of groundwater in the Basin.

The model calibration and comparison of the hydrologic budget results demonstrate that the model is consistent with the conceptual model to produce these results. The calibration correlation coefficient of

0.934 demonstrates a strong comparison between measured and simulated groundwater elevations.

Other statistical calibration parameters show that the scaled ratio of the calibration residuals to the range of observed groundwater levels is about 2.5 percent.

Based on these parameters, the accuracy of the Temescal Basin Model in developing SGMA water budgets is conservatively considered to range between 10 to 15 percent when also considering total level of uncertainty resulting from input parameter, assumptions, calibration accuracy and numerical stability. Since the calibration accuracy and numerical stability are well below this range, the input parameter assumptions are the main source of uncertainty with the model results.

7.3. LIMITATIONS TO CALIBRATION
All inputs to a model are estimates that are subject to errors or uncertainty, but some are better known than others. Also, some have relatively pronounced effects on simulation results. For example, the amount of water pumped by municipal wells is metered and is considered highly accurate compared to most model inputs. Accordingly, the amount of municipal pumping was not adjusted during calibration.

Variables were selected for adjustment during calibration based on their relative uncertainty, the sensitivity of results to that variable, and whether the variable might logically be connected to an observed pattern of residuals based on hydrologic processes.

The measured water levels that serve as the basis for calibration are themselves subject to uncertainty stemming from wellhead elevation errors, effects of recent pumping at the measured well, and wells that for unknown reasons have water levels inconsistent with water levels at nearby wells. Almost all of the wells used to monitor water levels are active water supply wells located in or adjacent to the Channel Aquifer. If a well was pumping shortly before the water level is measured, the water level will

Temescal Basin GSP
Groundwater Model Report 35 TODD GROUNDWATER
be much lower (by feet to tens of feet) than if the well had been idle for a day or more. In some hydrographs, pumping-affected water levels stand out as obvious anomalies. A number of those points were removed from the calibration data set. In other cases, water levels fluctuate over a wide range seasonally and between measurements, and pumping effects could not be systematically identified and eliminated.

Temescal Basin GSP
Groundwater Model Report 36 TODD GROUNDWATER

8. REFERENCES CITED
Bear, J. and A. Verruijt, 1987, Modeling Groundwater Flow and Pollution, D. Reidel Publishing Company, Boston, 414 p.

Bicknell, B.R., Imhoff, J.C., Kittle, J.L., Jr., Donigian, A.S., Jr., and Johanson, R.C., 1997, Hydrological Simulation Program--Fortran, User's manual for version 11: U.S. Environmental Protection Agency, National Exposure Research Laboratory, Athens, Ga., EPA/600/R-97/080, 755 .

Blaney, H.F., P.R. Nixon, G.P. Lawless and E.J. Wiedmann. October 1963. ,Utilization of the waters of the Santa Ynez River basin for agriculture in southern Santa Barbara County, California. U.S. Department of Agriculture, Agricultural Research Service., Riverside, CA.

California Department of Water Resources (DWR), 2016a. Management Practices for the Sustainable Management of Groundwater, Modeling BMP, Sacramento, CA: Technical Memorandum.

California Department of Water Resources (DWR), 2016b, California Groundwater, Bulletin 118, Interim update December 22. https://water.ca.gov/Programs/Groundwater-Management/Bulletin-118 Doherty, J. 1994, PEST, Watermark Computing, Corinda, Australia, 122p.

Environmental Simulations Inc. (ESI), 2020. Guide to Using Groundwater Vistas, Version 8. Reinholds, PA.

Geoscience, 2009, Technical Memorandum Geohydrologic Evaluation Of The Riverside North Aquifer Storage And Recovery Project, technical report to the City of Riverside and RBF Consulting, October 23, 2009.

Lewis, D.C. and R.H. Burgy, 1964, The Relationship between oak tree roots and groundwater in fractured rock as determined by tritium tracing, Journal of Geophysical Research, Vol. 69 No. 12, 15 June 1964, p 2579-2588.

Lubczynski, M.W., 2011, Groundwater Evapotranspiration – Underestimated Role of Tree Transpiration and Bare Soil Evaporation in Groundwater Balances of Dry Lands, in Climate Change and its Effects on Water Resources, NATO Science for Peace and Security Series C: Environmental Security Volume 3, 2011, pp 183-190.

Markstrom, S.L., Regan, R.S., Hay, L.E., Viger, R.J., Webb, R.M.T., Payn, R.A., and LaFontaine, J.H., 2015, PRMS-IV, the precipitation-runoff modeling system, version 4: U.S. Geological Survey Techniques and Methods, book 6, chap. B7, 158 p., http://dx.doi.org/10.3133/tm6B7.

Meinzer, O.E., 1927, Plants as indicators of ground water: USGS Water-Supply Paper 577.

Michael Baker International, 2021, City of Corona 2020 Urban Water Management Plan, Volume 1, Draft, June https://www.coronaca.gov/home/showpublisheddocument/20172/637576204172900000.

Natural Resources Conservation Service (NRCS). 2015. SSURGO soil survey on-line map database available at http://websoilsurvey.nrcs.usda.gov/app/WebSoilSurvey.aspx . Downloaded 27 March 2015.

Temescal Basin GSP
Groundwater Model Report 37 TODD GROUNDWATER
Niswonger, R.G., S. Panday, and M. Ibaraki, 2011, MODFLOW-NWT, A Newton Formulation for MODFLOW-2005, U.S. Geological Survey Techniques and Methods G-A37, 44p.

Rawls, W.J., L.R. Ahuja, D.L. Brakensiek and A. Shirmohammadi. 1993. , Infiltration and Soil Water Movement. Chapter 5 in D.R. Maidment, ed. Handbook of Hydrology, McGraw-Hill, Inc. New York, NY.

Robinson, T.W., 1958, Phreatophytes: USGS Water-Supply Paper 1428.

Todd Engineers and AKM Consulting Engineers (Todd and AKM), 2008, AB3030 Groundwater Management Plan, prepared for City of Corona, June.

United Nations Food and Agriculture Organization (UNFAP). 2006. Crop evapotranspiration. Technical Report No. 56. Rome, Italy.

United States Geological Survey (USGS), 2004, Preliminary Digital Geologic Map of the Santa Ana 30’ x 60’ Quadrangle, Southern California, Version 2.0 compiled by D.M. Morton, Open-File Report 99-172, http://pubs.usgs.gov/of/1999/of99-172/.

United States Geological Survey (USGS), 2006, Geologic Map of the San Bernardino and Santa Ana 30’ x 60’ Quadrangles, California, Version 1.0 compiled by Douglas M. Morton and Fred K. Miller, Open-File Report 2006-1217, http://pubs.usgs.gov/of/2006/1217/.

Van Mullen, J.A., D.E. Woodward, R.H. Hawkins, and A.T. Hjelmfelt, Jr., No date (but after 2001), Runoff curve number method: beyond the handbook, Curve-Number Working Group, Natural Resources Viessman, W., Jr., J.W. Knapp, G.L. Lewis, and T.E. Harbaugh., 1977, Introduction to Hydrology, 2nd edition, Harper & Row, Publishers. New York, NY.

Wildermuth Environmental Inc. (WEI), 2015, 2013 Chino Basin Groundwater Model Update and Recalculation of Safe Yield Pursuant to the Peace Agreement, technical report prepared for Chino Basin Watermaster, October 2015.

Wildermuth Environmental Inc. (WEI), 2020, 2020 Safe Yield Recalculation Final Report, technical report prepared for Chino Basin Watermaster, May 15, 2020.

WRIME, 2011, Riverside-Arlington Groundwater Flow Model (RAGFM) Model Development and Scenarios, technical report prepared for City of Riverside Public Utilities and Western Municipal Water District, June 2011.

WRIME, 2010, Task 4 - Numerical Model Calibration, Validation, and Sensitivity Analysis for RiversideArlington Basins Numerical Groundwater Model and Groundwater Management Plans (GWMPs) Development, technical report to t Western Municipal Water District and RBF Consulting, May 25, 2010.

Temescal Basin GSP
Groundwater Model Report TODD GROUNDWATER
TABLES

Table 1 - Annual Metered Groundwater Pumping Volumes by Well (acre-feet per year) Well_Name 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 AA_Asphalt_#1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 19 25 25 25 25 25 25 25 25 25 25 0 1 AA_Asphalt_#2 0 0 0 0 0 0 0 0 0 0 0 0 374 515 588 378 204 180 288 330 310 357 344 337 366 184 98 212 265 0 0 Butterfield#1 240 240 205 191 190 51 74 100 100 60 12 0 0 0 0 0 0 12 4 0 0 0 0 0 0 0 0 0 0 0 0 Corona_#01 843 979 1,154 1,515 1,264 1,670 1,309 1,223 1,658 362 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 37 207 Corona_#02 0 0 209 1,053 1,049 1,143 1,004 858 1,014 211 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 42 202 Corona_#06 372 560 195 325 374 610 427 450 567 525 372 359 90 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 169 185 Corona_#07 396 544 306 524 254 578 316 421 751 830 845 860 134 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 414 278 Corona_#07A 0 0 0 0 0 0 0 0 0 0 0 0 0 830 1,276 1,244 1,242 1,215 1,262 713 752 720 749 785 1,146 990 1,144 617 1,197 243 380 Corona_#08 1,164 76 2,117 1,603 1,389 1,743 1,352 1,156 1,420 1,333 1,513 1,598 1,307 559 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_#08A 0 0 0 0 0 0 0 0 0 0 0 0 0 1,094 2,196 1,542 1,598 1,968 2,102 1,875 2,164 1,886 2,004 2,031 1,919 2,019 1,771 2,047 1,657 0 0 Corona_#09 443 703 552 639 507 459 242 544 531 535 507 755 68 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_#09A 0 0 0 0 0 0 0 0 0 0 0 0 0 1,162 2,554 2,159 1,266 1,455 1,622 1,487 1,512 1,519 1,612 1,547 1,550 1,495 1,227 1,419 1,327 0 0 Corona_#10thSt 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_#11 209 456 423 407 153 422 295 361 143 632 490 403 119 297 511 582 589 575 600 243 143 34 0 0 0 0 0 0 0 385 410 Corona_#11A 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 511 948 913 811 789 781 417 515 804 0 0 Corona_#12&12A 130 4 0 0 0 0 0 0 0 0 0 0 432 660 607 564 545 359 551 1,087 924 377 619 884 1,228 1,041 458 677 792 354 425 Corona_#13 701 429 3 70 272 1 0 55 334 31 0 0 0 120 278 529 544 772 701 598 574 381 527 498 345 257 0 0 0 324 205 Corona_#14L1 65 59 25 289 386 238 243 427 342 631 495 351 387 578 483 332 626 452 249 360 331 360 360 240 300 360 356 360 360 174 96 Corona_#14L2 10 6 4 62 93 54 50 107 81 153 119 80 92 141 120 83 152 110 604 854 775 798 1,025 455 550 602 431 573 482 0 0 Corona_#15 573 977 1,034 1,331 1,287 1,219 916 145 1,303 1,357 1,595 1,218 586 681 1,543 1,404 1,730 1,099 1,764 1,695 1,713 1,667 1,568 1,242 810 1,423 1,087 1,214 939 0 0 Corona_#17 1,030 211 1,045 1,087 1,223 1,360 995 863 1,003 1,142 976 331 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_#17A 0 0 0 0 0 0 0 0 0 0 0 0 304 1,285 706 826 1,518 1,706 1,465 1,215 1,055 1,101 1,191 1,231 1,027 1,212 1,230 1,074 1,019 0 0 Corona_#19 0 0 0 13 12 0 596 2,500 3,009 3,093 2,291 2,686 2,289 1,365 539 1,461 1,794 1,702 1,687 1,373 1,379 1,292 973 1,578 9 0 0 0 1,056 0 0 Corona_#22 0 0 0 0 0 0 0 0 0 0 0 0 4,658 4,044 3,016 2,014 2,362 2,309 1,950 1,269 769 1,450 2,250 2,698 2,570 2,687 1,921 2,272 2,169 178 0 Corona_#23 0 0 0 0 0 0 0 0 0 0 0 0 51 0 0 211 0 0 0 19 201 0 0 0 0 0 0 0 0 0 0 Corona_#24 0 0 0 0 0 0 0 0 0 0 0 191 652 315 200 384 497 283 56 163 0 0 94 109 26 0 0 0 0 0 0 Corona_#25 0 0 0 0 0 0 0 0 0 0 0 0 3,833 2,632 2,408 2,454 2,259 1,425 2,137 1,195 1,268 1,184 981 609 615 769 1,522 1,894 1,110 174 748 Corona_#26 0 0 0 0 0 0 0 0 0 0 0 347 1,419 1,365 1,009 1,055 819 813 317 102 420 109 8 501 603 545 42 0 0 565 522 Corona_#27 0 0 0 0 0 0 0 0 0 0 0 0 0 0 209 408 414 224 658 633 677 684 584 643 565 494 364 306 375 45 45 Corona_#28 0 0 0 0 0 0 0 0 0 0 0 0 0 0 807 2,388 2,270 2,369 2,440 2,009 1,842 1,643 1,703 1,379 1,195 1,115 612 814 1,048 9 8 Corona_#29 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 823 831 523 783 793 974 89 7 0 0 0 0 Corona_#31 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 915 752 5 0 0 855 0 0 Corona_LINCOLN 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_Main#3 1,433 1,197 1,194 1,206 542 377 357 90 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Corona_Main#4 75 491 1,004 1,190 1,195 765 175 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 175 Dairy_New_Industrial 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 533 227 329 175 90 105 106 114 119 115 29 0 0 0 Dart#1 84 91 95 114 120 122 123 123 123 129 165 171 159 154 53 128 205 238 224 195 140 124 110 98 99 101 102 102 112 56 57 Dart#2 0 0 0 0 0 0 0 0 0 4 7 11 13 18 146 75 18 4 0 0 0 7 2 0 0 1 1 1 1 EVWMD-Kampling 411 284 157 40 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 HGCWD_#1 1 1 1 1 2 1 1 1 1 2 2 3 3 2 2 2 1 1 2 1 1 1 2 1 1 1 1 0 0 HGCWD_#5 0 0 0 88 194 238 242 155 131 163 162 148 156 149 136 137 131 125 128 128 116 116 91 29 3 0 0 0 0 JoyWC_10thSt 143 137 135 139 37 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 JoyWC_Lincoln 0 0 0 0 70 97 101 77 72 82 56 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Norch_#5 949 146 22 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Norco_#14 0 0 0 0 0 859 155 1,049 1,219 1,196 1,134 1,126 978 837 1,017 1,060 1,062 992 983 970 699 763 891 880 833 791 559 631 471 Norco_#15 0 0 0 0 0 0 0 195 746 1,178 932 713 1,115 1,263 875 496 449 300 429 127 24 103 18 0 0 0 0 0 0 Total 9,273 7,589 9,879 11,890 10,614 12,007 8,973 10,905 14,550 13,649 11,672 11,362 19,216 20,066 21,279 21,914 22,294 21,221 22,468 19,816 19,331 18,263 19,532 20,426 18,414 17,104 13,488 14,781 16,063 3,169 3,944 Subtotals

Table 2 - Annual Metered Groundwater Pumping Volumes by Well (acre-feet per year) Zone Name Basin Model Layer 1 Model Layer 2 Model Layer 3 1 Outer Channel Temescal 60 7.5 2
2 Deep Channel Temescal 125 10 3
3 Channel Margin Temescal 45 7.5 2
4 South Basin Temescal 20 2 1
5 Norco Temescal 10 2 1
6 Fault South Temescal 10 2 1
7 Fault North Temescal 10 2 1
8 Upper Santa Ana Chino 5 0.5 0.5
9 Chino Chino 5 1 3
10 Prado Chino 5 1 3
Zone Name Basin Model Layer 1 Model Layer 2 Model Layer 3 1 Outer Channel Temescal 6 0.75 0.2
2 Deep Channel Temescal 12.5 1 0.3
3 Channel Margin Temescal 4.5 0.75 0.2
4 South Basin Temescal 10 0.2 0.1
5 Norco Temescal 1 0.2 0.1
6 Fault South Temescal 10 2 0.1
7 Fault North Temescal 10 0.2 0.1
8 Upper Santa Ana Chino 0.5 0.025 0.025
9 Chino Chino 0.5 0.1 0.3
10 Prado Chino 0.5 0.1 0.3
Zone Name Basin Model Layer 1 Model Layer 2 Model Layer 3 1 Outer Channel Temescal 2.0E-04 2.0E-04 1.0E-05
2 Deep Channel Temescal 1.0E-03 2.0E-04 1.0E-05
3 Channel Margin Temescal 2.0E-04 2.0E-04 1.0E-05
4 South Basin Temescal 1.0E-04 2.0E-05 1.0E-05
5 Norco Temescal 1.0E-04 2.0E-05 5.0E-06
6 Fault South Temescal 1.0E-04 2.0E-05 5.0E-06
7 Fault North Temescal 1.0E-04 2.0E-05 5.0E-06
8 Upper Santa Ana Chino 1.0E-04 2.0E-07 2.0E-07
9 Chino Chino 1.0E-04 1.0E-06 2.0E-06
10 Prado Chino 1.0E-04 1.0E-06 2.0E-06
Zone Name Basin Model Layer 1 Model Layer 2 Model Layer 3 1 Outer Channel Temescal 0.10 0.06 0.02
2 Deep Channel Temescal 0.15 0.08 0.02
3 Channel Margin Temescal 0.10 0.08 0.02
4 South Basin Temescal 0.08 0.03 0.02
5 Norco Temescal 0.08 0.03 0.02
6 Fault South Temescal 0.08 0.03 0.02
7 Fault North Temescal 0.08 0.03 0.02
8 Upper Santa Ana Chino 0.06 0.02 0.03
9 Chino Chino 0.06 0.02 0.03
10 Prado Chino 0.06 0.02 0.03
Horizontal Hydraulic Conductivity (feet/day)
Vertical Hydraulic Conductivity (feet/day)
Specific Storage (1/feet)
Specific Yield (percentage)

Table 3 - Temescal Model Calibration Statistics
Statistical Measure Result Explanation
Residual Mean -1.73 Average error from residual for each point in calibration data set Absolute Residual Mean 8.66 Total error from average for the absolute value of the residuals Residual Standard Deviation 11.12 Average deviation of residual relative to the "residual mean" Sum of Squares 458,178 Sum of squared value of residual for each calibration data point RMS Error 11.26 Square root of the "Sum of Squares"
Maximum Residual 51.0 Highest residual during simulation Minimum Residual -59.0 Lowest residual during simulation Number of Observations 3616 Number of GWEL measurements in calibration data set Range in Observations 367 Difference of highest and lowest observed GWEL Scaled Residual Mean -0.0047 Residual Mean divided by "Range of Observations" Scaled Absolute Residual Mean 0.0236 Absolute Residual Mean divided by "Range of Observations" Scaled Residual Standard Deviation 0.0303 Residual Std. Deviation divided by "Range of Observations" Scaled RMS Error 0.0306 RMS Error divided by "Range of Observations" Correlation Coefficient 93.4% Strength of relationship between observed and simulated GWEL Notes: GWEL - groundwater elevation
Residual is the observed GWEL minus the simulated GWEL

Table 4 - Statistical Calibration by Well
Well ID Model Layer
Number of
Measured
Data
Residual
Mean (feet)
Absolute
Residual
Mean (feet)
Standard
Deviation
(feet)
3S7W27F6 1 66 -11.7 11.7 4.9
Butterfield 1 51 -0.7 3.3 4.2
Corona_11 1 307 -0.6 4.7 5.9
Corona_12 1 144 -5.3 6.1 5.1
Corona_12A 1 169 4.4 7.8 9.1
Corona_13 1 275 15.7 16.3 8.4
Corona_14 2 191 9.6 10.3 7.4
Corona_15 1 310 -4.8 7.6 8.5
Corona_16 2 112 -8.6 8.6 4.6
Corona_17 1 15 -1.2 1.9 2.4
Corona_17A 1 160 -5.4 9.4 10.6
Corona_19 1 251 -5.6 8.1 9.4
Corona_22 1 180 -1.6 8.1 10.0
Corona_23 1 35 -6.3 6.6 4.3
Corona_24 3 74 -1.9 6.6 8.4
Corona_25 1 134 0.6 5.9 7.3
Corona_26 2 61 -8.7 8.7 4.7
Corona_27 3 15 -13.0 43.2 45.5
Corona_28 1 102 -0.2 5.9 7.1
Corona_29 1 113 -7.9 9.0 6.9
Corona_31 1 97 4.8 6.3 6.3
Corona_6 1 60 -0.7 3.8 5.0
Corona_7 1 59 0.9 4.6 5.9
Corona_7A 1 111 -15.6 15.7 8.2
Corona_8 1 181 -10.7 11.2 9.0
Corona_8A 1 157 -1.0 4.8 6.1
Corona_9 1 147 -8.9 11.6 9.8
HG-01 1 27 3.4 4.8 4.2
Joy-Street 2 12 9.6 14.6 13.6
Grand Total 3 3616 -1.73 8.7 11.12

Temescal Basin GSP
Groundwater Model Report TODD GROUNDWATER

FIGURES

Cajalco Road
Temescal Canyon Road
Trilogy Parkway
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!"a$
?ÆE
?ÆE
?«E
!"a$
?ÆE
Temescal Basin
Chino
Subbasin
Coastal Plain Of
Orange County
Riv
e
r
sid
e
A
rlin
gto
n
Bedford
Coldwater
Path: \\todd-file\data\Projects\Corona GSP 46414\GIS\Maps\Figures\GSP Figures\Appendix I - Model Documentation\Figure I-01 Basin Topography.mxd Temescal Basin
Bedford-Coldwater
Chino Subbasin
Coastal Plain Of Orange County
Riverside-Arlington
Figure 1
Location and
Topography of the
Temescal Basin
0 0.5 1
Miles
(
N

Cajalco Road
Temescal Canyon Road
!"a$
!"a$
?ÆE
?ÆE
?«E
!"a$
?ÆE
Temescal Basin
Temescal Wash
Day Canyon
Creek
Chino Creek
Ladd Creek
Cucamonga Creek
Santa Ana River
Chino Creek
Black
Star Creek
Bedford Canyon Creek
Temescal Creek
Santa Ana River
C
HIN
O
C
R
Wardlow Wash
Wardlow Wash
Mill Creek
Main
Street Wash
Path: \\todd-file\data\Projects\Corona GSP 46414\GIS\Maps\Figures\GSP Figures\Appendix I - Model Documentation\Figure I-02 Watersheds.mxd Temesal Basin
Temescal Wash
Rivers and Large Streams
Streams
Tributary Watersheds
Prado Wetlands
Figure 2
Rivers, Streams,
Wetlands and
Tributary Watersheds
0 0.5 1
Miles
(
N

Path: \\todd-file\data\Projects\Corona GSP 46414\GIS\Maps\Figures\GSP Figures\Appendix I - Model Documentation\Figure I-03 Land Use in 1990-2018-2068.mxd 1990 2018 2068
Temescal Basin
Citrus
Dense Riparian
Sparse Riparian
Grassland
Shrubs / Trees
Commercial
Industrial
Quarries
Stormwater Control and Recharge (former quarries)
Turf
Residential
Low Density Residential
Vacant
Figure 3
Land Use in 1990,
2018 and 2068
0 1 2 3
Miles
(
N

Cajalco Road
Temescal Canyon Road
!"a$
!"a$
?ÆE
?ÆE
?«E
!"a$
?ÆE
Temescal Basin
Temescal Wash
Day Canyon
Creek
Chino Creek
Ladd Creek
Cucamonga Creek
Santa Ana River
Chino Creek
Black
Star Creek
Bedford Canyon Creek
Temescal Creek
Santa Ana River
C
HIN
O
C
R
Wardlow Wash
Wardlow Wash
Mill Creek
Main
Street Wash
Path: \\todd-file\data\Projects\Corona GSP 46414\GIS\Maps\Figures\GSP Figures\Appendix I - Model Documentation\Figure I-04 Average Rainfall.mxd Temesal Basin
Temescal Wash
Rivers and Large Streams
Streams
Tributary Watersheds
Figure 4
Average Annual
Rainfall
0 0.5 1
Miles
(
N
Average 1981-2010
0 - 10
10 - 12
12 - 14
14 - 16
16 - 18
18 - 20
20 - 22
22 - 24

December 2021 Figure 5
Relationship of Rainfall to
Infiltration
0 1
2 3
4 5
6 0 1 2 3 4 5 6
Daily Infiltration (in)
Daily Throughfall (in)
A. Relationship of Infiltration to Throughfall
Sat=0.0 Sat=1.0 Total rain
Infiltration
Runoff
[Throughfall = rainfall - interception]

0.0 0.2

0.4 0.6

0.8 1.0

1.2 0% 20% 40% 60% 80% 100%
Infiltration Adjustment Factor
Soil Saturation (% of porosity)
B. Effect of Soil Saturation on Infiltration
INFFAC=1.0 =0.9 =0.8 =0.7 =0.6
FACsat% = FAC100% + (1 -

December 2021
Figure 6
Rainfall to Runoff Calibration
0 50
100
150
200
250
300
Oct-89 Oct-94 Oct-99 Oct-04 Oct-09 Oct-14 Oct-19
Daily Flow (cubic feet per second)
Coldwater Canyon Creek
Simulated daily Measured
0 20
40 60
80 100
120
140
160
180
200
Oct-89 Oct-94 Oct-99 Oct-04 Oct-09 Oct-14 Oct-19
Outflow (cfs)
Lee Lake Outflow
Simulated daily Measured

Cajalco Road
!"a$
!"a$
?ÆE
?ÆE
?«E
!"a$
?ÆE
Temescal Basin
Chino Basin
Temescal Wash
Day Canyon
Creek
Chino Creek
Ladd Creek
Cucamonga Creek
Santa Ana River
Chino Creek
Black
Star Creek
Bedford Canyon Creek
Temescal Creek
Santa Ana River
C
HIN
O
C
R
Aliso Creek
Wardlow Wash
Wardlow Wash
Mill Creek
Main
Street Wash
Path: \\todd-file\data\Projects\Corona GSP 46414\GIS\Maps\Figures\GSP Figures\Appendix I - Model Documentation\Figure I-07 Model Domain.mxd Temesal Basin
Temescal Wash
Rivers and Large Streams
Streams
Prado Wetlands
Model Domain
Active Model Cells
No Flow Model Cells
Figure 7
Extent of MODFLOW
Model Domain
0 0.5 1
Miles
(
N

December 2021
Figure 8
Location of Channel Aquifer
Temescal Subbasin
Legend
Channel Aquifer Outline
N
Figure 13 Cross Section Trace
Row 262
Column 322

December 2021 Figure 9
Topographic Elevation of Top
of Model Layer 1
N

December 2021 Figure 10
Bottom Elevation Distribution
for Model Layer 1
N

December 2021 Figure 11
Bottom Elevation Distribution
for Model Layer 2
N

December 2021 Figure 12
Bottom Elevation Distribution
for Model Layer 3
N

December 2021
North – South Cross Section along MODFLOW Column 322
East – West Cross Section along MODFLOW Row 262
0 0.5 1
Scale: Miles
West
South North
East
South Temescal Basin
Channel Aquifer
Chino Basin
Fault
Fault
Channel Aquifer Arlington
Gap
Santa Ana
River
Coastal Plain
of Orange
County Basin
BedfordColdwater
Basin
Arlington-Riverside
Basin 450
-800
Approximate
Vertical Scale
2500
-1100
Approximate
Vertical Scale
Figure 13
Schematic Cross Sections to
Illustrate Relative Model
Layer Thicknesses
Note: The locations of these schematic
cross sections are shown on Figure 8

December 2021 Figure 14
Location of Faults Applied in
the MODFLOW Model
N
Simulated Fault Location
Temescal Subbasin
Legend
Channel Aquifer Outline

December 2021 Figure 15
Locations of Streams Applied
in the MODFLOW Model
N
Simulated Stream Location
Temescal Subbasin
Legend
Channel Aquifer Outline

December 2021 Figure 16
Distribution of Specified Flux
Boundary for Mountain Front
Recharge
N
Specified Flux Location
Legend

December 2021 Figure 17
Distribution of
Evapotranspiration (ET)
Zones
N
Basin ET Zone
Legend
Norco ET Zone
Riparian ET Zone

December 2021 Figure 18
Locations of Metered
Municipal or Industrial Well
Applied in MODFLOW Model
N
Temescal Subbasin
Legend
Channel Aquifer Outline
Location of Metered Municipal or Industrial Well

December 2021 Figure 19
Approximated Locations of
Agricultural Pumping Wells
Applied in MODFLOW Model
N
Temescal Subbasin
Legend
Channel Aquifer Outline
Location of Estimated Agricultural Pumping

December 2021 Figure 20
Annual Groundwater Pumping
Applied in MODFLOW Model

December 2021 Figure 21
Location of Recycled Water
Recharge Ponds
N
Temescal Subbasin
Legend
Channel Aquifer Outline
Recycled Water Percolation Pond

December 2021 Figure 22
Boundary Conditions Applied
at the Basin Margins in the
MODFLOW Model
N
Simulated Constant Head Boundary
Legend
Simulated General Head Boundary
Arlington Gap
General Head
Boundary
Bedford-Coldwater Basin
Constant Head Boundary
Coastal Plain
of Orange County Basin
Constant Head Boundary

December 2021 Figure 23
Distribution of Aquifer
Property Zones for
Layers 1, 2 and 3
N
9 8
3 4
2 7
6 1
5 Note: Map Zone numbers relate
to Aquifer Property Values on
Table 2 in Report
10 1
3

December 2021 Figure 24
Initial Groundwater
Elevations Applied in the
MODFLOW Model
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline

December 2021 Figure 25
Location of Monitoring Wells
Used for Calibration
0 0.5 1
Scale: Miles
Temescal Subbasin
Legend
Channel Aquifer Outline
Monitoring Well Location
N

December 2021 Figure 26
Scatter Plot Comparing
Simulated to Measured
Groundwater Levels
400
500
600
700
800
900
1000
400 500 600 700 800 900 1000
Simulated Groundwater Eleva�on
Measured Groundwater Eleva�on
Calibra�on Comparison of Measured to Simulated Groundwater Eleva�ons

December 2021 Figure 27
Calibration Hydrographs
Corona Wells 6, 7 and 7A
HG-01
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007 Oct-2010
Oct-2013Oct-2016Oct-2019
GW Eleva�on (� msl)
HG-01
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_6
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_7A
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_7
Observed
Simulated

December 2021 Figure 28
Calibration Hydrographs
Corona Wells 8, 8A, 9, 9A
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007 Oct-2010
Oct-2013Oct-2016Oct-2019
GW Eleva�on (� msl)
Corona_8
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_8A
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_9A
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_9
Observed
Simulated

December 2021 Figure 29
Calibration Hydrographs
Corona Wells 11, 12, 12A
and 13
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007 Oct-2010
Oct-2013Oct-2016Oct-2019
GW Eleva�on (� msl)
Corona_11
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_12
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_13
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_12A
Observed
Simulated

December 2021 Figure 30
Calibration Hydrographs
Corona Wells 14, 15, 16
and 17
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_14
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007 Oct-2010
Oct-2013Oct-2016
Oct-2019
GW Eleva�on (� msl)
Corona_15
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_17
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_16
Observed
Simulated

December 2021 Figure 31
Calibration Hydrographs
Corona Wells 17A, 19, 22
and 23
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_17A
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_19
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_22
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_23
Observed
Simulated

December 2021 Figure 32
Calibration Hydrographs
Corona Wells 24, 25, 27
and 28
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_24
Observed
Simulated
725
745
765
785
805
825
845
865
885
905
925
Oct-1989Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004
Oct-2007Oct-2010Oct-2013
Oct-2016Oct-2019
GW Eleva�on (� msl)
Corona_27
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_25
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989
Oct-1992
Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_28
Observed
Simulated

December 2021 Figure 33
Calibration Hydrographs
Corona Wells 29 and 31,
Butterfield and 3S7W-27F6
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007 Oct-2010
Oct-2013Oct-2016Oct-2019
GW Eleva�on (� msl)
Corona_29
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Corona_31
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
Bu�erfield
Observed
Simulated
450
470
490
510
530
550
570
590
610
630
650
Oct-1989Oct-1992Oct-1995Oct-1998Oct-2001Oct-2004Oct-2007Oct-2010Oct-2013Oct-2016Oct-2019 GW Eleva�on (� msl)
3S7W27F6
Observed
Simulated

December 2021 Figure 34
Groundwater Elevations at
End of Simulation in Layer 1
September 2018
Unsaturated Area
Unsaturated Area
Unsaturated
Area
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline
Unsaturated Areas

December 2021 Figure 35
Groundwater Elevations at
End of Simulation in Layer 3
September 2018
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline

December 2021 Figure 36
Groundwater Elevations near
Highest Levels in Layer 1
January 1997
Unsaturated Area
Unsaturated Area
Unsaturated
Area
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline
Unsaturated Areas

December 2021 Figure 37
Groundwater Elevations near
Highest Levels in Layer 3
January 1997
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline

December 2021 Figure 38
Groundwater Elevations near
Lowest Levels in Layer 1
August 2014
Unsaturated Area
Unsaturated Area
Unsaturated
Area
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline
Unsaturated Areas

December 2021 Figure 39
Groundwater Elevations near
Lowest Levels in Layer 3
August 2014
N
Inferred Groundwater Flow Direction
900 Simulated Groundwater Elevation
Temescal Subbasin
Legend
Channel Aquifer Outline

Temescal Basin GSP

APPENDIX K
Detailed Annual Surface and Groundwater
Budgets

Temescal Basin Surface Water Budget, Model Calibration Period (1990 to 2018) Temescal Basin (acre-feet per year)
Temescal Wash
Inflow
Corona WRF-1
Discharge
Tributary and
Local Runoff
Stream
Percolation to
Groundwater
Seepage from
Groundwater to
Streams
Surface Outflow
to Prado Basin
Tributary Runoff
below Prado Dam
1990 0 0 26,559 5,247 4,261 25,573 11
1991 10,677 0 13,683 6,480 5,157 23,036 184
1992 989 0 7,589 5,783 5,526 8,321 96
1993 87,158 0 105,205 19,906 6,517 178,974 888
1994 0 0 10,361 7,101 6,682 9,942 23
1995 21,113 0 23,733 11,635 7,247 40,459 515
1996 0 0 5,152 5,225 6,989 6,916 19
1997 0 0 3,779 3,854 7,301 7,226 47
1998 43,113 1,591 41,309 16,326 5,964 75,651 818
1999 0 7,483 7,666 8,330 5,694 12,512 19
2000 0 7,702 4,121 6,155 5,549 11,217 44
2001 2,584 7,091 10,013 9,052 5,718 16,356 120
2002 0 5,756 3,953 6,041 5,490 9,158 18
2003 8,860 5,479 16,787 10,509 5,470 26,087 290
2004 0 4,022 5,825 7,427 5,312 7,732 69
2005 114,670 5,104 101,133 21,715 5,743 204,935 796
2006 895 5,641 30,082 10,472 5,428 31,576 38
2007 0 4,791 15,140 6,947 4,589 17,573 4
2008 0 3,783 11,847 5,713 4,562 14,479 52
2009 0 2,775 10,066 5,237 4,276 11,880 6
2010 28,490 1,975 33,112 13,187 4,561 54,951 401
2011 45,771 3,632 47,065 14,942 5,327 86,853 248
2012 0 3,139 6,884 7,894 5,058 7,188 27
2013 3 2,298 5,003 6,152 4,722 5,874 33
2014 0 1,819 3,504 5,031 4,259 4,551 34
2015 0 1,719 4,129 5,457 4,118 4,510 56
2016 0 6,529 3,526 5,556 4,247 8,746 26
2017 20,353 2,386 25,587 12,611 4,296 40,012 382
2018 0 2,621 4,912 6,294 4,222 5,462 71
Water
Year
T:\Projects\Corona GSP 46414\Deliverables\GSP\0 Complete GSP\5 Appendices\Appendix J - Detailed Annual Surface and Groundwater Budgets\Appendix J Temescal Detailed Water Budget Tables 20210826.xlsx Surface Water Balance Todd Groundwater Des by: GY

Temescal Basin Detailed Annual Water Budget, Model Calibration Period (1990 to 2018) Water Year and Type1
1990
D
1991
AN
1992
AN
1993
W
1994
BN
1995
W
1996
D
1997
D
1998
W
1999
D
2000
D
2001
N
2002
D
2003
AN
2004
W
2005
W
2006
BN
2007
D
2008
D
2009
BN
2010
AN
2011
W
2012
BN
2013
D
2014
D
2015
BN
2016
D
2017
W
2018
D
Inflows (AFY)
Percolation from streams 837 7,936 2,734 18,240 1,332 12,096 947 1,103 15,357 5,316 5,447 6,924 4,696 11,344 5,792 21,433 6,269 5,389 5,036 3,302 15,822 16,100 4,338 3,508 2,969 3,385 7,683 15,585 3,581 Bedrock inflow 998 998 994 1,000 998 1,166 1,257 1,165 1,077 1,068 924 874 951 884 766 992 1,137 1,101 1,044 976 901 931 987 990 998 884 681 751 831 Dispersed recharge: non-irrigated land 834 5,076 3,293 16,079 2,128 8,996 1,654 1,843 13,739 647 1,176 3,131 740 6,099 2,275 13,727 1,372 204 1,371 427 6,711 6,909 2,000 1,901 2,224 3,673 2,246 7,012 1,607 Dispersed recharge: irrigated land 2,310 2,297 2,158 2,056 2,069 2,112 2,180 2,077 1,783 2,274 2,296 2,044 2,068 1,900 2,000 1,610 2,034 2,119 1,992 1,844 1,702 1,586 1,749 1,684 1,705 1,454 1,435 1,526 1,603 Pipe leaks 2,153 2,047 1,997 1,951 1,996 1,989 1,826 2,124 2,350 2,696 3,070 3,000 2,941 2,946 3,025 2,588 2,970 3,302 3,166 2,912 2,629 2,407 2,540 2,504 2,496 2,233 2,101 2,244 2,092 Reclaimed water percolation 5,385 6,063 6,714 7,440 8,094 8,772 9,413 10,919 10,806 6,575 7,763 8,452 8,667 8,629 10,032 10,245 9,449 8,462 7,570 6,679 6,679 5,342 5,928 6,851 6,818 7,666 3,839 6,029 5,529 Inflow from Chino Basin 143 123 120 122 115 115 119 123 114 113 122 123 124 122 123 119 121 129 132 131 129 130 132 132 122 119 120 121 126 Total Inflow 12,660 24,538 18,011 46,888 16,732 35,246 17,394 19,354 45,226 18,688 20,797 24,548 20,186 31,923 24,013 50,713 23,352 20,707 20,312 16,270 34,574 33,404 17,674 17,571 17,332 19,414 18,105 33,268 15,369 Outflows (AFY)
Wells - M&I and domestic -9,713 -7,937 -10,103 -11,998 -10,533 -11,119 -8,757 -9,663 -12,538 -11,141 -9,562 -9,554 -15,831 -16,733 -18,289 -19,481 -19,940 -19,322 -19,917 -17,309 -17,283 -16,243 -17,074 -18,357 -16,163 -14,904 -12,029 -12,948 -14,541 Wells - agricultural -7,588 -8,392 -7,130 -6,801 -6,686 -6,968 -8,199 -5,795 -2,780 -4,230 -2,617 -1,565 -2,979 -1,668 -1,277 -990 -987 -786 -1,284 -1,589 -1,408 -1,227 -1,634 -1,275 -1,527 -1,482 -1,010 -1,289 -1,148 Groundwater discharge to streams -1,674 -2,707 -3,661 -5,728 -5,849 -6,530 -6,353 -6,793 -5,469 -2,959 -3,445 -4,491 -3,619 -3,357 -3,279 -4,626 -3,302 -2,381 -2,043 -1,530 -1,430 -1,604 -1,200 -948 -656 -523 -464 -889 -879 Riparian evapotranspiration -3,213 -3,696 -3,912 -5,182 -4,670 -5,136 -4,947 -5,038 -5,450 -5,160 -4,942 -4,587 -4,808 -5,069 -4,966 -5,589 -4,658 -4,501 -3,860 -3,501 -4,087 -4,175 -3,903 -3,522 -3,399 -3,205 -3,498 -4,196 -3,541 Outflow to Chino Basin -2,413 -2,461 -2,448 -2,544 -2,520 -2,851 -2,563 -2,956 -3,182 -3,631 -3,555 -3,429 -3,357 -2,971 -2,865 -2,764 -2,720 -2,579 -2,416 -2,187 -2,042 -2,140 -2,112 -2,043 -2,281 -2,224 -2,217 -2,444 -2,209 Total Outflow -24,600 -25,194 -27,254 -32,253 -30,258 -32,604 -30,819 -30,245 -29,419 -27,121 -24,121 -23,626 -30,594 -29,797 -30,677 -33,451 -31,606 -29,570 -29,521 -26,115 -26,251 -25,389 -25,924 -26,144 -24,027 -22,338 -19,218 -21,765 -22,319 Storage Change (AFY)
Total Inflows minus Total Outflows -11,940 -656 -9,243 14,636 -13,526 2,642 -13,425 -10,891 15,808 -8,433 -3,324 922 -10,408 2,126 -6,664 17,262 -8,254 -8,863 -9,209 -9,845 8,323 8,015 -8,250 -8,574 -6,695 -2,924 -1,113 11,503 -6,949 Notes:
1 : Water year types are described in Section 5 - Water Budget, and shown on Figure 5-1. Water year types are summarized above as follows D = Dry, Below Normal = BN, N = Normal, AN = Above Normal, W = Wet.

T:\Projects\Corona GSP 46414\Deliverables\GSP\0 Complete GSP\5 Appendices\Appendix J - Detailed Annual Surface and Groundwater Budgets\Appendix J Temescal Detailed Water Budget Tables 20210826.xlsx Calibration Budgets from Model Todd Groundwater Des by: GY

Temescal Basin Detailed Annual Water Budget, Baseline Period Water Year
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057 2058 2059 2060 2061 2062 2063 2064 2065 2066 2067 2068 Inflows
Percolation from streams 22,447 3,505 14,478 3,425 3,469 17,214 3,317 2,697 4,073 7,434 12,046 6,298 22,915 5,447 4,041 5,550 5,665 15,593 15,062 3,178 2,420 4,053 3,677 2,640 14,435 20,618 5,754 13,229 3,273 3,481 16,846 3,331 3,418 5,450 3,194 9,393 3,340 23,342 3,839 3,128 3,277 3,095 15,196 15,665 3,244 3,317 3,293 3,410 3,224 15,460 Bedrock inflow 1,397 1,397 1,397 1,397 1,397 1,363 1,322 1,148 1,049 1,081 982 853 1,060 1,187 1,125 1,038 936 855 900 973 980 997 881 666 746 1,052 1,303 1,466 1,607 1,486 1,358 1,322 1,148 1,050 1,081 982 853 1,061 1,187 1,125 1,038 936 854 900 973 980 996 881 666 747 Dispersed recharge: non-irrigated land 14637 1775 5210 1199 1403 8473 986 1155 2004 735 3468 1329 8196 1232 197 973 184 3757 3833 1261 1200 1069 1913 1009 4163 8998 1776 5210 1199 1403 8470 986 1155 2004 735 3468 1329 8198 1231 197 973 184 3756 3833 1261 1200 1069 1913 1009 4164 Dispersed recharge: irrigated land 1,650 3,087 4,697 2,833 2,990 5,298 2,216 2,662 3,199 2,006 4,358 2,799 5,650 2,167 1,945 2,320 1,940 4,075 4,046 2,444 2,320 2,786 3,244 2,601 3,958 5,651 3,087 4,697 2,833 3,004 5,284 2,216 2,662 3,200 2,005 4,358 2,799 5,659 2,158 1,945 2,320 1,955 4,060 4,046 2,444 2,344 2,763 3,244 2,601 3,959 Pipe leaks 1,013 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 1,912 Reclaimed water percolation 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 Inflow from Chino Basin 116 119 116 125 130 117 121 130 127 122 120 121 111 119 133 131 132 125 122 134 138 136 136 137 128 119 114 121 129 134 119 123 133 130 133 128 130 115 126 135 138 139 128 124 134 137 138 138 137 128 Total Inflow 47,382 18,185 34,199 17,281 17,690 40,765 16,263 16,093 18,754 19,680 29,275 19,700 46,234 18,452 15,742 18,314 17,158 32,706 32,264 16,291 15,360 17,342 18,153 15,354 31,731 44,740 20,336 33,024 17,343 17,808 40,377 16,280 16,817 20,135 15,450 26,630 16,751 46,677 16,843 14,831 16,048 14,610 32,295 32,869 16,357 16,280 16,560 17,887 15,938 32,492 Outflows
Wells - M&I and domestic -16,455 -15,599 -15,599 -15,595 -15,595 -15,601 -15,597 -15,597 -15,599 -15,598 -15,599 -15,597 -15,600 -15,600 -15,596 -15,600 -15,597 -15,599 -15,601 -15,597 -15,598 -15,594 -15,596 -15,595 -15,597 -15,600 -15,599 -15,599 -15,595 -15,594 -15,601 -15,597 -15,597 -15,599 -15,598 -15,599 -15,597 -15,600 -15,600 -15,596 -15,600 -15,597 -15,599 -15,601 -15,597 -15,597 -15,594 -15,596 -15,595 -15,597 Wells - agricultural 0 -22 -21 -25 -26 -20 -24 -23 -21 -23 -22 -23 -20 -21 -24 -21 -23 -22 -20 -23 -23 -27 -24 -26 -24 -21 -22 -21 -25 -26 -19 -24 -23 -21 -23 -22 -23 -20 -21 -24 -21 -23 -22 -20 -23 -23 -26 -24 -26 -24 Groundwater discharge to streams -2,134 -1,470 -1,878 -1,566 -1,338 -2,531 -1,806 -1,525 -1,686 -1,492 -1,825 -1,806 -3,310 -2,305 -1,932 -1,957 -1,822 -1,989 -3,289 -1,603 -1,346 -1,094 -1,072 -953 -1,231 -2,881 -1,752 -2,308 -1,695 -1,412 -2,653 -1,842 -1,528 -1,761 -1,433 -1,402 -1,273 -2,895 -1,772 -1,462 -1,508 -1,270 -1,393 -3,283 -1,331 -1,161 -969 -949 -846 -1,197 Riparian evapotranspiration -4,661 -4,311 -4,827 -4,702 -4,681 -5,111 -4,861 -4,458 -4,009 -4,602 -5,018 -5,031 -5,494 -4,859 -4,616 -4,279 -4,442 -4,922 -4,756 -4,634 -4,235 -4,380 -4,234 -4,170 -4,509 -5,128 -4,864 -5,099 -4,842 -4,820 -5,145 -4,903 -4,496 -4,137 -4,122 -4,335 -4,193 -5,084 -4,330 -4,109 -3,717 -3,701 -4,371 -4,438 -4,356 -4,119 -4,188 -4,060 -4,057 -4,496 Outflow to Chino Basin -2,739 -2,540 -2,533 -2,347 -2,279 -2,520 -2,469 -2,284 -2,172 -2,361 -2,425 -2,463 -3,035 -2,988 -2,386 -2,312 -2,345 -2,344 -2,931 -2,409 -2,146 -2,121 -2,074 -2,043 -2,086 -2,789 -2,764 -2,671 -2,374 -2,279 -2,500 -2,456 -2,259 -2,178 -2,156 -2,114 -2,121 -2,836 -2,752 -2,158 -2,067 -2,026 -2,116 -2,762 -2,273 -2,080 -2,049 -2,002 -1,984 -2,072 Total Outflow -25,989 -23,942 -24,859 -24,236 -23,918 -25,782 -24,756 -23,888 -23,488 -24,075 -24,889 -24,921 -27,459 -25,773 -24,554 -24,168 -24,230 -24,876 -26,596 -24,267 -23,347 -23,216 -23,001 -22,786 -23,446 -26,419 -25,001 -25,698 -24,531 -24,132 -25,918 -24,822 -23,904 -23,696 -23,331 -23,472 -23,208 -26,436 -24,475 -23,349 -22,913 -22,616 -23,501 -26,103 -23,580 -22,981 -22,826 -22,631 -22,508 -23,385 Storage change
Inflows - outflows 21,393 -5,757 9,341 -6,955 -6,228 14,983 -8,493 -7,795 -4,733 -4,395 4,386 -5,221 18,775 -7,320 -8,812 -5,854 -7,072 7,829 5,668 -7,976 -7,987 -5,874 -4,848 -7,432 8,285 18,322 -4,665 7,326 -7,188 -6,324 14,459 -8,543 -7,087 -3,562 -7,881 3,159 -6,457 20,241 -7,632 -8,518 -6,865 -8,006 8,794 6,766 -7,223 -6,700 -6,265 -4,744 -6,569 9,108 T:\Projects\Corona GSP 46414\Deliverables\GSP\0 Complete GSP\5 Appendices\Appendix J - Detailed Annual Surface and Groundwater Budgets\Appendix J Temescal Detailed Water Budget Tables 20210826.xlsx Baseline Budgets, Model Todd Groundwater Des by: GY

Temescal Basin Detailed Annual Water Budget, Growth And Climate Change 50-year Period Water Year
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057 2058 2059 2060 2061 2062 2063 2064 2065 2066 2067 2068 Inflows
Percolation from streams 22,267 5,370 15,234 4,797 4,991 17,003 4,451 4,119 6,464 7,506 13,489 7,242 22,515 6,319 4,322 6,379 5,799 17,021 14,870 4,247 3,354 4,975 5,285 3,866 14,583 20,605 7,307 14,165 4,642 5,011 16,796 4,450 4,834 7,915 3,848 11,820 4,804 22,597 4,949 3,453 4,203 3,312 16,842 15,008 4,302 4,270 4,225 5,024 4,450 15,546 Bedrock inflow 1,606 1,606 1,606 1,606 1,606 1,580 1,526 1,371 1,300 1,327 1,225 1,121 1,316 1,414 1,331 1,246 1,132 1,050 1,113 1,198 1,219 1,257 1,160 965 1,034 1,295 1,525 1,665 1,768 1,670 1,576 1,526 1,370 1,301 1,326 1,225 1,121 1,317 1,413 1,331 1,246 1,132 1,049 1,113 1,198 1,219 1,258 1,160 965 1,035 Dispersed recharge: non-irrigated land 9254 2049 4682 1575 1825 7404 1280 1455 2619 714 3224 1794 7224 1393 309 1113 309 4191 3749 1234 1469 1243 2026 1264 3421 8987 2044 4682 1575 1815 7390 1282 1455 2632 701 3225 1794 7221 1390 309 1113 295 4203 3749 1234 1488 1265 2026 1264 3423 Dispersed recharge: irrigated land 5,701 3,087 4,697 2,833 2,990 5,298 2,216 2,662 3,199 2,006 4,358 2,799 5,650 2,167 1,945 2,320 1,940 4,075 4,046 2,444 2,320 2,786 3,244 2,601 3,958 5,651 3,087 4,697 2,833 3,004 5,284 2,216 2,662 3,200 2,005 4,358 2,799 5,659 2,158 1,945 2,320 1,955 4,060 4,046 2,444 2,344 2,763 3,244 2,601 3,959 Pipe leaks 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 2,179 1,912 Reclaimed water percolation 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 6,122 Inflow from Chino Basin 114 119 117 125 129 117 122 128 125 121 119 120 112 119 131 129 130 123 119 133 137 134 134 134 126 117 113 120 127 131 118 123 129 126 131 124 128 115 125 134 135 137 124 120 132 136 135 134 133 126 Total Inflow 47,243 20,532 34,636 19,239 19,842 39,703 17,897 18,037 22,010 19,975 30,716 21,377 45,117 19,712 16,339 19,489 17,610 34,761 32,198 17,558 16,800 18,696 20,149 17,130 31,424 44,957 22,377 33,628 19,247 19,933 39,464 17,897 18,752 23,475 16,313 29,053 18,947 45,210 18,337 15,473 17,318 15,132 34,579 32,336 17,612 17,757 17,947 19,889 17,714 32,123 Outflows
Wells - M&I and domestic -16,433 -15,599 -15,599 -15,595 -15,595 -15,601 -15,597 -15,597 -15,599 -15,598 -15,599 -15,597 -15,600 -15,600 -15,596 -15,600 -15,597 -15,599 -15,601 -15,597 -15,598 -15,594 -15,596 -15,595 -15,597 -15,600 -15,599 -15,599 -15,595 -15,594 -15,601 -15,597 -15,597 -15,599 -15,598 -15,599 -15,597 -15,600 -15,600 -15,596 -15,600 -15,597 -15,599 -15,601 -15,597 -15,597 -15,594 -15,596 -15,595 -15,597 Wells - agricultural -21 -22 -21 -25 -26 -20 -24 -23 -21 -23 -22 -23 -20 -21 -24 -21 -23 -22 -20 -23 -23 -27 -24 -26 -24 -21 -22 -21 -25 -26 -19 -24 -23 -21 -23 -22 -23 -20 -21 -24 -21 -23 -22 -20 -23 -23 -26 -24 -26 -24 Groundwater discharge to streams -1,494 -1,292 -1,715 -1,419 -1,213 -2,194 -1,686 -1,436 -1,658 -1,441 -1,716 -1,677 -2,572 -2,154 -1,778 -1,830 -1,664 -1,935 -2,017 -1,445 -1,190 -950 -945 -850 -927 -1,918 -1,578 -2,125 -1,539 -1,287 -2,250 -1,702 -1,430 -1,762 -1,387 -1,368 -1,257 -2,029 -1,706 -1,374 -1,436 -1,191 -1,393 -1,626 -1,217 -1,052 -860 -853 -765 -873 Riparian evapotranspiration -5,001 -4,770 -5,208 -5,154 -5,212 -5,490 -5,414 -4,956 -4,517 -5,131 -5,470 -5,530 -5,821 -5,269 -4,993 -4,679 -4,808 -5,367 -5,213 -5,133 -4,670 -4,820 -4,709 -4,692 -4,869 -5,508 -5,344 -5,484 -5,273 -5,326 -5,517 -5,439 -4,980 -4,676 -4,676 -4,955 -4,820 -5,462 -4,805 -4,530 -4,133 -4,055 -4,876 -4,944 -4,887 -4,591 -4,649 -4,548 -4,595 -4,867 Outflow to Chino Basin -2,308 -2,289 -2,363 -2,376 -2,349 -2,395 -2,453 -2,360 -2,265 -2,449 -2,478 -2,514 -2,498 -2,515 -2,430 -2,366 -2,393 -2,396 -2,393 -2,322 -2,200 -2,181 -2,138 -2,122 -2,154 -2,255 -2,416 -2,410 -2,361 -2,343 -2,363 -2,430 -2,332 -2,284 -2,256 -2,254 -2,236 -2,334 -2,312 -2,237 -2,143 -2,099 -2,210 -2,285 -2,226 -2,155 -2,124 -2,078 -2,074 -2,147 Total Outflow -25,258 -23,972 -24,907 -24,569 -24,393 -25,700 -25,174 -24,371 -24,061 -24,642 -25,285 -25,342 -26,512 -25,558 -24,822 -24,496 -24,485 -25,318 -25,244 -24,521 -23,680 -23,572 -23,412 -23,284 -23,570 -25,301 -24,958 -25,640 -24,793 -24,577 -25,751 -25,191 -24,362 -24,342 -23,939 -24,197 -23,933 -25,445 -24,443 -23,762 -23,333 -22,966 -24,100 -24,475 -23,950 -23,418 -23,253 -23,099 -23,054 -23,507 Storage change
Inflows - outflows 21,985 -3,440 9,729 -5,330 -4,551 14,003 -7,277 -6,335 -2,051 -4,667 5,431 -3,965 18,605 -5,846 -8,483 -5,007 -6,875 9,443 6,954 -6,963 -6,880 -4,875 -3,263 -6,154 7,854 19,655 -2,581 7,989 -5,546 -4,644 13,713 -7,294 -5,609 -867 -7,627 4,856 -4,986 19,765 -6,106 -8,289 -6,015 -7,834 10,480 7,861 -6,339 -5,661 -5,307 -3,210 -5,341 8,616 T:\Projects\Corona GSP 46414\Deliverables\GSP\0 Complete GSP\5 Appendices\Appendix J - Detailed Annual Surface and Groundwater Budgets\Appendix J Temescal Detailed Water Budget Tables 20210826.xlsx Growth Budgets, Model Todd Groundwater Des by: GY

Temescal Basin GSP

APPENDIX L
Temescal Groundwater Sustainability Plan
Data Management System Description

2490 Mariner Square Loop, Suite 215 | Alameda, CA 94501 | 510 747 6920 | toddgroundwater.com October 18, 2021

MEMORANDUM
To: Melissa Estrada-Maravilla, City of Corona
From: Maureen Reilly, PE and Chad Taylor, PG, CHG
Re: Temescal Basin Groundwater Sustainability Plan Data Management System

1. INTRODUCTION
The Groundwater Sustainable Agency (GSA)was formed by the City of Corona (Corona), City of Norco (Norco, and Home Gardens County Water District (HGCWD)) to fulfill the role and legal obligations of a GSA for the Temescal Subbasin (Basin) in accordance with the Sustainable Groundwater Management Act (SGMA). Foremost among the responsibilities is to develop, adopt, and implement a Groundwater Sustainability Plan (GSP) for the Basin.

As part of GSP development, the Temescal Basin GSA (TBGSA) retained Todd Groundwater to prepare the GSP and compile all relevant data for the Basin. This compilation is to focus on those data and information that may be required or useful for the preparation of the GSP and for the evaluation and identification of possible gaps in the available data. The purpose of this memorandum is to document the Data Management System (DMS) developed as part of the GSP.

The TBGSA has been collecting and compiling groundwater data annually including water levels, water quality, and water use. These data have been used in the GSP and will be used in future Annual Groundwater Reports. As part of the GSP, the DMS has been designed to be practicable, usable, intuitive, and cost effective. The data compiled for the GSP have been compiled in a set of databases and other related files. This includes an Access database, a GIS geodatabase, and Excel workbooks. The DMS has been prepared to include related tables in the databases other files that can be efficiently updated, reviewed for quality, and queried to produce new data reports and tables. A summary of the data within and the structure of the DMS is presented below.

2. DMS TYPES AND SOURCES
Data collected and compiled for the GSP have been stored in a variety of formats based on the type of data collected. Spatial information such as ArcGIS files, aerial imagery, and or other map sources, is stored in a Geodatabase. Tabular data are stored in subject-specific

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relational databases. Additional datasets are stored in files best suited for analysis. To be specific, climate data are stored in an Excel workbook to allow for cumulative departure calculations, scanned well documents are stored as images to preserve the detail on the hardcopy forms, and online datasets updated by other agencies are included by reference.

Discussed below are the data formats and the type of data available within that format.

3. GEODATABASE
Spatial data are stored in geodatabase that allows spatial files to be easily accessed and transferred with all appropriate spatial information. Within the Temescal Geodatabase, consistent and feature dataset structures have been constructed to group associated data sets and maintain coordinate system assignments.

3.1 Jurisdiction Boundaries
The boundaries for the Basin and neighboring basins are available as spatial coverages in the geodatabase. State, local, and federal boundaries within and surrounding the Basin were compiled from state and federal sources. These boundaries include all water districts and other local agencies near the Basin as well as federally owned land. These boundaries are included in the project geodatabase.

3.2 Surface Water Body Location and Watershed Mapping
Mapping data for surface water features have been provided from publicly available sources. These mapped data include locations of aqueducts, reservoirs, rivers, streams, drainages, lakes, and ponds. These data are presented in the project geodatabase in feature classes. DWR defined watershed coverages are also stored in the geodatabase as a feature class.

3.3 Mapping of Natural Communities Commonly Associated with Groundwater GSP Regulations require identification of Groundwater Dependent Ecosystems (GDEs), which are defined as ecological communities or species that depend on groundwater emerging from aquifers or on groundwater occurring near the ground surface. A statewide database and mapping tool, developed by DWR, provides geographic information on Natural Communities Commonly Associated with Groundwater (NCAAG). While these do not necessarily represent GDEs, the dataset is a starting point in identifying GDEs. The mapping data for watersheds surrounding the Basin are included in the project geodatabase

3.4 Ground Surface Elevation Data
Ground surface elevation data are available from the USGS in the form of National Elevation Dataset (NED) GIS grid files (rasters) and raster and vector topographic map datasets. Both datasets have been compiled for the area surrounding and including the Basin. The 10- meter resolution NED data have been combined into a single raster.

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3.5 Aerial Photographs
Aerial photographs of the area surrounding the Basin have been downloaded from the USGS National Aerial Imagery Program (NAIP) for 2004, 2005, 2006, 2009, 2010, 2012, 2014, and 2016. These aerial photographs are all rectified GIS raster datasets and included in the project geodatabase. Additional aerial photographs from Google Earth were also reviewed, but these are stored online and accessible through Google Earth.

3.6 Soil Maps
Soil information for the Basin and surrounding areas have been downloaded from the Natural Resources Conservation Service (NRCS). Soil data are mapped and maintained by NRCS in a standardized format that is compatible with tools that NRCS makes freely available to the public. The soils data for the area surrounding the basin have been maintained in the standard NRCS formats to facilitate future use. These raw data are available for preparation of a various soil data presentations and analyses. The hydrologic soil group data from these datasets have been also mapped using the NRCS Soil Data Development Toolbox. These data are in the project geodatabase.

3.7 Land Use Maps
Land use map data have been collected from DWR, the California Department of Conservation Farmland Mapping and Monitoring Program (FMMP), and Riverside County.

The available land use maps are indicated below:
• DWR: 2014 and 2106 statewide land use mapping specifically developed for SGMA and GSPs.
• FMMP: 1984, 1986, 1988, 1990, 1992, 1994, 1996, 1998, 2000, 2002, 2004, 2006, 2008, 2010, 2012, 2014, and 2016
• Riverside County: 1993 and 2000

3.8 Geologic Mapping of Surficial Geology and Faults
Surficial geology in the area of the Temescal Basin has been mapped by the United States Geological Survey (USGS) in the 2004 Preliminary Digital Geologic Map of the Santa Ana 30’ x 60’ Quadrangle and the 2006 Geologic Map of the San Bernardino and Santa Ana 30’ x 60’ Quadrangles. This mapped geology has been digitized into GIS formats available from the USGS, and these complete datasets are included in the project geodatabase.

3.9 Subsidence - NASA JPL InSAR Dataset
Vertical ground surface displacement rates are derived from Interferometric Synthetic Aperture Radar (InSAR) data collected by the European Space Agency (ESA) Sentinel-1A satellite and processed by the National Aeronautics and Space Administration (NASA) Jet Propulsion Laboratory (JPL), under contract with DWR. Changes in vertical displacement can

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Data Management System 4 TODD GROUNDWATER
be viewed through the DWR SGMA mapping tool. Data have been downloaded from the SGMA data viewer and stored in the project geodatabase.

3.10 Water Infrastructure

3.10.1 Imported Water
Available imported water delivery pipelines and tie-in locations available from Corona, Norco, and HGCWD are included in the project geodatabase and relate to imported water delivery data in the project database.

3.10.2 Recycled Water and Wastewater
Corona waste discharge and recycled water distribution and use locations are included in the GIS datasets in the project geodatabase. Corona discharges wastewater to ponds adjacent to their wastewater treatment facility and they provide recycled water within the Basin. Recycled water use and wastewater discharge data are included in the project database.

3.11 Climate Data
The CIMIS stations, NOAA stations, and other climate locations are available in the geodatabase as a point coverage.

3.12 Surface Water Gage Locations
The locations of USGS surface water gages are also stored in the Geodatabase. Three streamflow gage stations near the Temescal Basin that are maintained by the USGS were identified. These stations are located on Temescal Creek at about Main Street in Corona (USGS 11072100), Temescal Creek at Corona Lake (USGS 11071900), and San Jacinto River near Elsinore (USGS 11070500). Up to date surface water measurements are available from the USGS NWIS data repository.

3.13 Well Records
Well location and other records are included in the GIS datasets in the project geodatabases. This includes location and other information as available for known and locatable wells in the Basin.

4. ACCESS DATABASES
Tabular data are linked in relational databases by subject. The DMS include one access database with stand-alone tables that pull together data from all sources for groundwater elevation, groundwater quality, and groundwater pumping. In addition, a table containing all know wells in the Basin links to the subject specific tables. The well table includes locational information as State Plane coordinates.

The types of data stored in the Access database are described below.

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Data Management System 5 TODD GROUNDWATER

4.1 Well Information Table
Well locations and available information were collected from multiple sources, including previous investigations, USGS National Water Information System (NWIS), DWR California Groundwater Elevation Monitoring (CASGEM) program, and others. This data collection effort included available well locations, well construction information, and aquifer parameter information. Data from all the available sources for the Basin and surrounding area were collected and reviewed and then the data were combined into a single unified dataset. The unified dataset retains detailed information from the source files. Well data from individual sources often use agency-specific identification numbers or names. This variation in identification number by source is problematic for organizing, relating, and querying data. A UniqueID field was added to the unified well dataset and assigned integer identification numbers for each well to serve as the primary field for joins, relating, and querying data. The unified well dataset includes wells with and without location data. In compiling these data, attempts were made to remove duplicate wells while compiling these data. The unified well information dataset is included in the project database. A separate table with additional information about active Corona wells is included as Well Corona Information.

4.2 Groundwater Elevation Table
As with well locations, groundwater elevation records were collected from multiple sources, including previous investigations, the TBGSA agencies, USGS NWIS, DWR CASGEM, and others. Data from these sources were collected, reviewed, and compiled into a single unified groundwater elevation dataset. The dataset includes all information from each source and uses the UniqueID field for linking, joining, or relating tables with information from wells.

Groundwater elevation data were not calculated for wells without reference elevation data; records for these wells include only depth to water measurements. In addition, there are temporal gaps in some of the data records between the completion of previous investigations and the start of data collection for publicly available records.

Groundwater elevation data has been structured according to the requirements of the CASGEM program in accordance with DWR’s grant funding agreement with the TBGSA.

The Groundwater Elevation Database includes relevant information about the wells and elevation data. The database is structured into tables with information on well location, well construction, and monitoring data.

4.3 Groundwater Quality Table
The groundwater quality tables combine water quality data from a variety of sources for a comprehensive repository of regional water quality data. The relational tables include locations for all wells with water quality data, a table of water quality data, a table with information on the water system that was sampled, and a table of constituents monitored with agency codes, reporting levels, and applicable water quality goals. Queries are included to extract data on the key constituents of concern. Data from the TBGSA agencies, regional

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Data Management System 6 TODD GROUNDWATER
monitoring (Regional Water Quality Control Board and the Division of Drinking Water), and special studies are included. The wells are linked to the Well Information table by the UniqueID field, and the source recorded in the dataset attribute field. Groundwater Pumping Table
Groundwater production in the Basin was compiled from all available sources and includes annual groundwater pumping for all wells is tracked by the Santa Ana River Watermaster, along with production in the rest of the watershed. Western Municipal Water District (WMWD) currently coordinates groundwater use data collection. Complete records of historical groundwater use were requested from and provided by WMWD. The groundwater production data for all wells were reviewed and organized for inclusion in the project database. Monthly pumping totals from the City of Corona wells are included separately. All production records are related to well locations by the UniqueID field.

4.4 Imported Water
Imported water delivery data were collected from the TBGSA agencies and are included in the project database.

4.5 Recycled Water and Wastewater
Wastewater information and reclaimed water production from the TBGSA agencies was compiled and included in the database.

5. OTHER FORMATS

5.1 Climate Data (precipitation, evaporation, temperature) - Excel Climate data are compiled and stored as an Excel file. The workbook also calculates the cumulative departure of precipitation and local water year type by quintiles. This record set includes all available local climate and weather data.

6. DATA MANAGEMENT STORAGE
The DMS will continue to be updated with more recent data for annual reports and the GSP 5-year update. It is expected that new datasets will be added as projects and management actions are undertaken. For example, shallow monitoring wells in the Prado wetlands area may be added to the project database.

The datasets that were created for the groundwater model of the Basin and the simulations of future conditions are documented separately, including model outputs, surface water budgets, and groundwater budgets. While these data are valuable to understanding the basin, they represent simulated conditions and are stored separately from the observed data documented here.

Appendices
City of Corona
2025 Urban Water Management Plan
Appendix S – WMWD Resolution 3166

RESOLUTION 3166

RESOLUTION OF THE BOARD OF DIRECTORS

OF WESTERN MUNICIPAL WATER DISTRICT

OF RIVERSIDE COUNTY DETERMINING WATER

RATES AND CHARGES FOR WATER USER AGENCIES
WHEREAS, the Metropolitan Water District of Southern
California (MWD) at the April 14, 2020, Board of Directors meeting adopted water rates to be effective January 1, 2022, as follows:

Tier 1 Supply Rate $243 per acre foot
Tier 2 Supply Rate $285 per acre foot
System Access Rate $389 per acre foot
Water Stewardship Rate $ 0 per acre foot
System Power Rate $167 per acre foot
Treatment Surcharge $344 per acre foot
Capacity Charge $12,200 per cfs
Readiness-to-Serve Charge $140 million
Note: the Readiness-to-Serve Charge is allocated based on each member agency’s ten-year rolling average of firm water demands.

Standby Charge revenues will continue to be credited against each MWD member agency’s Readiness-to-Serve Charge.

Based on the rates above, the MWD Full Service Untreated Tier 1 and Tier 2 rates are $799 and $841 per acre foot, respectively, and the MWD Full Service Treated Tier 1 and Tier 2 rates are $1,143 and $1,185 per acre foot, respectively, and;
WHEREAS, the Western Municipal Water District (Western) Board of Directors at a special Board meeting on October 9, 2002, after receiving input and comments from a majority of Western’s retail agency customers, adopted a method of passing through MWD charges to user agencies, and;
Attachment 4

R-3166 - 2 -
WHEREAS, the Western Board of Directors at a regular
Board meeting on December 3, 2014, authorized a ten-year purchase order with MWD, resulting in an Initial Base Period Demand of 117,537 acre feet for Western, and consequently a Tier 1 Annual Maximum of 105,783 acre feet beginning with calendar year 2015; NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of Western that, effective July 1, 2021, a charge of $24.06 per acre foot is hereby added to the cost of water charged by MWD to all of the retail agencies to whom water is made available by Western. Such charge will be used by Western in the administration of the supply and delivery of water to retail agencies; BE IT FURTHER RESOLVED that, effective July 1, 2021, a
charge of $16.26 per acre foot is hereby added to the cost of treated water delivered from the Mills Gravity Line to all retail agencies to whom water is made available by Western. Such charge will be used by Western to recover the cost of day-to-day maintenance of the Mills Gravity Line.

BE IT FURTHER RESOLVED that all water delivered from MWD to retail agencies of Western shall be in accordance with the Administrative Code and the rules, regulations and policies of MWD and Western. The charges for such water deliveries shall be as follows:

- 3 - R-3166
(a.) For all MWD water that is not delivered through the Mills Gravity Line.

Rates for Full Service Water Deliveries, Per Acre Foot, effective January 1, 2022:

Tier 1 Tier 2
Untreated Water Deliveries $799.00 $841.00
Western Administrative Charge 24.06 24.06
Total for Untreated Water Deliveries $823.06 $865.06
Tier 1 Tier 2
Treated Water Deliveries $1,143.00 $1,185.00
Western Administrative Charge 24.06 24.06
Total for Treated Water Deliveries $1,167.06 $1,209.06
(b.) For all MWD water that is delivered through the Mills Gravity Line.

Rates for Full Service Water Deliveries, Per Acre Foot, effective January 1, 2022:

Tier 1 Tier 2
Untreated Water Deliveries $799.00 $841.00
Western Administrative Charge 24.06 24.06
Mills Gravity Line Maint. Charge 16.26 16.26
Total for Untreated Water Deliveries $839.32 $881.32
Treated Water Deliveries $1,143.00 $1,185.00
Western Administrative Charge 24.06 24.06
Mills Gravity Line Maint. Charge 16.26 16.26
Total for Treated Water Deliveries $1,183.32 $1,225.32

R-3166 - 4 -
BE IT FURTHER RESOLVED that the maximum quantity of MWD full service water to be delivered at Tier 1 rates (Tier 1 Annual Maximum) to each retail agency for Calendar Year 2022 is:

Retail Agency CY 2022 AF
City of Corona 21,110.0
City of Norco 1,223.0
Metropolitan Water District 3.5
Elsinore Valley MWD 21,037.1
Temescal Valley Water District 3,458.5
City of Riverside 1,912.9
Rancho California Water District 27,312.1
Eagle Valley Mutual Water Company 948.2
Western Retail 28,777.7
Total Acre Feet 105,783.0
The allocation of the Tier 1 Annual Maximum above is set at 90% of each retail agency’s total MWD deliveries during Fiscal Year 2006-2007, utilizing the same method used by MWD to set Western’s Tier 1 Annual Maximum.

All quantities of MWD full service water delivered to a retail agency in excess of their Tier 1 Annual Maximum listed above will be charged at the Tier 2 rate. The exception to this is (a) MWD has not assessed Western any Tier 2 charges for the year, or (b) there are agencies listed above that do not use their full Tier 1 Annual Maximum during the calendar year (unused Tier 1). In this latter case, the unused Tier 1 will be allocated to each agency that exceeded their Tier 1 Annual Maximum during the calendar year based on the proportion of their excess to the total of all agencies’ excess (unused Tier 1 allocation). After the allocation of unused Tier 1, if available, any full service water delivered to a retail agency in excess of their Tier 1 Annual Maximum plus their unused Tier 1 allocation will be charged at the Tier 2 rate. This is the method used in prior years.

- 5 - R-3166
BE IT FURTHER RESOLVED that each retail agency will pay the MWD Capacity Charge based on the capacity used on Western’s maximum summer day demand placed on the MWD system between May 1 and September 30 for the three-calendar-year period ending December 31, 2020, which was September 12, 2018. The peak demands used for Calendar Year 2021’s calculations are:

Elsinore Valley Municipal Water District 70.8 cfs
City of Corona 40.6 cfs
Rancho California Water District 42.9 cfs
City of Norco 0.0 cfs
Temescal Valley Water District 5.0 cfs
City of Riverside 0.0 cfs
Eagle Valley Mutual Water Company 0.0 cfs
Metropolitan Water District 0.0 cfs
Western Retail _35.4 cfs
Total 194.7 cfs
BE IT FURTHER RESOLVED that effective January 1, 2022,
Western’s Capacity Charge rate shall be the MWD rate of $12,200 per cfs. Each retail agency will be billed each calendar month an amount equal to the capacity used on the peak demand day multiplied by the Western Capacity Charge rate and divided by twelve as follows:

Monthly Amount
Elsinore Valley Municipal Water District $ 71,980.00
City of Corona $ 41,276.67
Rancho California Water District $ 43,615.00
City of Norco $ 0.00
Temescal Valley Water District $ 5,083.33
City of Riverside $ 0.00
Eagle Valley Mutual Water Company $ 0.00
Metropolitan Water District $ 0.00
Western Retail _$ 35,990.00
Total $197,945.00

R-3166 - 6 -
BE IT FURTHER RESOLVED that effective July 1, 2021, each agency will be billed each calendar month an amount equal to their share of the MWD net Readiness-to-Serve Charge (RTS Charge). The monthly amounts for July through December 2021 and January through June 2022 are as follows:

Monthly Amount Monthly Amount
July – Dec 2021 Jan – June 2022
City of Corona $ 51,933.83 $ 65,113.67
City of Norco $ 0.00 $ 0.00
Metropolitan WD $ 19.50 $ 22.50
Elsinore Valley MWD $ 46,183.50 $ 58,392.83
Temescal Valley WD $ 9,802.50 $ 12,468.50
City of Riverside $ 0.00 $ 0.00
Rancho California WD $ 59,332.50 $ 78,337.50
Eagle Valley MWC $ 0.00 $ 41.00
Western Retail $ 51,769.50 $ 60,016.67
Total $ 219,041.33 $ 274,392.67
The RTS Charge assessed to Western by MWD is allocated to each retail agency and to Western’s retail customers based on the same method MWD uses to assess it, the ten-year rolling average of firm deliveries (for calendar year 2022’s allocation, the ten fiscal years are 2010-2011 through 2019-2020). The Standby Charge placed on the County tax rolls by MWD applicable to the parcels within the boundaries of each agency’s service area (less an MWD
administrative charge and estimated delinquencies) is used as an offset to each agency’s share of the RTS Charge, resulting in an Adjusted RTS Charge / Credit.

For some agencies, netting their RTS Charge with their Standby Charge revenue results in a credit instead of a charge. The sum of credits from these agencies is then allocated to the remaining agencies that have a charge. The allocation of the credits is

- 7 - R-3166
based on the proportion of each agency’s Adjusted RTS Charge to the total Adjusted RTS Charge. The result is a net RTS Charge.

BE IT FURTHER RESOLVED that effective July 1, 2021, each agency will be billed annually to fund a Mills Gravity Line Fixed Major Maintenance and Repair Reserve (Maintenance Reserve). The total amount to be funded will be allocated to each agency based on their proportion of service rights owned in the Mills Gravity Line as follows:

The Maintenance Reserve was established to fund inspections of the Mills Gravity Line and to fund major maintenance and repair work necessary to keep the pipeline in good working condition. The Maintenance Reserve budget amount was established by HDR, a thirdparty engineering consultant, who completed a condition assessment of the Mills Gravity Line. Western plans to annually fund the Maintenance Reserve based on the next 10 years of HDR’s budget, totaling $11,620,116.

Total
Service
Rights
Percent
Ownership
10 Years
Maintenance
Reserve
Purchase
Option
Maintenance
Reserve
Annual
Funding
City of Corona 61.50 10.89% $ 1,265,068 $ 126,507
Temescal Valley
Water District

87.96 15.57% $ 1,809,356 $ 180,936
City of Riverside 30.00 5.31% $ 617,107 $ 61,711
Metropolitan Water
District

17.50 3.10% $359,979 $ 35,998
Elsinore Valley
Municipal Water
District

54.00 9.56% $1,110,792 $37,027
Western Retail 313.94 55.57% $ 6,457,814 $(37,027) $ 756,860 Total 564.90 100.00% $ 11,620,116 $0 $ 1,162,012

R-3166 - 8 -
BE IT FURTHER RESOLVED that invoices for rates and
charges shall be issued by the 15th of the month following the month for which service was provided, and invoices which are not paid before the next billing cycle (30 days) shall be subject to interest charges. Interest will be calculated at a rate of one percent (1%) per month on all amounts that remain unpaid at each billing cycle. The minimum amount of an invoice will be twentyfive dollars ($25.00) per water connection, with the minimum amount charged even if there are no water deliveries.

BE IT FURTHER RESOLVED that this resolution will be
effective upon adoption, with the effective dates of various rates and charges described herein, and shall supersede Resolution 3116 of the Board of Directors of Western.

ADOPTED this 16th day of June, 2021
_______________________

BRENDA DENNSTEDT
President
June 16, 2021
I HEREBY CERTIFY that the foregoing is a full, true and correct copy of Resolution 3166 adopted by the Board of Directors of Western Municipal Water District of Riverside County at its Regular Meeting held June 16, 2021.
________________________

MIKE GARDNER
Secretary-Treasurer

Appendices
City of Corona
2025 Urban Water Management Plan
Appendix T – 60 Day Notification Letters

Appendices
City of Corona
2025 Urban Water Management Plan
Appendix U – Public Hearing Notification Letters

Appendices
City of Corona
2025 Urban Water Management Plan
Appendix V – Resolution Adoption Plan of 2020 UWMP and WSCP

Tom Moody
Utilities Director
WEDNESDAY, JUNE 3RD Page 2441 of 3451 , 2026
Adopt City of Corona 2025 Urban Water
Management Plan update by Resolution
No. 2027-071.

Helps City of Corona by:
• Forecast its water resilience by
projecting future demands.
• Evaluating supply reliability over the
next 20 to 25 years planning horizon.
• Outlining actions for the City of
Corona to implement its Water
Shortage Contingency Plan (WSCP)
during water supply shortage.

UWMP AND WSCP CONTENTS
• Predictability is an important element in planning future water supplies • This UWMP reviews the City of Corona’s current and future water supplies against the demand. • Water Conservation Bill of 2009 (SB X7-7) target was met in 2020. • Starting 2028, retail water suppliers must report whether their Water Loss Performance Standard has been met. • City of Corona’s supply reliability will be adequate through the planning horizon up to 2050. • Adopted by Ordinance No. 2962.
• Currently on Stage 2 Water Conservation

Adopt City of Corona 2025 Urban Water
Management Plan update by Resolution
No. 2027-071.

QUESTIONS?

DATE: 06/03/2026
TO: Honorable Mayor and City Council Members
FROM: Economic Development Department
2026-212

REQUEST FOR CITY COUNCIL ACTION
SUBJECT:

UPDATE ON POTENTIAL DOWNTOWN BUSINESS IMPROVEMENT DISTRICT

FORMATION OUTREACH
EXECUTIVE SUMMARY:

This staff report updates the City Council on outreach efforts for a potential Downtown Business Improvement District and asks the Council to provide direction on next steps.

RECOMMENDED ACTION:

That the City Council direct staff to discontinue Business Improvement District formation activities.

BACKGROUND & HISTORY:

At the October 1, 2025 City Council meeting, staff provided an overview about Business Improvement Districts (BID) and proposed an outreach process for community education and to assess the level of support for the formation of a BID in Downtown Corona.

Formation of a BID is discussed extensively in the Downtown Revitalization Plan as a potential tool to address a wide array of downtown issues and provide another mechanism for supporting existing downtown businesses.

Over the last few months, Economic Development staff have made extensive efforts to connect with business owners and property owners in the Downtown area to discuss potential creation of a BID to support current revitalization efforts. Staff worked with Spicer

Consulting to develop a boundary, framework, and estimated budgets to help educate and inform those within the proposed BID area.

Staff held a Community Meeting on March 10 to provide background information about the purpose and formation process of BIDs and gather initial feedback. Invitations were mailed out, as well as hand delivered, which successfully brought together approximately 100 participants. Following the first meeting, staff mailed out additional information packets and a survey QR code to get a pulse on needs and interest. In addition, staff held one-on-one stakeholder meetings with major property owners and businesses within the proposed boundary.

Following the initial meeting, staff held a follow up BID Expo on April 28 to further engage the community. Participants could learn more about the process from City staff as well as from Spicer Consulting. They were also able to get an estimate of their annual cost based on their address. A representative from the Downtown Riverside BID was present to offer a firsthand account of how that BID functions. Invitations were mailed out to both business owners and property owners, and approximately 25 property and business owners attended. Feedback was actively gathered from meetings, emails, surveys, and one-oneconversations.

ANALYSIS:

The feedback from those actively engaged in the BID process during community meetings, one-on-one conversations, and surveys show little to no interest in forming a BID at this time. While there were a handful of businesses that could see the potential benefit, the majority of respondents indicated that they do not want to participate in, and fund, a BID. In one-on-one consultations with Northgate and Southwest Healthcare - CRMC, each indicated that they were not in favor of the BID at this time. The general lack of support centered on a few key points:
 Some do not believe their business could survive the additional costs,  Some commented that the City baseline services are sufficient, s  Some mentioned that their business types have no need for collaborative marketing and event efforts to increase foot traffic, and  Some questioned the management structure and on-going city participation.

Based on this feedback, staff have concluded that moving forward to a vote on the formation would result in a majority ‘no’ vote and thus not be a prudent use of public funds.

Based on the feedback received to date, staff recommend to discontinue the BID formation process.

FINANCIAL IMPACT:

Suspending BID formation activities will not incur additional costs to the City.

ENVIRONMENTAL ANALYSIS:

This action is exempt pursuant to section 15061 (b)(3) for the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if covered by the commonsense exemption that CEQA applies to projects that have the

potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This action asks Council to receive and file a report on the Downtown Revitalization’s BID formation outreach. There is no possibility that approving the recommended action will have a significant effect on the environment. Therefore, no environmental analysis is required.

PREPARED BY: ASHLEY ZARAGOZA, ECONOMIC DEVELOPMENT MANAGER REVIEWED BY: JOEL BELDING, ECONOMIC DEVELOPMENT DIRECTOR REVIEWED BY: JUSTIN TUCKER, ASSISTANT CITY MANAGER

DATE: 06/03/2026
TO: Honorable Mayor and City Council Members
FROM: Economic Development Department
2026-216

REQUEST FOR CITY COUNCIL ACTION
SUBJECT:

PROPOSAL BY TOYOTA OF CORONA FOR CITY PARTICIPATION IN FREEWAY

SIGN REPLACEMENT
EXECUTIVE SUMMARY:

This staff report asks the City Council to consider a proposal from Toyota of Corona, located at 1700 W Sixth Street, for the City to participate in the replacement of a freeway sign.

RECOMMENDED ACTION:

That the City Council authorize staff to enter into an agreement with Toyota of Corona to fund 50% of the proposed freeway sign, with a not to exceed amount of $396,015.

BACKGROUND & HISTORY:

Toyota of Corona has a freeway sign located immediately adjacent to the 91 Riverside Freeway, which has been in place since 1990. The sign is 48 feet high and approximately 24 feet wide, with an electronic screen of 347 square feet and required a variance for additional sign area above the 129 square feet that was permitted by right. That variance was approved by the City Council on August 2, 1989.

The electronic sign is beginning to degrade in clarity and legibility, and the Toyota of Corona ownership is contemplating replacing the sign. The dealership has requested

financial assistance from the City to replace the current sign with a larger, modern sign, to better allow it to advertise its dealership to drivers on the 91 Riverside freeway.

The request by the dealership is for the City to fund 50% of the cost of the sign replacement, which is estimated to $396,015 of the total project cost of $792,030. The dealership would be responsible for the maintenance and operation of the sign once installed and would provide the City nine minutes of every hour for public messaging. The intent of this upgrade is to improve visibility for the stand alone dealership that is located on the opposite side of the 91 Freeway from the Corona Auto Center and where the dealership building and car inventory is located on the south side of Sixth Street, entirely out of view from freeway traffic, which is a unique condition compared to all other major dealerships in the city.

City participation in freeway signs is a common practice, with twelve recent examples, funding by nine cities in Southern California identified as examples and models for the requested participation. For those examples, city funding ranges between 50% and 80% of total sign costs, with two cities providing supplemental funding up to 100% of the new sign cost in the form of a loan, which is repayable over time. In exchange for the funding, dealerships also provide time on the signs for public messaging by the cities, ranging for from 6 to 12 minutes of each hour.

The City of Corona also recently assisted the Corona Auto Center dealers with a refurbishment of its sign, providing $150,000 in 2021. The City receives 12 minutes of messaging time per hour on this sign.

ANALYSIS:

The current Toyota of Corona ownership purchased the dealership in the middle of 2025.

Under the prior ownership, the dealership, on average, sold an average of 5.05 (2023) and 4.67 (2024) cars per day. For the first half of 2025, the previous owner sold 4.28 cars on average per day. The new (current) owner sold an average of 10.85 cars per day for the second half of 2025, and 9.49 cars per day for the first quarter of 2026. This significant increase in volume, based on a new operational approach by the current owner, has already generated an estimated $200,000 to $300,000 in increased sales tax over previous years performance. If this pattern holds through the end of 2026, the increase in sales tax generated will match or exceed the requested funding assistance.

The proposed sign structure is approximately 51 feet high and 33.7 feet, with an electronic sign of 668 square feet. The sign would include text to identify the dealership, the Toyota logo, and the City of Corona on both sides of the structure.

Should the City Council authorize staff to enter into a funding agreement with the dealership, staff will return to the City Council in the near future with the final agreement and a budget appropriation request. The applicant would then be responsible for submitting a request for a variance for Planning Commission consideration. The variance is necessary as the Zoning Ordinance allows for a pylon sign up 40 feet in height for freeway adjacent properties, and 129 square feet for this specific site based on the length

of its freeway frontage, in the C-3 Commercial Zone, which is the zoning for the dealership.

Should the Planning Commission approve the variance, the applicant could then move forward with permitting and sign fabrication and installation. Should the Planning Commission deny the variance, the dealership ownership could appeal to the City Council for a final determination. This entire process is expected to be completed by early 2027, assuming the variance request is submitted in late June or early July, with the new sign installed and operational by summer 2027.

FINANCIAL IMPACT:

The City’s participation in the freeway sign replacement is $396,015, which is 50% of the new sign cost. The new sign may assist in increasing vehicle sales from this dealership, thereby generating additional sales tax revenue for the City. Staff will return to the City Council in the near future with the final agreement and a budget appropriation request.

ENVIRONMENTAL ANALYSIS:

This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the commonsense exemption that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This action seeks Council authorization to enter into a funding agreement to assist with sign replacement in a fully urbanized area where a similar sign already exists. Therefore, no environmental analysis is required.

PREPARED BY: JOEL BELDING, ECONOMIC DEVELOPMENT MANGAGER REVIEWED BY: JUSTIN TUCKER, ASSISTANT CITY MANAGER
ATTACHMENTS:

1. Exhibit 1 – Presentation

Joel Belding
Economic Development Director
Freeway Signs
Funding Participation Request

Ask
That the City Council authorize staff to
enter into an agreement with Toyota of
Corona to fund 50% of the proposed
freeway sign, with a not to exceed amount
of $396,015.

Toyota of Corona Freeway Sign
• Sign has reached the end of its
functional life
• Dealer has requested city
assistance with replacement
• City participation is a common
practice
396,015

Examples
from other SoCal Cities

Puente Hills
Cost: $708,919
City Funding: 80% ($506,135)
Balance: City loan (20% at 4%
interest) to dealers
PSA Time: 9 min/hour
Cost: $694,093
City Funding: 80% ($555,274)
Balance: City loan (20% at 4%
interest) to dealers
PSA Time: 9 min/hour

Ontario
Cost: $829,140
City Funding: 50% ($414,570)
PSA Time: 9 min/hour
Cost: $450,641
City Funding: 50% ($225,320)
PSA Time: 9 min/hour

Ontario
Cost: $497,312
City Funding: 50% ($248,656)
PSA Time: 9 min/hour
Cerritos
Cost: $892,891
City Funding: 50% ($446,445)
Balance: City loan (50% at 4%
interest) to dealers
PSA Time: 6 min/hour

Cathedral City
Cost: $478,765
City Funding: 75% ($359,073)
PSA Time: 9 min/hour
Fontana
Cost: $794,587
City Funding: 50% ($397,293)
PSA Time: 9 min/hour

Montclair
Cost: $700,000
City Funding: 50% ($350,000)
PSA Time: 6 min/hour
Duarte
Cost: $833,532
City Funding: 50% ($416,766)
PSA Time: 9 min/hour

Norco
Cost: $376,244
City Funding: 50% ($188,122)
PSA Time: 9 min/hour
Chino
Cost: $576,384
City Funding: 50% ($288,384)
PSA Time: 9 min/hour

Corona Auto Center Freeway Sign
• City provided $150,000 for
rehabilitation of sign
• Council approval 11/18/20
• City messaging on sign 20% of
time as public benefit (12 min
per hour)

Proposed Toyota Sign Cost Summary
• Cost: $792,031
• Requested
City Funding:
50% ($396,015)
• PSA Time: 9
min per hour

Old vs. New Sign Details
48’ high
23’11” wide
51’2” high
35’8” wide
347 sq.ft. 668 sq.ft.

Deal Points
•City pays 50% of sign cost
•$ 396,015
•City receives 9 minutes of every hour (15% of time)
•City name / logo / wordmark on sign
•All upkeep and electricity costs paid by Toyota of Corona •Warranty for 10 years
•Life of asset 10 years

Return on Investment
• New ownership dealership
projected to generate
$200,000 to $300,000
additional sales tax under new
ownership based on sales data
• Dealership estimates
10% increase in sales
from enhanced visibility
• City investment repaid
within 1.5 years of current
operations (current trend +
sign increase)
Prior ownership

5.05 4.67

4.28 10.85

9.49

Next Steps
Funding agreement
presented to City Council
(June/July ‘26)
Dealership submits
application for Variance to
Planning & Development
Dept (July – Dec ‘26)
Planning Commission acts
on Variance request
(December ‘26)
City Council affirms
Planning Commission
approval or overrides
denial on appeal
(January ‘27)
Sign permits; Sign
fabrication
(February – May ‘27)
City messaging begins; City
recoups investment through
sales tax collection
(June ‘27– June ‘28)

That the City Council authorize staff to
enter into an agreement with Toyota of
Corona to fund 50% of the proposed
freeway sign, with a not to exceed
amount of $396,015.
17 Recommendation

18 Questions?

DATE: 06/03/2026
TO: Honorable Mayor and City Council Members
FROM: Finance Department
2026-211

REQUEST FOR CITY COUNCIL ACTION

CORONA HOUSING AUTHORITY ACTION

CORONA UTILITY AUTHORITY ACTION

CORONA PUBLIC FINANCING AUTHORITY
SUBJECT:

ADOPTION OF THE CITY OF CORONA PROPOSED BUDGET FOR FISCAL YEAR 2027, AMENDMENTS TO THE FISCAL YEAR 2026 ADOPTED BUDGET, AND

RELATED CONTRACT AMENDMENTS, CHANGE ORDERS, AND PURCHASE ORDERS
EXECUTIVE SUMMARY:

This staff report asks Council to approve the proposed Fiscal Year 2027 budget, Fiscal Year 2026 budget adjustments, and purchase orders for Fiscal Year 2027.

RECOMMENDED ACTION:

That the:
a. City Council Adopt Resolution No. 2026-032, adopting the City’s budget for Fiscal Year 2027 and General Fund Budget Policies.
b. Corona Utility Authority adopts Resolution No. 2026-033, adopting said Authority’s budget for Fiscal Year 2027 and Budget Policies.

c. Corona Public Finance Authority adopts Resolution No. 2026-034, adopting said Authority’s budget for Fiscal Year 2027 and Budget Policies. d. Corona Housing Authority adopts Resolution No. 2026-035, adopting said Authority’s budget for Fiscal Year 2027 and Budget Policies. e. City Council adopts Resolution No. 2026-036, adopting the annual appropriations limit for Fiscal Year 2027 and selecting the population and inflation factors accordingly.
f. City Council approve the following contract amendments, change orders, and purchase orders for Fiscal Year 2027:
i. Authorize the City Manager, or his designee, to issue purchase orders for the attached list (Exhibit 8) of Information Technology software renewals for Fiscal Year 2027 including any non-substantive extensions, change orders, purchase orders, and amendments up to the lesser of either $100,000 or 10% of the original contract amount as authorized by Corona Municipal Code Section 3.08.070 (I).
ii. Authorize a Maintenance/General Services Agreement with HCI Environmental & Engineering Service in the amount of $136,875.53 for Hazardous Waste Disposal Services and Annual Maintenance at the Corona Firing Range.
 Authorize the City Manager, or his designee, to issue a Purchase Order to HCI Environmental & Engineering Service in the amount of $136,875.53.
 Authorize the City Manager, or his designee, to negotiate and execute non-substantive extensions, change orders,
amendments, and additional purchase orders up to the amount permitted under Corona Municipal Code Section 3.08.060(I), which is equivalent to 10% of the contract value or $13,687. iii. Authorize Amendments to the Maintenance/General Services Agreements with Tropical Plaza Nursery, Inc., Greentech Landscape, Inc., and Integrity Arborist and Ecoscape, Inc., for Landscaping Services.
 Authorize the Seventh Amendment to the Maintenance/General Services Agreement with Tropical Plaza Nursery, Inc. for Areas 1 & 5 Landscaping Services.
 Authorize the City Manager, or his designee, to execute the Seventh Amendment to the Maintenance/General Service
Agreement to extend the term through June 30, 2027 and add sports field mowing services, at the rates set forth therein and with a total compensation of $860,724 annually, including any non-substantive extensions, change orders, purchase orders, and amendments up to the amount authorized by Corona
Municipal Code Section 3.08.060 (I), which is equivalent to 10% or $86,072.

 Authorize the First Amendment to the Maintenance/General Services Agreement with Greentech Landscape, Inc. for Area 4 Landscaping Services.
 Authorize the City Manager, or his designee, to execute the First Amendment to the Maintenance/General Service
Agreement to add sports field mowing services, at the rates set forth therein and with a total compensation of $342,480 annually, including any non-substantive extensions, change orders, purchase orders, and amendments up to the amount authorized by Corona Municipal Code Section 3.08.060 (I), which is equivalent to 10% or $34,248.
 Authorize the First Amendment to the Maintenance/General Services Agreement with Integrity Arborist and Ecoscape, Inc. for Area 2 Landscaping Services.
 Authorize the City Manager, or his designee, to execute the Seventh Amendment to the Maintenance/General Service
Agreement to add sports field mowing services, at the rates set forth therein and with a total compensation of $532,745.75 annually, including any non-substantive extensions, change orders, purchase orders, and amendments up to the amount authorized by Corona Municipal Code Section 3.08.060 (I), which is equivalent to 10% or $53,274.57.
g. City Council approve the following budget amendments for Fiscal Year 2026:
i. Authorize an appropriation in the amount of $138,314 to the South Corona Mall Acquisition and Improvement Operating and Maintenance Project No. 79320 within the Measure X Fund 120 for additional design services related to the conversion of a building from a former retail location to a multi-tenant food hall.
ii. Authorize an appropriation in the amount of $20,000 from the Library Facilities and Collection Fee Fund 206 to the Library Materials Operating and Maintenance Project No. 63900 for the expansion of the children’s book collection.
iii. Authorize an appropriation in the amount of $34,500 from the Information Technology Fund 681 to the Information Technology Department for the procurement of DocAccess Software.
iv. Authorize (1) part-time Library Assistant position in the Community Services Department to support program delivery and daily operations at the Corona Public Library’s Innovation Center. The position is to be funded for four years through a state grant intended to support both the construction and operations of the Corona Innovation Center.
h. Adopt Resolution No. 2026-072, approving the City of Corona Position Library and Compensation Plan and repealing all prior Plans, including Resolution No. 2026- 027, effective June 13, 2026.

BACKGROUND:

The Fiscal Year (FY) 2027 budget process began in November 2025. On Thursday, April 23, 2026, a budget workshop was held to discuss the budget, set goals, and receive direction from the City Council for the development of the FY 2027 budget. These workshops are an important step in the budget process and include a review of the City’s Strategic Plan and FY 2027 Strategic Priorities. Staff prepared the operating budget, capital improvement plan, and additional service adjustment requests for the City Council’s consideration.

At the May 20, 2026, City Council Meeting, staff provided an update to the public and City Council on the progress of the FY 2027 proposed budget. Staff presented the proposed budget overview and a recap of the budget items discussed during the first budget workshop.

ANALYSIS:

The estimated revenue and transfers-in budget for FY 2027 is $502.9 million, which represents a decrease of $100.4 million, or 16.6%, compared to the FY 2026 revenue projections. The most significant decrease, $64.5 million, is in the Enterprise Funds. This is primarily for Water and Wastewater Revenue Bonds issued in FY 2026. The second largest change is a decrease of $28.1 million in the Capital Projects Funds, related to reimbursement agreements for the McKinley Grade Separation Project. Lastly, a $7.0 million decrease in the General Fund, largely driven from a one-time sale of surplus property in FY 2026.

The proposed expenditure and transfers-out budget for FY 2027 totals $510.1 million, which is an increase of $47.5 million, or 9.7%, compared to the adopted FY 2026 budget.

The net change is based on increases in the following categories: $11.8 million in Personnel Costs, $0.2 million in Capital Outlay, $0.4 million in Contractual, $7.1 million in Materials & Supplies, $0.6 million in Debt Service, $3.7 million in Operating and Maintenance Projects, $24.8 million in Capital Improvement Projects, and $2.2 million in Transfer-Out. In addition, there are decreases of $0.2 million in Claims Expenses, and $3.1 million in Utilities.

Recommended actions a, b, c, and d: Annual Budget and Budget Policies The FY 2027 budget was developed in alignment with the City’s adopted Strategic Plan and the following six strategic goals:

1. Financial Stability

2. Strong Economy

3. Sound Infrastructure

4. Safe Community

5. Sense of Place

6. High Performing Government
Presented for consideration by the City Council, Corona Utility Authority, Corona Housing Authority, and Corona Public Financing Authority are the resolutions to adopt the FY 2027

Proposed Operating Budget and Ten-Year Capital Improvement Plan. The Ten-Year Capital Improvement Plan allows for the coordination, financing, and timing of major City public improvements. These documents are prepared to communicate the City’s strategic goals and use of resources.

Recommended action e: Appropriations Limit for FY 2027
Article XIII B of the California Constitution specifies that appropriations made by local governments may increase annually by a factor comprised of the change in population from one year to another, combined with an inflation factor. For the population factor, jurisdictions have a choice between the percentage change in the City’s population growth or the County’s population growth. For the inflation factor, jurisdictions can choose between the California per capita personal income or the increase in non-residential assessed valuation due to new construction. Under the California Constitution, a jurisdiction is required to adopt the Gann Appropriation Limit annually by resolution, selecting each factor by a vote of the governing body. The factors that pertain to the Fiscal Year 2027 calculation are as follows:

Population Percentage Grown
City of Corona -0.35%
County of Riverside 0.42%
Inflation Percentage Factors
California per capital personal income 4.95%
Change in non-residential assessed
Valuation due to new construction Not Available
Staff recommends that the County’s population change of 0.42% and the California per capita personal income change of 4.95% be approved by the City Council. The change in non-residential assessed valuation is usually not available to the City at the time the limit needs to be adopted. When the change in non-residential assessed valuation due to new construction is available, and if it is higher than the California per capita personal income change, staff will recalculate the Appropriations Limit and will resubmit to the City Council for approval. The City’s audit firm provides an attestation letter of the calculation during the audit process each fiscal year.

Recommended action f: City Council approve the following contract amendments, change orders, and purchase orders for Fiscal Year 2027 i. Authorize the City Manager, or his designee, to issue purchase orders for the attached list (Exhibit 8) of Information Technology software renewals for Fiscal Year 2027 including any non-substantive extensions, change orders, purchase orders, and amendments up to the lesser of either $100,000 or 10% of the original contract amount as authorized by Corona Municipal Code Section 3.08.070 (I).

The City utilizes a wide range of software for City operations. In an effort to streamline the procurement process for annual routine software renewals, staff is recommending approval of the attached list of annual renewals to ensure

maximum efficiency and savings are realized in the procurement of the annual technology maintenance agreements. The City’s ability to continue to use technology is typically tied to the continuation of annual maintenance payments or subscriptions for that technology. Many vendors are the sole providers of support for their products (i.e., software, hardware, and professional services). Due to the nature of the security requirements related to credit card processing and online payment gateways, many financial software vendors have established relationships with specific third-party providers so their products can maintain certifications and ensure that they meet current and future security standards.

These relationships result in making those service providers the sole source for that application.
ii. Authorize a Maintenance/General Services Agreement with HCI Environmental & Engineering Service in the amount of $136,875.53 for Hazardous Waste Disposal Services and Annual Maintenance at the Corona Firing Range.

HCI Environmental will perform quarterly lead contamination cleaning services for the City of Corona Police Department Firing Range. Services include Providing labor, equipment, and supplies for routine range maintenance and lead cleaning.

HEPA vacuuming and wet wiping of: all floors, ceilings, and walls range, the gun cleaning room. Grooming of the granulated rubber berm trap prior to departure.

Removal, replacement, and proper disposal of police department-supplied air filters, as well as the replacement of exhaust filters. iii. Authorize Amendments to the Maintenance/General Services Agreements with Tropical Plaza Nursery, Inc., Greentech Landscape, Inc., and Integrity Arborist and Ecoscape, Inc., for Landscaping Services.

The Community Services Department is requesting that the City Council approve contract amendments for the landscaping contracts for Tropical Plaza, GreenTech, and Integrity. These amendments include modifications to the scope of work to add sports field mowing at park sites to augment regular parks maintenance, and to extend the term of the contract with Tropical Plaza Nursery through June 30, 2027. The additional services will be funded by corresponding CFDs which support maintenance and upkeep of parks that provide a benefit to the district.

Recommended action g: City Council approve the following budget amendments for Fiscal Year 2026
i. Authorize an appropriation in the amount of $138,314 to the South Corona Mall Acquisition and Improvement Operating and Maintenance Project No. 79320 within the Measure X Fund 120 for additional design services related to the conversion of a building from a former retail location to a multi-tenant food hall.

During the initial design work, it was determined that additional work outside of the original scope was needed to maximum the amount of leasable space within the food hall building, which then will maximize the rental revenue that will be

generated for the city. Staff recommends an appropriation in the amount of $138,314 from the Measure X Fund 120 to the South Corona Mall Acquisition and Improvement Operating and Maintenance Project No. 79320. ii. Authorize an appropriation in the amount of $20,000 from the Library Facilities and Collection Fee Fund 206 to the Library Materials Operating and Maintenance Project No. 63900 for the expansion of the children’s book collection.

To purchase resources to expand the Corona Public Library’s Children’s book collection as a supplement to the General Funds budget allocations. Staff recommends an appropriation in the amount of $20,000 from the Library Facilities and Collection Fee Fund 206 to the Library Materials Operating and Maintenance Project No. 63900.
iii. Authorize an appropriation in the amount of $34,500 from the Information Technology Fund 681 to the Information Technology Department for the procurement of DocAccess Software.

DocAccess is an AI-powered accessibility tool that automatically converts, translates, and remediates PDF documents into WCAG 2.1 AA-compliant HTML transcripts. Primarily used by governments and organizations to meet ADA requirements, it enables screen reader compatibility, 150+ language translations, and semantic document restructuring, ensuring equitable access for all users. Staff recommends an appropriation in the amount of $34,500 from the Information Technology Fund 681 to the Information Technology Department. Any unused funds will roll over into FY 2027.
iv. Authorize (1) part-time Library Assistant position in the Community Services Department to support program delivery and daily operations at the Corona Public Library’s Innovation Center. The position is to be funded for four years through a state grant intended to support both the construction and operations of the Corona Innovation Center.

The Corona Public Library will house the Innovation Center and MakerSpace, opening June 2026. Currently, only CNUSD Adult School and Norco College provide 33 hours for the Innovation Center and none for the MakerSpace. The library is open 53 hours weekly and must be programmed at least 75% of that time, including free community offerings. The Library Assistant would manage partnerships, programs, equipment, grants, marketing, maintenance, volunteers, and one late (9pm) closing shift. The position will be 100% funded by the Corona Innovation Center Grant for a period of 4 years (FY27-FY30). After the grant funding expires, the position will be reevaluated and may or may not continue.

Funding for the position is available in the Corona Innovation Center Capital Improvement Project No. FC-2023-10 within the Reimbursement Grants Fund 480.

Recommended action h: Adopt Resolution No. 2026-072, approving the City of Corona Position Library and Compensation Plan and repealing all prior Plans, including Resolution No. 2026-027, effective June 13, 2026.

State regulations for public employers require disclosure of position classifications and corresponding compensation. In an effort to ensure position compliance updates and for even greater transparency, the City Council regularly adopts and updates the Position Library and Compensation Plan, a document that includes a list of all authorized employment positions for the City and their corresponding compensation ranges (“Plan”).

The Plan provides added organizational efficiency and permits departments to continue streamlining operations without impacting service levels. Additionally, it allows members of the public to see what any given position, even those not currently filled, is paid. To this end, it is essential to note that this document is strictly a resource of all employment positions, and the positions listed will not necessarily be budgeted or funded in any given fiscal year. A list of full-time budgeted positions is located on the City’s website and within the City’s Operating Budget.

Updates to the City of Corona Position Library and Compensation Plan have been modified to reflect newly added positions for Fiscal Year 2027 based on the needs of the organization.

FINANCIAL IMPACT:

Recommended actions a, b, c, d, and e: FY 2027 Budget Resolutions and Annual Appropriations Limit
Recommended actions a, b, c, d, and e will adopt the budget for Fiscal Year 2027 for each of the City’s authorities and approve the annual appropriations limit calculation. The total expenditures for all Governmental, Proprietary, and Agency funds in Fiscal Year 2027 is $504,802,930. The City’s appropriations subject to the limit, based on the annual appropriations limit (a.k.a. Gann Limit) are $207,170,784. With an appropriations limit of $825,566,846, the City of Corona’s proposed expenditure budget is $320,763,916 under the appropriations limit. Approval of the resolutions will not result in any additional financial impacts.

Recommended action f: City Council approve the following contract amendments, change orders, and purchase orders for Fiscal Year 2027 The budget for this recommended action is already included in the FY 2027 Proposed Budget. No additional financial impact is associated with this recommended action.

Recommended action g: City Council approve the following budget amendments for Fiscal Year 2026
Fund Appropriations
Offsetting
Revenue
Net Impact
Total
Measure X Fund (120) 138,314 - 138,314
Library Facilities and Collection
Fee Fund (206) 20,000 - 20,000
Information Technology Fund
(681) 34,500

- 34,500

Fund Appropriations
Offsetting
Revenue
Net Impact
Total
Total $ 192,814 $ - $ 192,814
Recommended action h: Adopt Resolution No. 2026-072, approving the City of Corona Position Library and Compensation Plan and repealing all prior Plans, including Resolution No. 2026-027, effective June 13, 2026.

No additional financial impact is associated with this recommended action.

ENVIRONMENTAL ANALYSIS:

This action is exempt pursuant to Section 15061(b)(3) of the Guidelines for the California Environmental Quality Act (CEQA), which states that a project is exempt from CEQA if the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. This action adopts the City’s FY 2027 budget, and makes other budgetary and contract amendments, and there is no possibility that approval of the report will have a significant effect on the environment.

Therefore, no environmental analysis is required.

PREPARED BY: LUIS NAVARRO, BUDGET SUPERVISOR
REVIEWED BY: BRUCE FOLTZ, FINANCE DIRECTOR
ATTACHMENTS:

1. Exhibit 1 – Fiscal Year 2027 Proposed Budget

2. Exhibit 2 – Fiscal Year 2027-2036 Proposed Capital Improvement Plan

3. Exhibit 3 – Resolution No. 2026-032, City Council Budget Resolution for Fiscal Year 2027

4. Exhibit 4 – Resolution No. 2026-033, Corona Utility Authority Budget Resolution for Fiscal Year 2027

5. Exhibit 5 – Resolution No. 2026-034, Corona Public Financing Authority Budget Resolution for Fiscal Year 2027

6. Exhibit 6 – Resolution No. 2026-035, Corona Housing Authority Budget Resolution for Fiscal Year 2027

7. Exhibit 7 – Resolution No. 2026-036, Annual Appropriations Limit for Fiscal Year 2027

8. Exhibit 8 – Fiscal Year 2027 IT Renewal Items

9. Exhibit 9 – HCI Environmental & Engineering Service - Agreement

10.Exhibit 10 – Tropical Plaza Nursery, Inc. – Seventh Amendment

11.Exhibit 11 – Greentech Landscape, Inc. – First Amendment

12.Exhibit 12 – Integrity Arborist and Ecoscape, Inc. – First Amendment

13.Exhibit 13 - Resolution No. 2026-072 Position Library and Compensation Plan

14.Exhibit 14 - Position Library and Compensation Plan - Redline

FY 2027
Budget Adoption
Bruce Foltz
Finance Director

AGENDA
01 Total – All Funds
02 03 Proprietary Funds
General Fund
General Fund Forecast
Enterprise Funds
2

Total
All Funds
3

Revenues All Funds
FY 2027 Proposed $498.7 Million
4 Governmental Funds
General Fund $ 243,766,624
Special Revenue Funds 31,261,849
Capit al Project Funds 3,460,803
Subt ot al 278,489,276
Proprietary or Business Type
Ent erprise Funds 162,074,331
Int ernal Service Funds 40,873,691
Subt ot al 202,948,022
Fiduciary Funds
A gency Funds 7,970,954
Privat e Purpose Trust Funds 9,246,063
Subt ot al 17,217,017
Total $ 498,654,315
Governmental Funds
$278.5

55.8%
Proprietary or
Business Type
$202.9

40.7%
Fiduciary Funds
$17.2

3.5%

Expenditures All Funds
FY 2027 Proposed $508.7 Million
5 Governmental Funds
General Fund $ 243,524,970
Special Revenue Funds 32,740,522
Capit al Project Funds 4,358,315
Subt ot al 280,623,807
Proprietary or Business Type
Ent erprise Funds 181,403,389
Int ernal Service Funds 37,485,746
Subt ot al 218,889,135
Fiduciary Funds
A gency Funds 7,408,240
Privat e Purpose Trust Funds 1,825,988
Subt ot al 9,234,228
Total $ 508,747,170
Governmental Funds
$280.6

55.2%
Proprietary or
Business Type
$218.9

43.0%
Fiduciary Funds
$9.2

1.8%

General Fund
6

FY 2027 Proposed $243.8 Million
7 FY 2027 General Fund Estimated Revenues $243.8 Million FY 2023
Actuals
FY 2024
Actuals
FY 2025
Actuals
FY 2026
YTD Budget
FY 2027
Proposed
Transfers In 1.1 1.3 1.3 1.4 1.5
Revenue 217.4 232.7 243.3 241.1 242.3
Total Inflows 218.5 234.0 244.6 242.5 243.8
$218.5
$234.0
$244.6
$242.5
$243.8
$200
$205
$210
$215
$220
$225
$230
$235
$240
$245
$250
Million

FY 2026 Proposed $230.7 Million
8 FY 2027 General Fund Estimated Revenues $243.8 Million $0
$22
$43
$65
$86
$108
$129
$151
$172
$194
$215
$237
$258
Millions
FY 2027 Estimate
Sales Tax
Prop Taxes
Other Taxes
Charges for Services
Other Revenues
Investment Earnings
Payment in Lieu
Intergovernmental
Licenses, Fees & Permits
Transfers In
Fines, Penalties & Forfeitures
Special Assessments
Other Financing Sources
These 5 categories make up

87.5% of General Fund Revenues

FY 2027 Proposed $243.8 Million
9 FY 2027 General Fund Estimated Revenues $243.8 Million Proposed $ FY 2027 to
Total General fund FY24 Actuals FY25 Actuals FY26 YTD Budget 2027 Budget FY 2026 Budget Property Tax 64,969,085 67,414,475 68,469,800 71,653,700 3,183,900 Sales Tax 97,709,068 98,620,077 100,207,312 99,794,596 (412,716) Other Taxes 15,166,752 16,296,271 16,144,202 16,715,401 571,199 Licenses, Fees & Permits 2,273,820 2,827,620 2,408,480 2,622,234 213,754 Fines, Penalties & Forfeitures 1,420,858 1,031,601 1,197,981 1,068,286 (129,695) Special Assessments 777,314 1,000,503 787,463 1,149,435 361,972 Investment Earnings 14,120,417 14,307,050 8,513,667 9,944,963 1,431,296 Intergovernmental 3,899,069 7,519,958 3,729,107 3,609,585 (119,522) Charges for Services 13,840,200 14,534,318 12,960,231 14,599,390 1,639,159 Payment in Lieu 6,336,890 7,774,866 8,024,801 8,573,037 548,236 Other Financing Sources - - - 2,000,000 2,000,000
Other Revenue 12,173,450 11,945,322 18,660,382 10,541,756 (8,118,626) Transfer-in 1,289,243 1,291,254 1,426,930 1,494,240 67,310 Total Revenues 233,976,164 Page 2489 of 3451 244,563,316 242,530,356 243,766,624 1,236,268 FY 2027 Proposed $243.5 Million
10 General Fund Operating & CIP Budget
Administrative
$25.2

10.4%
Public Safety
$111.1

45.6% Community
Service
$39.0

16.0%
Other
$68.2

28.0%
General Fund
Cit y Manager's Office $ 10,452,674
Economic Development 1,660,522
Elect ed Officials 209,032
Finance 5,992,696
Human Resources 3,403,133
Informat ion Technology 806,352
Legal & Risk Management 2,693,607
A dminist rat ive Depart ment s 25,218,015
Fire 43,351,840
Police 67,765,633
Public Safet y Depart ment s 111,117,473
Communit y Services 21,472,134
Planning & Development 10,666,179
Public Works 6,853,955
Communit y Service Depart ment s 38,992,267
Debt Service 25,959,928
General Government 36,769,315
O&M Project s 288,573
CIP Project s 2,626,495
Transfer-Out 2,552,903
Ot her 68,197,214
Tot al Operat ing Budget 243,524,970 Page 2490 of 3451
General Fund Operating & CIP Budget
FY 2027
11 Department Personnel Contractual Materials and
Supplies Utilities Projects Transfers Grand Total % of Total City M anager's Offic e $ 4,490,894 $ 5,611,061 $ 340,872 $ 9,848 $ - $ 10,452,674 Ec onomic Dev elopment 1,089,422 431,525 126,075 13,500 - 1,660,522 Elec ted Offic ials - City Counc il 175,145 - 14,700 4,058 - 193,903 Elec ted Offic ials - City Treasurer 15,129 - - - - 15,129 Financ e 5,019,296 926,290 46,630 480 - 5,992,696
Human Resourc es 2,651,518 453,000 298,115 500 - 3,403,133 Information Tec hnology 182,771 622,981 600 - - 806,352 Legal & Risk M anagement 2,455,991 220,328 15,068 2,220 - 2,693,607 Subtotal Administrative Departments 16,080,165 8,265,185 842,060 30,606 - - 25,218,015 10.4% Fire 39,465,358 515,348 3,322,569 48,565 - 43,351,840
Polic e 58,731,544 2,001,067 6,925,670 107,352 - 67,765,633 Subtotal Public Safety 98,196,902 2,516,415 10,248,239 155,917 - - 111,117,473 45.6% Community Serv ic es 11,236,223 4,173,962 5,830,538 231,410 - 21,472,134 Planning & Dev elopment 8,027,868 2,119,138 507,769 11,405 - 10,666,179 Public Works 4,628,595 879,000 1,329,359 17,000 - 6,853,955 Subtotal Community Service Departments 23,892,687 7,172,100 7,667,666 259,815 - - 38,992,267 16.0% Debt Serv ic e - 10,778 25,949,150 - - 25,959,928
General Gov ernment 11,583,269 1,580,440 18,449,368 5,156,238 - 36,769,315 Transfers-Out 2,552,903 2,552,903
O&M Projec ts - - - - 288,573 288,573
CIP Projec ts - - - - 2,626,495 2,626,495
Subtotal Other 11,583,269 1,591,218 44,398,518 5,156,238 2,915,068 2,552,903 68,197,214 28.0% Grand Total $ 149,753,023 $ 19,544,917 $ 63,156,483 $ 5,602,576 $ 2,915,068 $ 2,552,903 $ 243,524,970 % of Total 61.5% 8.0%Page 2491 of 3451 25.9% 2.3% 1.2% 1.0% Measure X FY 2027 Spending Plan
FY 2027
12 Category
FY 2027
Recurring
FY 2027
One-Time
Total
FY 2027
Funding
Economic Development $ 442,557 $ - $ 442,557
Public Safety 18,264,117 - 18,264,117
Service Improvements 5,675,635 - 5,675,635
Proactive Debt Retirement 11,150,239 - 11,150,239
Homelessness 5,755,602 - 5,755,602
Infrastructure Investments 1,050,617 290,000 1,340,617
Parks & Recreation 2,530,769 - 2,530,769
Community
Building/Engagement 1,704,621 - 1,704,621
Totals $ 46,574,158 $ 290,000 $ 46,864,158
Public
Safety…
Proactive
Debt
Retirement
Homelessness 23.8%

12.3%
Service
Improvements

12.1%
Infrastructure

2.9%
Economic
Development

0.9% Parks &
Recreation

5.4%
Community
Building 3.6%

General Fund Financial Forecast
FY 2027
13 Actuals Actuals Adopted Amended Proposed Forecast Forecast Forecast Forecast FY 2024 FY 2025 FY 2026 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 Rev enues $ 232,686,921 $ 243,272,062 $ 240,354,813 $ 241,103,426 $ 242,272,384 $ 247,882,608 $ 252,537,373 $ 259,571,661 $264,636,646 Operational Rev enues City Park - - - - - - - 1,853,200 1,871,700 Transfers In 1,289,243 1,291,254 1,484,678 1,361,138 1,494,240 2,170,686 2,874,768 3,000,931 3,144,183 Revenues 233,976,164 244,563,316 241,839,491 242,464,564 243,766,624 255,253,294 263,612,141 272,625,792 278,652,529 Personnel Expenditures (111,129,468) (124,874,753) (141,377,358) (142,039,150) (149,753,023) (156,396,614) (162,006,939) (167,946,892) (172,497,268) Operating Expenditures (54,515,511) (60,266,912) (61,018,684) (71,160,879) (62,344,048) (64,120,964) (65,952,619) (66,463,991) (67,728,959) Debt Serv ice / Principal Payments (22,386,117) (23,344,127) (24,088,167) (24,091,212) (21,680,157) (21,877,804) (22,073,052) (22,558,529) (22,581,398) Debt Serv ice - New Bond Issuance (4,279,771) (7,336,750) (7,336,750) (7,336,750) (7,336,750) Capital Improv ement Projects (8,063,186) (16,551,809) (4,792,802) (47,973,285) (2,626,495) (3,700,000) (3,700,000) (3,700,000) (3,700,000) O&M Projects (4,812,405) (24,424,149) (20,000) (18,856,471) (288,573) (300,000) (300,000) (300,000) (300,000) Transfers Out (4,716,656) (1,764,329) (757,636) (457,636) (552,903) (1,519,229) (2,208,968) (2,320,631) (2,449,183) Pension Trust Contribution (2,000,000) (2,000,000) (2,000,000) (2,300,000) (2,000,000) Operational Costs City Park - - - - - - - (1,999,000) (2,058,970) Expenditures (207,623,344) (253,226,079) (234,054,646) (306,878,633) (243,524,970) (255,251,361) (263,578,327) (272,625,792) (278,652,529) -
Net Surplus (Deficit) $ 26,352,820 $ (8,662,763) $ 8,027,097 $ (64,414,069) $ 241,654 $ 1,933 $ 33,814 $ 0 $ 0 Fund Balance Beginning 95,412,703 95,412,703 30,998,634 31,240,288 31,242,221 31,276,034 31,276,035 Fund Balance Ending $ 30,998,634 $ 31,240,288 $ 31,242,221 $ 31,276,034 $ 31,276,035 $ 31,276,035

Proprietary Funds
Enterprise Funds
14

Water Utility – Revenues & Expenditures
FY 2027
Millions
15 Fiscal Year 2027 breakdown:

Revenue $88.7M
Operating $66.3M
O&M Projects $13.4M
CIP Projects $27.0M
Projected Fund Balance $25.7M

84.1 75.7

80.5 90.6 88.7
$65.4
$75.3 $80.4
$134.6
$100.9
$-
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Actuals
FY 2026
YTD Budget
FY 2027
Estimate
Revenue Operating Budget O&M Projects CIP

Sewer Utility Revenues & Expenditures
FY 2027
Millions
16 $39.2 $40.6 $40.8 $41.6
$46.8
$36.4
$45.4 $48.5
$94.2
$57.5
$-
$20.0
$40.0
$60.0
$80.0
$100.0
FY 2023
Ac tuals
FY 2024
Ac tuals
FY 2025
Ac tuals
FY 2026
YTD Budget
FY 2027
Estimate
Revenue Op erating Budget O& M Projects CIP
Fiscal Year 2027 breakdown:

Revenue $46.8M
Operating $37.7M
O&M Projects $5.8M
CIP Projects $13.3M
Projected Fund Balance $27.4M

Electric Utility - Revenues & Expenditures
FY 2027
Millions
17 $18.4 $19.2
$21.3 $20.6
$22.2
$18.3
$15.7
$13.3
$24.9
$18.5
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Actuals
FY 2026
YTD Budget
FY 2027
Estimate
Revenue Operating Budget O&M Projects CIP
Fiscal Year 2027 breakdown:

Revenue $22.2M
Operating $18.4M
O&M Projects $0.1M
CIP Projects $-
Projected Fund Balance $29.4M

What’s next?
Fiscal Year 2027 Budget Adoption
June 3, 2026
Fiscal Year 2027 Begins
July 1, 2026

Questions?
(951) 279-3532
[email protected]
www.CoronaCA.gov

CALIFORNIA
Proposed
Budget
FISCAL YEAR 2027

TABLE OF CONTENTS
Welcome 5
Digital Budget Book 6
Our Vision & Our Purpose 7
City Council 8
Executive Team 9
GFOA Award 10
CSMFO Award 11
Introduction 12
Budget at a Glance 13
City Manager's Budget Message 14
Values and Strategic Goals 18
Guide to the Budget Document 20
About the City of Corona 21
Open Data/Transparency Initiatives 30
Citywide Organizational Chart 34
Guide to the City Budget Process 35
Understanding the City Budget 39
City Fund Structure 44
Key Budgetary Assumptions & Changes 45
Consolidated Financial Summary 52
Schedule of Estimated Fund Balance Changes - Governmental Funds 53 Schedule of Estimated Working Capital Changes - Proprietary Funds 55 Budget Overview 56
Revenue - Where Does it Come From? - General Fund 57
Revenue - Where Does it Come From? - All Funds 63
Schedule of Estimated Revenue 66
Expense - What are Our Costs? - General Fund 70
Expenses - What are Our Costs? - All Funds 72
Personnel Costs 74
Service Adjustments - Operating Budget 77
Measure X Allocation and Funding Plan 80
Summary of Expenditures by Fund Type 82
Debt Service Obligations 86
Interfund Transfers 98
Cost Allocation Plan 99
Citywide Positions 102
Operating and Maintenance Projects 117
Operating & Maintenance Projects Overview 118
Capital Improvement Plan 124
Capital Improvement Plan Overview 125
Schedule of Estimated Carryover and New Funding, by Fund 134 Departments 140
City Manager's Office 141

City Manager's Office Budget Detail 146
City Clerk Budget Detail 148
Communications Budget Detail 150
Homeless Solutions Budget Detail 152
CDBG/HOME Investment Partnership Budget Detail 155
Corona Housing Authority (CHA) Budget Detail 157
Community Services 159
Airport Maintenance Budget Detail 164
Community Services Administration Budget Detail 166
Recreation Services Budget Detail 168
Reservations & Classes Budget Detail 170
Facility Maintenance Budget Detail 172
Library Services Budget Detail 174
Parks, Trees & Medians Maintenance Budget Detail 176
Literacy and Community Engagement Budget Detail 178
Special Events & Volunteers Budget Detail 180
Economic Development 182
Airport Budget Detail 186
Economic Development Budget Detail 188
Property Management Budget Detail 191
Elected Officials 194
City Council Budget Detail 196
City Treasurer Budget Detail 198
Finance 199
Finance Administration Budget Detail 203
Successor Agency Dissolution Budget Detail 205
Warehouse Budget Detail 206
Fire 208
Fire Administration Budget Detail 212
Emergency Services Budget Detail 214
Fire Prevention Budget Detail 216
Fire Operations and Suppression Budget Detail 218
Training and Safety Budget Detail 220
General Government/Debt Service 222
Debt Service Budget Detail 224
General Government Budget Detail 225
General Government Utilities Budget Detail 226
Human Resources 227
Human Resources Budget Detail 230
Safety and Training Budget Detail 233
Information Technology 235
Information Technology Admin Budget Detail 240
Contracts/Renewals Budget Detail 242
Geographic Information Systems Budget Detail 244
Mobile Data Computer Budget Detail 246
Projects Budget Detail 247
Radio/Communications Budget Detail 248
Tablets Budget Detail 249
Legal & Risk Management 250

City Attorney's Office Budget Detail 253
Risk Management Budget Detail 255
Planning & Development 257
Building Inspection Budget Detail 261
Code Compliance Budget Detail 263
Development Services Budget Detail 265
Inspection Services Budget Detail 267
Land Use Planning & Zoning Budget Detail 269
Plan Check Budget Detail 271
Planning & Development Admin Budget Detail 273
Police 275
Police Administration Budget Detail 279
Police HOPE Team Budget Detail 281
Police Patrol Bureau Budget Detail 283
Special Enforcement Bureau Budget Detail 286
Animal Services and Enforcement Budget Detail 288
Dispatch Budget Detail 290
Investigations Bureau Budget Detail 292
Records Budget Detail 295
Public Works 297
Public Works Administration Budget Detail 302
Public Transport/Emission Reduction Budget Detail 304
Traffic Engineering Budget Detail 306
Transportation Services Budget Detail 308
Signal Operations Budget Detail 311
Capital Improvements Budget Detail 313
Street/Drainage/Sidewalk Maintenance Budget Detail 318
Drainage Quality/NPDES Budget Detail 320
Drainage Maintenance Budget Detail 323
Streetlighting - Districts Budget Detail 324
City Fleet Maintenance Budget Detail 326
Utilities 328
General Services Budget Detail 332
Regulatory Compliance Budget Detail 334
Operations Budget Detail 336
Infrastructure Maintenance Budget Detail 339
Facilities Maintenance Budget Detail 341
Sustainability/Conservation Budget Detail 344
Utility Billing/Customer Care Budget Detail 346
Waste Disposal and Recycling Budget Detail 349
Airport Operations Budget Detail 351
Appendix 352
City Council Budget Resolution 353
Corona Utility Authority Budget Resolution 357
Corona Public Financing Authority Budget Resolution 361 Corona Housing Authority Budget Resolution 365
Annual Appropriations Limit Resolution 369
Budget Glossary 371

Welcome
City of Corona | Fiscal Year 2027 Proposed Budget Page 5 Page 2504 of 3451 Digital/Interactive Budget Book
For more information and to view the FY 2027 Budget Book, please visit our Budget & Annual Reports page.

Digital Budget Book
City of Corona | Fiscal Year 2027 Proposed Budget Page 6 Page 2505 of 3451 Our Vision & Our Purpose
City of Corona | Fiscal Year 2027 Proposed Budget Page 7 Page 2506 of 3451 City Council
City of Corona | Fiscal Year 2027 Proposed Budget Page 8 Page 2507 of 3451 Executive Team
City of Corona | Fiscal Year 2027 Proposed Budget Page 9 Page 2508 of 3451 Government Finance Officers Association (GFOA) Award
The City of Corona received the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada (GFOA) for the Fiscal Year ending June 30, 2026 Annual Budget. To receive this award, a governmental agency must issue a budget document that meets nationally recognized guidelines for effective budget presentation. The guidelines are designed to assess how well an entity’s budget serves as a policy document, financial plan, operations guide, and communications device.

The City received the GFOA budget award for the last ten fiscal years, starting with the Fiscal Year 2017 Annual Budget.

The Fiscal Year 2027 budget document has been prepared with the GFOA guidelines in mind and will be submitted for award consideration.

GFOA Award
City of Corona | Fiscal Year 2027 Proposed Budget Page 10 Page 2509 of 3451 California Society of Municipal
Finance Officers (CSMFO) Award
The City of Corona received the Operating Budget Excellence Award for Fiscal Year ending June 30, 2026 from the California Society of Municipal Finance Officers (CSMFO). There are two levels of the budgeting award issued by the CSMFO. The first level, Meritorious Award, includes basic budget criteria established by the CSMFO. The second level, Excellence Award, includes additional budget communication criteria that must be met to receive the designation.

The City has been receiving the “Excellence Award” each year since Fiscal Year 2005. The City will submit the Fiscal Year 2027 budget document for award consideration.

CSMFO Award
City of Corona | Fiscal Year 2027 Proposed Budget Page 11 Page 2510 of 3451 Introduction
City of Corona | Fiscal Year 2027 Proposed Budget Page 12 Page 2511 of 3451 Budget at a Glance
FISCAL YEAR 2027
Operating Budget by Departments Totals $445.9 million (all funds) Capital Improvement Plan Funding Totals $58.9 million (all funds) Want more details? View the full text of the Budget at our website under Budgets & Annual Reports.

Budget at a Glance
City of Corona | Fiscal Year 2027 Proposed Budget Page 13 Page 2512 of 3451 City Manager's Budget Message
Honorable Mayor and City Councilmembers:

I am pleased to present the City of Corona’s Fiscal Year (FY) 2027 Budget. This budget reflects our dedication to building thriving community. As we navigate economic changes, evolving community needs, and strategic growth, this budget underscores our commitment to transformative, long-term investments in our community. Despite an uncertain economic future due to rising fuel prices, high inflation, unresolved armed conflicts throughout the world, and volatile global markets, we remain optimistic about the future and cautious in our approach to the FY 2027 operating and capital budget.

The City of Corona’s 2021-2026 Strategic Plan, adopted by the City Council in February 2021, has been the City’s guiding framework. The development of the Strategic Plan was based on extensive input from residents and stakeholders, identifying critical issues, needs, and priorities of the community. This plan has successfully directed our actions over the past five years. As we move into the new fiscal year, we will be developing the next 5-year strategic plan to build a clear roadmap for how we forge ahead with our goal of building a community where everyone can thrive. To ensure the plan truly reflects the needs and priorities of our community, we will actively engage residents through a variety of outreach efforts including surveys and public forums. This will help us identify and respond to community needs and priorities effectively, efficiently and transparently, to foster trust and ensure our efforts provide meaningful results to residents.

The City’s current Strategic Plan continues to provide the foundation for the FY 2027 budget. These goals include Financial Stability, a Strong Economy, Sound Infrastructure, a Safe Community, a Sense of Place, and High-Performing Government. Multiple initiatives have been identified for FY 2027 within each category to meet the goals outlined in the Strategic Plan.

City Manager's Budget Message
City of Corona | Fiscal Year 2027 Proposed Budget Page 14 Page 2513 of 3451 At its core, the budget allocates funding to provide essential city services. To ensure the safety and security of our residents, we are investing in the recruitment and retention of skilled personnel, state-of-the-art equipment, and maintaining and improving our high standards for public safety. Additionally, significant investments are directed towards maintaining and upgrading our transportation infrastructure, including road resurfacing projects, repairs, and traffic management improvements to enhance safety and reduce congestion.

A significant budgetary item is the allocation of funds to expand and improve our parks and recreation facilities.

Corona residents have consistently expressed their support for improved access to parks, open spaces, and recreational opportunities. This budget includes considerable funding to improve and maintain existing park facilities and expand recreation programs for all ages. Above all, FY 2027 will see historic levels of investment in the Corona’s downtown to continue revitalizing the area and restore it to its former state as a thriving, vibrant destination for residents and visitors alike.

FY 2027 was a year of meaningful infrastructure investments and community enhancements that continued advancing the City’s commitment to public safety, accessibility, environmental stewardship, and quality of life.

Through strategic capital improvement projects completed throughout the year, the City upgraded parks, utilities, transportation infrastructure, and public spaces that will provide long-term benefits to residents and visitors alike.

These projects reflect the City’s ongoing dedication to investing in facilities and services that support a growing and vibrant community. Other accomplishments in FY 2027 include:

Completed Year 3 of the Citywide Parks Americans with Disabilities Act (ADA) Improvements Project, providing ADA upgrades and accessibility modifications to parking lots, ramps, sidewalks, benches, and existing restrooms at Border, Brentwood, Kellogg, Tehachapi Parks and completely new restroom at Sheridan Park.

Initiated Phase I of the North Mall Demolition Project, marking the beginning of the City’s efforts to revitalize the North Mall area through demolition of long-vacant buildings, with additional phases currently moving forward.

Completed the City Hall Veterans Memorial Improvements Project, providing a refreshed and more publicly visible memorial through the removal of existing infrastructure, along with new landscaping and installation of flags representing all branches of military service.

Completed the Rudell Road Sewer Extension Project, installing approximately 1,600 linear feet of new sanitary sewer collection piping to provide future sewer service opportunities to 16 properties within the City’s sphere of influence.

Successfully completed year four of the five-year Urban Forest Management Plan by planting 3,000 trees citywide.

Began implementing the Historical Civic Center Operations Plan to renovate and program the site as the City's Center for Visual and Performing Arts.

Held the Corona 5000 road race, a successful new signature community event in partnership with the OC Marathon that attracted over 2,700 participants and 5,500 attendees.

Continued advancing The HUB initiative through strategic planning, property management coordination, and site activation efforts focused on revitalizing the former South Mall property.

Supported tenant attraction, capital improvement planning, and community engagement opportunities to encourage long-term economic growth, business investment, and downtown revitalization efforts within The HUB district.

And much, much more.

Budgetary Highlights
The total proposed budget for FY 2027 includes revenues and transfers-in of $502.9 million and expenditures and transfers-out of $510.1 million. All funds are balanced with current revenues and expenditures, using existing operating surplus funds or fund balance as needed. The total budget consists of Fiduciary Funds, Proprietary Funds (Enterprise and Internal Service), and Governmental Funds (General Fund, Special Revenue, and Capital Projects Funds). Only the General Fund is at the full discretion of the City Council for spending appropriations. All other funds are restricted City Manager's Budget Message
City of Corona | Fiscal Year 2027 Proposed Budget Page 15 Page 2514 of 3451 based on the funding source. Please refer to the Revenues section, pages 57-69, for detailed information on funding sources.

For FY 2027, the Capital Improvement Plan (CIP) includes all potential capital improvement projects utilizing a tenyear time horizon and a prioritized implementation schedule for both funded and unfunded projects. Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects scoring 70 points and above are Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier III projects to be implemented in years 7-10 of the CIP and beyond. This program provides clarity and ensures wise investment in capital projects for well-maintained infrastructure for current and future generations.

For FY 2027, new investments in capital improvement projects total $58.9 million. This investment will fund projects in the following categories:

Facilities, Parks & Open Space - $4.7 million
Streets, Traffic & Storm Drains - $13.6 million
Technology & Communications - $0.3 million
Utilities - $40.3 million
Significant project investments include the beginning of $250 million over the next 3-4 years for downtown revitalization projects, $12.8 million for City-wide street pavement rehabilitation projects, $8.4 million for potable waterline replacement, $16.6 water treatment plant upgrades, $7.3 million for Water Reclamation Facility #1 for facility improvements, $1.8 million for generator replacement at the Water Reclamation Facility #2 and $3.2 million in upgrades to the Sierra Del Oro Lift Station. Please reference the ‘Capital Improvement Plan’ section, pages 124-139, or the separate ten-year planning document for project details.

Budgetary Changes
Total budgeted revenues and transfers-in for FY 2027 are $502.9 million, representing a decrease of $24.8 million compared to the FY 2026 adopted budget. This reduction is due to the completion of the McKinley Grade Separation project in FY 2026, which was supported by state and local funding. Utility fund revenues are projected to increase $14.5 million in FY 2027, driven by new customer connections and an increase in utility user fees.

Total budgeted expenditures and transfers-out for FY 2027 are $510.1 million, an increase of $47.5 million compared to the adopted FY 2026 budget. The net change is based on increases of $11.8 million in personnel costs including an additional 6.08 FTE, $24.8 million in new Capital Improvement Projects, $3.7 million in one-time operating and maintenance projects, $4.4 in operating and maintenance costs, and $2.2 million in transfers to other funds.

Major initiative: Sixth Street Corridor/Downtown Revitalization.

The revitalization of the Sixth Street Corridor and Downtown remains a top priority for the City of Corona and aligns with the City’s Vision for a safe, vibrant, and family-friendly community. After extensive community outreach, engagement, market studies, and strategizing, the City’s Downtown Revitalization Plan continues to guide these efforts. The Plan addresses public safety concerns, deteriorated infrastructure, and the need for community events and programs to achieve its ultimate goal of creating a thriving, vibrant destination for residents and visitors alike. Multiple efforts are underway, including the revitalization of The HUB, formerly known as the South Mall, redevelopment of the North Mall, Sixth Street Beautification, City Park Revitalization, and improvements at the Historic Civic Center.

Challenges
In addition to the City’s many accomplishments, we continue to work towards addressing a number of ongoing challenges:

City Manager's Budget Message
City of Corona | Fiscal Year 2027 Proposed Budget Page 16 Page 2515 of 3451 Unfunded pension liabilities. With the issuance of pension obligation bonds in 2021, the City implemented a bold plan to eliminate its legacy unfunded pension liability in 13 years or less. Staff will continue to be vigilant and proactively manage this issue, guided by the Pension Management Policy. As each fiscal year closes, financial statements are presented to the City Council. Based on year-end results, recommendations will address any new unfunded pension liabilities through contributions directly to CalPERS or via the Pension Stabilization Trust. The pension obligation bonds and the Pension Management Policy will help provide long-term financial stability for the City.

Asset management planning. The City does not yet have a comprehensive asset management plan, resulting in an ad hoc, and often reactive approach to maintaining and replacing public infrastructure assets. The development of the initial plan is underway, and anticipated to be completed in FY 2027. The plan will identify all major City assets in one centralized system to help plan maintenance schedules to prolong the life of the assets and ensure the highest quality infrastructure at the lowest possible long-term price.

In preparing this budget, we remain committed to transparency and accountability in our budgeting process and will continue to provide regular updates on the implementation and outcomes of funded initiatives. The FY 2027 budget is a balanced, forward-looking plan addressing current needs while laying the foundation for a prosperous future.

Crafted with the understanding that our city's strength lies in its people, our goal is to ensure every resident can thrive in a safe, healthy, and vibrant community.

I extend my gratitude to the City Council, our dedicated staff, and the engaged citizens who have contributed to this comprehensive budget process.

Respectfully Submitted,
Jacob Ellis
City Manager
City Manager's Budget Message
City of Corona | Fiscal Year 2027 Proposed Budget Page 17 Page 2516 of 3451 Values and Strategic Goals
City of Corona | Fiscal Year 2027 Proposed Budget Page 18 Page 2517 of 3451 Values and Strategic Goals
City of Corona | Fiscal Year 2027 Proposed Budget Page 19 Page 2518 of 3451 Guide to the Budget Document
The budget document is designed to communicate the cost of providing services and the associated revenues accurately and openly. The budget document for Fiscal Year 2027 is divided into the following sections:

Introduction
The budget document starts with the Budget at a Glance and the Budget Message by the City Manager. Also included in this section is the demographic information for the City of Corona, transparency initiatives, and details about the budget process and the budget document.

Citywide Budget Overview and Financial Summaries
The Citywide Budget Overview and Financial Summaries section includes an overview and analysis of multiple parts of the City’s total budget. This section includes discussion about the key budgetary assumptions for both expenditures and revenues for Fiscal Year 2027 as compared to Fiscal Year 2026. In addition, there are schedules that provide the details of fund balance and working capital changes, revenue estimates, budgeted expenditures, service level changes, debt service obligations, interfund transfers, cost allocation plans, and position changes. Information on the allocation of Measure X funds can also be located in this section.

Operating & Maintenance Projects
The Operating & Maintenance Projects section includes the budget information for the operating & maintenance projects. The section provides a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding for Fiscal Year 2027.

Ten-Year Capital Improvement Plan
The Ten-Year Capital Improvement Plan section includes the budget information for the capital improvement projects.

The overview provides a highlight of projects approved for funding in Fiscal Year 2027. Additionally, there is a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding. For additional project details, please reference the City of Corona’s Ten-Year Capital Improvement Plan document for Fiscal Years 2027 to 2036, available on the Finance page of the City’s website. Capital Improvement Plan.

City Departments
The City Departments section provides department mission statements, descriptions of program activities, accomplishments for Fiscal Year 2026, goals for Fiscal Year 2027, department organization charts, financial summaries by category and funding sources, and workload/performance measures. The information is organized alphabetically by department.

Appendix
The Appendix section includes the budget resolutions adopted by the four authorities associated with the City of Corona: Corona City Council, Corona Utility Authority, Corona Housing Authority, and Corona Public Financing Authority. The GANN resolution is also a part of this section. In addition, there is a glossary that contains acronyms and terms to assist with understanding the discussion of the budget document.

Guide to the Budget Document
City of Corona | Fiscal Year 2027 Proposed Budget Page 20 Page 2519 of 3451 Corona - Past and Present
The City of Corona is located approximately 45 miles southeast of Los Angeles in western Riverside County. The community is ideally situated at the base of the mountainous Cleveland National Forest on an alluvial plain leading down or north to the Santa Ana River. The mean temperature in January has averaged 51.6 degrees, and in July 74.8 degrees. Rainfall averages 2.71 inches in January and .01 inches in July. Corona is a General Law City. Five Corona citizens make up the Corona City Council and each is elected to a four-year term of office.

Historically, the area has many significant features: The Luiseno Indians, the site of the first Spanish family to settle in Riverside County, the Temescal Tin Mines, and some of the best clay and mineral deposits in the United States. The City is also renowned for its circular Grand Boulevard where international road racing events once took place. Other business firsts include: the first United States lemon processing plant built in 1915; and the world’s largest cheese plant, which opened on Lincoln Avenue in 1985 on land where the Desi Arnaz horse ranch once stood. The local Luiseno Indians were known as hunters and gatherers. They hunted for such animals as bears, snakes, rodents, coyotes, rabbits, birds and fish. They made straw baskets from wild grasses, constructed clay containers and gathered acorns, seeds, wild berries, and roots for food. These Native Americans were very clean and used the hot waters and natural springs in the Temescal Canyon to bathe on a daily basis and as part of their religious ceremonies. Current residents and visitors still enjoy the rejuvenating mud baths and hot springs at the Glen Ivy resort. Luiseno religious ceremonies were strictly followed and remnants of some of their artistic pictographs and petroglyphs can still be found on some of the rocks in the undeveloped areas.

These Shoshonean Indian tribes came under the influence of the Spanish settlers at the Mission San Luis Rey, and they were given the name Luiseno. As Spanish settlement progressed inland, the land was soon taken over by the Spanish ranchos. Sheep and cattle dotted the hills of the ranchos run by the Serrano, Cota, Sepulveda and Botiller families. Remnants of the Serrano tanning vat are still found on Old Temescal Canyon Road. This is also the route that was taken by the Butterfield State Route that brought many Americans to California along the southern route between 1858 and 1861. Plaques marking the sites of Indian petroglyphs, the Butterfield Stage stops and the Serrano adobe and tanning vats are still found along this road.

In 1886, developer Robert Taylor persuaded his partners: Rimpau, Joy, Garretson and Merrill to form the South Riverside Land and Water Company. Together they raised approximately $110,000 to purchase approximately 12,000 acres of good agricultural land. Taylor realized the importance of water for the soon to be developed community, and additional funds were used to ensure that sufficient water rights were obtained. Taylor hired Anaheim engineer H. C.

Kellogg to design a circular Grand Boulevard three miles round. Early residents used to parade their fancy buggies on this circular street that enclosed the main functions of the community: schools, churches, residences and stores. To the north along the railroad tracks were the manufacturing plants and packing houses.

The southern end of town was left to the citrus industry, and mining companies were established just outside the city’s southeastern and eastern city limits.

The town’s founders initially named their
development South Riverside after the successful
citrus community of Riverside, just a few miles
away. In 1896, there was a movement to
incorporate and change the town name. The
citizens were anxious to establish their own
identity and did not want to be considered an
extension of the City of Riverside. On July 26, 1896,
an incorporation vote was successful and the City of Corona’s date of incorporation was July 13, 1896. The name "Corona" was suggested, standing for the circle within the City and the connotative crown.

About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 21 Page 2520 of 3451 During the teens and twenties, Corona citizens built numerous churches, a library and a new city hall. By 1915, the production of lemons was exceeding national demand, and local businessmen worked together to form the first Lemon Exchange By-Products Company in the United States. Located on Joy and the railroad tracks, this cooperative was eventually bought out by Sunkist. In 1954, they employed more than 700 people and marketed a variety of lemon products for worldwide distribution. The plant produced citric acid, lemon oil, lemon juice and pectin, which helped Corona to gain the nickname “Lemon Capital of the World.” As housing developments began to overtake the Southern California citrus orchards, Sunkist found that the lack of a local supply was forcing them to move. They closed the Corona plant in 1982.

Mining has always played a secondary but vital role in the more prominent citrus industry. Now that citrus has declined and the mines remain, they have again become a focal point in the Corona industry. Historically, this area was known for having the only productive tin mine in the country, and it produced tin until 1893. Other more successful mining ventures included the Minnesota Mining and Manufacturing Company (previously Blue Diamond Mine), the Pacific Clay Company (organized in 1886), Redlands Clay Tile, Maruhachi Ceramics, Monier Roof Tile and US Tile. By 1954, the city had more than 11,000 inhabitants and was home to such industries as the Corona Clipper Company, Liston Brick Company, Borden Food Products, and Tillotsen Refractories. The only oil wells in Riverside County were located in the hills just northwest of the town.

During the 1980s, both Southern California and Corona began to grow. The Riverside Freeway (Highway 91) was constructed through Corona in 1962. Downtown Corona went through urban renewal in the late 60s and 70s, razing the old and putting in a new downtown. By 1989, I-15 was constructed on the east of town, and the development of Sierra del Oro, Corona Hills, and South Corona were put into full gear. New commercial developments began opening on Lincoln Avenue, McKinley Avenue, and in Sierra del Oro. Price Club, Walmart, and the new auto mall became important parts of the City’s revitalization plan. In June 1993, the City opened the newly redone Corona Public Library at 650 South Main Street with 62,300 square feet of space. The new library not only devoted the usual space to adult and children’s services, but added a Friends of the Corona Public Library bookshop, exhibit gallery, Heritage Room, community meeting rooms, study rooms and an adult literacy program, along with expanded automated technology.

Additional plans for revitalizing downtown were addressed at an October 1995 community charette. By 1996, Corona’s population had topped 100,000 people. There were 32 Corona parks, a Senior Center, gymnasium, and 30 schools in the Corona/Norco Unified School District.

Written by Gloria Scott Freel, former Senior Librarian
County
County of Riverside, established May 4, 1886
Population
159,309 (Source: California Department of Finance,
Estimate January 2026)
School Districts
Corona-Norco Unified School District
www.cnusd.k12.ca.us
Alvord Unified School District
www.AlvordSchools.org
Area and Location

39.94 sq. miles at the upper end of Santa Ana River Canyon + Santa Ana Mountains. Located adjacent to Orange County at the junction of the 91 and 15 freeways.

Climate
A Mediterranean climate with mild winters and hot
summers.

About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 22 Page 2521 of 3451 Government
The City of Corona is a General Law City with a Council-Manager form of government. The City Council is elected by district, following the district map available on the City's website. The mayor and Vice Mayor positions rotate annually, with the selection made by the City Council each December. District elections and city-wide elections, including those for the City Treasurer, are held periodically. For more specific information about districts or elections, please visit the City's website at www.CoronaCA.gov and search for 'district' or 'election'.

About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 23 Page 2522 of 3451 Demographic Profile
The City of Corona's population consists of
26% of persons who are under the age of 20
years and 13% are 65 years or over. The
average median age is 38 years old. (Source:

U.S Census Bureau Profile)
The median household income in Corona is
$109,209. Approximately 55% of households
make over $100,000 and about 21% of
households make less than $50,000 annually.
(Source: U.S. Census Bureau Profile)
The chart outlines the City’s ethnic diversity.

Education
There are 38 public and private colleges within a 90-mile radius of the City of Corona, including California Baptist University; California State University, San Bernardino; Norco College; La Sierra University; Riverside Community College; and the University of California, Riverside.

Approximately 60% of the Corona population has some
college education or higher. About 14% of the
population has an education level less than high school graduate. (Source: U.S. Census Bureau Profile)
Housing
According to the California Department of Finance
January 2026 estimate, there are 51,253 housing units in Corona. 49,987 homes are occupied with 3.17 persons
per household.

The median sales price for homes in Corona for March
2026 was $750,000.
(Source: Realtor.com; median sales price was based on
single-family, condo and townhome properties)
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 24 Page 2523 of 3451 Parks & Open Space
Library & Recreation
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 25 Page 2524 of 3451 Fire
Police
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 26 Page 2525 of 3451 Transit
City Infrastructure
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 27 Page 2526 of 3451 Comparative City Information
Corona 2025-26 938 159,309 $250,144,952 $231,297,010 $1,452 2024-25 923 159,157 $225,498,985 $221,736,130 $1,393
2023-24 909 156,615 $212,511,735 $201,826,728 $1,289
2022-23 884 159,567 $194,828,187 $182,509,502 $1,144
2021-22 837 159,377 $411,672,038 $161,699,301 $1,015
2020-21 754 156,778 $148,705,450 $154,124,263 $983
Lake Elsinore 2025-26 221 74,483 $77,486,230 $77,486,230 $1,040 2024-25 215 73,637 $72,548,750 $72,548,750 $985
2023-24 212 73,595 $68,157,936 $66,585,063 $905
2022-23 201 71,452 $58,935,767 $58,044,769 $812
2021-22 183 66,993 $51,311,188 $48,625,292 $695
2020-21 175 64,762 $59,949,317 $45,202,392 $698
Riverside 2025-26 2,740 321,263 $382,157,213 $382,157,213 $1,190 2024-25 2,736 320,337 $356,463,138 $361,032,915 $1,127
2023-24 2,668 318,858 $318,229,147 $311,113,181 $976
2022-23 2,627 317,847 $302,490,761 $304,938,757 $959
2021-22 2,577 317,261 $286,973,197 $286,973,197 $905
2020-21 2,550 317,847 $289,400,000 $262,100,000 $825
Temecula 2025-26 202 113,618 $122,226,964 $125,179,727 $1,102 2024-25 199 112,220 $110,793,147 $107,108,195 $954
2023-24 198 108,700 $138,480,475 $143,109,707 $1,317
2022-23 195 108,899 $144,924,798 $139,646,241 $1,282
2021-22 178 109,925 $133,795,830 $105,645,373 $961
2020-21 173 112,771 $119,353,336 $91,974,475 $816
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 28 Page 2527 of 3451 Norco 2025-26 87 23,276 $31,468,025 $32,962,253 $1,416
2024-25 123 25,221 $31,420,480 $31,373,857 $1,244
2023-24 122 25,398 $28,809,595 $31,073,552 $1,223
2022-23 121 25,042 $24,889,819 $27,810,978 $1,111
2021-22 111 26,077 $21,746,926 $21,929,980 $841
2020-21 99 26,604 $22,182,269 $21,766,184 $818
Moreno Valley 2025-26 459 211,365 $204,173,791 $204,166,791 $966 2024-25 402 210,823 $155,190,489 $155,185,813 $736
2023-24 402 207,146 $169,532,496 $164,910,799 $796
2022-23 352 208,289 $161,326,241 $161,721,140 $776
2021-22 352 209,407 $136,693,576 $127,385,754 $608
2020-21 352 209,426 $122,004,499 $106,113,032 $507
Murrieta 2025-26 465 112,315 $78,639,718 $79,218,797 $705 2024-25 469 111,789 $75,085,737 $77,638,717 $695
2023-24 466 119,182 $77,673,870 $66,780,515 $560
2022-23 432 109,177 $71,428,344 $60,287,162 $552
2021-22 431 109,998 $60,529,279 $53,689,240 $488
2020-21 407 111,183 $72,069,025 $60,115,061 $541
About the City of Corona
City of Corona | Fiscal Year 2027 Proposed Budget Page 29 Page 2528 of 3451 Open Data/Transparency Initiatives
About the Open Budget Initiative
The City of Corona is committed to transparency and promoting an environment of openness in regard to the inner workings of local government. To do that well, we are clearing pathways to promote an understanding of the allocation of public funds in the City budget. This is core to the promise of a readily available government which invites public participation and keeps itself accountable for the objectives and strategic goals which are developed as a result of this partnership.

Through www.OpenDataCorona.com, readers can explore data sets directly exported out of the City’s financial system.

The web portal is mobile-friendly, encouraging citizen access and outreach.

Open Data/Transparency Initiatives
City of Corona | Fiscal Year 2027 Proposed Budget Page 30 Page 2529 of 3451 The ‘Open Budget’ application is a guided view of the financial complexities of the City’s operating budget and presents ordinarily dense data in an interactive and easy-to-understand way. Users can also view an interactive map of capital projects currently in progress. The datasets include the adopted operating budgets, capital project budgets, and revenue estimates. Also included are expenditure and revenue actuals which are updated on a weekly basis.

The ‘Open Checkbook' dataset includes payments made to vendors via the City’s accounts payable system. A search bar enables viewing across multiple categories.

Open Data/Transparency Initiatives
City of Corona | Fiscal Year 2027 Proposed Budget Page 31 Page 2530 of 3451 Open Payroll
The City of Corona regularly provides employee salary and benefits information to multiple agencies, including the State of California. For historical information on this, please visit the State Controller website at www.sco.ca.gov or Transparent California at www.TransparentCalifornia.com.

Balancing Act/Taxpayer Receipt
In October 2017, the City introduced the Citizen Tax Receipt and Balancing Act budget engagement applications. The applications are designed to make the budget more interactive and transparent to residents. Both applications are available in English and Spanish.

The Citizen Tax Receipt application is intended to provide an estimate to Corona residents on where their tax dollars go. Sales and property tax funds are spent on City services such as fire, police, library, parks, street maintenance, administration, and public works. Sales and property taxes are split among several different entities, including the county and school districts. By simply entering your age, income, and the value of your home (if applicable), the tool will show you an estimate of your tax bill and where the money is spent. The application calculates taxes on real estate and estimates taxes on restaurant meals and sales tax activity, based on age and income. It does not include fees for water, sewer, trash, and storm water.

After reviewing the Tax Receipt Estimates, residents are given the opportunity to engage in budget allocations by utilizing the Balancing Act application. This portion provides a graphical representation of the General Fund budget.

The simulator allows residents to adjust revenues and expenditures to create a balanced budget, while providing feedback on service and spending priorities which the City can use as it develops future budgets.

Open Data Dashboards - Corona Open Performance
In July 2018, the City of Corona launched Corona Open Performance - open data dashboards, powered by Socrata. The dashboards are a way for people to make sense of large amounts of data in a visual format. Site users can download the data sets in spreadsheets, flag data sets to watch or compare, create visualizations, such as maps, charts, and graphs, as well as embed the data into their websites. There are many data sets available for consumption that cover a variety of City operations, such as library and recreation patronage, social media, SeeClickFix, finance, police and fire activity, and transportation.

The Corona Open Performance platform will continue to evolve as goals and objectives are set and the City works towards achieving those long-term performance management targets. The City will continue to release additional data sets as they become available.

Please visit the Corona Open Performance page at http://Corstat.CoronaCA.gov.

Open Data/Transparency Initiatives
City of Corona | Fiscal Year 2027 Proposed Budget Page 32 Page 2531 of 3451 Get Involved & Join the Conversation
The first step in getting involved is getting to know the City of Corona – what we do, and what it takes to provide city services. We invite you to explore the online tools for yourself by visiting the following web pages:

Open Budget: http://www.opendatacorona.com/#!/year/default Open Checkbook: http://checkbook.opendatacorona.com
Balancing Act and Taxpayer Receipt: https://coronaca.abalancingact.com/ Corona Open Performance: http://Corstat.CoronaCA.gov
Open Data/Transparency Initiatives
City of Corona | Fiscal Year 2027 Proposed Budget Page 33 Page 2532 of 3451 Citywide Organizational Chart
Citywide Organizational Chart
City of Corona | Fiscal Year 2027 Proposed Budget Page 34 Page 2533 of 3451 Guide to the City Budget Process
Building the Budget
The budget is a communication tool which accurately and openly explains the cost of providing services to the community and other public agencies. In addition, it establishes the foundation of effective financial planning. The budget is a resource planning document, with City staff and monetary support as its primary tools for achieving its goals. It establishes fiscal controls and is the legal limit for spending. The Proposed Fiscal Year (FY) 2027 budget is being presented to the City Council on June 3, 2026.

Significant Budget Policies & Guiding Principle
The Corona Municipal Code, Chapter 2.04.060 requires that the City Manager prepare and submit the Annual Budget to the City Council for approval.

Under policy directive and guidance, the budget is developed based upon:

Guidance and policy direction are provided by the City Council through the City Manager and to his/her executive leadership team.

Long-term financial plan which reviews at least 3 years of actuals with a 5-year economic and financial outlook.

The Citywide Strategic Plan.

Federal, State, and Local law and emerging issues.

The City Strategic Plan outlines six major goals, which should be the City's primary focal points for investment.

Guide to the City Budget Process
City of Corona | Fiscal Year 2027 Proposed Budget Page 35 Page 2534 of 3451 Balanced Budget
The City is required to maintain a balanced budget. The total of budgeted expenses and transfers out shall not exceed the total of estimated revenues, transfers in, and use of any one-time funding or fund balance (including reserves). In Fiscal Year 2027, also included are some grant funded projects that will be reimbursed in future fiscal years. This information is summarized on the Schedule of Estimated Fund Balance Change and Schedule of Estimated Working Capital on pages 53-55.

Constitutional Spending Authority / Annual Tax Appropriations Limit (Gann Limit) In November 1979, California voters approved Proposition 4 (Gann Initiative) and added Article XIIIB to the California State Constitution. In 1980, the State Legislature added Dvision 9 (commencing with Section 7900) to Title I of the Government Code to implement Article XIIIB. This legislation required the governing body of each local jurisdiction in California to establish an Annual Tax Appropriations Limit (Gann Limit) on or before June 30th for the following fiscal year. The Gann Limit was based on actual appropriations during the Fiscal Years 1978-1979 and was increased each year using the growth in population and inflation.

On June 5, 1990, California voters approved Proposition 111, amending Article XIIIB. Proposition 111 allowed local jurisdictions to choose the annual adjustment factors. The adjustment factors included the growth in the California per capita income, or the growth in the non-residential assessed valuation due to construction within the city and the population growth within the county or the city.

Appropriations in the Annual Budget comply with the City’s appropriation limit as calculated in accordance with Article XIIIB of the Constitution of the State of California and Government Code Section 7900 (Gann Appropriation Limit), which limits growth in appropriations to a percentage increase in the cost of living as well as the City’s population.

The City Council will adopt a resolution on June 3, 2026, that establishes the City's Tax Appropriations Limit for Fiscal Year 2027 at $207,170,784. With an appropriations limit of $825,566,846, the City of Corona's expenditure budget is $320,763,916 under the appropriation limit. The limitation is not a restricting factor for the City of Corona due to the high population growth after the calculation requirements were established. Historically, the City's "subject to limit" amount has been less than 30% of the appropriations limit. This factor will continue to be monitored annually and budget adjustments will be recommended if necessary in future years.

General Fund Balance Reserve Policy
The City’s General Fund Balance Reserve Policy was originally established in 2010. The emergency contingency reserve was $53.9 million as of June 30, 2025. This amount represents three months of the General Fund Operating Expenditures, which is in compliance with the General Fund Balance Reserve Policy. In FY 2022, City Council approved the Pension Stabilization Trust, the balance as of June 30, 2025 was $54.9 million. At the end of FY 2022, the Measure X Reserve was created. As of June 30, 2025, the Measure X reserve was $13.2 million. The total of noted reserves for the City of Corona General Fund is $122.0 million as of June 30, 2025.

Investment Policy
The City formally adopts its Investment Policy on an annual basis. It provides guidelines for the prudent investment of the City's idle cash and outlines the policies for maximizing the efficiency of the City's cash management. The Investment Policy is in conformity with the California Government Code Sections 53600 et seq. The City Treasurer is delegated investment authority on a year-to-year basis. Within the constraints set forth in the policy, the City Treasurer has the authority to direct investment strategy and approve investment policy and procedures for the City's investment portfolio. The criteria for selecting investments and the order of priority are safety, liquidity, and yield.

The Investment Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov.

Guide to the City Budget Process
City of Corona | Fiscal Year 2027 Proposed Budget Page 36 Page 2535 of 3451 Debt Policy
The debt policy is adopted as a means of standardizing the issuance and management of debt. The primary objective is to establish conditions for the use of debt, to minimize the City’s Debt Service requirements and cost of issuance; to retain the highest practical credit rating; to maintain full and complete financial disclosure and reporting; and to maintain financial flexibility for the City. The policy applies to all debt issued by the City and its component units. The policy is an important tool to ensure the use of the City's resources to meet its commitments, to meet the needs of the citizens of Corona, and to maintain sound financial management practices.

The Debt Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov.

City Budget Calendar
The budget process begins as a team effort in November of each year. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues and existing fund balance information to prioritize and recommend the budget to meet the next fiscal year’s objectives.

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

For Fiscal Year 2027, two public meetings were held to provide in-depth details, City Council and public input, and discussion about the City’s budget. With the implementation of Measure X in Fiscal Year 2022 (the City’s 1% sales tax measure), a large part of the conversation was to ensure the budget meets the community’s priorities with the additional funds.

April 23, 2026 Spring Financial Workshop – Revenues, Operating and Capital Budget, Service Adjustments May 20, 2026 City Council – FY 2027 Proposed Budget Overview/Recap June 3, 2026 City Council – FY 2027 Proposed Budget presented for Adoption Guide to the City Budget Process
City of Corona | Fiscal Year 2027 Proposed Budget Page 37 Page 2536 of 3451 Budgetary Control and Amendments
New and continuing (multi-year) appropriations are set for City funds via a majority vote of the City Council. The legal level of budgetary control is at the City Manager and department level. Budget amendments within departments are approved by Department Directors, as long as the amendment does not increase the department’s overall spending authority as dictated by the current budget.

Any amendment which increases spending authority must obtain City Council approval by majority vote. Furthermore, an amendment to the City’s Project Budget exceeding 10%, as explained below, requires City Council approval. This is because each project, having a specific scope, is awarded funding on a discrete basis, and therefore, is treated as a stand-alone budget.

As a practical matter, project budgets may be exceeded, from time to time, due to circumstances that cannot always be predicted in advance. In that event, departments are permitted to transfer up to 10% from a similar project within the same category and have the same funding source. If this condition cannot be met, then departments are required to obtain City Council approval to increase, decrease or transfer funding which exceeds the 10% threshold.

This photo was taken at Skyline Drive Trails, and it relates to the completed Trails Master Plan operating and maintenance project.

Guide to the City Budget Process
City of Corona | Fiscal Year 2027 Proposed Budget Page 38 Page 2537 of 3451 Understanding the City Budget
The City Budget in a Nutshell
The City of Corona’s fiscal year begins July 1 and ends June 30 . Annually, through a public process, the budget commits financial resources to a myriad of services and programs that the City provides. In other words, it commits funding to what we do. However, the budget also works to legally limit funding too. The legal limit is required because financial resources are finite. Therefore, the investments that we make (of these finite resources) into what we do (or want to do) reflect the priorities of the City and the direction of its future.

What Does the City of Corona Do?
In alignment with the City’s Strategic Plan, all City services and the cost of providing those services can be tied back to one of 6 Citywide Priorities which influence the quality of life for our residents. These are the primary components or goal posts of the annual operating budget.

Budget Accounting & Presentation
A formal budget is employed as a management control device during the year. Budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America.

The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for in a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. City resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled.

The City budget includes information regarding estimated costs (or outflows) and revenue (or cash inflows) for identified programs, projects, and levels of service to meet the needs of the City. All annual operating budget appropriations lapse at the end of the fiscal year, except for items that have specifically received City Council approval and grant funded programs with a funding period that ends after June 30 . Operating and Maintenance projects and Capital projects typically span more than one fiscal year, and the appropriations roll forward (continuing appropriations) until projects are completed, placed into service, accounted for as capital assets, or abandoned at the discretion of the City Departments or the City Council. st th
th
Understanding the City Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 39 Page 2538 of 3451 The City of Corona’s budget is prepared and based on five expense categories; personnel, supplies and services, debt service, operating and maintenance projects and capital improvement projects. The first two listed are considered operational in nature and are known as recurring costs. Debt service refers to principal and interest payments on borrowed funds (such as bonds or long-term loans). Operating and Maintenance projects are investments in systems or other improvements that do not meet the criteria of a capital improvement project. Capital improvement projects (CIP) are long-term investments to improve, repair, replace, or construct an asset, facility, or public infrastructure which cost over $50,000. These reside “outside” of the operational budget and are an example of a one-time cost.

Basis of Accounting and Budgeting
Basis of accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting.

The City’s financial statements and accounting records are maintained in accordance with Generally Accepted Accounting Principles (GAAP) of the United States and outlined by the Governmental Accounting Standards Board (GASB). The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The City collects and records revenues and expenditures within the following categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds.

Governmental Funds include the General Fund, Special Revenue, Debt Service, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as Housing and Urban Development - HUD).

These funds are accounted for using the modified accrual basis where revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the current period.

The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and/or fees.

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

The Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.

The Debt Service Funds are used to account for and report financial resources that are restricted, committed or assigned to expenditure for the payment of general long-term debt principal, interest, and related costs, other than enterprise debt.

Proprietary Funds are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned, while expenses are recognized in the period in which the liability is incurred. Proprietary funds include Enterprise and Internal Service Funds.

The Enterprise Funds are used to separately account for self-supporting activities that are supported by rates and/or fees. These funds include Airport, Electric Utility, Water Utility, Transit (Dial-a-Ride and Fixed Route Shuttles) and Sewer Utility.

The Internal Service Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. These costs include information technology, risk management, warehousing, and fleet.

Fiduciary Funds are custodial in nature (assets equal liabilities) and are accounted for on the accrual basis of accounting. Successor Agency (formerly the Corona Redevelopment Agency) and funds that are maintained to account for debt service obligations relating to certain assessment and community facilities districts are included in this category.

Understanding the City Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 40 Page 2539 of 3451 Understanding the City Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 41 Page 2540 of 3451 Understanding the City Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 42 Page 2541 of 3451 Understanding the City Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 43 Page 2542 of 3451 City Fund Structure
Note: Not all funds have been shown due to space restrictions, such as the fiduciary funds (e.g. Corona Successor Agency), certain capital projects funds that are mostly grant-funded and the debt service funds. All funds are included in the "Summary of Expenditures by Fund Type"
City Fund Structure
City of Corona | Fiscal Year 2027 Proposed Budget Page 44 Page 2543 of 3451 Key Budgetary Assumptions & Changes
General Economic Outlook for California
Amid ongoing global events, political volatility, and consumer uncertainty surrounding both the California and national economies, near‑term sales tax revenues are still expected to post modest growth. Fiscal year 2026 and 2027 projections are consistent with expectations set in the second quarter of 2025, reflecting a broadly stable outlook, and gradually improving statewide sales tax revenues. Consumers remain attentive to inflation trends, tariff‑related price changes, interest rate movements, and fuel costs. Despite these pressures, overall spending patterns have demonstrated resilience. Household demand is expected to remain steady, supporting moderate gains over the coming year even as pockets of unpredictability persist across numerous sectors.

National and Statewide Economic Drivers
Estimated
FY2026
Estimated
FY2027
U.S. Real GDP Growth 2.5% 2.2%
U.S. Unemployment Rate 4.4% 4.5%
California Employment Growth (Non-Farm) 0.2% 0.2%
California Unemployment Rate 5.5% 5.3
California Median Existing Home Price $741,508 $747,246 California Residential Building Permits 94,175 102,021
Source: HDL Companies - California Sales Tax Trends and Economic Drivers Report - Q4 2025 Data The City of Corona has a diversified mix of businesses. The following are some exciting economic development activities occurring within Corona that will bolster the City’s economic condition:

The City continued improvements at the South Mall, now known as The HUB. The City continued parking lot improvements, contracted with an architecture firm to prepare renovation plans for two buildings, held two grand openings for Circle City Tavern and The Wine Down, secured additional tenants for the South Mall, rebranded the area as The HUB, and issued an RFP to secure a programming and operating company.

The City advanced efforts for a Food Hall at The HUB and completed Design for Summer 2026 Construction.

The City established an Entertainment Zone and Jobs Creation Program in the Downtown.

The City continued acquisition efforts for the North Mall, with 23 of 24 properties acquired or under contract.

The City continued implementation of the Downtown Revitalization Plan, including advancing planning of the Sixth Street Beautification project, exploring financial tools to support efforts, and attracting business types that align with community requests.

The City continued retail attraction efforts in partnership with a consulting firm and held meetings with multiple retailers expanding in the Southern California market.

The City secured $2.5M in funding and began construction of an Innovation Center to be located at the Corona Public Library.

The City continued retention efforts and conducted 200+ business visits to offer services and retention support.

In addition, the City launched Corona’s restaurant Guide and Experience Corona app.

Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 45 Page 2544 of 3451 Key Revenue Assumptions
Property Tax Revenue
Property tax revenues are estimated at $71.7 million for FY 2027. This represents an overall property tax increase of 3.8% for FY 2027, when compared to the FY 2026 year-end projection of $69.0 million.

Assessment roll growth is assumed to be approximately 4% when compared to Fiscal Year 2026. The City continues to see growth in the taxable assessed values for properties. Property tax collected in Fiscal Year 2027 is based on a valuation date of January 2026. While homeowners are seeing increasing values in the real estate market, assessed value growth is capped at 2% based on Proposition 13. The growth in assessed value is due to additional inventory and re-assessed value as property changes ownership.

Assessment roll growth is partially offset by delinquencies which affect the City’s ability to collect property tax revenue. The delinquency rate is assumed to be approximately 4% for FY 2027, which is in line with normal trends for delinquencies. FY 2026 was also estimated at a 4% rate.

The Vehicle License Property Tax revenues are estimated to increase by $0.8 million, or 4.0%, as that line item is based on the assessed valuation growth.

The Property Tax Receipts graph is a ten-year look at total property tax revenues. The budget for FY 2027 includes an estimated increase in assessed valuation. For the property tax line items where the delinquency factor applies, those estimates have been adjusted appropriately.

Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 46 Page 2545 of 3451 Sales Tax Revenue
The sales tax revenue category is estimated at $99.8 million for Fiscal Year 2027, which represents a 1.6% increase when compared to the FY 2026 year-end projection of $98.2 million.

In FY 2027, the sales tax revenues are projected to be $99.8 million, an increase of $1.2 million as compared to the FY 2025 actuals of $98.6 million. Measure X was approved by a majority of Corona voters in November 2020. The additional 1% sales tax measure was effective on July 1, 2021. Updated net estimates are $41.6 million for FY 2026 and $42.3 million for FY 2027. The net estimates include the sales tax agreement payments to be paid to businesses with those agreements.

The following chart is a ten-year look at the total sales tax revenue category. Starting in FY 2018, an accounting change was made to move sales tax agreements (aka operating covenant agreements) from expenditures to a contra revenue account. This change was to provide more clarity on the net sales tax revenue available for funding the City’s operations. A full listing of the City’s operating covenant agreements is available on the City’s website, on the City Manager’s Office page.

Sales Tax Revenue History
[1] FY 2018 Projected and forward - includes accounting change for sales tax agreements; [2] FY 2019 includes $1.4 Million received for FY 2018 activity.

Estimated Statewide Sales Tax Trends, by Industry Group:

Industry Group FY 2026 Estimates FY 2027 Estimates
Autos & Transportation -0.5% 2.5%
Building & Construction -2.2% 1.3%
Business & Industry 2.3% 3.0%
Food & Drugs -1.7% 0.4%
Fuel & Service Stations 1.3% 3.9%
General Consumer Goods 1.1% 1.2%
Restaurants & Hotels 1.8% 1.9%
State & County Pools 5.3% 2.5%
Source: HDL Companies - California Sales Tax Trends and Economic Drivers Report - Q4 2025 Data Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 47 Page 2546 of 3451 The following pie chart breaks down the City’s estimated sales tax revenue by industry group for Fiscal Year 2027.

Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 48 Page 2547 of 3451 Highway User Taxes - Gas Tax and Road Maintenance and Rehabilitation Account (RMRA) Gas Tax revenue (Fund 222) is estimated at $4.8 million for Fiscal Year 2027, an increase of 0.9% as compared to FY 2026 projected. The Road Maintenance and Rehabilitation Account (RMRA, Fund 221) is estimated at $4.8 million for FY 2027. This estimate is an increase of 5.9% when compared to the FY 2026 year-end projection.

Provisions in the California Streets & Highway Code allocate funding to cities for the maintenance and improvement of public streets, roads, and highways. Revenues are collected from taxes imposed on the purchase of gasoline and fuel, and allocations are administered by the California Department of Tax and Fee Administration.

California has experienced a shift in consumer preferences, from traditional gasoline-powered to more fuel-efficient vehicles due to tax incentives, rebates, and environmental concerns. This has resulted in reduced available revenues for cities and constricted cash flows needed to support critical street maintenance and transportation-related projects.

In 2017, the Governor approved additional gas taxes to fund street and road infrastructure projects throughout the State of California. The Road Repair and Accountability Act of 2017, now known as the Road Maintenance and Rehabilitation Account (RMRA), contains special provisions to protect the funds from being diverted for other purposes. Funding is estimated to provide $15 Billion for California streets and roads over the next ten years.

The following table provides estimates for both the RMRA Fund and the Gas Tax Fund.

Fund
Actual
FY 2023
Actual
FY 2024
Actual
FY 2025
Projected
FY 2026
Estimated
FY 2027
% Change
to FY 2026
221 - RMRA Fund $ 3,489,645 $ 4,069,764 $ 4,735,352 $ 4,570,621 $ 4,840,526 5.9% 222 - Gas Tax Fund $ 4,149,826 $ 4,481,672 $ 4,697,624 $ 4,742,319 $ 4,787,350 0.9% Water and Sewer Revenue
In the Water Utility Fund in FY 2027, revenue is anticipated to decrease by $4.8 million, or 5.8% over the FY 2026 projections.

In the Sewer Utility Fund, FY 2027 revenues are estimated to increase by $4.0 million, or 10.% over the FY 2026 projections.

Fund
Actual
FY 2023
Actual
FY 2024
Actual
FY 2025
Projected
FY 2026
Estimated
FY 2027
% Change
to FY 2026
570 - Water Utility $ 77,309,190 $ 61,769,598 $ 70,243,990 $ 82,618,759 $ 77,863,974 -5.8% 572 - Sewer Utility $ 35,263,627 $ 37,071,730 $ 38,658,143 $ 39,705,872 $ 43,679,567 10.0% Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 49 Page 2548 of 3451 Significant Expense Assumptions
Line-Item Budget
The City of Corona uses a line‑item budgeting approach, a traditional method in which expenses are listed and categorized individually on a budget sheet. Each line corresponds to a specific expense or revenue source, providing a clear view of how funds are allocated and where revenue is generated. As part of this process, department directors were required to examine their budgets in detail. This review included analyzing several years of historical actuals, evaluating funding sources and revenue trends, and assessing commonly used commodities and citywide service level agreements in relation to upcoming service needs and goals. Each department reviewed three years of actual data and was asked to adjust its budget so that each request was supported by historical context.

Overall, a line‑item budget serves as an effective tool for precise financial planning and oversight, offering clear visibility and strengthened accountability in managing an organization’s funds.

Salaries and Benefits
The salaries and benefits budget for FY 2027 has been prepared based on current resolutions or Memorandums of Understanding (MOU). All represented groups have negotiated contracts set to expire December 31, 2027.

Employee Group Approval Date Agreement Terms
Public Safety Groups (Approved by MOU):

Corona Firefighters Association (CFA) 12/18/24 12/28/24 - 12/31/27 Corona Police Employees Association
(CPEA)
12/18/24 12/28/24 - 12/31/27
Corona Police Supervisors Association
(CPSA)
12/18/24 12/28/24 - 12/31/27
Non-Safety Groups (Approved by MOU):

Corona Public Service Employees
Association (CPSEA)
12/18/24 12/28/24 - 12/31/27
Corona Supervisors Association (CSA) 12/18/24 12/28/24 - 12/31/27 Non-Safety Groups (Approved by Resolution):

Executive Employees (EXEC) 12/18/24 12/28/24 - 12/31/27 Management Employees (MGMT) 12/18/24 12/28/24 - 12/31/27 Confidential Employees (CONF) 12/18/24 12/28/24 - 12/31/27 Note: The negotiated terms for the City Manager and City Attorney/Legal & Risk Management Director are based on their individual contracts as approved by the City Council. Copies of their contracts along with the rest of the Executive group can be found on the City’s website (www.CoronaCA.gov) in the Open & Transparent section.

With respect to health care costs, the budget is based on individual employee elections and the current MOUs or adopted resolutions. Health related costs in FY 2027 are budgeted at $16.6 million which is a 3.1% increase as compared to the Adopted FY 2026 budget.

Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 50 Page 2549 of 3451 California Public Employees Retirement System (CalPERS)/Pension Obligation Bonds CalPERS contributions are made up of two components. The first is the normal cost which is calculated as a percentage of pay and will continue as long as the City has active employees in the CalPERS system. The second component is the unfunded accrued liability (UAL). The UAL amount and annual contribution are determined by assessing the projected funding target, as compared to the current market value of the plan’s assets.

In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2025, the City received the June 2024 actuarial reports. They are the third reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $97.8 million, with a minimum payment of $8.3 million in FY 2027. To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum pre-payment option offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of a savings of approximately 3%. For FY 2027, the City will once again take advantage of the annual lump sum pre-payment option offered yielding a savings of $270,087, or 3.3%, across all plans. For more details on the total CalPERS contributions, please reference the CalPERS information in the Budget Overview section.

Other Post-Employment Benefits (Benefits for Retirees)
OPEB costs are estimated to increase by $655,267, or 5.8%, in FY 2027 as compared to the FY 2026 adopted budget.

The City is obligated to pay certain other post-employment benefits ('OPEB') to retirees, consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers' Retiree Benefit Trust (CERBT) Program in March 2008. The current fiscal policy is to fund the annual required contribution ('ARC'). The ARC is an actuarially-determined annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

OPEB costs in FY 2026 were budgeted at $11,293,857. The budget for FY 2027 is $11,949,124, which is an increase of $655,267, or 5.8%, over the budget for FY 2026. The budget is based on the most recently completed actuarial report which considers a multitude of factors to calculate the City's contribution.

Key Budgetary Assumptions & Changes
City of Corona | Fiscal Year 2027 Proposed Budget Page 51 Page 2550 of 3451 Consolidated Financial Summary/Major Funds
The following summarized schedule shows a three-year period for the City of Corona’s major funds: General Fund and Water Utility Fund. A fund whose revenues or expenditures are greater than 10% of the overall total revenues or expenditures is considered a major fund, for budget purposes.

Consolidated Financial Summary
City of Corona | Fiscal Year 2027 Proposed Budget Page 52 Page 2551 of 3451 Schedule of Estimated Fund Balance Changes -
Governmental Funds
Schedule of Estimated Fund Balance Changes - Governmental Funds City of Corona | Fiscal Year 2027 Proposed Budget Page 53 Page 2552 of 3451 Schedule of Estimated Fund Balance Changes - Governmental Funds City of Corona | Fiscal Year 2027 Proposed Budget Page 54 Page 2553 of 3451 Schedule of Estimated Working Capital Changes -
Proprietary Funds
Schedule of Estimated Working Capital Changes - Proprietary Funds City of Corona | Fiscal Year 2027 Proposed Budget Page 55 Page 2554 of 3451 Budget Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 56 Page 2555 of 3451 Revenue - Where Does it Come From? - General Fund
The largest components of the General Fund revenues are Sales Tax and Property Tax. The two categories combined make up 70.5%, or $171.5 million out of a total of $243.2 million. The next three largest categories, Other Taxes, Charges For Services, and Investment Earnings total 17.3% of the estimated revenues for Fiscal Year 2027. The revenue categories will be discussed in more detail on the following pages.

Revenue estimates are carefully developed using current and historical trends, published industry data, workload and operating indicators collected by City staff, as well as opinions from expert third parties which may include the State of California's Department of Finance, County of Riverside and local economists.

Please also refer to the "Schedule of Estimated Revenue" which includes two years of revenue actuals by fund, the current year projection, as well as the City's estimated revenue for Fiscal Year 2027.

Estimated Revenue by Source - General Fund
FY 2027 Estimated Revenue - General Fund
Sales Tax $99,794,596 41.0%
Property Taxes $71,653,700 29.5%
Other Taxes $16,715,401 6.9%
Charges For Services $14,599,390 6.0%
Investment Earnings $10,828,066 4.5%
Other Revenue $10,541,756 4.3%
Payment In Lieu Of Services $8,573,037 3.5%
Intergovernmental Revenues $3,609,585 1.5%
Licenses, Fees & Permits $2,622,234 1.1%
Other Sources Rev $2,000,000 0.8%
Special Assessments $1,149,435 0.5%
Fines, Penalties & Forfeitures $1,068,286 0.4%
243M
Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 57 Page 2556 of 3451 Category FY 2024 Actual FY 2025 Actual
FY 2026
Adopted
FY 2026
Estimated
FY 2027
Proposed
$ Change
(Prop. to Est.)
% Change
(Prop. to Est.)
Other Taxes $15,166,752 $16,296,271 $16,144,202 $16,290,300 $16,715,401 $425,101 2.6% Sales Tax $97,709,068 $98,620,077 $100,207,312 $98,230,498 $99,794,596 $1,564,098 1.6% Other Revenue $12,173,450 $11,945,322 $18,613,714 $18,739,060 $10,541,756 -$8,197,304 -43.7% Licenses, Fees & Permits $2,273,820 $2,827,620 $2,408,480 $2,611,234 $2,622,234 $11,000 0.4% Investment Earnings $19,124,999 $19,993,226 $8,513,667 $8,365,555 $10,828,066 $2,462,511 29.4% Special Assessments $777,314 $1,000,503 $787,463 $1,138,055 $1,149,435 $11,380 1.0% Intergovernmental Revenues $3,899,069 $7,519,958 $3,027,163 $11,578,513 $3,609,585 -$7,968,928 -68.8% Property Taxes $64,969,085 $67,414,475 $68,469,800 $69,019,600 $71,653,700 $2,634,100 3.8% Payment In Lieu Of Services $6,336,890 $7,774,866 $8,024,801 $8,024,801 $8,573,037 $548,236 6.8% Fines, Penalties & Forfeitures $1,420,858 $1,031,601 $1,197,981 $1,660,404 $1,068,286 -$592,118 -35.7% Charges For Services $13,840,200 $14,534,318 $12,960,231 $14,486,932 $14,599,390 $112,458 0.8% Other Sources Rev - - - - $2,000,000 $2,000,000 -
Total Revenues $237,691,504 $248,958,239 $240,354,813 $250,144,952 $243,155,487 -$6,989,466 -2.8% Estimated Revenue Table by Source - General Fund
Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 58 Page 2557 of 3451 General Fund Revenue Overview
The General Fund revenue in FY 2026 is projected to be $250.1 million. This is $1.2 million more than FY 2025 actuals and $9.8 million more than originally approved through the FY 2026 budget process.

The estimated FY 2027 revenue of $243.2 million is estimated to decrease by $7.0 million as compared to FY 2026 projections. The FY 2027 estimates are decreasing by 2.8%. The FY 2027 estimates include the following changes over the FY 2026 Projections:

Property Tax FY 2027 Estimated: $71.7 million. This represents a growth of $2.6 million over FY 2026 projections.

The estimated budget is based on an increase in assessed valuation of 4.0% which incorporates additional housing inventory for the tax rolls. It also includes a delinquency rate of 4.0%, based on a look-back of prior delinquency trends.

Sales Tax FY 2027 Estimated: $99.8 million. The estimate is an increase of $1.6 million over FY 2026 projections.

Regular sales tax activity is estimated to increase by $0.93 million and Measure X by $0.64 million based on economic forecast information available when the budget was prepared. The sales tax category also includes Proposition 172 sales tax activity (for public safety) and a contra revenue account, allowance for sales tax agreements (AKA operating covenant agreements). A full listing of operating covenant agreements is available on the City’s website.

Other Taxes FY 2027 Estimated: $16.7 million. This is an increase of $0.4 million, or 2.6%, over FY 2026 projections.

Franchise fees are estimated to increase by $168,993 in FY 2027. Franchise fees are received from Waste Management, Ware Disposal, Southern California Edison, SoCalGas, and local cable companies. Transient Occupancy Tax (TOT) revenues are estimated to increase by $149,108 in FY 2027. Business License Taxes are estimated to increase by $27,000. The Cannabis Tax is steady and is estimated to have a minor increase of $80,000. That amount may increase if additional businesses become operational.

Licenses, Fees, and Permits FY 2027 Estimated: $2.6 million. The estimate is an increase of $11,000 when compared to projections for FY 2026. There are slight increases in building and electrical permits. The bulk of the revenue generated in this category is related to building activity. As such, the timing of development projects has a large impact on this category. This group can experience significant variations from one year to the next. Also included in this group are garage sale permits.

Fines, Penalties, and Forfeitures FY 2027 Estimated: $1.1 million. The FY 2027 estimate is a decrease of $0.6 million when compared to FY 2026 projections. The decrease is primarily due to one-time miscellaneous fines and penalties in FY 2026.

Special Assessments FY 2027 Estimated: $1.1 million. This category is from public service assessments and is part of the tax roll. The FY 2027 estimate is an increase of $11,380 over FY 2026 projections.

Investment Earnings FY 2027 Estimated: $10.8 million. The estimate is an increase of $2.5 million over FY 2026 projections. The estimate is based on current investment strategies and performance of the portfolio, and cash balance in the General Fund.

Intergovernmental Revenue FY 2027 Estimated: $3.6 million. This is a decrease of $8.0 million as compared to FY 2026 projections. The revenue generated from this group includes mutual aid reimbursement, and State and Federal grant revenues. Many grant-related items are one-time in nature and are not a sure source of revenue in future years. This category also experiences fluctuations from one year to the next from mutual aid reimbursements, depending on the severity of the fire season.

Charges for Services FY 2027 Estimated: $14.6 million. This represents an increase of $112,458 when compared to FY 2026 projections. Primary revenue items in this group include plan check fees, engineering and inspection fees, recreation revenues, and the EMS program. As with the Licenses, Fees, and Permits category, fluctuations in building-related activity can have a significant impact on this revenue group. There are increases in plan checks, engineering and inspections fees, fire service agreements, and after-school recreation programs. Additionally, there are decreases included in reimbursed expenses (police) and the paramedic program.

Payments in Lieu of Services FY 2027 Estimated: $8.6 million. The estimate is an increase of $0.5 million compared to FY 2026 projections. The increase is related to the updated Cost Allocation Plan, which is reviewed annually.

Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 59 Page 2558 of 3451 Other Revenue FY 2027 Estimated: $10.5 million. The decrease in this category is $8.2 million over FY 2026 projections. This is primarily due to the sale of surplus property in FY 2026. In addition, there are decreases in damage recovery, estimated donations, and miscellaneous rental/lease income and increases in miscellaneous income/refunds and billboard revenues.

Other Sources FY 2027 Estimated: $2.0 million. This is related to project reimbursements from future bond proceeds.

This photo was taken during the Fireworks are Illegal campaign, which is coordinated among the Police, Fire, and Community Services Departments.

Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 60 Page 2559 of 3451 Where Do Your Tax Dollars Go?
Property Tax
Property tax is applied to the net assessed property value as determined by the County of Riverside Assessor-Recorder.

California Proposition 13 sets the maximum tax rate at 1%, which excludes voter-approved overrides (such as additional taxes for community facilities districts). Proposition 13 also limits the growth in assessed property values to the lesser of inflation or 2% per year.

The City carefully monitors property tax, in conjunction with the County of Riverside Assessor-Recorder.

According to the County of Riverside Assessor-Recorder, of each $1 in your base 1% property taxes that you pay, only 8 cents goes to Corona's General Fund to pay for critical services such as (but not limited to) police, library services, infrastructure, parks, recreation, and fire.
*from countywide perspective
Example: Home valued at $750,000
1% secured property tax = $600 to the City of Corona General Fund Corona’s Median Home Price (sold) approx. $750,000
(March 2026 – Realtor.com)
Sales Tax
Sales and use taxes are imposed on retail transactions and are remitted to the State of California, which allocates the sales tax to state and local agencies. The program is administered by the California Department of Tax and Fee Administration (CDTFA).

Generally, sales of tangible items in California are subject to sales tax, such as clothes, gasoline, vehicles, and most retail goods. However, not all transactions are subject to sales tax. Transactions exempt from sales tax include sale of certain food products for human consumption (i.e. groceries) and sales of prescription medicine. In California, internet sales (i.e. Amazon) are generally taxable too.

Staff carefully monitors sales tax, along with published economic data as well as HdL Companies, the City’s sales tax consultant. HdL and City staff provide an update to the City Council on a quarterly basis.

Effective July 1, 2021, the City of Corona sales tax rate increased by 1.00%, to 8.75%. This is due to Measure X, also known as the City of Corona Economic Recovery, Public Safety, City Services Measure. Measure X was approved by a majority of the City of Corona voters in November 2020. Revenue collected will provide additional locally controlled funds to address City services and community-expressed priorities.

Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 61 Page 2560 of 3451 The following is an infographic which illustrates your City of Corona sales tax dollars and where they go.

Revenue - Where Does it Come From? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 62 Page 2561 of 3451 Revenue - Where Does it Come From? - All Funds
Estimated Revenue by Fund
FY 2027 Estimated Revenue
General Fund $243,155,487 48.9%
Enterprise Funds $162,074,331 32.6%
Internal Service Funds $40,873,691 8.2%
Special Revenue Funds $30,811,849 6.2%
Successor Agency Funds $9,246,063 1.9%
Agency Funds $7,970,954 1.6%
Capital Projects Funds $3,460,803 0.7%
Category FY 2024 Actual FY 2025 Actual
FY 2026
Adopted
FY 2026
Estimated
FY 2027
Proposed
$ Change
(Prop. to Est.)
% Change
(Prop. to Est.)
General Fund $237,691,504 $248,958,239 $240,354,813 $250,144,952 $243,155,487 -$6,989,466 -2.8% Agency Funds $8,403,734 $37,388,029 $7,846,690 $8,010,267 $7,970,954 -$39,313 -0.5% Special Revenue Funds $48,698,670 $43,024,730 $30,420,778 $33,443,663 $30,811,849 -$2,631,814 -7.9% Successor Agency Funds $8,208,111 $8,600,924 $8,775,244 $8,992,019 $9,246,063 $254,044 2.8% Capital Projects Funds $30,172,135 $5,872,270 $51,292,912 $31,549,677 $3,460,803 -$28,088,874 -89.0% Enterprise Funds $138,972,452 $146,677,355 $147,563,707 $226,545,952 $162,074,331 -$64,471,621 -28.5% Internal Service Funds $29,279,346 $34,943,214 $37,604,395 $38,384,037 $40,873,691 $2,489,654 6.5% Total Revenues $501,425,952 $525,464,761 $523,858,538 $597,070,567 $497,593,178 -$99,477,389 -16.7% 498M
Estimated Revenue Table by Fund
Revenue - Where Does it Come From? - All Funds
City of Corona | Fiscal Year 2027 Proposed Budget Page 63 Page 2562 of 3451 Other funds (aside from the General Fund) receive revenue from multiple sources, such as utility rates (for water, sewer, and electric services), special capital grants (such as the federal Housing and Urban Development agency and community development block grants), as well as Gas Tax and Measure A. Below is a table which describes other significant non-General Fund revenue sources. For additional details, please also refer to documents on the Finance Department's page on the City's website (www.CoronaCA.gov) such as the "Budget Resources Manual" and presentations from budget workshops.

Special Revenue Funds – used to account for and report the proceeds of specific revenues sources that are restricted or committed to specific purposed, often by legislative authority.

Development Impact Fees (DIF) – Various funds
Fees charged to real estate developers under AB1600.

Fee is based upon the additional costs of providing
public services to the new development. These fees
are used to fund major capital projects.

Gas Tax Fund 222 and Road Maintenance and
Rehabilitation Account (RMRA) Fund 221
A tax on gasoline per the California Streets and
Highway Code. The use of this revenue is limited to
maintenance, rehabilitation, or improvement of public
streets (such as paving).

Measure A Fund 227
Comes from a 0.50% sales tax rate originally approved
by voters in 1988 (in Riverside County). In 2002, voters extended this sales tax rate through 2039. Revenue
used to maintain and construct local streets and roads, and is allocated by the Riverside County
Transportation Commission (RCTC) to cities within
Riverside County.

Special Taxing Districts – Special Assessments –
Various funds
A special assessment on a property tax parcel for a
special benefit provided. This revenue is only used to
fund maintenance efforts in the City’s landscape
maintenance (LMD) and community facilities districts
(CFD).

Capital Project Funds – used to account for and report financial resources that are restricted, or assigned to capital expenditures, including the acquisition or construction of capital facilities and other capital assets.

Home Investment Partnership Grant (HOME) Fund
432; Neighborhood Stabilization Program Grant
(NSP) and
Community Block Development Grants (CDBG)
Fund 431
The City receives federal funding from the Housing
and Urban Development Agency (HUD). CDBG funds
may be used for eligible projects and are allocated to
benefit low and moderate income persons and/or to
fund programs and projects to alleviate blighted
conditions within eligible CDBG areas. HOME funds
may be used for activities that increase and preserve
affordable housing. NSP funds are used to acquire and
rehabilitate foreclosed properties within the City for
future multi-family development.

Revenue - Where Does it Come From? - All Funds
City of Corona | Fiscal Year 2027 Proposed Budget Page 64 Page 2563 of 3451 Transportation Uniform Mitigation Fee (TUMF)
Funds 478 and 479
A voter-approved fee in 2002, which charges real
estate developers a fee to fund transportation projects required as a result of growth. The program is
administered by the County of Riverside.

Enterprise Funds – used to separately account self-supporting activities that are supported by rates and/or fees.

Utility Rates – Various funds
Utility rates are calculated and charged based on the
cost of service for each of the City’s utilities – water, sewer, electricity, and reclaimed water, in accordance
with Proposition 218. A rate study is conducted every 3 years.

Internal Service Funds – used to separately account for departments that provide services to other City departments, and therefore incur costs that are then allocated to each receiving department.

Services to Other Funds – Various funds
Internal service funds provide services to City
departments, such as fleet operations, information
technology, and warehouse services. Revenues
received by Internal Service Funds are treated as
expenses by other departments receiving the services.

Revenue - Where Does it Come From? - All Funds
City of Corona | Fiscal Year 2027 Proposed Budget Page 65 Page 2564 of 3451 Schedule of Estimated Revenue
Schedule of Estimated Revenue
City of Corona | Fiscal Year 2027 Proposed Budget Page 66 Page 2565 of 3451 Schedule of Estimated Revenue
City of Corona | Fiscal Year 2027 Proposed Budget Page 67 Page 2566 of 3451 Schedule of Estimated Revenue
City of Corona | Fiscal Year 2027 Proposed Budget Page 68 Page 2567 of 3451 Schedule of Estimated Revenue
City of Corona | Fiscal Year 2027 Proposed Budget Page 69 Page 2568 of 3451 Expense - What are Our Costs? - General Fund
The General Fund budget for Fiscal Year (FY) 2027 is $241.0 million. This represents a 4.2% increase, or $9.7 million, as compared to the FY 2026 adopted budget.

Budgeted Expenditures by Expense Type
FY 2027 Budgeted Expenditures
Personnel Services $149,753,023 62.1%
Materials And Supplies $66,071,551 27.4%
Contractual $19,544,917 8.1%
Utilities $5,602,576 2.3%
241M
Expense - What are Our Costs? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 70 Page 2569 of 3451 The General Fund net changes between FY 2026 and FY 2027 are from the following categories:

Personnel: Increase of $8.4 million. There are 840 full-time positions and 97.77 part-time positions included in the FY 2027 budget, many of which are budgeted in the General Fund. Personnel costs are budgeted based on current employee MOUs and resolutions adopted in 2024, which include salary increases effective December 26, 2026.

Contractual: Decrease of $0.3 million. There are increases and decreases across various departments resulting in a net decrease of $0.3 million.

Materials and Supplies: Increase of $1.0 million. There are increases in materials and supplies costs for parks, trees and median maintenance service, minor equipment and furniture, and program expenditures.

Utilities: Increase of $0.6 million. The increase in this category is due to an increase in electric and water utility costs for city facilities.

Debt Service: Increase of $1.9 million. The increase in this category is due to a net increase and decrease in principal payment and interest expense for bonds. The budget is based on the approved bond payment schedule.

Operating & Maintenance Projects: Increase of $0.3 million. The increase is due to additional funding needed to complete existing projects, and new projects requested, resulting from the essential need for routine measures to ensure the proper function and condition of existing assets.

Capital Improvement Projects: Decrease of $2.2 million. The decrease is due to the completion of general fund projects and the one-time nature of budgeting for capital projects, which can fluctuate annually.

This photo was taken at the Halloweekend event hosted by the City of Corona.

Expense - What are Our Costs? - General Fund
City of Corona | Fiscal Year 2027 Proposed Budget Page 71 Page 2570 of 3451 Expenses - What are Our Costs? - All Funds
The City’s total budget for Fiscal Year (FY) 2027 is $504.8 million (excluding duplicate debt service fund 391). This represents a 10.1% increase, or $46.1 million, as compared to the FY 2026 adopted budget. ($)
FY 2026 Adopted vs. FY2027 Proposed
General Fund (Budgeted) Agency Funds (Budgeted)
Special Revenue Funds (Budgeted) Successor Agency Funds (Budgeted) Debt Service Funds (Budgeted) Capital Projects Funds (Budgeted) Enterprise Funds (Budgeted) Internal Service Funds (Budgeted) FY2026 FY2027
0 200,000,000
400,000,000
600,000,000
Expenses - What are Our Costs? - All Funds
City of Corona | Fiscal Year 2027 Proposed Budget Page 72 Page 2571 of 3451 The net changes between FY 2026 and FY 2027 are from the following categories:

Personnel: Increase of $11.8 million. From the Authorized Fiscal Year 2026 total of 937.70, there is a net increase of

6.08 positions included in the Proposed Fiscal Year 2027 budget. This includes a net increase of 7.00 full-time positions and a net decrease of 0.92 FTE part-time positions. Personnel costs are budgeted based on current employee MOUs and resolutions adopted in 2024, which include salary increases effective December 26, 2026.

Claims Expense: Decrease of $0.2 million. The decrease in claims expense is due to a decrease in workers' compensation medical claims expenses.

Contractual: Increase of $0.4 million. There are multiple increases and decreases, resulting in a net increase in this category. Several new information technology contracts were added to improve the City’s security operations and enhance daily departmental operations.

Materials and Supplies: Increase of $7.1 million. There are increases in materials and supplies costs for parks, trees and median maintenance service, minor equipment and furniture, and program expenditures. Also, there are increases in internal service charges for administrative services, information technology and fleet.

Utilities: Decrease of $3.1 million. The decrease is due to a decrease in actual consumption of electricity and wholesale energy costs.

Debt Service: Increase of $1.4 million. The increase in this category is due to a net increase and decrease in principal payment and interest expense for bonds. The budget is based on the approved bond payment schedule.

Operating & Maintenance Projects: Increase of $3.8 million. The increase is due to new projects requested, resulting from the essential need for routine measures to ensure the proper function and condition of existing assets, and additional funding needed to complete existing projects.

Capital Improvement Projects: Increase of $24.8 million. The increase is due to the issuance of new water revenue and wastewater revenue bonds to provide additional funding to complete existing enterprise projects.

This was the Corona Police K9 at the September 11
Remembrance event.

Expenses - What are Our Costs? - All Funds
City of Corona | Fiscal Year 2027 Proposed Budget Page 73 Page 2572 of 3451 Personnel Costs
The main drivers for personnel costs are salaries, health care contributions, CalPERS normal employer contributions, overtime and comp time, and other post-employment benefits (retiree medical benefits).

Please refer to the Schedule of Positions for a historical overview of City staffing, including changes during FY 2026 and position changes authorized in the budget process for FY 2027.

The total citywide personnel budget for all funds is $185.2 Million (includes fiduciary funds).

All Funds Breakdown of Personnel Costs
(values in millions)
Salaries
Salary costs may vary as a result of changes in staffing levels, which occur either through salary savings as a result of vacant positions (authorized but unfilled), employee separation (attrition due to a retirement, resignation, or layoff) or new full-time equivalent positions (FTE) that are authorized in the budget. As a general rule, vacant positions are budgeted at the mid-salary range of the position.

The City includes a full-time position vacancy factor in the budget process for the General Fund and utility funds.

Historically, there was a savings at the end of each fiscal year based on vacancies from attrition and other related reasons. Instead of budgeting 100% of the positions, a vacancy factor has been applied to FY 2027 to account for the savings at the beginning of the budget process. The savings will continue to be monitored throughout the year to determine if adjustments are needed. For existing positions, the rates were determined using a lookback period of five years.

Vacancy Factor Applied: Sworn – Fire 0.0%
Vacancy Factor Applied: Sworn – Police 0.0%
Vacancy Factor Applied: Non-Sworn 3.8% average (varies by department, 0.0% - 9.8%) Vacancy Factor Applied: Non-Sworn Utilities 4.7%
Personnel Costs
City of Corona | Fiscal Year 2027 Proposed Budget Page 74 Page 2573 of 3451 CalPERS Employer Contributions (Pension Costs) / Pension Obligation Bonds CalPERS contributions are made up of two components: normal cost and unfunded accrued liability (UAL). The following tables reflect the City’s employer contributions as forecasted by CalPERS over the next five fiscal years, which takes into account mortality rates, and CalPERS investment returns. The information is based on the June 30, 2024 actuarial report released in July 2025. The information from the actuarial report includes the discount rate (assumed rate of return) of 6.8% as approved by the CalPERS Board of Administration in November 2021. The employer normal cost rates below are calculated on base pay, special compensation and other PERS’able items. PERS is not calculated on overtime unless the hours were worked on a holiday.

Actual/Estimated CalPERS Employer Contribution - Normal Cost Note: Safety employees contribute 1.50% towards the employer contribution, not reflected above.

Actual/Estimated CalPERS Unfunded Accrued Liability (UAL) Value in Millions
In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2025, the City received the June 2024 actuarial reports. They are the third reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $97.8 million, with a minimum payment of $8.3 million in FY 2027. To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum pre-payment option offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of a savings of approximately 3%. For FY 2027, the City will once again take advantage of the annual lump sum pre-payment option offered yielding a savings of $270,087, or 3.3%, across all plans.

Personnel Costs
City of Corona | Fiscal Year 2027 Proposed Budget Page 75 Page 2574 of 3451 Other Post-Employment Benefits (Retirees)
The City is obligated to pay certain other post-employment benefits to retirees (‘OPEB’), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers’ Retiree Benefit Trust (CERBT) Program in March 2008. The current budgetary policy is to fund the annual required contribution (‘ARC’). The ARC is an actuarially-determined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

OPEB costs in FY 2026 were budgeted at $11,293,857. The budget for FY 2027 is $11,949,124 which is an increase of $655,267, or 5.8%, over the budget for FY 2026. As noted above, the budget is based on the most recently completed actuarial report which considers a multitude of factors to calculate the City's contribution.

Health Care Costs
The health care costs budgeted for FY 2027 are based on elections that employees made during the open enrollment period in October 2025. Employees can select a health plan option based on their hire date and respective bargaining unit. The health care costs include medical insurance premiums and medical insurance opt out payments. The budget for health care was prepared based on the current Memorandums of Understanding (MOU) and resolutions for each bargaining unit. The health costs in FY 2027 are expected to increase by $504,544, or 3.1%, as compared to the adopted FY 2026 budget. The increase is largely due to revised cafeteria plan benefits approved in December 2024.

Service Adjustments (Operating Budget)
A service adjustment change relates to new programs, service level enhancements, and/or new authorized positions. A capital outlay is a non-recurring operating expense, typically a one-time small equipment purchase, which does not meet the criteria of a new capital project (less than $50K). A detailed list of recommended service adjustments for FY 2027 can be found on the following pages.

Personnel Costs
City of Corona | Fiscal Year 2027 Proposed Budget Page 76 Page 2575 of 3451 Service Adjustments - Operating Budget
Service Adjustments - Operating Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 77 Page 2576 of 3451 Service Adjustments - Operating Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 78 Page 2577 of 3451 Service Adjustments - Operating Budget
City of Corona | Fiscal Year 2027 Proposed Budget Page 79 Page 2578 of 3451 Measure X Allocation Plan
In November 2020, City of Corona voters approved Measure X, a 1% sales tax measure effective on July 1, 2021. The net Measure X estimates are $47.0 million for FY 2027. This amount is net of the estimate to be distributed for sales tax agreements. Please reference the Measure X Funding Plan for a full list of operating budget items, capital improvement projects, and estimated reserve contributions. Measure X funds for FY 2027 are allocated to community priorities as shown in the following table.

FY 2027 Measure X Allocations
(Including FY 2027 Reserves)
Category
FY 2027
Recurring
FY 2027 OneTimeTotal FY 2027
Funding Reserves
Public Safety
Proactive Debt Retirement 11,150,239 11,150,239 -
Homelessness 5,755,602 5,755,602 -
Service Improvements 5,675,635 5,675,635 -
Infrastructure Investments 1,050,617 290,000 1,340,617 - Economic Development 442,557 442,557 -
Parks & Recreation 2,807,232 2,807,232 85,255
Community Building/Engagement 1,428,158 1,428,158 -
Totals
FY 2027 Grand Total: Total FY 2027 Funding + FY 2027 Reserves $ 18,264,117 $ - $ 18,264,117 $ -
$ 46,574,158 $ 290,000 $ 46,864,158 $ 85,255
$ 46,949,413
Measure X Allocation and Funding Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 80 Page 2579 of 3451 Measure X Funding Plan
Strategic Goal #1 - Financial Stability / Strategic Goal #2 - Strong Economy / Strategic Goal #3 - Sound Infrastructure Strategic Goal #4 - Safe Community / Strategic Goal #5 - Sense of Place / Strategic Goal #6 - High-Performing Government
Measure X Allocation and Funding Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 81 Page 2580 of 3451 Summary of Expenditures by Fund Type
Summary of Expenditures by Fund Type
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City of Corona | Fiscal Year 2027 Proposed Budget Page 85 Page 2584 of 3451 Debt Service Obligations
Overview
The City’s annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City.

Commonly issued debt instruments include bonds, long-term loans (with the State of California) or small issue, private placement debt. Prior to issuing debt, the City may consult with City Council, expert financial advisors, bond and disclosure counsel, underwriters as well as internal finance and capital planning staff. The ‘Guide to City Budget Process’ section in the budget document includes a brief overview of the City’s ‘Debt Policy’. The ‘Debt Policy’ is accessible on the City’s website at www.CoronaCA.gov.

The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cash-funding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable). The City is required to pay debt service in accordance with bond covenants and indentures, which generally, may ‘pledge’ City revenue (and its ‘full faith and credit’) to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

Legal Debt Limit
California Government Code, Section 43605 sets the debt limit at 15% of assessed value. As reported in the City’s audited Annual Comprehensive Financial Report (ACFR) year ended June 30, 2025, the assessed value was $29.0 million and the legal debt margin as a percentage of debt limit was 4.443%, which was significantly lower than the State’s debt limit.

Summary of Debt Service - Principal and Interest
General Fund
The source of payment for these obligations comes from General Fund revenue. City Council approved the early payment of the remining outstanding balance of the 2012 Refunding Lease financing agreement. By retiring the debt ahead of schedule, the City achieved interest savings and reduced its overall financial obligations. As a result, future debt service expenditures are lower, improving budget flexibility and strengthening the City’s financial position.

Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 86 Page 2585 of 3451 Pension Obligation Bonds - Various Funds
The source of payment for the 2021 Taxable Pension Obligation Bonds comes from any source of legally available funds of the City. The allocation was determined based on where full-time positions were budgeted when the bonds were issued.

Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 87 Page 2586 of 3451 Water, Reclaimed Water, and Sewer Utilities
The sources of payment for these obligations come from water and wastewater (water reclamation) capacity fees (charged because of new development) as well as water and wastewater (water reclamation) utility ratepayer revenue.

The debt obligations were issued by the Corona Utility Authority, which is a component of the City of Corona.

Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 88 Page 2587 of 3451 Community Facilities Districts
The source of payment for these obligations comes from special taxes levied on parcels located within each Community Facilities District (CFD).

Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 89 Page 2588 of 3451 Successor Agency (of the former Corona Redevelopment Agency) The source of payment for these obligations comes from pledged tax increment revenues of the former Corona Redevelopment Agency.

Inter-fund Loan Payments
The following are inter-fund loan payments of principal and interest. While there is a (cash) transfer that occurs between these funds for the items reported below, these have been shown as a component of ‘debt service’ (rather than as a transfer) to reflect the nature of the transactions.

With respect to the capital leases of Water and Water Reclamation funds, each fund is required to make payments to the General Fund for the lease (and corresponding use) of the water and water reclamation infrastructure.

The Water Utility Interfund Loan and Sewer Interfund Loan shall be paid with available revenues. If available revenues are not sufficient to pay off the interfund loans, any unpaid balance shall be carried forward without default to the next fiscal year.

Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 90 Page 2589 of 3451 Schedule of Debt Payments, by Fund
Debt Service Obligations
City of Corona | Fiscal Year 2027 Proposed Budget Page 91 Page 2590 of 3451 Debt Service Obligations
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City of Corona | Fiscal Year 2027 Proposed Budget Page 97 Page 2596 of 3451 Interfund Transfers
An interfund transfer occurs between funds and involves the transfer of cash. Interfund transfers for the City of Corona may occur for a variety of reasons. Generally, transfers between funds occur to reimburse for services that occur in one fund on behalf of another fund. For example, the General Fund may need to be reimbursed for debt service incurred on a bond that may be issued on behalf of one or more other non-General Funds (which then receive a benefit with respect to how the bond proceeds are used).

The City does, during its regular business activities, establish interfund loans from time to time between City funds to properly allocate shared benefits and costs. To ensure the integrity of these loans, the City maintains ‘loan amortization’ schedules to ensure full and timely payments between funds, in the same manner that the City maintains debt service schedules to ensure that it fully and timely makes payments of debt service to external entities (such as bondholders) as debt service payments become due. Due to the principal and interest components of these interfund transfers, the City presents these items as a component of ‘debt service’ to facilitate public understanding of the City budget and reports all principal and interest payments by funds in the aggregate. Please refer to the ‘Debt Service Obligation’ section for additional details.

Detailed Listing of Estimated Fund Transfers
The following is a detailed listing of Transfers In and Transfers Out, by Fund.

Interfund Transfers
City of Corona | Fiscal Year 2027 Proposed Budget Page 98 Page 2597 of 3451 Cost Allocation Plan
A Cost Allocation Plan, or CAP, is used to identify, value, and distribute indirect costs across city services. The CAP sets forth the reimbursement between funds for the indirect costs incurred by other funds. Procedurally, this reimbursement takes place via transfer. In the presentation of the budget, funds providing services to other funds receive reimbursements as a component of operating revenue. As such, funds receiving services from other funds report the cost of service (to be reimbursed) as a component of operating expense.

The CAP fairly and proportionately allocates the indirect costs that each program, project or activity should bear. It is a ratio of total indirect expenses to a direct cost base. Examples of direct costs include police services, fire services, parks, and recreation services. These examples are considered direct costs because these programs provide a direct benefit to the community.

The CAP assumes that all indirect costs are incurred proportionately to the direct cost base of the activity. These indirect costs are commonly referred to as ‘City overhead’ or general and administrative expenses. Examples of indirect cost functions are finance, city clerk and human resources. All direct City services and programs incur indirect costs.

The City utilizes a consultant to assist the City in the development of the annual CAP to ensure that it coincides with standard practices used by other cities. The City’s CAP is a ‘total’ cost allocation plan, which includes a citywide allocation of legislative costs which are incurred on behalf of all funds. Furthermore, costs have been allocated based upon budgetary assumptions for the forthcoming year.

Admin = Administrative Services Charge, General Indirect Costs NPDES = National Pollutant Discharge Exchange System Administrative Charges From Fund
Admin
To Fund 110
NPDES
To Fund 245
Total
206 Library Facilities and Collection Fee Fund $4,663 $4,663 207 Fire Wild Land Facilities Fee Fund 1436 1436
211 Streets, Bridges and Signals Development Fee Fund 2,898 2,898 212 Storm Drainage Development Fee Fund 1,729 1,729
213 Law Enforcement Development Fee Fund 317 317
214 Fire Protection Development Fee Fund 765 765
215 Community Meeting Development Fee Fund 494 494
216 Aquatic Center Development Fee Fund 512 512
217 Parkland Acquisition and Development Fee Fund 5,277 5,277 221 RMRA Fund 3,787 3,787
222 Gas Tax Fund 313,346 313,346
227 Measure A Fund 73,413 73,413
235 CFD 2016-3 Zone 12 Lemon Grove Fund 677 677
236 CFD 2018-1 Special Tax B Bedford Fund 11,311 11,311 237 CFD 2018-2 Special Tax B Sierra B Fund 10,395 10,395 238 CFD 2017-2 Valencia Special Tax B Fund 4,084 4,084
239 CFD 2016-3 Zone 13 Corona Ind Park Fund 1050 1050
245 Drainage Quality / NPDES Fund 123,640 123,640
246 CFD 2000-1 O&M Det/Debris Basin Fund 955 955
247 CFD 2002-2 LMD Fund 5,247 5,247
248 CFD 97-1 Landscape Fund 22,628 22,628
Cost Allocation Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 99 Page 2598 of 3451 From Fund
Admin
To Fund 110
NPDES
To Fund 245
Total
249 CFD 2001-1 Landscape Fund 39,725 39,725
251 CFD/LMD 2002-3 Landscape Fund 2,216 2,216
252 LMD 2003-1 Lighting Fund 8,551 8,551
253 CFD/LMD 2011-1 Landscape Fund 5,748 5,748
255 CFD 2016-2 Terrassa Fund 3,010 3,010
257 CFD 2016-3 Zone 2 Boardwalk Fund 5,614 5,614
258 CFD 2016-3 Zone 3 Dollar Self Fund 681 681
259 CFD 2016-3 Zone 4 515 S Promenade Fund 789 789
261 So Corona Major Thoroughfares Fund 7 7
263 CFD 2016-3 Zone 17 Corona Medical Center Fund 683 683 264 CFD 2016-3 Zone 18 Corona Inter. Comm. Center Fund 900 900 265 CFD 2016-3 Zone 9 Cresta/Promenade Fund 1109 1109
266 CFD 2016-3 Zone 20 Bedford Market Place Fund 1097 1097 267 CFD 2016-3 Zone 21 Christopher Ranch Fund 659 659
268 CFD 2016-3 Zone 22 North Main Retail Fund 691 691
270 CFD 2016-3 Zone 24 West Coast Freeway Center Fund 842 842 271 CFD 2016-3 Zone 25 Promenade Distr. Center Fund 674 674 272 CFD 2016-3 Zone 26 Landscape Maintenance Fund 1219 1219 273 CFD 2016-3 Zone 27 Corona TLE Fund 653 653
274 So Corona Landscaping Fund 251 251
275 Airport Fund 26,670 26,670
279 CFD 2016-3 Zone 31 Landscape Maintenance Fund 1005 1005 280 CFD 2016-3 Zone 32 NH Sherborn Fund 990 990
281 CFD 2016-3 Zone 33 Oakmont Fund 756 756
287 CFD 2016-3 Zone 15 Northpoint Eva Fund 660 660
294 CFD 2016-3 Zone 6 TM31373 Fund 2557 2557
297 CFD 2016-3 Zone 8 Karen Parker Fund 721 721
440 Sewer Capacity Fund 5,012 5,012
446 LMD 84-1 Lighting Fund 116,882 116,882
455 LMD 84-2, Zone 2 Fund 6,170 6,170
456 LMD 84-2, Zone 4 Fund 7,100 7,100
457 LMD 84-2, Zone 6 Fund 23,121 23,121
458 LMD 84-2, Zone 7 Fund 4,620 4,620
460 LMD 84-2, Zone 10 Fund 91,626 91,626
461 LMD 84-2, Zone 14 Fund 28,719 28,719
Cost Allocation Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 100 Page 2599 of 3451 From Fund
Admin
To Fund 110
NPDES
To Fund 245
Total
462 LMD 84-2, Zone 15 Fund 2,246 2,246
463 LMD 84-2, Zone 17 Fund 2,274 2,274
464 LMD 84-2, Zone 18 Fund 3,141 3,141
468 LMD 84-2, Zone 19 Fund 26,819 26,819
470 LMD 84-2, Zone 20 Fund 56,569 56,569
471 LMD 84-2, Zone 1 Fund 1429 1429
473 Eagle Glen HOA Streetlights Fund 4,255 4,255
475 Successor Agency Administration Fund 3,633 3,633
507 Water Capacity Fund 3,961 3,961
567 Reclaimed Water System Fund 278,593 278,593
570 Water Utility Fund 3,802,457 3,802,457
572 Sewer Utility Fund 2,795,496 205,486 3,000,982
576 Direct Access Electric Utility Fund 76,107 76,107
577 Transit Services Fund 52,500 52,500
578 Greenfield Electric Utility Fund 262,645 94,514 357,159 Total Cost Allocation by Fund $8,352,477 $300,000 $8,652,477 Cost Allocation Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 101 Page 2600 of 3451 Citywide Positions
The Schedule of Citywide Positions includes a total of 943.77 FTE positions in the budget for Fiscal Year 2027. This figure includes part-time staff, full-time staff, and elected officials. With respect to full-time staffing, the budget includes a total of 840 positions for Fiscal Year 2027, including recommended service level changes. The Schedule of Positions includes part-time employees that assist with City’s day-to-day operations and special events. The count of part-time employees is calculated as a full-time equivalent (FTE) based on actual hours worked or hours budgeted.

One FTE equates to 2,080 hours per year (40 hours/week x 52 weeks).

Changes Throughout Fiscal Year 2026
There have been multiple position changes since the Fiscal Year 2026 budget was adopted with 937.70 positions.

Although these changes resulted in no net increase or decrease overall, they reflect various adjustments made throughout the year, including department reorganizations through position reclassification, the creation and elimination of positions, and positions becoming eligible for Flex I to II transitions. Below is a summary of the changes by department:

The Community Services Department had a net increase of 1.00 FTE due to the addition of a new Parks Supervisor position. Other changes include part-time adjustments, with the Building Maintenance Technician position title changed to Park Maintenance Assistant, and full-time Trail Planner title was changed to Tree Maintenance Inspector. Two Librarian I Flex positions became eligible to transition from Flex I to Flex II.

Additionally, the Park Planner position was reclassified to Management Analyst II, and the Recreation Specialist position was reclassified to Community Services Program Coordinator. These changes had no impact on the total number of positions.

The Finance Department had a net decrease of 1.00 FTE due to the elimination of the Purchasing Manager and Budget Manager positions and the creation of a Deputy Finance Director position. During the year, the Deputy Finance Director position was reclassified to Budget Manager. However, the Budget Manager position was later eliminated and the Deputy Finance Director position was re-established, resulting in no net impact on the total number of positions other than the 1.00 FTE reduction.

The Human Resources Department reclassified the Human Resources Manager position to Deputy Chief Talent Officer, resulting in no net change to the total number of positions.

The Information Technology reclassified IT Administrative Assistant to Administrative Assistant I (Confidential), which also resulted in no net changes to the total number of positions.

The Legal and Risk Management Department had several title changes: Assistant City Attorney/Assistant Legal & Risk Management Director to Chief Assistant City Attorney, Chief Deputy City Attorney to Assistant City Attorney, and Senior Deputy City Attorney (Constitutional Policing Advisor) to Senior Deputy City Attorney. Additionally, one position was reclassified from Senior Deputy City Attorney (Constitutional Policing Advisor) to Assistant City Attorney. These changes resulted in no net impact on the total number of positions.

The Public Works Department eliminated the Fleet Superintendent position, reclassified the Lead Fleet Technician to Fleet Supervisor, added a new Fleet Supervisor position, and reclassified two Street Maintenance Crew Leader positions to Street Maintenance Supervisor. These changes resulted in no net impact on the total number of positions.

The Utilities Department changed the titles of two Recycling & Program Analyst positions to Recycling & Program Specialist II, with no impact on the total number of positions.

Citywide Positions
City of Corona | Fiscal Year 2027 Proposed Budget Page 102 Page 2601 of 3451 With the incorporation of the above changes, the authorized or ending total for Fiscal Year 2026 still remains at 937.70 FTE.

Position Changes in Fiscal Year 2026
Citywide Positions
City of Corona | Fiscal Year 2027 Proposed Budget Page 103 Page 2602 of 3451 Changes in the FY 2027 Budget
The budget for Fiscal Year 2027 includes a total of 943.77 FTE positions. From the Authorized Fiscal Year 2026 total of 937.70, this is a net increase of 6.08 positions. This includes a net increase of 7.00 full-time positions and a net decrease of 0.92 FTE part-time positions. The changes have been reviewed and discussed at the FY 2027 budget workshop. The changes are show in the following table.

Position Changes in Fiscal Year 2027 Budget
Citywide Positions
City of Corona | Fiscal Year 2027 Proposed Budget Page 104 Page 2603 of 3451 Citywide Positions
City of Corona | Fiscal Year 2027 Proposed Budget Page 105 Page 2604 of 3451 Department Distribution of Full-Time Equivalent (FTE)
Fiscal Year 2027
Citywide Positions
City of Corona | Fiscal Year 2027 Proposed Budget Page 106 Page 2605 of 3451 Schedule of Citywide Positions
Citywide Positions
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City of Corona | Fiscal Year 2027 Proposed Budget Page 116 Page 2615 of 3451 Operating and Maintenance Projects
City of Corona | Fiscal Year 2027 Proposed Budget Page 117 Page 2616 of 3451 Operating & Maintenance Projects Overview
Historically, the Capital Improvement Plan (CIP) consisted of Capital Improvement and Operating & Maintenance Projects. During the FY 2024 budget process, the City underwent a revamp process in which the definition for Capital Improvement Projects was refined. This new definition meant true Capital Improvement Projects were to remain in the CIP, while projects that did not meet the revised criteria of a Capital Improvement Project would no longer be included in the CIP. Those projects have been labeled Operating & Maintenance (O&M) Projects and will now be considered a new category within the overall umbrella of operating expenditures. While Capital Improvement Projects are a long-term investment of funds ($50,000+) to improve, repair, replace, or construct an asset (lifespan of 5+ years), facility, or public infrastructure, O&M Projects are not tied to a budget threshold or involve construction. Some examples include: purchase of major equipment (excluding major equipment that would extend the lifespan of a current system), development of studies and plans, grant programs (i.e. HOME and CDBG), and routine maintenance (excluding major maintenance or rehabilitation that would extend the lifespan of a current asset).

New O&M funding for Fiscal Year 2027 totals $20,360,235. The following schedule lists all projects, grouped by fund, and includes estimated carryover funding and new Fiscal Year 2027 funding.

Operating & Maintenance Projects Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 118 Page 2617 of 3451 Operating & Maintenance Projects Overview
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City of Corona | Fiscal Year 2027 Proposed Budget Page 123 Page 2622 of 3451 Capital Improvement Plan
City of Corona | Fiscal Year 2027 Proposed Budget Page 124 Page 2623 of 3451

CAPITAL IMPROVEMENT PLAN OVERVIEW
Ten-Year Capital Improvement Plan (CIP)
The Capital Improvement Plan (CIP) identifies capital projects, the necessary public financing required, grant and other funding opportunities, as well as the on-going impact to the operating budgets. The identification of capital projects to be funded is based on multiple factors including feasibility, community enrichment, asset age, historical preservation, safety, and preventative maintenance. Capital Improvement Projects, whether funded or not, utilize a 10- year time horizon and are developed using a prioritized implementation plan. This task is one of the key strategies identified in the City's Strategic Plan under Goal 3: Sound Infrastructure.

A CIP is defined as a: "Long-term investment of funds to improve, repair, replace, or construct an asset, facility, or public infrastructure." Additionally, the following criteria must be met in order for a project to be included in the CIP.

Budget Threshold: $50,000
Asset Lifespan: 5+ Years
Construction Projects: Included
Purchase of Major Equipment/Assets: Included
If purchase and installation of parts extends the lifespan of a system.

Development of Studies/Plans: Not Included
Routine Maintenance: Included
If major maintenance or rehab projects extend the lifespan of an asset Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects that score 70 points and above are considered Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier II projects to be implemented in years 7-10 of the CIP.

The CIP program provides clarity and structure to ensure the City is investing wisely in capital projects and its public infrastructure is well-maintained for current and future generations.

Projects are classified into the following categories:

Facilities, Parks & Open Space Streets, Traffic & Storm Drains Technology & Communications Utilities
Funding by Program
The Capital Improvement Plan (CIP) is a comprehensive list of numerous projects across the organization. Specifically, the Fiscal Year 2027 budget recommends a total investment of $58.9 million across four (4) categories. Facilities, Parks & Open Space; Streets, Traffic & Storm Drains; Technology & Communications; and Utilities. The largest dollar category is Utilities, which includes projects such as the PFAS and 1, 2, 3-TCP Remediation, Water Reclamation Facility #1 Primary and Blower Room MCC Replacement, Citywide Potable Waterline Replacement, Glen Ivy Water Treatment Plant, and Sierra Del Oro Lift Station and Pipelines. The second-largest dollar category is Streets, Traffic & Storm Drains, driven primarily by the Annual Pavement Restoration Project (Zone 2) project.

Capital Improvement Plan Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 125 Page 2624 of 3451 New CIP funding for Fiscal Year 2027 totals $58,923,421 in the categories shown in the following table.

Funding by Funding Source
The City utilizes multiple funding sources for its CIP program, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. The following is a summary of funding (in millions) for Fiscal Year 2027 and beyond.

Capital Improvement Plan Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 126 Page 2625 of 3451 Ten-Year History
The chart below provides a snapshot of the City’s Capital Improvement Budget over a ten-year period.

Mckinley Street Grade Separation Project
($)
Capital Improvement Budget Over the Past Decade
$39.1 $$3344..44
$$4433..88 $$4433..00
$$6633..22 $$6611..00 $$6611..11 $$5555..88
$$3344..11
$$5588..99
Millions
FY 2018 Adopted
FY 2019 Adopted
FY 2020 Adopted
FY 2021 Adopted
FY 2022 Adopted
FY 2023 Adopted
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Adopted
FY 2027 Proposed
0 50
100
Capital Improvement Plan Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 127 Page 2626 of 3451 Significant Capital Improvements
The following project summaries describe a few of the significant capital improvement projects proposed for Fiscal Year 2027.

Capital Improvement Plan Overview
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City of Corona | Fiscal Year 2027 Proposed Budget Page 131 Page 2630 of 3451 Capital Improvement Plan Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 132 Page 2631 of 3451 Capital Improvement Plan Overview
City of Corona | Fiscal Year 2027 Proposed Budget Page 133 Page 2632 of 3451 Schedule of Estimated Carryover Funding and New Funding, by Fund Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 134 Page 2633 of 3451 Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 135 Page 2634 of 3451 Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 136 Page 2635 of 3451 Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 137 Page 2636 of 3451 Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 138 Page 2637 of 3451 Schedule of Estimated Carryover and New Funding, by Fund City of Corona | Fiscal Year 2027 Proposed Budget Page 139 Page 2638 of 3451 Departments
City of Corona | Fiscal Year 2027 Proposed Budget Page 140 Page 2639 of 3451 City Manager's Office
Jacob Ellis (City Manager)
The mission of the City manager's Office is to ensure implementation and administration of policies and programs as adopted and directed by the City Council. The City Clerk is responsible for the care and custody of all official records and documents of the City and for conducting all municipal elections. The Communications Division is responsible for outbound communications between the City and its residents.

What do we do?
The City Manager's Office provides overall citywide administrative direction in pursuit of goals and policies established by the City Council. The City Manager's Office also oversees the City Clerk, Communications, and the Homeless Solutions Program.

City Manager's Office
City of Corona | Fiscal Year 2027 Proposed Budget Page 141 Page 2640 of 3451 City Manager's Office
City of Corona | Fiscal Year 2027 Proposed Budget Page 142 Page 2641 of 3451 City Manager's Office Organizational Chart
City Manager's Office
City of Corona | Fiscal Year 2027 Proposed Budget Page 143 Page 2642 of 3451 City Manager's Office
Budgeted Expenditures, by Fund
General Fund $10,452,674 91.71%
Capital Projects Funds $645,018 5.66%
Special Revenue Funds $300,000 2.63%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $9,313,043 $12,552,895 $10,264,683 $10,452,674 $187,991 1.8% Special Revenue Funds $2,031,547 $1,451,010 $382,425 $300,000 -$82,425 -21.6% Capital Projects Funds $464,680 $380,592 $778,846 $645,018 -$133,828 -17.2% Enterprise Funds $3,088 -$18 - - - -
Total Expenditures $11,812,358 $14,384,478 $11,425,954 $11,397,692 -$28,261 -0.2%

11.4M
Budgeted Expenditures Table by Fund
City Manager's Office
City of Corona | Fiscal Year 2027 Proposed Budget Page 144 Page 2643 of 3451 Budgeted Expenditures, by Function
Homeless Solutions $5,507,658 48.3%
City Manager's Office
Administration
$2,704,077 23.7%
City Clerk $1,074,481 9.4%
Communications $1,066,018 9.4%
Housing $742,357 6.5%
CDBG/HOME Investment
Partnership
$303,101 2.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
CDBG/HOME Investment
Partnership
$337,814 $228,092 $444,394 $303,101 -$141,293 -31.8%
City Manager's Office
Administration
$1,911,762 $2,109,214 $2,440,334 $2,704,077 $263,744 10.8% Communications $1,281,130 $1,352,932 $1,141,098 $1,066,018 -$75,081 -6.6% Homeless Solutions $7,390,183 $9,295,567 $6,040,548 $5,507,658 -$532,890 -8.8% City Clerk $610,543 $991,096 $729,727 $1,074,481 $344,754 47.2% Housing $280,925 $407,577 $629,853 $742,357 $112,504 17.9% Total Expenditures $11,812,358 $14,384,478 $11,425,954 $11,397,692 -$28,261 -0.2%

11.4M
Budgeted Expenditures Table by Function
City Manager's Office
City of Corona | Fiscal Year 2027 Proposed Budget Page 145 Page 2644 of 3451 City Manager's Office Budget Detail
What do we do?
The City Manager's Office is responsible for the implementation and administration of goals, policies, procedures, and programs adopted by the City Council. This requires ongoing planning, organization, direction, and evaluation of the City's programs and resources. The City Manager's Office researches issues and prepares recommendations for consideration by the City Council. This group is also responsible for implementing the City's Strategic Plan.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued to enhance the City's legislative advocacy efforts by utilizing a contracted state lobbyist.

Maintained standard annual performance reporting to the City Council to increase accountability.

Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, and outcomes achieved by the City for its residents.

Conducted an annual community satisfaction survey to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.

Continued building a high-performing team with Council and City management.

Continued the Corona Citizen's Academy to educate residents about the major elements of city services and how the city operates.

Produce a Strategic Plan Annual Report to highlight departmental work plan milestones and performance measures.

Reviewed and revamped the Capital Improvement Plan (CIP) program to include all potential capital improvement projects, whether funded or not, utilizing a 10-year time horizon, and developed a prioritized implementation plan.

What do we plan to do in Fiscal Year 2027?
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, and outcomes achieved by the City for its residents.

Restructure City departments as needed to improve efficiency and achieve organizational objectives.

Increase the City's support, coordination, and partnerships to enhance veteran services and programs.

Develop a Strategic Plan Annual Report to highlight departmental work plan milestones and performance measures.

Prepare the year four Strategic Plan implementation schedule and continue reporting our progress quarterly.

Continue the rollout of Envisio software citywide to better align department work plans and activities, improve coordination and communication, and analyze performance.

Finalize the development of the Electronic Document Management System (EDMS).

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.

City Manager's Office Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 146 Page 2645 of 3451 City Manager's Office
Budgeted Expenditures, by Expense Type
Personnel Services $2,436,224 90.1%
Materials And Supplies $187,253 6.9%
Contractual $77,000 2.8%
Utilities $3,600 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $44,855 - - - - -
Personnel Services $1,524,207 $1,788,929 $2,097,218 $2,436,224 $339,007 16.2% Materials And Supplies $169,899 $149,881 $201,796 $187,253 -$14,543 -7.2% Utilities $2,747 $1,675 $3,600 $3,600 - -
Contractual $170,054 $168,729 $137,720 $77,000 -$60,720 -44.1% Total Expenditures $1,911,762 $2,109,214 $2,440,334 $2,704,077 $263,744 10.8%

2.7M
Budgeted Expenditures Table by Expense Type
City Manager's Office Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 147 Page 2646 of 3451 City Clerk Budget Detail
What do we do?
The City Clerk is the custodian of records for the City of Corona. The mission of the City Clerk's Office is to ensure transparency to the public in the decision-making process, to accurately record all proceedings of the City Council, to preserve vital and historical records of the City, and to serve as a source of information for all City Departments and the public. The Office of the City Clerk is committed to providing these services in an efficient, professional, ethical, and courteous manner. The City Clerk also serves as the City's election official, responsible for all general municipal and special elections. The Office of the City Clerk is responsible for the preparation and distribution of City Council agendas and minutes; performs centralized processing of all legal notices; coordinates appointments to City Boards and Commissions; issues and administers oaths of office; maintains campaign and economic interest statement filings in accordance with the Political Reform Act; manages the retention and retrieval of all official City Council actions; and maintains and administers the Corona Municipal Code.

Goals & Objectives
What did we do in Fiscal Year 2026?
We adopted the updated retention schedules which covered all departments and functions, defining record retention requirements and timeframes based on legal and operational needs.

In collaboration with the Information Technology Department, continue implementing and optimizing the Laserfiche Records Management System to enhance records management efficiency and compliance.

Implemented a new Claims portal to streamline the entire process for easy retrieval and reporting.

Successfully processed a high volume of public records requests, ensuring timely, accurate, and compliant responses in accordance with applicable laws and service standards.

Implement standardized procedures to ensure the City achieves full compliance with SB 707.

Managed the recruitment and appointment process for the newly established Historic Preservation Board, as well as all other City commissions, ensuring timely and compliant board member placement.

In collaboration with the IT Department, implement the Threefold AI system to provide Corona residents with immediate, 24/7 assistance when contacting the City.

What do we plan to do in Fiscal Year 2027?
Administer a smooth and successful 2026 General Municipal Election for Districts 1, 4, and 5, reinforcing public confidence in the integrity of the electoral process.

Update and adopt the biannual Conflict of Interest Code, ensuring continued alignment with state regulations and ethical governance standards.

Transition Agenda Management System to eScribe version 6, streamlining agenda preparation, review, and publication processes for improved efficiency and transparency.

Complete a citywide annual records destruction and continue to evaluate, coordinate, and facilitate the records destruction program.

Conduct a citywide annual staff report training to provide a clearer understanding of what is expected and how to meet those expectations.

Complete digitization of paper records, digitize all paper documents to enhance accessibility and improve records management.

Organize the Archive Center to ensure easy retrieval, secure storage, and efficient management of historical and official records.

Access to Public Records. Continue to work with staff to improve public access by expanding online availability of City records.

City Clerk Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 148 Page 2647 of 3451 City Clerk Office
Budgeted Expenditures, by Expense Type
Personnel Services $715,038 66.5%
Contractual $340,993 31.7%
Materials And Supplies $17,150 1.6%
Utilities $1,300 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $578,034 $621,112 $703,727 $715,038 $11,311 1.6% Materials And Supplies $16,915 $17,588 $15,550 $17,150 $1,600 10.3% Utilities $1,184 $1,016 $1,300 $1,300 - -
Contractual $14,410 $351,380 $9,150 $340,993 $331,843 3,626.7% Total Expenditures $610,543 $991,096 $729,727 $1,074,481 $344,754 47.2%

1.07M
Budgeted Expenditures Table by Expense Type
City Clerk Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 149 Page 2648 of 3451 Communications Budget Detail
What do we do?
The Communications Division is the City of Corona's official storyteller, building trust, fostering pride, and keeping 168,000+ residents connected to the government that serves them. We are responsible for the full spectrum of publicfacing communications: from the City's website, social media channels, and digital campaigns, to press releases, live broadcasts, video production, and community events.

Operating within the City Manager's Office, our team manages communications strategy, brand stewardship, graphic design, photography, and video production across all City departments and programs. Our work is guided by three strategic priorities, rooted in the City's adopted Communications Plan and aligned to Strategic Goals #5 and #6 of the City's Strategic Plan:

Strengthen community identity and pride: sharing a clear, consistent story that reflects who we are and what we value, while celebrating Corona's people and progress.

Expand reach and engagement: bringing more voices into the conversation by engaging underrepresented groups and creating deeper opportunities for our most involved residents.

Modernize and grow our digital presence: reimagining how we connect online, growing digital subscribers, and introducing innovative storytelling formats.

Every message we send, every post we publish, and every story we tell reflects the City of Corona's brand promise: You Belong Here.

Goals & Objectives
What did we do in Fiscal Year 2026?
Conducted a comprehensive web audit in Q2, optimizing 1,295 total pages: 795 pages updated for SEO technical compliance, 176 broken links fixed, 356 redirected links resolved, and 201 outdated pages deprecated. Qualtrics integration enabled for visitor tracking. Every department now has a trained website champion.

Launched a major social media campaign documenting Downtown transformation. Captured before/during/after photo and video documentation at 6th Street, City Park, North & South Mall, Northgate and other exciting projects.

Produced the annual State of the City event and supporting video, reaching over 300,000 impressions, 147,000 video views, and 5,900 engagements. Served as a flagship platform for community pride and City progress storytelling.

Grew and maintained the City's Swag Shop e-commerce platform offering branded merchandise that builds civic pride and extends the You Belong Here brand into the community.

Produced Day in the Life employee feature videos humanizing City government, showcasing staff expertise and professionalism, and strengthening the connection between residents and the people who serve them.

Designed and distributed new You Belong Here posters for City facilities and public spaces, incorporating recognition of award-winning employees to celebrate staff and reinforce brand pride throughout the organization.

Implemented a digital project tracking and request management system in collaboration with IT, improving workflow transparency, team capacity management, and on-time project delivery.

Supported the annual Community Survey through targeted digital outreach using the Qualtrics XM database and social media promotion to maximize resident participation.

Communications Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 150 Page 2649 of 3451 What do we plan to do in Fiscal Year 2027?
Foster community pride and deepen resident engagement through consistent storytelling rooted in the “You Belong Here” brand, continuing signature content series including Day in the Life, Shop. Dine. Corona., and Downtown Revitalization updates, and producing the 2026 State of the City event and video.

Support the City’s compliance with the DOJ’s ADA Title II digital accessibility mandate, which requires all City websites, mobile applications, documents, and digital content to meet WCAG 2.1 Level AA standards by the federal deadline of April 26, 2027.

Grow the City’s digital audience and subscriber base through targeted campaigns and expanded platform presence, targeting 5% year-over-year improvement in social media KPIs and broadening reach to underserved demographics.

Execute the full FY 2026–27 campaign calendar, including active campaigns for the City Park and Downtown Revitalization, delivering timely outreach materials and public-facing content across all City channels.

Boost digital engagement through strategic omni-channel media campaigns, combining organic storytelling with paid amplification, short-form video, and new formats such as YouTube Shorts, Tik Toks, and Reels.

Communications
Budgeted Expenditures, by Expense Type
Personnel Services $675,672 63.4%
Contractual $262,000 24.6%
Materials And Supplies $124,406 11.7%
Utilities $3,940 0.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $760,785 $759,178 $746,752 $675,672 -$71,081 -9.5% Materials And Supplies $320,166 $281,312 $126,406 $124,406 -$2,000 -1.6% Utilities $1,669 $4,762 $3,940 $3,940 - -
Contractual $198,510 $298,372 $264,000 $262,000 -$2,000 -0.8% Undefined Expenses - $9,309 - - - -
Total Expenditures $1,281,130 $1,352,932 $1,141,098 $1,066,018 -$75,081 -6.6%

1.07M
Budgeted Expenditures Table by Expense Type
Communications Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 151 Page 2650 of 3451 Housing and Homeless Solutions Budget Detail
What do we do?
Homelessness is currently one of the most urgent and significant issues facing local government. Without effective solutions, homelessness impacts the quality of life of everyone and results in expensive cost impacts on taxpayers. The Housing and Homeless Solutions Division was created to strategically address homelessness in the City of Corona.

Critical to the success of this program is the successful implementation of the City's Homeless Strategic Plan. The Plan focuses on preventing homelessness and reducing chronic and situational homelessness through a comprehensive system of services that includes outreach and engagement, emergency shelter, a wide range of multidisciplinary services, permanent housing, public/private partnerships, advocacy, and data tracking to measure system performance. The Housing & Homeless Solutions program staff manage the implementation of the Plan through contract administration, grant writing, partnership development, and collaboration with County Agencies, the Continuum of Care, and many other partners.

Goals & Objectives
What did we do in Fiscal Year 2026?
Housing & Homeless Solutions continued to collaborate with the County, Abode Communities, City Net, CPD HOPE Team, Centro Medico Community Clinic, and Mercy House to maintain 100% lease-up of the Vista Dorada 52 Permanent Supportive Housing Units. This ongoing collaboration ensures that Corona’s chronically homeless population is referred to permanent supportive housing as units become vacant at Vista Dorada. In addition, Housing & Homeless Solutions collaborated with faith and community-based organizations to provide social activities and essential items to residents.

The Housing & Homeless Solutions Manager served as the Chair of the Riverside County Continuum of Care.

Duties associated with this role include:

Chairing monthly Continuum of Care meetings for the region of Riverside County Participating as a member of the Continuum of Care Board of Governance to approve policies and funding to support regional homeless and housing programs
Working with the County Housing and Workforce Solutions Department to provide technical support to help cities in the region to prevent and address homelessness in their respective jurisdictions Collaborating with multiple County Agencies to develop regional strategies and best practices to address homelessness in the region
Managed $9,498,210 in contract funds for the cities of Corona and Norco. Contract funds include current maximum obligations outlined in the Mercy House and City Net agreements. Both agreements include complex programs funded with federal, state, county and city funds.

Managed Corona’s Homeless System of services including homeless prevention, outreach and engagement, emergency shelter, supportive services, rental assistance, and permanent supportive housing resources.

Renewed MOU with the City of Norco to manage collaborative homeless services in the cities of Corona and Norco.

Completed full expenditure and grant reporting of five-year plan and allocation of $3,363,485 in State PLHA funds that supported the Harrison Hope Center.

Renewed contract with County Behavioral Health for co-location of the Mobile Crisis Management Team (MCMT) in City Hall. Continued collaboration with MCMT, City Net, CPD HOPE, Mercy House, and other stakeholders to address behavioral health crises and to connect at-risk and homeless residents to the County’s behavioral health system of services.

Collaborated with County Housing and Workforce Solutions Department to obtain Board of Supervisors approval of the 5th Street Project-Based Voucher Housing Assistance Payment agreement that will provide an estimated $5.1 million of rent subsidy over a 20-year period.

Homeless Solutions Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 152 Page 2651 of 3451 What do we plan to do in Fiscal Year 2027?
Work with Mercy House, City Net, County HomeConnect, and County Housing Authority to identify eligible households, support clients in getting documents ready for referral to Coordinated Entry System, and complete voucher approval process to lease up the 5th Street Permanent Supportive Housing units.

Manage all program components in the Mercy House Homeless System of Services Agreement for Corona:

Emergency Shelter Navigation Center
Homeless Prevention Eviction Assistance Program
Rapid Rehousing Rental Assistance Program
Home Furnishing Warehouse Program and Other Supportive Services Permanent Supportive Housing Program
Coordinate with Centro Medico Community Clinic, Mercy House, and City Net to expand medical, behavioral health, and dental care services offered at the Satellite Clinic at the Harrison Hope Center. Areas of focus include at-risk of homeless clients, motel clients, Hope Center shelter clients, and permanent supportive housing clients.

Manage all program components in the City Net System of Services Agreement for Corona and Norco:

Street Outreach and Engagement
Motel Shelter
Rapid Rehousing
Supportive Services
According to the County of Riverside, 1st, 2nd, 3rd, and 5th Supervisoral Districts have received State Encampment Resolution Funding (ERF). Once District 4 is funded for an ERF project and when the State releases another NOFA, collaborate with the County of Riverside and the other western cities to submit another Encampment Resolution Funding (ERF) Grant Application. Goal of application to the State would be to continue efforts in the Santa Ana Riverbed. ERF grants support outreach, emergency shelter, housing, encampment cleanup and other activities to reduce fire hazards, preserve wildlife habitat, and connect encampment residents to resources to address homelessness.

If State releases a new five-year formula NOFA for PLHA funds, write five-year plan, obtain City Council approval, and apply for the next round of funds to support operation of the Harrison Hope Center.

Utilize HMIS data tracking system to evaluate system performance for client measures such as length of homeles sness, number of first-time homeless, street exit destinations, length of shelter stay, housing placements, and housing retention rates. Report outcomes to City Council on a quarterly basis.

Work with the League of California Cities, Riverside Division to organize additional educational workshops and panels to educate cities on the value of investing in homeless programs and being a good neighbor to surrounding cities.

Homeless Solutions Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 153 Page 2652 of 3451 Homeless Solutions
Budgeted Expenditures, by Expense Type
Contractual $5,127,563 93.1%
Personnel Services $367,242 6.7%
Materials And Supplies $11,846 0.2%
Utilities $1,008 0.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $53,383 $26,901 - - - -
Personnel Services $280,705 $264,857 $349,789 $367,242 $17,453 5.0% Materials And Supplies $49,834 $5,670 $7,271 $11,846 $4,575 62.9% Utilities $1,235 $1,310 $1,008 $1,008 - -
Contractual $7,005,028 $8,996,830 $5,682,481 $5,127,563 -$554,918 -9.8% Total Expenditures $7,390,183 $9,295,567 $6,040,548 $5,507,658 -$532,890 -8.8%

5.51M
Budgeted Expenditures Table by Expense Type
Homeless Solutions Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 154 Page 2653 of 3451 CDBG/HOME Investment Partnership Budget Detail
What do we do?
The City of Corona receives federal funding from Housing and Urban Development under the Community Development Block Grant (CDBG) and HOME Investment Partnership Grant Programs. CDBG funds are utilized for low-and moderate-income housing, economic development activities and community improvements that alleviate blighted conditions within eligible CDBG areas. HOME funds are used to preserve the City's affordable housing stock and tenant-based rental assistance. The Housing & Homeless Solutions Division is responsible for administering these programs in compliance with federal requirements.

Goals & Objectives
What did we do in Fiscal Year 2026?
Due to a delay with final funding notices received from HUD, in July 2025, finalized the five-year Consolidated Plan for 2025-2029 and the Annual Action Plan for 2025-2026 and subsequently obtained City Council and HUD approval for funds, projects, and activities outlined in the plans.

Provided technical assistance and guidance to grantees, including Public Service Grant Providers, Code Compliance, and Public Works to ensure compliance and performance in accordance with HUD requirements.

Assisted in project planning and support of CIP projects funded with CDBG grant funds.

Conducted quarterly monitoring of grantees and monthly HUD grant drawdowns to reimburse the City for grant expenses.

Prepared and processed the Annual Action Plan for 2026-2027 and obtained City Council approval for funds, projects, and activities in order to submit the plan before the May 15th HUD deadline.

Prepared and processed the Fiscal Year 2024-2025 Consolidated Annual Performance Evaluation Report.

Conducted an Annual Audit of CDBG and HOME Programs, including a comprehensive audit of the HOME TBRA Program. Issued a Corrective Action Plan and Monitoring Report to HOME TBRA service provider.

For the 2nd year in a row, achieved CDBG timeliness spending milestones mandated by HUD.

What do we plan to do in Fiscal Year 2027?
Provide programmatic oversight and monitoring support for all CDBG and HOME funded activities.

Continue to provide technical assistance to nonprofit service providers and city staff or the award capital projects and code compliance.

Implement the Fiscal Year 2026-2027 Annual Action Plan and execute public service grant contracts and other CDBG and HOME funded programs.

Provide additional HOME TBRA technical assistance and program oversight to ensure Corrective Action Plan requirements are achieved by service provider.

Prepare and submit the Fiscal Year 2025-2026 Consolidated Annual Performance Evaluation Report.

Implement an expanded residential rehabilitation program, including marketing and outreach in mobile home parks.

CDBG/HOME Investment Partnership Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 155 Page 2654 of 3451 CDBG/HOME Investment Partnership
Budgeted Expenditures, by Expense Type
Contractual $295,501 97.5%
Materials And Supplies $7,400 2.4%
Utilities $200 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $42,209 $8,366 $2,482 - -$2,482 -100.0% Materials And Supplies $93,973 $13,469 $7,545 $7,400 -$145 -1.9% Utilities $980 $212 $200 $200 - -
Contractual $200,653 $206,044 $434,167 $295,501 -$138,666 -31.9% Total Expenditures $337,814 $228,092 $444,394 $303,101 -$141,293 -31.8% 303K
Budgeted Expenditures Table by Expense Type
CDBG/HOME Investment Partnership Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 156 Page 2655 of 3451 Corona Housing Authority (CHA) Budget Detail
What do we do?
The Corona Housing Authority, or CHA, is responsible for administering all low and moderate-income housing functions and assets. CHA is responsible for increasing and preserving the City's affordable housing stock and for developing and implementing affordable housing programs and projects that meet state requirements and support our local Housing Element. The City’s newest efforts in furthering the preservation of affordable housing include the creation of a Mobile Home Rent Stabilization Program that will be managed under the CHA. CHA responsibilities fall under the Housing and Homeless Solutions Division in the City Manager’s Office.

Goals & Objectives
What did we do in Fiscal Year 2026?
To ensure long-term financial viability of Corona Del Rey, a 160-unit affordable housing development in the City, worked with National Core to obtain City Council approval of amended loan agreements including amendments to the $1.2 million loan term and interest rate and amendments to the Operation and Maintenance Agreement.

The City’s affordability requirements will remain in perpetuity.

Obtained City Council approval to amend the Affordable Housing Disposition and Development Agreement (AHDDA) with C&C Development for the Second Street affordable housing family project. This project will provide 115-units of affordable housing. 20 of the units will provide housing for homeless families. The amended AHDDA enabled C&C Development to comply with tax credit financing requirements to secure $40,000,000 to support construction of the project. The project closed escrow and the City collaborated with C&C Development and the County to celebrate the groundbreaking ceremony in January 2026. Construction of the project is underway.

Fielded miscellaneous housing inquiries from residents and developers.

Received eight (8) applications and approved four (4) applications to assist low-income homeowners with repairs under the Residential Rehabilitation Program.

Prepared annual compliance reports and, in collaboration with Planning, completed the Housing & Program reporting requirements for the annual Housing Element Update.

Conducted monitoring activities of existing housing assets and affordable housing projects.

Processed housing loan monthly payments, payoff demands, and subordination requests.

Launched the Mobile Home Rent Stabilization Ordinance (RSO) Program to support 10 mobile home parks totaling 1,143 spaces in the City. Activities included obtaining Council approval of ordinance, launch of website to post required forms, creation of FAQs, guidelines, and educational materials, collection of rent rolls, calculation of allowable CPI rent increases, conducting resident workshops, creating an online payment portal for fee collection, and processing maximum rent upon vacancy requests.

Planned and coordinated internal efforts to meet goals and coordinated with the City's fair housing provider to su pport services to meet the City's Housing Elements requirements.

Collaborated with Economic Development to obtain City Council approval to surplus 3 properties acquired by the CHA in the past. Proceeds from the sale of the Circle City properties will be used to develop affordable housing on more suitable sites.

Corona Housing Authority (CHA) Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 157 Page 2656 of 3451 What do we plan to do in Fiscal Year 2027?
Work in collaboration with Economic Development to present City Council with options to develop affordable housing at the North Mall. Collaborate with the County and other partners to identify financing strategies and resources to support the development of affordable housing for this project.

Work with Planning and Development to support the development and monitoring of additional affordable housing units created as a result of the Density Bonus Agreement opportunity in the City.

Work with C&C Development and Mercy House to secure project-based vouchers and other funding sources to launch the development of 25 units of permanent supportive housing on Second and Buena Vista.

Assist income-qualified homeowners with health, safety, and code violation reports under the Residential Rehabilitation Program.

Prepare annual compliance reports due to the State HCD and Housing Element Updates.

Conduct annual monitoring activities of housing assets and affordable housing projects.

Continue to implement and manage the Mobile Home Rent Stabilization Ordinance Program.

Continue to manage the execution of all new Housing Element housing and fair housing program requirements.

Assist Finance with all internal and external audit activities.

Corona Housing Authority (CHA)
Budgeted Expenditures, by Expense Type
Personnel Services $460,350 62.0%
Contractual $263,505 35.5%
Materials And Supplies $16,270 2.2%
Utilities $2,232 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $254,886 $290,859 $457,389 $460,350 $2,961 0.6% Materials And Supplies $4,865 $4,176 $11,240 $16,270 $5,030 44.8% Utilities $138 $106 $1,224 $2,232 $1,008 82.4%
Contractual $21,035 $112,436 $160,000 $263,505 $103,505 64.7% Total Expenditures $280,925 $407,577 $629,853 $742,357 $112,504 17.9% 742K
Budgeted Expenditures Table by Expense Type
Corona Housing Authority (CHA) Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 158 Page 2657 of 3451 Community Services
Donna Finch (Community Service Director)
Welcome to the Community Services Department, where we create a community in Corona. The Community Services Department includes Parks, Facility Maintenance, Trails, Library Services, and Recreation. We are your special events coordinator, your access to programs for all ages, your access to city transit, your maintainer of the beautiful open spaces and trees of our City, and we want to community with you. Our vision is for Corona to be an engaged, healthy, and enriched community!
What do we do?
Within the Leisure & Culture service area, the Community Services Department enriches the lives of adults, seniors, youth, and their families through creative recreational programming and the promotion of reading and learning activities through the Corona Public Library. We engage in the community in Corona's parks and trails and through the Park Ranger Program, Park Ambassador Program, and Adopt-A-Park. These services strive to keep parks and open spaces a clean and safe place to enjoy the outdoors. We also relish in the abundance of urban trees we care for and are committed to maintaining a rich Urban Forest in Corona.

Community Services
City of Corona | Fiscal Year 2027 Proposed Budget Page 159 Page 2658 of 3451 Community Services
City of Corona | Fiscal Year 2027 Proposed Budget Page 160 Page 2659 of 3451 Community Services Organizational Chart
Community Services
City of Corona | Fiscal Year 2027 Proposed Budget Page 161 Page 2660 of 3451 Community Services
Budgeted Expenditures, by Fund
General Fund $21,472,134 78.04%
Special Revenue Funds $5,800,935 21.08%
Enterprise Funds $242,507 0.88%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $17,611,269 $19,203,191 $20,089,378 $21,472,134 $1,382,756 6.9% Special Revenue Funds $4,947,868 $5,910,012 $6,063,936 $5,800,935 -$263,001 -4.3% Enterprise Funds $210,382 $233,633 $289,997 $242,507 -$47,490 -16.4% Total Expenditures $22,769,519 $25,346,836 $26,443,311 $27,515,575 $1,072,264 4.1% Budgeted Expenditures, by Function
Parks, Trees and Medians
Maintenance
$14,915,335 54.2%
Facility Maintenance $3,366,434 12.2%
Recreation Services $2,535,274 9.2%
Library Services $1,692,448 6.2%
Reservations & Classes $1,422,649 5.2%
Community Services
Administration
$1,415,994 5.1%
Special Events & Volunteers $1,013,356 3.7%
Literacy and Community
Engagement
$911,577 3.3%
Airport Maintenance $242,507 0.9%

27.5M
Budgeted Expenditures Table by Fund

27.5M
Community Services
City of Corona | Fiscal Year 2027 Proposed Budget Page 162 Page 2661 of 3451 Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Airport Maintenance $210,382 $233,633 $289,997 $242,507 -$47,490 -16.4% Facility Maintenance $2,831,047 $2,818,289 $3,197,578 $3,366,434 $168,855 5.3% Parks, Trees and Medians
Maintenance
$12,952,523 $14,338,133 $14,795,414 $14,915,335 $119,922 0.8% Recreation Services $2,496,000 $1,936,191 $2,053,259 $2,535,274 $482,015 23.5% Library Services $1,403,945 $1,846,630 $1,785,976 $1,692,448 -$93,528 -5.2% Literacy and Community
Engagement
$788,301 $912,722 $844,746 $911,577 $66,831 7.9%
Special Events & Volunteers - $914,064 $963,139 $1,013,356 $50,217 5.2% Community Services
Administration
$1,082,869 $1,044,477 $1,107,086 $1,415,994 $308,908 27.9% Reservations & Classes $1,004,450 $1,302,698 $1,406,115 $1,422,649 $16,534 1.2% Total Expenditures $22,769,519 $25,346,836 $26,443,311 $27,515,575 $1,072,264 4.1% Budgeted Expenditures Table by Function
Community Services
City of Corona | Fiscal Year 2027 Proposed Budget Page 163 Page 2662 of 3451 Airport Maintenance Budget Detail
What do we do?
The Airport Maintenance team is responsible for the continual maintenance of runways, runway protection zones (RPZ), taxiways, aprons, streets, grounds, lighting, and equipment located within the airport's parameters. The Airport Maintenance section works in conjunction with the Economic Development Airport Program and Utilities Airport Operations section to provide a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

Cleared the vegetation in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.

Cleared the North and South channels.

Installed cameras to monitor the newly installed VASI lights.

Conducted annual airport inspection with DOT inspector.

Conducted over 200 general condition inspections.

What do we plan to do in Fiscal Year 2027?
Draft scope of work and bid installation of airport security gates (CIP).

Continue removal of inoperable/abandoned aircraft.

Continue collaboration and partnership efforts between the City and City's Master Lease Holders to improve the operations and maintenance throughout the airport.

Continue vegetation management and general monthly maintenance.

Continue 4-day-a-week general inspections.

Airport Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 164 Page 2663 of 3451 Airport Maintenance
Budgeted Expenditures, by Expense Type
Materials And Supplies $120,318 49.6%
Personnel Services $69,856 28.8%
Contractual $40,450 16.7%
Utilities $11,883 4.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $80,081 $86,769 $64,886 $69,856 $4,971 7.7% Materials And Supplies $67,753 $90,756 $118,716 $120,318 $1,602 1.3% Utilities $10,848 $11,396 $10,896 $11,883 $987 9.1%
Contractual $37,404 $43,304 $95,500 $40,450 -$55,050 -57.6% Depreciation $14,297 $1,408 - - - -
Total Expenditures $210,382 $233,633 $289,997 $242,507 -$47,490 -16.4% 243K
Budgeted Expenditures Table by Expense Type
Airport Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 165 Page 2664 of 3451 Community Services Administration Budget Detail
What do we do?
The Community Services Department's Administrative Team sets the vision for creating a sense of place in the City of Corona through celebrating our community, developing programs to increase access to arts, culture, and recreational activities, and ultimately improving the quality of life in Corona. The Administration Team also streamlines department functions, including but not limited to providing frontline customer service, processing onboarding of new staff and completing personnel forms, overseeing department accounting and budget operations, preparing, and managing purchase requisitions, purchasing and contracts, and supervising capital projects. The department also conducts training for the department's registration/reservation software and ensures the accuracy of all transactions. The team works with the Library Trustees and Parks and Recreation Commission on departmental policies, procedures, and programs.

Goals & Objectives
What did we do in Fiscal Year 2026?
Developed a City Park Sponsorship Program to establish structured naming rights, sponsorship, and donation opportunities that generate private support to help offset park development, enhancement, and maintenance costs while recognizing community partners.

Submitted a grant application to the California State Parks Office of Grants and Local Services(OGALS) requesting $6 million in state funding to support the development of City Park.

Completed design for the City Park project and worked with Public Works to initiate the construction bidding process.

Relaunch the Canvas on the Curb Program to wrap traffic signal boxes with public art.

Begin implementing the HCC Operations Plan to renovate and program the site as the City's center for visual and performing arts.

Conduct analysis of LMD and CFD budgets to evaluate expenditures and revenues and develop a plan to ensure the long-term sustainability of the districts.

Identify and pursue opportunities to increase cost recovery for City programs, events, and projects.

Submitted three trail grant applications to pursue Active Transportation Program (ATP) funding for the development and improvement of local trail connections.

What do we plan to do in Fiscal Year 2027?
Award the construction contract for City Park and initiate groundbreaking, marking the start of the park’s development phase.

In conjunction with Economic Development, secure naming right agreements, sponsorships, and donations for City Park
Enhance the City’s Sponsorship Program by clearly outlining the process, opportunities, and recognition benefits to increase participation and attract additional sponsorship support.

Community Services Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 166 Page 2665 of 3451 Community Services Administration
Budgeted Expenditures, by Expense Type
Personnel Services $1,310,727 92.6%
Materials And Supplies $104,308 7.4%
Utilities $960 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,008,567 $1,004,364 $1,067,228 $1,310,727 $243,499 22.8% Materials And Supplies $40,066 $39,658 $38,898 $104,308 $65,409 168.2% Utilities $516 $454 $960 $960 - -
Contractual $33,720 - - - - -
Total Expenditures $1,082,869 $1,044,477 $1,107,086 $1,415,994 $308,908 27.9%

1.42M
Budgeted Expenditures Table by Expense Type
Community Services Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 167 Page 2666 of 3451 Recreation Services Budget Detail
What do we do?
The Recreation Services Division provides a variety of programs and services for Corona residents, including youth and adult sports, after-school recreation, summer camps, and extensive services and activities designed for Corona's senior population.

Goals & Objectives
What did we do in Fiscal Year 2026?
Expanded Extended Learning Opportunities Program (ELOP) within Kids Club at select elementary schools to comply with CNUSD Title I requirements. All sites received full reimbursement from the School District for City monthly membership dues, making this program free to all families.

Successfully completed third year of partnership with the Riverside County Office on Aging to bring a congregate meal program to the Corona Senior Center. This service provides nutritious meals and social engagement opportunities Monday–Friday, for a suggested donation of $3.00. Operating costs are largely offset by funds utilized by the County through the Older Americans Act.

Expanded Senior Center programming to include “programming beyond the walls” with quarterly guided hikes, a nd a walking group every other week.

Implemented the Corona 5000, a successful new signature event in partnership with the OC Marathon that attracted over 2,700 participants and 5,500 attendees.

Enhanced the Youth Sports programs by adding more sports options.

Increased the number of adult sports participants and expanded teams to meet rising demand.

Streamlined the Athletic Facility Policy to clarify user group categories, application requirements, and deadlines.

What do we plan to do in Fiscal Year 2027?
Continue to seek opportunities with the CNUSD ELOP program to expand program offerings and/or reach into different Corona-based schools
Increase enrollment within the Kids Club Program to eliminate waitlists Work to continually expand Adult Sports participations and offerings. .

Continue to seek sponsorships, grants, partnerships, and funding opportunities to offset program offerings and events throughout the City service areas.

Activate the Historic Civic Center with arts programming.

Update registration processes for the Senior Center utilizing Civic Rec to ensure accurate monthly reports Prepare for the relaunch of the Aquatics programming with program development, creation of emergency action plans, standards, and staffing timelines.

Evaluation of current recreation programming to ensure introduction of new programs and better utilization of facilities.

Implement a shorter and more efficient one-page part-time employee evaluation form.

Expand the Senior congregate meal program by identifying additional spaces suitable for food service.

Implement the transition of Circle City Center programming into alternate City-operated facilities Implement City arts programming at the Historic Civic Center Continue to grow the field allocation user groups an provide opportunities to more participants.

Recreation Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 168 Page 2667 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
1 PT Aquatics Assistant Coordinator 14,142
10 PT Senior Lifeguards & 12 PT Lifeguards 135,213
New Aquatics Program 56,740
Total $ 206,095
Recreation Services
Budgeted Expenditures, by Expense Type
Personnel Services $2,256,337 89.0%
Materials And Supplies $213,585 8.4%
Contractual $56,392 2.2%
Utilities $8,960 0.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,618,410 $1,729,061 $1,824,563 $2,256,337 $431,774 23.7% Materials And Supplies $286,340 $151,448 $196,736 $213,585 $16,849 8.6% Utilities $12,118 $10,483 $8,000 $8,960 $960 12.0%
Contractual $579,132 $45,199 $23,960 $56,392 $32,432 135.4% Total Expenditures $2,496,000 $1,936,191 $2,053,259 $2,535,274 $482,015 23.5%

2.54M
Budgeted Expenditures Table by Expense Type
Recreation Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 169 Page 2668 of 3451 Reservations & Classes Budget Detail
What do we do?
The Reservations & Classes Team oversees the use of City facilities, including the Circle City Center, the Historic Civic Center, including the operation of Corona's historic theater, Vicentia Activity Center, Victoria Park, Auburndale Community Centers, as well as picnic area reservations at 27 parks Program also, oversee the operations of Contract Classes and Adaptive Services, to program the City’s facilities and park sites with engaging programs.

Goals & Objectives
What did we do in Fiscal Year 2026?
Finalized the plans for programming of the Historic Civic Center as a center for the arts.

Worked toward the implementation of the City Parks Operations Plan and Parks and Recreation Master Plan by seeking out and building program through contract instructors, internally led programs, and partnerships, with the intention of having fully programmed sites and consistent attendance throughout the hours of operation.

Began the transition out of the Circle City Center and increasing the utilization of other City facilities.

Added more events and specialized programming for the Corona Adaptive community.

Increased Early Childhood classes, offered more programming and camps led by staff.

Enhanced the Corona Connection images and increased content.

What do we plan to do in Fiscal Year 2027?
Expand HCC Showcase Events, piloting new themed events to bring in additional revenue and add to the HCC Presents lineup.

Enhance On-Demand Reservation System efficiency, allowing for 7 days to 24 hours in advance reservations to be made, and integrate customer support.

Further expand on the HCC Performing & Fine Arts Center Operational Plan, engaging stakeholders, developing facility usage and occupied rooms.

Expand Instructor Recruitment by collaborating with local businesses and organizations to offer classes.

Increase Adaptive Programming, increasing more evening options to accommodate working families and improve accessibility, and collaborate with Southern California Special Olympics to provide opportunities for Corona Adaptive to compete locally.

Seek new partnerships and pursue sponsorships to enhance events and programs and deepen community involvement.

Increase Community satisfaction ratings by 10% through targeted improvements.

Explore transitioning from CivicRec to a more user-friendly, AI-driven software that enhances the user experience and boosts community participation in programs and events.

Improving the City’s website to provide a more accessible, user-friendly experience for the public.

Reservations & Classes Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 170 Page 2669 of 3451 Reservations & Classes
Budgeted Expenditures, by Expense Type
Personnel Services $917,074 64.5%
Contractual $438,600 30.8%
Materials And Supplies $62,095 4.4%
Utilities $4,880 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $742,642 $822,351 $1,007,110 $917,074 -$90,036 -8.9% Materials And Supplies $32,356 $53,603 $51,225 $62,095 $10,870 21.2% Utilities $5,634 $5,001 $4,800 $4,880 $80 1.7%
Contractual $223,818 $421,743 $342,980 $438,600 $95,620 27.9% Total Expenditures $1,004,450 $1,302,698 $1,406,115 $1,422,649 $16,534 1.2%

1.42M
Budgeted Expenditures Table by Expense Type
Reservations & Classes Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 171 Page 2670 of 3451 Facility Maintenance Budget Detail
What do we do?
The Facility Maintenance Services Division is responsible for the maintenance and repair of 28 city-owned buildings and related public facilities using both City personnel and contractual services. A systematic preventative maintenance program is utilized to enhance the longevity and efficiency of the buildings and their related equipment and infrastructure.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continue to complete all scheduled preventative maintenance and perform required repairs in a timely manner.

Replace Carpet at the Library.

Reconfigure and remodel the dormitories at Fire Stations 3.

Upgrade the HVAC system at the Police Department.

Upgrade the HVAC system at the Library.

Started a new division in facilities (Enhanced Maintenance Team).

Remodeled the HCC Gym fitness room.

Created an EMS training Room at Fire Headquarters.

Created the Drone Room at PD.

Remodeled the Vicentia Activity Center (VAC) Lobby and Classrooms.

What do we plan to do in Fiscal Year 2027?
Create a full city preventive maintenance plan.

Council Chambers TV Upgrade.

River Road Facility roof replacement.

HCC suites upgrades.

City Lighting upgrades.

Auburndale Community center upgrade.

Service Adjustment Change (Operating Budget)
Description Amount
Hoist Lift with adapters 6,000
New Carpet Cleaner 6,000
Total $ 12,000
Facility Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 172 Page 2671 of 3451 Facility Maintenance
Budgeted Expenditures, by Expense Type
Personnel Services $1,155,302 34.3%
Materials And Supplies $1,068,800 31.7%
Contractual $952,522 28.3%
Utilities $189,810 5.6%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $66,595 - - - - -
Personnel Services $791,016 $835,945 $1,063,789 $1,155,302 $91,512 8.6% Materials And Supplies $1,057,540 $1,078,175 $990,961 $1,068,800 $77,839 7.9% Utilities $128,617 $141,511 $146,228 $189,810 $43,582 29.8% Contractual $787,280 $762,657 $996,600 $952,522 -$44,078 -4.4% Total Expenditures $2,831,047 $2,818,289 $3,197,578 $3,366,434 $168,855 5.3%

3.37M
Budgeted Expenditures Table by Expense Type
Facility Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 173 Page 2672 of 3451 Library Services Budget Detail
What do we do?
Library Services has three major functions. Library Collection Services provides research assistance to the public, maintains the Integrated Library System, evaluates, as well as selects and processes print and electronic materials.

Circulation/Passport Services oversees all activities related to materials circulation, patron accounts, and passport services. Shelving/Reservations does facilities reservations and room set-ups, and are responsible for shelving materials.

Goals & Objectives
What did we do in Fiscal Year 2026?
Transitioned from library desktop computers to laptops and provide lounge-style seating for laptop use in May 2026.

Completed the relocation of 32,154 adult and teen items as part of the Innovation Center renovation in March 2026.

Completed the installation of 2 library self-check machines and security gates in August 2025.

Created an exhibit calendar for Heritage Room. Began processing the 2,700 photographs in the Jerry Soifer Sports Photography Collection.

What do we plan to do in Fiscal Year 2027?
Return 32,154 adult and teen items to their new shelving for the adult area reopening.

Update adult-area building signage with City branding; update Teen and Children’s signage with age‑appropriate design.

Work with the Innovation Center to expand the Library of Things and explore locker options for storing and dispensing items.

Increase promotion of electronic collections as part of the Library’s Strategic Plan, emphasizing their value and convenience.

Library Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 174 Page 2673 of 3451 Library Services
Budgeted Expenditures, by Expense Type
Personnel Services $1,235,720 73.0%
Materials And Supplies $338,340 20.0%
Contractual $118,388 7.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,043,433 $1,219,051 $1,269,987 $1,235,720 -$36,818 -2.7% Materials And Supplies $292,793 $454,854 $394,646 $338,340 -$56,306 -14.3% Contractual $67,718 $172,725 $121,343 $118,388 -$2,955 -2.4% Total Expenditures $1,403,945 $1,846,630 $1,785,976 $1,692,448 -$96,080 -5.2%

1.69M
Budgeted Expenditures Table by Expense Type
Library Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 175 Page 2674 of 3451 Parks, Trees & Medians Maintenance Budget Detail
What do we do?
The Park and Trees Maintenance Program provides maintenance for all developed and underdeveloped parkland. This includes the maintenance of recreation and community buildings, playgrounds, and four aquatic facilities. This division is also responsible for the management of city trees and ongoing maintenance for safety, tree health, and aesthetics, as well as response to storm and emergencies related to City trees. The Parks and Trees Maintenance Program also administers the contracted landscape maintenance of Community Facilities Districts (CFDs) and Landscape Maintenance Districts (LMDs). The Graffiti Removal Program is responsible for the removal of graffiti from all public property and private property when permission is granted. This division also includes the Park Ranger Program, the Park Ambassador Program, and the supervision use of picnic shelters and use of ballfields.

Goals & Objectives
What did we do in Fiscal Year 2026?
Successfully completed the fourth year of the five-year Urban Forest Management Plan by planting 3,000 trees citywide.

Completed the Green Latinos Urban Forest Grant.

Completed the Sheridan Park Playground Installation.

Implemented year two of the Parks and Recreation Master Plan.

Implemented year two of the Trails Master Plan and installed trail amenities at multiple trail sites.

Conducted multiple homeless encampment cleanups at the Santa Ana River bottom.

Completed installation of new playgrounds at MountainGate, Fairview, and Border Parks.

Implemented the Residential Pay Program to provide residents with options for tree trimming outside their grid period.

Received the Trails Merit Award for Trails Planning.

Successfully Completed several Corona Beautiful projects and guided hikes.

What do we plan to do in Fiscal Year 2027?
Implement year three of the Parks and Recreation Master Plan.

Implement year three of the Trails Master Plan.

Continue implementation of the Skyline Master Plan.

Complete design of the El Cerrito Pickleball Facility and begin construction.

Complete one half of the fifth year of the five-year UrbanForest Management Plan by planting 1,500 additional trees in Corona.

Begin construction of City Park.

Implement an off-leash dog public awareness campaign.

Implement an ebike awareness campaign.

Complete construction of the Auburndale Park Rehabilitation Project.

Complete design of the Promenade Park Rehabilitation Project and begin construction.

Complete the US Tennis Association Grant to resurface courts at Mountain Gate and Eagle Glen Parks.

Parks, Trees & Medians Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 176 Page 2675 of 3451 .

Service Adjustment Change (Operating Budget)
Description Amount
3 PT Seasonal Maintenance Crew 71,268
Equipment and Training for Park Rangers 1,000
Park Maintenace Materials 428,000
Uniforms and Materials for 3 PT Seasonal Maintenance Crew 78,000 Total $ 578,268
Parks, Trees & Medians Maintenance
Budgeted Expenditures, by Expense Type
Materials And Supplies $6,066,765 40.7%
Contractual $4,058,452 27.2%
Personnel Services $3,127,885 21.0%
Utilities $1,662,234 11.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $2,208,371 $2,289,057 $2,793,601 $3,127,885 $334,284 12.0% Materials And Supplies $5,221,402 $6,299,422 $5,504,180 $6,066,765 $562,584 10.2% Utilities $1,416,134 $1,675,446 $2,113,182 $1,662,234 -$450,948 -21.3% Contractual $4,106,617 $4,074,208 $4,384,451 $4,058,452 -$325,999 -7.4% Total Expenditures $12,952,523 $14,338,133 $14,795,414 $14,915,335 $119,922 0.8%

14.9M
Budgeted Expenditures Table by Expense Type
Parks, Trees & Medians Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 177 Page 2676 of 3451 Literacy and Community Engagement Budget Detail
What do we do?
The Literacy and Community Engagement Team is responsible for the development of children, teen and adult library programs, activities and special events, and administers the adult and family literacy programs. The team also coordinates with local businesses, community organizations, and area agencies to develop partnerships, garner program sponsorship, and communicate department activities to residents. The division also coordinates Storyteller, Storytime Assistant, Homework Center, Summer Reading Assistant and Vets Connect program volunteers, and plans On-the-Go outreach to provide activities spanning the Community Services division of the department.

Goals & Objectives
What did we do in Fiscal Year 2026?
Established a social media and marketing committee and grew the library’s social media interaction with the community through engaging, fun, and well-received social media posts.

Successfully expanded the Community Services department’s Halloweekend activities by including programming at the library with 550 attendees.

Doubled the attendance of Corona ReaderCon from 200 attendees to 400 in its second year and established relationships with over 60 local authors.

Utilized partnerships with authors to bring “Guided StoryWalk with the Author” events to Mountain Gate Park.

This included space and National Library Week themed events.

Continued to leverage Beanstack to provide reading challenges for all ages. Added challenges to Beanstack included “1,000 Books Before Kindergarten” and the “Extreme Reader Challenge” for teens and adults.

Worked with current community partner W.A.L.L.Y to expand the Back-to-School Book Fair to support 75 students with free school supplies, up from 50 the year before.

Created and opened a Family Literacy Lab to support our Adult and Family Literacy learners. The space was also designed as alternative for families with children with special needs who need a quiet space to work.

What do we plan to do in Fiscal Year 2027?
Open the library’s Innovation Center and develop programming for all ages that utilize the Innovation Center, Maker Exchange, and Computer Learning Center spaces.

Foster current and new community partnerships with organizations such as Corona-Norco Unified School District Adult School, Norco College, Riverside County Workforce Development, Calbright, and W.A.L.L.Y. to support workforce development programs for teen and adult learners.

Increase the interest in and attendance of teen programs through both educational and enrichment opportunities.

Encourage and see a rise in Adult and Family Literacy learners who are participating and actively engaging with other library programs and services.

Literacy and Community Engagement Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 178 Page 2677 of 3451 Literacy and Community Engagement
Budgeted Expenditures, by Expense Type
Personnel Services $837,792 91.9%
Materials And Supplies $72,285 7.9%
Utilities $1,500 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $637,238 $680,330 $679,573 $837,792 $158,219 23.3% Materials And Supplies $113,248 $184,322 $103,728 $72,285 -$31,443 -30.3% Utilities $608 $620 $1,500 $1,500 - -
Contractual $37,208 $47,450 $59,945 - -$59,945 -100.0%
Total Expenditures $788,301 $912,722 $844,746 $911,577 $66,831 7.9% 912K
Budgeted Expenditures Table by Expense Type
Literacy and Community Engagement Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 179 Page 2678 of 3451 Special Events & Volunteers Budget Detail
What do we do?
The Special Events team plans and coordinates all City signature events, administers the City’s Co-Sponsorship Program for community-organized non-profit events, and helps guide new use requests through local event policies to ensure successful experiences. The Volunteer Program coordinates entry and opportunities for single-day and ongoing volunteer opportunities throughout the City, volunteer recognition, and the development of new opportunities.

Goals & Objectives
What did we do in Fiscal Year 2026?
Implemented year 3 of 3 to increase large-scale recreation events that provide both social and economic benefits to the community.

Revised the Co-Sponsorship Program to revisit terms for approved non-profits.

Enhanced the City’s volunteer program through the development of additional opportunities across multiple departments.

Led the coordination of large number volunteer organizations, achieving the greatest number of volunteers onboarded and the highest volume of donated hours.

Implemented the Corona 5000, a successful new signature event in partnership with the OC Marathon that attracted over 2,700 participants and 5,500 attendees.

What do we plan to do in Fiscal Year 2027?
Review the footprint of current events to more effectively use new open spaces and introduce additional offerings for the community.

Improve and modernize the website to better feature sponsors and event information, helping attract new partners and sponsors to the City.

Continue to improve HCC Showcase Events, piloting new themed events to bring in additional revenue and add to the HCC Presents lineup.

Collaborate with City departments to establish unified marketing standards for social media, digital content, and print materials.

Expand Adaptive program and event opportunities.

Create a unified volunteer policy for the City as a whole.

Service Adjustment Change (Operating Budget)
Description Amount
July 4th Parade Enhancements 16,650
Total $ 16,650
Special Events & Volunteers Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 180 Page 2679 of 3451 Special Events & Volunteers
Budgeted Expenditures, by Expense Type
Contractual $518,800 51.2%
Personnel Services $395,386 39.0%
Materials And Supplies $98,210 9.7%
Utilities $960 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services - $384,419 $340,377 $395,386 $55,009 16.2% Materials And Supplies - $104,524 $76,397 $98,210 $21,813 28.6% Utilities - $2,531 $1,000 $960 -$40 -4.0%
Contractual - $422,590 $545,365 $518,800 -$26,565 -4.9% Total Expenditures - $914,064 $963,139 $1,013,356 $50,217 5.2%

1.01M
Budgeted Expenditures Table by Expense Type
Special Events & Volunteers Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 181 Page 2680 of 3451 Economic Development
Joel Belding (Economic Development Director)
The mission of the Economic Development Department is to provide business attraction, revitalization and expansion opportunities that diversify and strengthen the Corona economy, foster innovation and elevate the quality of life for Corona's community.

What do we do?
The Economic Development Department provides business attraction, development, retention, and expansion, resulting in economic prosperity in Corona. Through a concerted approach and partnerships with the business community, government resource agencies and local colleges, the Office of Economic Development strategically aligns business resources that empower Corona businesses and foster economic growth. The Office of Economic Development implements City Council economic development priorities through internal citywide collaboration and stakeholder engagement that catalyzes prompt business location and expansion. The vision of the Office of Economic Development is to foster and form strategic partnerships that encourage investment in the community, support Corona's businesses, promote entrepreneurship opportunities among Corona's various demographic sectors, and enhance the quality of life for all Coronans.

Economic Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 182 Page 2681 of 3451 Economic Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 183 Page 2682 of 3451 Economic Development Organizational Chart
Economic Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 184 Page 2683 of 3451 Economic Development
Budgeted Expenditures, by Fund
General Fund $1,660,522 98.33%
Enterprise Funds $28,187 1.67%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $1,142,649 $931,053 $1,784,936 $1,660,522 -$124,414 -7.0% Enterprise Funds - $11,218 $24,387 $28,187 $3,799 15.6% Total Expenditures $1,142,649 $942,271 $1,809,324 $1,688,709 -$120,615 -6.7% Budgeted Expenditures, by Function
Economic Development $1,339,997 79.4%
Property Management $320,525 19.0%
Airport - Economic Development $28,187 1.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Property Management - - $238,525 $320,525 $82,000 34.4% Economic Development $1,142,649 $931,053 $1,546,411 $1,339,997 -$206,414 -13.3% Airport - Economic
Development
- $11,218 $24,387 $28,187 $3,799 15.6%
Total Expenditures $1,142,649 $942,271 $1,809,324 $1,688,709 -$120,615 -6.7%

1.69M
Budgeted Expenditures Table by Fund

1.69M
Budgeted Expenditures Table by Function
Economic Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 185 Page 2684 of 3451 Airport Budget Detail
What do we do?
The Corona Municipal Airport Program is responsible for the management of all aspects of airport operations including: the adherence of lease agreements; compliance with all federal, state, and local laws, ordinances, and regulations; and the continual maintenance of runways, taxiways, aprons, streets, grounds, lighting, and equipment located within the airport's parameters. The Airport Program is dedicated to safety and providing a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

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

Cleared the vegetation in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.

Cleared the North and South channels.

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

Prepared annual reports to the Corps and County Assessor's Office (Fixed aircraft and possessor interest reports).

Updated the FAA’s Based Aircraft database, an effort that is required annually and as an aircraft leaves or enters the airport.

Conducted over 200 general condition inspections.

Removed all abandoned aircraft from city-operated tie-down spaces.

What do we plan to do in Fiscal Year 2027?
Conduct the annual hangar inspection program.

Field calls, requests, complaints, etc. as received.

Continue collaboration and partnership efforts between the City and City's Master Lease Holders to continue improving the operations and maintenance throughout the airport.

Continue to enforce lease and use violations.

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

Manage the airport grants reimbursement requests.

Continue vegetation management and general monthly maintenance.

Continue 4-day-a-week general inspections.

Airport Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 186 Page 2685 of 3451 Airport
Budgeted Expenditures, by Expense Type
Personnel Services $28,187 100.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services - $11,218 $24,387 $28,187 $3,799 15.6% Total Expenditures - $11,218 $24,387 $28,187 $3,799 15.6%

28.2K
Budgeted Expenditures Table by Expense Type
Airport Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 187 Page 2686 of 3451 Economic Development Budget Detail
What do we do?
The Economic Development Department seeks to create a resilient and strong Corona economy. To do so there are various roles and responsibilities held amongst staff. Previously this was reflected as three divisions, Business Attraction and Development, Business Retention and Expansion, and Redevelopment. To better serve the business community, leadership has redirected the department to focus instead on overall departmental goals and encourages cross-training. While there are still dedicated project leads, each staff member can engage across all areas. The following depicts some of the overarching efforts for the department in order to best implement the Citywide Strategic Plan, Economic Development Strategic Plan, and Downtown Revitalization Plan.

Business Attraction seeks to enhance marketing, attract quality companies to Corona, and looks at opportunities to increase sales tax revenues and job creation. This is completed though site selection assistance to companies looking to locate in Corona, leads the Department's communications and marketing outreach to promote Corona as a place to do business, and overall supports efforts reflected in the Economic Development Strategic Plan. Key programs include “Craft to Corporate” and “Made in Corona,”
Real Estate and Business Retention conducts property management of City-owned properties, manages the Corona airport, and supports business retention efforts. This includes supporting business expansion, workforce development, and overall aims to keep a pulse on the needs of the Corona business community. Real Estate and Business Retention aims to support Corona companies through business visitations and supports meetings to understand business needs and connect them with various resource agencies to assist them. Key programs include the Manufacturing Assistance Program and Live Work Corona.

Redevelopment involves project management and visioning for Downtown Corona, with dedicated efforts in the North and South Mall. Responsibilities include revitalization, reinvestment, and public-private partnerships to support Corona’s commercial markets. The primary function is to implement the Downtown Revitalization Plan and transform Corona’s Downtown into a thriving, vibrant destination for the community.

Entrepreneurship Development aims to support aspiring entrepreneurs and the growth of the Small Business Community. Efforts involve a Business Roadmap, general business assistance, and working alongside partner agencies to offer dedicated resources. Key programs include English and Spanish Entrepreneurship Academies held throughout the year.

Social media and Business Engagement aims to connect the business community with business resources such as workshops, resource guides, and offers business promotion. Key tools and programs include Shop Dine Corona, enhanced marketing materials, and include promotion across Instagram and the monthly Office of Economic Development Newsletter.

Economic Development Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 188 Page 2687 of 3451 Goals & Objectives
What did we do in Fiscal Year 2026?
Continued implementation of the City’s Economic Development Strategic Plan examples include, hosting a resource workshop for our manufacturing community, attracting new businesses to the City, and exploring online tools to best support businesses.

Continued implementation of the Downtown Revitalization Plan, including advancing planning of the Sixth Street Beautification project, exploring financial tools to support efforts, and attracting business types that align with community requests.

Continued acquisition efforts for the North Mall, with 23 of 24 properties acquired or under contract.

Hired a firm to support design and entitlement efforts for the North Corona Mall. Issued an RFQ for Developers.

Continued improvements at the South Mall, now known as The HUB. Continued parking lot improvements, contracted with an architecture firm to prepare renovation plans for two buildings, held two grand openings for Circle City Tavern and The Wine Down, secured additional tenants for the South Mall, rebranded the area as The HUB, and issued an RFP to secure a programming and operating company.

Advanced efforts for a Food Hall at The HUB. Completed Design for Summer 2026 Construction.

Established an Entertainment Zone and Jobs Creation Program in the Downtown.

Supported business attraction and retention through the interdepartmental Team Corona model, assisting more than 22 companies through the development process.

Conducted 200+ business visits to offer services and retention support.

Launched Corona’s restaurant Guide and Experience Corona app.

Enhanced business communication and outreach through the Office of Economic Development's social media accounts, sharing business programs, events, and other resources to support entrepreneurship development.

Followers increased from 349 to 1833. Since July 2025, staff have issued 165 social media posts and stories.

Hosted and co-hosted events to facilitate business development and prosperity.

Hosted multiple entrepreneurship programs in partnership with resource agencies and offered in English and Spanish to foster entrepreneurial growth across Corona's diverse community.

Promoted the Live Work Corona workforce development campaign by launching a dedicated website (livework.coronaca.gov) with resource information for both jobseekers and employers and secured 23 Hire Local Pledges from Corona-based companies committed to hiring local jobseekers.

Continued retail attraction efforts in partnership with a consulting firm and held meetings with multiple retailers expanding in the Southern California market.

Secured $2.5M in funding and began construction of an Innovation Center to be located at the Corona Public Library.

What do we plan to do in Fiscal Year 2027?
Continue implementation of the Economic Development Strategic Plan and the economic development priorities and strategies identified in the plan. Develop an EDSP 2.0 that will direct the Department’s efforts and initiatives over the next five years.

Increase participation in the Live Work Corona workforce development initiative by conducting outreach and increasing the number of businesses to take the Hire Local pledge.

Continue implementation of the Downtown Revitalization Plan strategies to enhance Corona's Downtown. Efforts include implementation of the Sixth Street Beautification project and implementation of Downtown branding and wayfinding signage.

Further the Corona Mall revitalization by acquiring the one remaining property to better position the site for a complete redevelopment. Establish relationships with developers and advance the selection process in order to secure a development partner.

Further support the development community to enhance private investment citywide.

Host the Grand Opening of the Corona Innovation Center.

Further support the manufacturing industry through Corona Manufacturing Assistance Program.

Continue support of entrepreneurship development programming to help with small business creation.

Implement a Business to Business database to support local purchasing of goods and services.

Continue tenant attraction and property enhancements for The Hub.

Implement an incubator that will bring together various resources partners as a one-stop shop to better support our business community.

Expand business development and education efforts through County and State partnerships.

Economic Development Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 189 Page 2688 of 3451 Economic Development
Budgeted Expenditures, by Expense Type
Personnel Services $1,089,422 81.3%
Contractual $146,000 10.9%
Materials And Supplies $101,075 7.5%
Utilities $3,500 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $829,793 $684,033 $1,050,724 $1,089,422 $38,698 3.7% Materials And Supplies $59,900 $62,198 $123,187 $101,075 -$22,112 -18.0% Utilities $2,894 $7,203 $3,500 $3,500 - -
Contractual $250,062 $177,620 $369,000 $146,000 -$223,000 -60.4% Total Expenditures $1,142,649 $931,053 $1,546,411 $1,339,997 -$206,414 -13.3%

1.34M
Budgeted Expenditures Table by Expense Type
Economic Development Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 190 Page 2689 of 3451 Property Management Budget Detail
What do we do?
Property Management oversees leasable real property at the Historic Civic Center and Corona Mall properties owned by the City. Responsibilities include lease activities, tenant relations, needs assessment/capital improvements, and related activities needed to operate quasi-public/private facilities seamlessly for the tenants and community. Property and asset management activities shall increase as the City moves towards a centralized City asset management framework.

Goals & Objectives
What did we do in Fiscal Year 2026?
Acquired additional strategic properties within the North and "THE HUB." areas to support long-term redevelopment and economic development objectives.

Secured new tenants and entertainment-focused tenants within "THE HUB.", with multiple tenant improvements and grand openings anticipated in 2026.

Advanced implementation efforts related to "THE HUB." activation strategy, including Entertainment Zone coordination, shared-use concepts, tenant recruitment, branding, and public realm improvements.

Initiated strategic planning efforts to evaluate the long-term vision, operational needs, and redevelopment opportunities associated with the Historic Civic Center (HCC).

Renewed and renegotiated multiple leases at the Historic Civic Center to better align with evolving City operational and programming goals.

Managed and coordinated ongoing property management, maintenance, tenant communications, and operational oversight for within the North Corona Mall area.

Managed and coordinated ongoing property management, maintenance, tenant communications, and operational oversight for properties within "THE HUB." area.

Coordinated tenant improvement activities, infrastructure upgrades, and maintenance projects at City-owned downtown properties, including lighting, signage, railings, drainage, and public safety improvements.

Renegotiated and administered lease agreements for City-owned facilities including the Settlement House at 511 S. Vicentia and the YMCA facility at 312 S. Merrill Street.

Initiated discussions with the YMCA regarding expanded programming opportunities and future operational use of the Auburndale Facility.

Coordinated with YMCA representatives and City staff regarding the transition and vacating of select City Park facilities.

Facilitated ongoing coordination with Historic Civic Center tenants regarding events, access control migration, maintenance activities, operational needs, and tenant-related inquiries.

Conducted maintenance coordination and oversight activities for City-owned vacant parcels.

Initiated discussions with non-arts tenants at the Historic Civic Center regarding long-term transition opportunities toward a more arts-focused campus and related tenancy considerations.

Continued administration and oversight of rental assistance and business support efforts funded through ARPA programs.

Prepared and coordinated annual possessory interest reporting requirements for applicable City-owned leased properties. - Airport
Initiated procurement and evaluation efforts for a comprehensive property management services model for Cityowned downtown properties.

Coordinated with prospective operators, tenants, brokers, and development partners regarding future redevelopment and activation opportunities throughout the downtown core.

Property Management Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 191 Page 2690 of 3451 What do we plan to do in Fiscal Year 2027?
Continue implementation of the City’s downtown revitalization strategy for the North and "THE HUB.", including tenant activation, redevelopment planning, infrastructure improvements, and economic development initiatives.

Finalize and implement a master property management and operations strategy for "THE HUB.", including execution of a comprehensive property management agreement.

Advance redevelopment planning and entitlement efforts for the North Corona Mall area, including tenant relocation planning, site analysis, and development feasibility coordination.

Assess long-term operational and leasing strategies for 152 E. Sixth Street, currently occupied by the CoronaNorco Unified School District.

Continue lease negotiations and renewals at the Historic Civic Center to align tenant occupancy with the City’s long-term vision for the campus.

Conduct annual lease evaluations for City-owned facilities to determine operational needs, leasing opportunities, redevelopment priorities, and long-term asset management strategies.

Coordinate ongoing facility maintenance, deferred maintenance planning, and capital improvement needs with the Facilities Division and related City departments.

Evaluate and coordinate improvements related to Historic Civic Center landscaping, groundskeeping, wayfinding, and overall campus activation.

Continue coordination of tenant communications, property operations, maintenance activities, and event-related logistics for City-owned downtown properties and facilities.

Advance discussions and partnerships related to programming, events, and activation opportunities at "THE HUB." and other City-owned downtown properties.

Continue evaluating opportunities for adaptive reuse, arts and cultural programming, and public-private partnerships at the Historic Civic Center.

Prepare annual possessory interest reports and maintain compliance with all related reporting requirements.

Pursue additional grant funding, partnership opportunities, and infrastructure investments to support downtown revitalization and City-owned property improvements.

Service Adjustment Change (Operating Budget)
Description Amount
Corona North Mall Demolition Project 25,000
Professional and Contractual Services - Corona North Mall 100,000 Professional and Contractual Services - Corona South Mall 113,525 Total $ 238,525
Property Management Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 192 Page 2691 of 3451 Property Management
Budgeted Expenditures, by Expense Type
Contractual $285,525 89.1%
Materials And Supplies $25,000 7.8%
Utilities $10,000 3.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies - - $25,000 $25,000 - -
Utilities - - - $10,000 $10,000 -
Contractual - - $213,525 $285,525 $72,000 33.7%
Total Expenditures - - $238,525 $320,525 $82,000 34.4%
321K
Budgeted Expenditures Table by Expense Type
Property Management Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 193 Page 2692 of 3451 Elected Officials
The mission of the City Council is to receive input from the community and formulate policy upon which all City services shall be developed and implemented. The City Council holds regularly scheduled meetings to represent the public on issues brought to its attention. The City Treasurer enhances the economic status of the City while protecting its assets and maximizing the City's funds through prudent investment.

What do we do?
The City of Corona's Elected Officials represent the residents of Corona in their official capacity. The City Council acts as the legislative body for the City and sets citywide policies for efficient and effective governance. The mission of the City Treasurer is to enhance the economic status of the City while protecting its assets and maximizing the management of the City's funds through prudent investment.

Elected Officials Organizational Chart
Elected Officials
City of Corona | Fiscal Year 2027 Proposed Budget Page 194 Page 2693 of 3451 Elected Officials
Budgeted Expenditures, by Fund
General Fund $209,032 100.00%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $128,773 $159,963 $216,878 $209,032 -$7,846 -3.6% Total Expenditures $128,773 $159,963 $216,878 $209,032 -$7,846 -3.6% Budgeted Expenditures, by Function
City Council $193,903 92.8%
City Treasurer $15,129 7.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
City Council $114,012 $144,944 $201,771 $193,903 -$7,867 -3.9% City Treasurer $14,761 $15,019 $15,107 $15,129 $22 0.1% Total Expenditures $128,773 $159,963 $216,878 $209,032 -$7,846 -3.6% 209K
Budgeted Expenditures Table by Fund
209K
Budgeted Expenditures Table by Function
Elected Officials
City of Corona | Fiscal Year 2027 Proposed Budget Page 195 Page 2694 of 3451 City Council Budget Detail
What do we do?
The City Council provides policy direction, upon which all City actions, programs, and priorities are based. The Council relies on the input from committees, commissions, and resident input on issues under consideration, to assist in public discussion upon which policy is formulated. The City Council extends its influence through review and comments on proposed federal and state legislation, and through participation in regionally oriented governing bodies.

Goals & Objectives
What did we do in Fiscal Year 2026?
Successfully recognized outstanding Corona residents through recognitions and proclamations.

Represented the City on various regional boards and intergovernmental agencies and supported regional activities.

Continued to encourage community involvement through the appointment of citizens to City commissions, boards, and committees.

Promoted public safety by protecting residents and businesses.

Served as liaisons between the City and the business community.

Adopted policies to continue to enhance the quality of life in Corona.

Provided city staff with direction on the implementation of the Strategic Plan to carry out priorities for the City.

What do we plan to do in Fiscal Year 2027?
Adopt a balanced Budget for Fiscal Year 2027 with projections for Fiscal Year 2028.

Provide policy direction to City staff.

Continue to provide City staff with direction on the Strategic Plan and to determine priorities for the City.

Continue to promote Corona as a business-friendly community.

Continue to receive input from the community.

Represent the city's interest in intergovernmental agencies and boards.

Represent the citizens of Corona fairly and with integrity.

Advocate for the City on state and federal issues.

Create policies to continue a high quality of life in Corona.

Continue to enhance Economic Development.

City Council Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 196 Page 2695 of 3451 City Council
Budgeted Expenditures, by Expense Type
Personnel Services $175,145 90.3%
Materials And Supplies $14,700 7.6%
Utilities $4,058 2.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $91,407 $133,538 $172,213 $175,145 $2,933 1.7% Materials And Supplies $18,509 $8,715 $25,500 $14,700 -$10,800 -42.4% Utilities $3,796 $2,691 $4,058 $4,058 - -
Contractual $300 - - - - -
Total Expenditures $114,012 $144,944 $201,771 $193,903 -$7,867 -3.9% 194K
Budgeted Expenditures Table by Expense Type
City Council Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 197 Page 2696 of 3451 City Treasurer Budget Detail
What do we do?
The City Treasurer is an elected position and is responsible for overseeing the custody and safekeeping of all City funds. Furthermore, the Treasurer has the authority to invest idle funds in certain eligible securities allowed by Government Code Section 53635.

Goals & Objectives
What did we do in Fiscal Year 2026?
Assured compliance with all federal, state, and local laws governing investments.

Reviewed the investment portfolio in accordance with the City Investment Policy and California Government Code.

Conducted quarterly meetings with the Treasury Committee.

Adopted the 2026 Legislative Platform and Financial Priorities.

Worked with the Pension Stabilization Trust Board to analyze and recommend funding to the City Council.

What do we plan to do in Fiscal Year 2027?
Conduct quarterly meetings with the Treasury Committee to provide up-to-date market and economic data and realign the City's investments accordingly.

Review and evaluate the investment portfolio for areas of improved returns while safeguarding the assets.

Submit the Investment Policy for City Council approval.

City Treasurer
Budgeted Expenditures, by Expense Type
Personnel Services $15,129 100.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $14,761 $15,019 $15,107 $15,129 $22 0.1% Total Expenditures $14,761 $15,019 $15,107 $15,129 $22 0.1%

15.1K
Budgeted Expenditures Table by Expense Type
City Treasurer Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 198 Page 2697 of 3451 Finance
Bruce Foltz (Finance Director)
The Finance Department is committed to the development of sound fiscal policies. It is responsible for providing financial services and facilitating growth in the City through the efficient management of resources and processes. The department provides timely, accurate, clear and complete information and support to other City departments, citizens and the community at large.

What do we do?
Within the Citywide Internal Support service area, the Finance Department is responsible for citywide financial administration and overview of warehouse operations.

Finance
City of Corona | Fiscal Year 2027 Proposed Budget Page 199 Page 2698 of 3451 Finance Organizational Chart
Finance
City of Corona | Fiscal Year 2027 Proposed Budget Page 200 Page 2699 of 3451 Finance
Budgeted Expenditures, by Fund
General Fund $5,992,696 94.83%
Internal Service Funds $272,032 4.30%
Successor Agency Funds $54,509 0.86%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $4,651,763 $4,885,584 $5,654,061 $5,992,696 $338,635 6.0% Successor Agency Funds $31,897 $29,568 $32,024 $54,509 $22,485 70.2% Internal Service Funds $216,635 $209,232 $261,256 $272,032 $10,776 4.1% Total Expenditures $4,900,294 $5,124,383 $5,947,342 $6,319,237 $371,896 6.3%

6.32M
Budgeted Expenditures Table by Fund
Finance
City of Corona | Fiscal Year 2027 Proposed Budget Page 201 Page 2700 of 3451 Budgeted Expenditures, by Function
Finance Administration $5,992,696 94.8%
Warehouse $272,032 4.3%
Successor Agency Dissolution $54,509 0.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Successor Agency
Dissolution
$31,897 $29,568 $32,024 $54,509 $22,485 70.2%
Finance Administration $4,651,763 $4,885,584 $5,654,061 $5,992,696 $338,635 6.0% Warehouse $216,635 $209,232 $261,256 $272,032 $10,776 4.1% Total Expenditures $4,900,294 $5,124,383 $5,947,342 $6,319,237 $371,896 6.3%

6.32M
Budgeted Expenditures Table by Function
Finance
City of Corona | Fiscal Year 2027 Proposed Budget Page 202 Page 2701 of 3451 Finance Administration Budget Detail
What do we do?
The Budget and Revenue function is responsible for preparing and maintaining the City’s operating and capital budgets. This area also monitors all revenue accounts, provides revenue estimates for budgetary purposes, coordinates a Citywide biennial user fee study, and coordinates the cost allocation plan. Other areas of responsibility include activities related to transient occupancy taxes and oversight of the business license program, centralized cashiering, and personnel related activities that include cost analysis and maintaining information for the Human Resources system.

The Development Accounting function administers the financial aspects of the City’s development activities, such as the formation and administration of Community Facility Districts and other land-based financing programs; the City’s long-term debt, including issuance, refunding and compliance monitoring; the reporting of Citywide developer impact fees; and the calculation, levying and reporting of special assessment taxes.

The General Accounting function manages and maintains the City’s financial records in conformity with generally accepted accounting principles and in compliance with federal, state, and local laws. It ensures appropriate internal controls are in place to safeguard City assets. The function provides payroll, accounts payable, accounts receivable, financial reporting, grant management, investment activities, and general accounting services. The General Accounting group provides accurate and timely data to internal and external users to analyze various performance indicators and productivity for enhanced accountability and effective use of financial resources.

The Purchasing function is responsible for the procurement of goods and services necessary for the City to serve its constituents in the most responsible, cost-effective manner. In accordance with Corona Municipal Code Chapter 3.08, the Purchasing Division will ensure that all City purchases follow the procedures to implement the City’s participation in the Uniform Public Construction Cost Accounting Act pursuant to California Public Contract Code, Section 22000 et seq.

Goals & Objectives
What did we do in Fiscal Year 2026?
Received the thirty-fifth consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA), the highest form of recognition in governmental accounting and financial reporting.

Received an unmodified opinion from the annual financial audit for FY2025.

Received the twenty-second consecutive California Society of Municipal Finance Officers (CSMFO) Excellence in Budgeting Award.

Received the tenth budget award from the GFOA.

The following purchasing improvement items were completed in FY 2026:

Update Purchasing Ordinance.

Update Purchasing Manual.

Update RFP and Bid templates.

Implement a simplified agreement for recreation low-risk vendors.

Worked with the Pension Stabilization Trust Board to analyze the City's new unfunded pension liabilities and recommended a FY 2026 pension trust contribution to the City Council.

Finance Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 203 Page 2702 of 3451 What do we plan to do in Fiscal Year 2027?
Receive the GFOA award for the Annual Comprehensive Financial Report (ACFR).

Receive the GFOA and CSMFO awards for the annual adopted budget.

Receive an unmodified opinion from the annual financial audit.

Maintain aging of receivables to be under 90 days.

Process vendor invoices within an average of 30 days.

Ensure successful implementation of the new ERP system Workday with a go-live date of July 1, 2026 and post go-live operations.

Implement Workday purchasing module.

Train and assist departments on how to create purchase requisitions.

Implement a new work order system to replace P-Track.

Issue Lease Revenue Bonds for the Downtown Revitalization Plan.

Finance Administration
Budgeted Expenditures, by Expense Type
Personnel Services $5,019,296 83.8%
Contractual $926,290 15.5%
Materials And Supplies $46,630 0.8%
Utilities $480 0.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $3,790,276 $4,073,077 $4,681,656 $5,019,296 $337,640 7.2% Materials And Supplies $41,438 $57,922 $46,390 $46,630 $240 0.5% Utilities $70 - - $480 $480 -
Contractual $819,978 $754,585 $926,015 $926,290 $275 -
Total Expenditures $4,651,763 $4,885,584 $5,654,061 $5,992,696 $338,635 6.0%

5.99M
Budgeted Expenditures Table by Expense Type
Finance Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 204 Page 2703 of 3451 Successor Agency Dissolution Budget Detail
What do we do?
The Successor Agency is responsible for implementing all legal processes and wind-down activities as outlined in AB X126 and AB 1484 for the elimination of redevelopment agencies and activities.

Goals & Objectives
What did we do in Fiscal Year 2026?
Prepared the Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance and received Redevelopment Property Tax Trust Fund (RPTTF) remittances to pay for redevelopment debt.

What do we plan to do in Fiscal Year 2027?
Prepare and submit an Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance in order to receive Redevelopment Property Tax Trust Fund (RPTTF) remittances to pay for redevelopment debt.

Successor Agency Dissolution
Budgeted Expenditures, by Expense Type
Personnel Services $38,570 70.8%
Contractual $9,969 18.3%
Materials And Supplies $5,970 11.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $20,123 $17,095 $27,895 $38,570 $10,675 38.3% Materials And Supplies $3,012 $3,113 $4,129 $5,970 $1,841 44.6% Utilities $9 $73 - - - -
Contractual $8,753 $9,287 - $9,969 $9,969 -
Total Expenditures $31,897 $29,568 $32,024 $54,509 $22,485 70.2%

54.5K
Budgeted Expenditures Table by Expense Type
Successor Agency Dissolution Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 205 Page 2704 of 3451 Warehouse Budget Detail
What do we do?
The Warehouse Services Program provides for a centralized inventory and warehouse operations, storage, shipping, receiving, and distribution operations for inventory items, file archives, surplus material, and housing of supplies and equipment requiring temporary storage.

Goals & Objectives
What did we do in Fiscal Year 2026?
Closely monitored Warehouse inventory and ensured adequate inventory supply levels were maintained to support Citywide operations.

Reviewed minimum and maximum required quantities throughout the warehouse to ensure stock is available when needed, without carrying an excessive number of parts.

What do we plan to do in Fiscal Year 2027?
Continue to closely monitor Warehouse inventory to ensure adequate inventory supply levels are maintained to support the City as a whole.

Continue to fine tune warehouse reporting to allow staff to more efficiently source products using "just in time" (JIT) ordering.

Expand storage capacity of facility more efficiently to generate increased storage options.

Continue to optimize visual information for all items found on NexGen. Update pictures and information currently not available on all items.

Warehouse Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 206 Page 2705 of 3451 Warehouse
Budgeted Expenditures, by Expense Type
Personnel Services $246,862 90.7%
Materials And Supplies $23,805 8.8%
Utilities $1,365 0.5%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $216,732 $228,141 $233,173 $246,862 $13,689 5.9% Materials And Supplies -$13,529 -$20,315 $26,858 $23,805 -$3,053 -11.4% Utilities $999 $1,405 $1,225 $1,365 $140 11.4%
Depreciation $12,433 - - - - -
Total Expenditures $216,635 $209,232 $261,256 $272,032 $10,776 4.1% 272K
Budgeted Expenditures Table by Expense Type
Warehouse Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 207 Page 2706 of 3451 Fire
Brian Young (Fire Chief)
The mission of the Corona Fire Department is to prevent or minimize the loss of life, damage to the environment, and loss of property from the adverse effects of fire, medical emergencies, and hazardous conditions.

What do we do?
Within the Public Safety and Emergency Response service area, the Fire Department provides a variety of services.

Through effective emergency operations, the Corona Fire Department strives to be a professional and compassionate organization that sets the standard for excellence through our service, dedication, and commitment to the community.

Fire
City of Corona | Fiscal Year 2027 Proposed Budget Page 208 Page 2707 of 3451 Fire Organizational Chart
Fire
City of Corona | Fiscal Year 2027 Proposed Budget Page 209 Page 2708 of 3451 Fire
Budgeted Expenditures, by Fund
General Fund $43,351,840 98.85%
Special Revenue Funds $506,533 1.15%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $33,409,110 $37,294,526 $39,824,427 $43,351,840 $3,527,413 8.9% Special Revenue Funds $4,014 $320,848 $438,099 $506,533 $68,434 15.6% Total Expenditures $33,413,124 $37,615,373 $40,262,526 $43,858,373 $3,595,847 8.9% Budgeted Expenditures, by Function
Fire Operations $38,690,001 88.2%
Fire Prevention $2,254,518 5.1%
Fire Administration $1,582,107 3.6%
Training And Safety $1,010,021 2.3%
Emergency Services $321,726 0.7%

43.9M
Budgeted Expenditures Table by Fund

43.9M
Fire
City of Corona | Fiscal Year 2027 Proposed Budget Page 210 Page 2709 of 3451 Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Training And Safety $1,073,219 $1,074,946 $1,026,066 $1,010,021 -$16,045 -1.6% Emergency Services $538,229 $666,389 $278,292 $321,726 $43,435 15.6% Fire Prevention $1,454,939 $1,780,655 $2,123,759 $2,254,518 $130,759 6.2% Fire Operations $29,520,413 $32,813,132 $35,407,437 $38,690,001 $3,282,563 9.3% Fire Administration $826,323 $1,280,251 $1,426,972 $1,582,107 $155,135 10.9% Total Expenditures $33,413,124 $37,615,373 $40,262,526 $43,858,373 $3,595,847 8.9% Budgeted Expenditures Table by Function
Fire
City of Corona | Fiscal Year 2027 Proposed Budget Page 211 Page 2710 of 3451 Fire Administration Budget Detail
What do we do?
The Administration Division consists of the Fire Chief, finance, and administrative support staff. The Division provides leadership, departmental oversight, planning, and policy direction. The Administration division is responsible for the overall management of the Fire Department, including fiscal management, personnel matters, labor relations, and special projects. Additionally, the Administration Division provides support services for all other Fire Department Divisions, and customer service to the public.

Goals & Objectives
What did we do in Fiscal Year 2026?
Expand Wildland Protection Agreements (WPA) with stakeholders.

Formalize the long-term sustainability/replacement funding for fire apparatus.

Embrace new technologies to improve response times and operational efficiency.

Begin the Accreditation process for the agency.

Expand Virtual Reality(VR) platforms for training and community education.

Engaged in the planning process for enhancements to Fire Station 2.

What do we plan to do in Fiscal Year 2027?
Formalize the asset replacement plan using PSTrax.

Maintain strong fiscal stewardship through long-term financial planning, grant development, and revenue optimization strategies.

Enhance data-driven decision-making through improved analytics, reporting tools, and performance metrics.

Launch a department-wide performance dashboard.

Support planning, design, and potential construction phases related to Fire Station 2 improvements.

Expand HEARTSafe Corona initiatives, including CPR training, AED deployment, and community outreach partnerships.

Continue organizational culture initiatives to support a high-performing, resilient workforce.

Fire Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 212 Page 2711 of 3451 Fire Administration
Budgeted Expenditures, by Expense Type
Personnel Services $1,509,663 95.4%
Utilities $42,365 2.7%
Materials And Supplies $28,279 1.8%
Contractual $1,800 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $781,820 $1,244,469 $1,396,801 $1,509,663 $112,862 8.1% Materials And Supplies $43,885 $33,571 $28,371 $28,279 -$92 -0.3% Utilities $9 $60 - $42,365 $42,365 -
Contractual $610 $2,150 $1,800 $1,800 - -
Total Expenditures $826,323 $1,280,251 $1,426,972 $1,582,107 $155,135 10.9%

1.58M
Budgeted Expenditures Table by Expense Type
Fire Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 213 Page 2712 of 3451 Emergency Services Budget Detail
What do we do?
Emergency Services, commonly referred to as Emergency Management, is charged with reducing community vulnerability to hazards and improving the capability to cope with disasters. Emergency Management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other human-made disasters. This is achieved by implementing the four phases of Emergency management (Mitigation, Planning, Response, Recovery). This includes the development and implementation of Emergency Plans, the training and exercising of city staff to these plans, and ensuring the overall readiness of the City Emergency Operation Center (EOC). The division coordinates with County, State, and Federal partners to secure financial reimbursement for damages incurred during a disaster. Additionally, the Emergency Manager seeks, applies for, and manages numerous State and Federal grants. The division also oversees the Community Emergency Response Team (CERT) training program.

Goals & Objectives
What did we do in Fiscal Year 2026?
Delivered multiple CERT programs and academies (Teen CERT, Adult CERT, and Spanish CERT), graduating over 250 participants across schools and the community.

Expanded preparedness training for Access and Functional Needs populations, including Ability Counts and Independent Options staff.

Provided community and faith-based preparedness training, including LDS Church and other partner organizations.

Supported and updated Emergency Operations Plans (EOPs) for partner organizations while initiating the City’s 2026–2031 EOP update.

Completed adoption of the 2023–2028 Local Hazard Mitigation Plan (LHMP) and initiated planning for the next update cycle.

Conducted citywide training and exercises, including a full-scale evacuation drill (with AAR), Alert & Warning TTX, and Great ShakeOut participation.

Delivered internal readiness training, including Floor Warden training and Emergency Operations Center (EOC) training and upgrades (JIC and Dispatch integration).

Supported real-world incident response, including the Green River Fire and Care & Reception Center operations.

Strengthened regional coordination, serving as Evaluator/Controller for regional exercises and participating in county WebEOC training.

Secured and managed critical grant funding, including EMPG, UASI, CERT programs, and a pending $2M HMGP grant.

What do we plan to do in Fiscal Year 2027?
Complete the Emergency Operations Plan (EOP) update.

Complete the 2028–2032 LHMP.

Conduct a Call Center Functional Exercise.

Continue Teen CERT programs (Centennial, Orange Grove, Santiago).

Launch a Fall Adult CERT Hybrid Academy (English/Spanish).

Continue development of the SharePoint site for EM continuity and historical records.

Send five CERT volunteers to the National CERT Conference in Irvine (grant-funded).

Continue monthly New Employee Orientation trainings.

Develop updated Emergency Response Guide (ERG) maps for all City facilities.

Continue management of the AED program.

Conduct the citywide Great ShakeOut Exercise.

Emergency Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 214 Page 2713 of 3451 Emergency Services
Budgeted Expenditures, by Expense Type
Personnel Services $272,543 84.7%
Materials And Supplies $37,783 11.7%
Utilities $6,200 1.9%
Contractual $5,200 1.6%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $237,722 $208,153 $247,791 $272,543 $24,753 10.0% Materials And Supplies $146,516 $259,200 $21,301 $37,783 $16,482 77.4% Utilities $5,030 $4,987 $6,200 $6,200 - -
Contractual $148,960 $194,049 $3,000 $5,200 $2,200 73.3% Total Expenditures $538,229 $666,389 $278,292 $321,726 $43,435 15.6% 322K
Budgeted Expenditures Table by Expense Type
Emergency Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 215 Page 2714 of 3451 Fire Prevention Budget Detail
What do we do?
One of the core services a Fire Department must provide is to prevent conflagration and minimize fire losses. The Fire Prevention Division strives to minimize potential fire hazards through education, engineering, and enforcement. They are responsible for administering the California Fire Code, California Code of Regulation Titles 19 and 24, and nationally recognized standards and practices. These relate to compliance with fire and life safety requirements set by local, state, and federal governments and apply to both new and existing occupancies. The Prevention Division provides services in the areas of new construction inspections, state-mandated inspections, hazardous materials disclosures, life safety compliance, weed abatement, fuel modification, youth intervention, and fire investigations.

Goals & Objectives
What did we do in Fiscal Year 2026?
Adopted the 2025 California Fire Code and the new California Wildland-Urban Interface (CWUI) Code.

Completed the XyloPlan wildfire modeling project, including integration of fuel modification and mitigation planning layers to assist in identifying and prioritizing wildfire mitigation projects.

Implemented a new business license inspection program through the adoption of a local ordinance.

Adopted the 2025 Fire Hazard Severity Zone (FHSZ) maps by ordinance, including Moderate, High, and Very High Fire Hazard Severity Zones within the Local Responsibility Area.

Completed the in-person CUPA Participating Agency (PA) audit for the City’s Hazardous Materials Release Response Plans and Inventories (Hazardous Materials Business Plan – HMBP).

What do we plan to do in Fiscal Year 2027?
Utilize the completed XyloPlan data and modeling tools to prioritize wildfire mitigation projects and pursue grant and funding opportunities.

Transition and onboard a new Fire Marshal while maintaining continuity of Division operations and programs.

Complete the update to the City’s 2021 Community Wildfire Protection Plan (CWPP) and establish prioritized mitigation projects.

Complete the update to the Sierra Del Oro Fuel Modification Plan.

Evaluate and implement Zone 0 requirements based on guidance and findings issued by the California Board of Forestry and Fire Protection.

Convert the existing Office Assistant position to a Permit Technician classification to support higher-level permitting, plan review coordination, and customer service functions.

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Reclassify Fire Prevention Office Assistant to Fire Prevention Permit Technician (4,836) Total $ (4,836)
Fire Prevention Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 216 Page 2715 of 3451 Fire Prevention
Budgeted Expenditures, by Expense Type
Personnel Services $2,081,038 92.3%
Materials And Supplies $118,480 5.3%
Contractual $55,000 2.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,316,502 $1,641,509 $1,937,952 $2,081,038 $143,086 7.4% Materials And Supplies $96,331 $107,121 $124,883 $118,480 -$6,403 -5.1% Utilities $4,026 $5,430 $5,924 - -$5,924 -100.0%
Contractual $38,081 $26,595 $55,000 $55,000 - -
Total Expenditures $1,454,939 $1,780,655 $2,123,759 $2,254,518 $130,759 6.2%

2.25M
Budgeted Expenditures Table by Expense Type
Fire Prevention Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 217 Page 2716 of 3451 Fire Operations and Suppression Budget Detail
What do we do?
Fire Operations and Suppression personnel safeguard Corona citizens and visitors with well-trained and equipped professional firefighters. The Operations section responds to all hazards of emergencies that threaten life, property, or the environment. A daily total of 33 firefighters provides a constant state of readiness from seven fire stations 24/7.

These firefighters provide Advanced and Basic Life Support at medical emergencies, extinguish fires, participate in search and rescue operations, respond to catastrophic events, and ensure the City's readiness to respond to and recover from extraordinary emergencies and disasters that impact the City of Corona. Specialized teams include Hazardous Materials Response, Swift Water Rescue, Rope Rescue, Auto Extrication, Multiple Casualty Response, Tactical Response, and Confined Space Rescue. Operations personnel also conduct fire inspections of existing occupancies. The Operations Division also participates in the Statewide Master Mutual Aid Agreement and responds to emergencies under contractual and automatic aid agreements with surrounding communities.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued replacement of end-of-life light-duty vehicles and fire apparatus.

Continue to create a sustainable blood supply to support the program.

Implement a new digital CAD integrated building pre-plan program.

Upgrade all portable and mobile radios to PSEC capable devices.

Add a 24-hour Safety Officer / Public Information Officer and drone response.

Maintained a high operational tempo, responding to increasing call volumes while sustaining service levels across all risk types.

Consistently supported the statewide response to significant emergency incidents What do we plan to do in Fiscal Year 2027?
Transition to the PSEC radio system for all radio communications.

Transition to a state-of-the-art Computer Aided Dispatch program.

Establish a Rapid Emergency Medical Services (REMS) module.

Expand EMS system innovation, including continued evaluation of emerging pre-hospital care technologies and programs.

Expand support of the California Office of Emergency Service (CALOES) aid system.

Research the feasibility of establishing a wildland fuels crew.

Fire Operations and Suppression Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 218 Page 2717 of 3451 Fire Operations and Suppression
Budgeted Expenditures, by Expense Type
Personnel Services $35,335,715 91.3%
Materials And Supplies $2,991,938 7.7%
Contractual $362,348 0.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $26,558,417 $30,113,479 $32,423,613 $35,335,715 $2,912,101 9.0% Materials And Supplies $2,563,741 $2,350,230 $2,468,035 $2,991,938 $523,903 21.2% Utilities $17,447 $15,966 $36,441 - -$36,441 -100.0%
Contractual $380,809 $333,457 $479,348 $362,348 -$117,000 -24.4% Total Expenditures $29,520,413 $32,813,132 $35,407,437 $38,690,001 $3,282,563 9.3%

38.7M
Budgeted Expenditures Table, by Expense Type
Fire Operations and Suppression Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 219 Page 2718 of 3451 Training and Safety Budget Detail
What do we do?
The Training and Safety Division is responsible for maintaining all applicable certification and licensing records, course and instructor development, maintaining and updating training materials, administering skills testing and instruction, developing health and safety programs, monitoring safety trends, and implementing programs to reduce risk. In addition to standard performance drills, each firefighter completes well over 240 hours of annual training. Areas of training include fire suppression, ladder technique and safety, wildland firefighting, auto extrication, emergency medical services, hazardous materials, swift water rescue, trench rescue, active shooter triage, and fire ground survival.

Corona Firefighters collaboratively train with other departments to address agency protocols, inter-agency communication, mutual/automatic aid agreements, operational plans, and unified command. Fire Training also works with statewide organizations tasked with supporting recruitment endeavors through standardized testing, validation, and eligibility lists.

Goals & Objectives
What did we do in Fiscal Year 2026?
Implemented a live fire training simulator to enhance realism and improve hands-on training capabilities.

Delivered consistent, department-wide training across key operational areas, including live fire, structural firefighting, ventilation, wildland incidents, and lithium-ion battery response.

Conducted quarterly training in technical rescue and hazardous materials, and expanded competency through department-wide UTV operations training.

Completed two firefighter academies and facilitated training and promotional testing processes for Firefighter Paramedics, Fire Apparatus Engineers, and Battalion Chiefs.

What do we plan to do in Fiscal Year 2027?
Rehab the training grounds asphalt and concrete around the live fire training simulator.

Conduct recurring, department-wide multi-company training evolutions to reinforce operational readiness, core competencies, and fire ground safety.

Expand and deliver focused instruction within all special operations disciplines to strengthen capability, coordination, and safe execution of all-hazard incidents.

Facilitate comprehensive onboarding and position-specific training for newly hired and promoted personnel across all ranks, ensuring proficiency and standardization.

Sustain a structured training framework that supports continuous skill development, operational consistency, and organizational preparedness.

Training and Safety Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 220 Page 2719 of 3451 Training and Safety
Budgeted Expenditures, by Expense Type
Personnel Services $770,533 76.3%
Materials And Supplies $148,488 14.7%
Contractual $91,000 9.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $901,858 $829,138 $787,771 $770,533 -$17,238 -2.2% Materials And Supplies $130,086 $156,049 $147,295 $148,488 $1,193 0.8% Utilities $923 $346 - - - -
Contractual $40,352 $89,413 $91,000 $91,000 - -
Total Expenditures $1,073,219 $1,074,946 $1,026,066 $1,010,021 -$16,045 -1.6%

1.01M
Budgeted Expenditures Table by Expense Type
Training and Safety Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 221 Page 2720 of 3451 General Government/Debt Service
The purpose of the General Government budget is to provide a means for allocating resources for specific items that are of benefit to multiple departments and require special planning, implementation, and monitoring.

What do we do?
General Government and General City Responsibility relate to city obligations that are not readily assignable to a single department. It also refers to costs which may provide a benefit to multiple departments and programs. General City Responsibility also relates to the cost of utilities to service city buildings (such as natural gas, electricity and water).

General Government/Debt Service
Budgeted Expenditures, by Fund
General Fund $62,729,243 87.07%
Agency Funds $7,408,240 10.28%
Successor Agency Funds $936,479 1.30%
Enterprise Funds $622,766 0.86%
Internal Service Funds $164,160 0.23%
Capital Projects Funds $155,829 0.22%
Special Revenue Funds $28,028 0.04%
Category
FY 2026
Estimated
FY 2026 Adopted FY 2027 Budgeted
FY 2026 Adopted
vs. FY 2027
Budgeted (%
Change)
General Fund - $60,115,421.00 $62,729,242.83 4.35%
Agency Funds - $7,460,967.16 $7,408,240.00 -0.71%
Special Revenue Funds - $26,296.00 $28,028.00 6.59%
Successor Agency Funds - $1,270,718.00 $936,479.00 -26.30% Capital Projects Funds - $146,202.00 $155,829.00 6.58%
Enterprise Funds - $686,309.00 $622,766.00 -9.26%
Internal Service Funds - $182,509.33 $164,160.00 -10.05% Total Expenditures - $69,888,422.49 $72,044,744.83 3.09% 72M
Budgeted Expenditures Table by Fund
General Government/Debt Service
City of Corona | Fiscal Year 2027 Proposed Budget Page 222 Page 2721 of 3451 Budgeted Expenditures, by Function
Debt Service $35,275,430 49.0%
General Government $31,613,077 43.9%
General Government Utilities $5,156,238 7.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Debt Service $38,054,515 $39,308,309 $33,861,168 $35,275,430 $1,414,261 4.2% General Government $23,470,150 $28,199,514 $31,479,977 $31,613,077 $133,100 0.4% General Government Utilities $3,887,897 $4,229,869 $4,547,277 $5,156,238 $608,961 13.4% Total Expenditures $65,412,563 $71,737,692 $69,888,422 $72,044,745 $2,156,322 3.1% 72M
Budgeted Expenditures Table by Function
General Government/Debt Service
City of Corona | Fiscal Year 2027 Proposed Budget Page 223 Page 2722 of 3451 Debt Service Budget Detail
What do we do?
The City's annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cash funding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable).

The City is required to pay debt service in accordance to bond covenants and indentures, which generally, may "pledge" City revenue (and its "full faith and credit") to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

Non-City debt service refers to debt service in which the City merely acts as an agent/trustee. In the City of Corona, this situation arises from special taxes levied on property within, for example, a community facilities district, which is then collected by the City to pay debt service. The City has the obligation to pay debt service, even in the event of a delinquency (by a property owner).

Debt Service
Budgeted Expenditures, by Expense Type
Materials And Supplies $35,179,157 99.7%
Contractual $96,273 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $37,942,886 $38,638,057 $33,757,701 $35,179,157 $1,421,455 4.2% Contractual $111,630 $670,252 $103,467 $96,273 -$7,194 -7.0% Total Expenditures $38,054,515 $39,308,309 $33,861,168 $35,275,430 $1,414,261 4.2%

35.3M
Budgeted Expenditures Table by Expense Type
Debt Service Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 224 Page 2723 of 3451 General Government Budget Detail
What do we do?
Citywide shared costs relate to items which provide a benefit to multiple departments and programs, such as citywide credit card transaction/processing fees, insurance premiums, and the General Fund's share of internal service charges for the information technology and warehouse functions.

One shared cost is the City's obligation to pay certain other post-employment benefits to retirees (OPEB), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers' Retiree Benefit Trust (CERBT) Program in March 2008. The current fiscal policy is to fund the annual required contribution (ARC). The ARC is an actuarially-determined annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay. OPEB is categorized as a personnel cost.

General Government
Budgeted Expenditures, by Expense Type
Materials And Supplies $18,449,368 58.4%
Personnel Services $11,583,269 36.6%
Contractual $1,580,440 5.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $7,556,676 $10,232,559 $11,351,336 $11,583,269 $231,933 2.0% Materials And Supplies $14,727,921 $16,990,962 $18,545,212 $18,449,368 -$95,844 -0.5% Utilities $7,691 - - - - -
Contractual $1,177,862 $975,993 $1,583,429 $1,580,440 -$2,989 -0.2% Total Expenditures $23,470,150 $28,199,514 $31,479,977 $31,613,077 $133,100 0.4%

31.6M
Budgeted Expenditures Table by Expense Type
General Government Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 225 Page 2724 of 3451 General Government Utilities Budget Detail
What do we do?
This relates to the cost of utilities to service city buildings (such as natural gas, electricity, and water).

General Government Utilities
Budgeted Expenditures, by Expense Type
Utilities $5,156,238 100.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Utilities $3,887,897 $4,229,869 $4,547,277 $5,156,238 $608,961 13.4% Total Expenditures $3,887,897 $4,229,869 $4,547,277 $5,156,238 $608,961 13.4%

5.16M
Budgeted Expenditures Table by Expense Type
General Government Utilities Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 226 Page 2725 of 3451 Human Resources
Lori Sassoon (Chief Talent Officer)
The Human Resources Department is committed to the development of sound personnel management policies.

It is responsible for providing human resources based services and facilitating growth in the City. In addition, it strives to develop and maintain high quality personnel resources to manage the City's operations with integrity.

What do we do?
Human Resources is responsible for the management of human resources and employee safety programs. We partner with City departments to hire, compensate, train, support and create a workforce dedicated to delivering high quality services, which makes Corona a special place to live, work, and thrive.

Human Resources
City of Corona | Fiscal Year 2027 Proposed Budget Page 227 Page 2726 of 3451 Human Resources Organizational Chart
Human Resources
City of Corona | Fiscal Year 2027 Proposed Budget Page 228 Page 2727 of 3451 Human Resources
Budgeted Expenditures, by Fund
General Fund $3,403,133 100.00%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $2,669,495 $2,711,668 $3,225,556 $3,403,133 $177,577 5.5% Total Expenditures $2,669,495 $2,711,668 $3,225,556 $3,403,133 $177,577 5.5% Budgeted Expenditures, by Function
Human Resources $2,729,233 80.2%
Safety And Training $673,900 19.8%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Human Resources $2,160,070 $2,275,467 $2,567,182 $2,729,233 $162,052 6.3% Safety And Training $509,425 $436,201 $658,375 $673,900 $15,525 2.4% Total Expenditures $2,669,495 $2,711,668 $3,225,556 $3,403,133 $177,577 5.5%

3.4M
Budgeted Expenditures Table by Fund

3.4M
Budgeted Expenditures Table by Function
Human Resources
City of Corona | Fiscal Year 2027 Proposed Budget Page 229 Page 2728 of 3451 Human Resources Budget Detail
What do we do?
The Human Resources (HR) function supports the City’s Strategic Goal of a High Performing Government by supporting and developing the City’s workforce in partnership with all other city departments. To do this, HR monitors and evaluates current City programs and policies, and develops and enhances new or existing programs to achieve organizational goals. Additionally, the program ensures legal compliance in all facets of human resources management.

HR oversees recruitment and selection procedures to help build and maintain a high-quality workforce and sustain a high-performing organization; ensures that all phases of recruitment and selection comply with applicable federal, state, and local laws, regulations, and guidelines; conducts background checks to determine applicant suitability for City employment and volunteers; negotiates final salary and discuss benefit plans and options with potential new hires; oversees procedures, forms, and onboarding services for all departments; and administers New Hire Orientation.

In the area of benefits, the Department provides information and assistance to all staff including medical, dental, vision, deferred compensation accounts, CalPERS retirement, flexible spending accounts and Employee Assistance Programs. Additionally, HR coordinates compliance with disability laws; is responsible for centralized administration and maintenance of City staff benefits transactions and employee file data; implements the provisions of the Affordable Care Act and monitors ongoing legal compliance requirements; provides service to employees nearing retirement and to all City retirees. HR also administers retiree health benefits, including health & Medicare reimbursement, COBRA, and flexible benefit elections; administers the tuition reimbursement and computer loan programs; provides Disability Interactive Process for non-industrial injuries & coordinates compliance with disability laws.

With regard to classification and compensation, HR administers the City's classification plan and compensation system; conducts and implements classification, reclassification, and organizational studies; research, analyzes, audits, and participates in the maintenance of the City's classification plans; and works with Finance to oversee the City's Position Library and Compensation Plan.

In the area of Employee/Labor Relations, HR provides coaching and guidance to management and supervisors in performance management, discipline and dismissal, and complaint/grievance processing; mediates/negotiates resolution of complaints between management and employees; and provides MOU and Resolution interruption to management, staff, and associations. HR also administers the City's Family Medical Leave, California Family Rights Act, California Pregnancy Disability Leave, and other leaves covered by City policy to ensure compliance with State and Federal Law.

Organizational Development is another key function housed in Human Resources. In collaboration with the City Manager’s Office, HR focuses on skill development for employees across the organization, facilitating training opportunities, building employee engagement, and supporting the City’s organizational culture.

Human Resources Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 230 Page 2729 of 3451 Goals & Objectives
What did we do in Fiscal Year 2026?
Continued the multi-year project to implement Work Day as the new ERP system in collaboration with Finance and IT, to replace the City’s legacy OneSolution system. During this effort, the Department maintained its time to hire goals despite the intense time demands of the Work Day project.

Processed through a request from a group of Utilities Department employees to form their own separate bargaining group, the new Corona Utilities Employee Association (CUEA), and began contract negotiations with the new association.

Conducted the annual employee engagement survey, gathering valuable insights to enhance employee satisfaction and organizational performance, and increasing the employee participation rate from 49% in 2024 to 66% in 2025.

Continued work on updating the Administrative Policy Library, ensuring policies are current and aligned with legal requirements and best practices, and implementing needed policies where none had previously been created.

Continued enhancing the Employee Wellness Program, promoting employee well-being, and fostering a healthy work-life balance.

Implemented a regular calendar of professional development opportunities for employees citywide, capitalizing on webinar opportunities to deliver cost-effective training to larger numbers of team members. The Department also began planning for the launch of Corona University, the City’s comprehensive staff development program for all employees.

Emphasized professional development for the entire staff by making professional human resources training available through attendance at conferences, webinars, and other events throughout the year.

What do we plan to do in Fiscal Year 2027?
Continue implementation and successfully go live with new Work Day ERP system in late Spring 2026, to include workforce development, performance management, training, absence management, position management, and payroll. Once live, employees will be able to complete most common tasks via the Work Day mobile app.

Complete the update to the Administrative Policy Library, combining all policies into a singular Policy Manual that also includes the City’s Personnel Rules.

Continue to create and facilitate professional growth workshops, including the launch of Corona University.

Expand the use of survey tools to measure employee engagement in real time, and respond to trends with appropriate communication, training, and other tools.

Human Resources Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 231 Page 2730 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
Compensation Survey for 2027 Labor Negotiations 23,000
Total $ 23,000
Human Resources
Budgeted Expenditures, by Expense Type
Personnel Services $2,219,933 81.3%
Contractual $353,000 12.9%
Materials And Supplies $156,300 5.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,756,533 $1,829,233 $2,034,782 $2,219,933 $185,152 9.1% Materials And Supplies $183,061 $142,981 $192,400 $156,300 -$36,100 -18.8% Utilities $630 $428 - - - -
Contractual $219,846 $302,825 $340,000 $353,000 $13,000 3.8% Total Expenditures $2,160,070 $2,275,467 $2,567,182 $2,729,233 $162,052 6.3%

2.73M
Budgeted Expenditures Table by Expense Type
Human Resources Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 232 Page 2731 of 3451 Safety and Training Budget Detail
What do we do?
The mission of the Safety Division is to develop, maintain, and promote policies, procedures and programs necessary to maintain a safe and healthy environment for staff and visitors of the City of Corona. To accomplish this mission, the Safety Division oversees and implements a citywide comprehensive safety program that includes developing and coordinating safety training and ensuring employees are compliant with required instructor-led and web-based trainings; ensures accurate tracking and recordkeeping of all safety driven trainings via our Learning Management System (LMS); oversees high risk safety programs such as Aerosol Transmissible Diseases, Respiratory Protection Program, Hearing Conservation, Lead Surveillance, Heat Illness, Confined Space, and Lock Out/Tag Out; conducts Environmental Health and Safety (EHS) audits in collaboration with Supervisors, Job Safety Analyses (JSA) to identify new and existing hazards, and accident, incident, and complaint investigations. The Safety Division also coordinates safety programs such as safety footwear, vaccinations, DOT Commercial Driver Program, and ergonomics.

Goals & Objectives
What did we do in Fiscal Year 2026?
Developed and/or updated three critical written safety programs and procedures- Workplace Violence Prevention Program (Annual Update), Indoor/Outdoor Heat Illness Program, and Hazard Communication.

Developed a citywide Supervisor Safety Training course for all supervisory staff to continue our efforts in promoting a proactive safety culture in each Department.

Utilized the citywide digital Enterprise Health and Safety System to develop a dashboard to track citywide injury trends and leading and lagging safety data to help drive performance and continuous improvement.

Developed and implemented a digital safety inspection reporting process to increase efficiency, improve data accuracy and enhance safety compliance through real-time reporting.

Collaborated with departments and performed a chemical inventory and safety data sheet audit to ensure regulatory compliance, protect employee health and prevent accidents.

What do we plan to do in Fiscal Year 2027?
Develop and/or update three critical written safety programs and procedures (Commercial Driver DOT Program, Aerosol Transmissible Diseases/Zoonotics, and Ergonomics).

Continue to customize and facilitate in-house online and in-person safety training that provides more effective and specific training that is applicable to City employees.

Continue to perform Job Safety Analysis (JSAs) in collaboration with departments to identify new and existing hazards.

Partner with local universities and implement a Safety Internship Program to provide the Safety Division with highly motivated talent to help improve workplace safety, reduce risk, and update safety procedures with fresh academic knowledge.

Implement a Chemical Inventory and Safety Data Sheet digital storage platform to our existing Enterprise Health and Safety System to ensure employees have accurate, accessible and up-to-date chemical hazard information.

Safety and Training Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 233 Page 2732 of 3451 Safety and Training
Budgeted Expenditures, by Expense Type
Personnel Services $431,585 64.0%
Materials And Supplies $141,815 21.0%
Contractual $100,000 14.8%
Utilities $500 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $240,808 $327,175 $396,805 $431,585 $34,780 8.8% Materials And Supplies $199,518 $88,183 $144,470 $141,815 -$2,655 -1.8% Utilities $498 $411 $500 $500 - -
Contractual $68,601 $20,432 $116,600 $100,000 -$16,600 -14.2% Total Expenditures $509,425 $436,201 $658,375 $673,900 $15,525 2.4% 674K
Budgeted Expenditures Table by Expense Type
Safety and Training Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 234 Page 2733 of 3451 Information Technology
Chris McMasters (Chief Information Officer)
The mission of the Information Technology Department is to serve the City and its citizens by providing the technical framework, strategic vision and forward-thinking technological solutions to facilitate better outcomes through technology.

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

Information Technology
City of Corona | Fiscal Year 2027 Proposed Budget Page 235 Page 2734 of 3451 Information Technology
City of Corona | Fiscal Year 2027 Proposed Budget Page 236 Page 2735 of 3451 Information Technology Organizational Chart
Information Technology
City of Corona | Fiscal Year 2027 Proposed Budget Page 237 Page 2736 of 3451 Information Technology
Budgeted Expenditures, by Fund
Internal Service Funds $18,155,773 95.75%
General Fund $806,352 4.25%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $725,037 $758,831 $760,962 $806,352 $45,389 6.0% Internal Service Funds $16,102,797 $16,976,614 $16,906,194 $18,155,773 $1,249,579 7.4% Total Expenditures $16,827,834 $17,735,445 $17,667,157 $18,962,125 $1,294,968 7.3% 19M
Budgeted Expenditures Table by Fund
Information Technology
City of Corona | Fiscal Year 2027 Proposed Budget Page 238 Page 2737 of 3451 Budgeted Expenditures, by Function
Info Tech-Contracts/Renewals $10,840,837 57.2%
Info Tech-Administration $6,569,177 34.6%
Info Tech-Mobile Data Computer $968,804 5.1%
Info Tech-GIS $427,975 2.3%
Info Tech-Tablets $83,800 0.4%
Info Tech-Radio/Comm $71,532 0.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Info Tech-Administration $5,600,868 $5,990,423 $5,977,824 $6,569,177 $591,353 9.9% Info Tech-Projects $71,564 $87,127 $57,005 - -$57,005 -100.0% Info Tech-GIS $211,252 $162,608 $394,000 $427,975 $33,975 8.6% Info TechContracts/Renewals
$10,078,263 $10,579,170 $9,998,629 $10,840,837 $842,208 8.4% Info Tech-Mobile Data
Computer
$804,212 $850,841 $1,084,367 $968,804 -$115,563 -10.7%
Info Tech-Radio/Comm $19,765 $35,807 $71,532 $71,532 - - Info Tech-Tablets $41,909 $29,470 $83,800 $83,800 - -
Total Expenditures $16,827,834 $17,735,445 $17,667,157 $18,962,125 $1,294,968 7.3% 19M
Budgeted Expenditures Table by Function
Information Technology
City of Corona | Fiscal Year 2027 Proposed Budget Page 239 Page 2738 of 3451 Information Technology Administration Budget Detail
What do we do?
Information Technology Administration and Operations include support of departmental personnel, employee training, office equipment, cybersecurity, emergency communications systems, broadcasting, computer equipment, and software.

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

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

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

What do we plan to do in Fiscal Year 2027?
Continue piloting and deploying new projects and technologies, including AI.

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

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Application Analyst 116,190
1 FT ERP Administrator 132,320
Total $ 248,510
Information Technology Admin Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 240 Page 2739 of 3451 Information Technology Administration
Budgeted Expenditures, by Expense Type
Personnel Services $6,308,745 96.0%
Materials And Supplies $227,332 3.5%
Utilities $29,000 0.4%
Contractual $4,100 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $86,100 - - - - -
Personnel Services $5,179,907 $5,634,646 $5,734,061 $6,308,745 $574,684 10.0% Materials And Supplies $266,106 $277,796 $211,213 $227,332 $16,119 7.6% Utilities $34,551 $28,900 $29,550 $29,000 -$550 -1.9%
Contractual $3,336 $1,474 $3,000 $4,100 $1,100 36.7%
Depreciation $30,869 $47,607 - - - -
Total Expenditures $5,600,868 $5,990,423 $5,977,824 $6,569,177 $591,353 9.9%

6.57M
Budgeted Expenditures Table by Expense Type
Information Technology Admin Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 241 Page 2740 of 3451 Contracts/Renewals Budget Detail
What do we do?
Recurring costs include software/hardware licensing, maintenance, and support. These costs ensure that we maintain the current versions of our software and hardware systems to provide better functionality and security.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued implementation of SD-Wan for redundancy at additional sites.

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

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

What do we plan to do in Fiscal Year 2027?
Continue implementation of SD-Wan for redundancy at additional sites.

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

Implementation of additional AI software to help augment staff and provide additional efficiencies.

Service Adjustment Change (Operating Budget)
Description Amount
Hardware/Software/IT cost for 1 FT Transit Program Specialist 2,838 Hardware/Software/IT cost for 1 FT Aquatics Assistant Coordinator 2,838 Hardware/Software/IT cost for Senior Lifeguards & Lifeguards 5,676 Hardware/Software/IT cost for 1 FT Senior Utility Service Worker 1,480 Hardware/Software/IT cost for 1 FT Utility Billing & Meter Services Supervisor 2,838 Hardware/Software/IT cost for 1 FT Utility Maintenance Superintendent 2,838 Hardware/Software/IT cost for 1 FT Utility Service Worker 1,480 Hardware/Software/IT cost for 2 FT Meter Service Technicians 5,676 Hardware/Software/IT cost for 2 FT Utility Service Worker Crew Leader/Equipment Operator 2,959 Total $ 28,623
Contracts/Renewals Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 242 Page 2741 of 3451 Contracts/Renewals
Budgeted Expenditures, by Expense Type
Contractual $8,991,059 82.9%
Materials And Supplies $1,322,994 12.2%
Utilities $526,784 4.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $981,814 $1,149,555 $1,564,586 $1,322,994 -$241,592 -15.4% Utilities $167,592 $564,016 $527,784 $526,784 -$1,000 -0.2% Contractual $6,484,921 $5,952,854 $7,906,259 $8,991,059 $1,084,800 13.7% Undefined Expenses $139,131 $148,502 - - - -
Depreciation $2,304,805 $2,764,243 - - - -
Total Expenditures $10,078,263 $10,579,170 $9,998,629 $10,840,837 $842,208 8.4%

10.8M
Budgeted Expenditures Table by Expense Type
Contracts/Renewals Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 243 Page 2742 of 3451 Geographic Information Systems Budget Detail
What do we do?
Geographic Information Systems (GIS) services include funding for the acquisition of hardware and software, data conversion, and applications development to expand the existing GIS program and provide for integration into new and existing systems, including public safety, utilities, and land development.

Goals & Objectives
What did we do in Fiscal Year 2026?
Utilized GIS consulting service to digitize utility information in preparation for the utilities network platform.

Developed a Data Governance Model/Plan to streamline data accessibility and assist in data-driven decisionmaking.

Continued with the development of a new City base map.

What do we plan to do in Fiscal Year 2027?
Continue GIS consulting service to digitize utility information in preparation for the utilities network platform.

Implementation of the Data Governance Model/Plan to streamline data accessibility and assist in data-driven decision-making.

Finalize the development of a new City base map.

Geographic Information Systems Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 244 Page 2743 of 3451 Geographic Information Systems
Budgeted Expenditures, by Expense Type
Contractual $396,975 92.8%
Materials And Supplies $29,000 6.8%
Utilities $2,000 0.5%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $16,872 $18,761 $29,000 $29,000 - - Utilities -$17 $294 $4,000 $2,000 -$2,000 -50.0%
Contractual $188,351 $143,085 $361,000 $396,975 $35,975 10.0% Undefined Expenses $6,045 $468 - - - -
Total Expenditures $211,252 $162,608 $394,000 $427,975 $33,975 8.6% 428K
Budgeted Expenditures Table by Expense Type
Geographic Information Systems Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 245 Page 2744 of 3451 Mobile Data Computer Budget Detail
What do we do?
Mobile Data Computers provide for the efficient and secure transmission of information to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2026?
Refreshed cycle for 25% of Police Mobile Data Computers (MDCs).

What do we plan to do in Fiscal Year 2027?
Refresh cycle for 25% of Police Mobile Data Computers (MDCs).

Mobile Data Computer
Budgeted Expenditures, by Expense Type
Contractual $707,328 73.0%
Materials And Supplies $164,000 16.9%
Utilities $97,476 10.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $160,247 $123,731 $163,000 $164,000 $1,000 0.6% Utilities $88,324 $98,303 $97,476 $97,476 - -
Contractual $555,641 $628,806 $823,891 $707,328 -$116,563 -14.1% Total Expenditures $804,212 $850,841 $1,084,367 $968,804 -$115,563 -10.7% 969K
Budgeted Expenditures Table by Expense Type
Mobile Data Computer Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 246 Page 2745 of 3451 Projects Budget Detail
What do we do?
The Citywide Support and Initiatives Program provides citywide technology initiative systems and funding for implementing new and innovative technology solutions.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued implementation of new access control system and Phase 3 camera deployments.

Finished the implementation of new Finance, HR, Payroll and Utility Billing System.

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

What do we plan to do in Fiscal Year 2027?
Implementation of additional optimizations and models inside Workday.

Deployment of Threefold.ai to assist in automating City services internally and to the public.

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

Projects
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $2,742 $19,266 - - - -
Utilities $7,034 $6,130 $7,005 - -$7,005 -100.0%
Contractual $61,788 $61,731 $50,000 - -$50,000 -100.0%
Total Expenditures $71,564 $87,127 $57,005 - -$57,005 -100.0% Budgeted Expenditures Table by Expense Type
Projects Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 247 Page 2746 of 3451 Radio/Communications Budget Detail
What do we do?
Radio Communications provides services to the public safety departments' radio, wireless, and communications networks.

Goals & Objectives
What did we do in Fiscal Year 2026?
Migration of legacy VHF radio system to PSEC for the Fire Department.

What do we plan to do in Fiscal Year 2027?
Implementation of additional redundancy of communications at additional sites.

Radio/Communications
Budgeted Expenditures, by Expense Type
Contractual $36,500 51.0%
Materials And Supplies $28,832 40.3%
Utilities $6,200 8.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $14,275 $10,588 $28,832 $28,832 - - Utilities $4,120 $5,726 $6,200 $6,200 - -
Contractual $1,370 $19,493 $36,500 $36,500 - -
Total Expenditures $19,765 $35,807 $71,532 $71,532 - -

71.5K
Budgeted Expenditures Table by Expense Type
Radio/Communications Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 248 Page 2747 of 3451 Tablets Budget Detail
What do we do?
Tablets provide efficient and secure information transmission to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2026?
Refresh 25% of the existing Fire Department Mobile Tablets.

What do we plan to do in Fiscal Year 2027?
Refresh 25% of the existing Fire Department Mobile Tablets.

Tablets
Budgeted Expenditures, by Expense Type
Utilities $50,736 60.5%
Materials And Supplies $30,500 36.4%
Contractual $2,564 3.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $31,463 $1,516 $30,500 $30,500 - - Utilities $10,446 $27,954 $50,736 $50,736 - -
Contractual - - $2,564 $2,564 - -
Total Expenditures $41,909 $29,470 $83,800 $83,800 - -

83.8K
Budgeted Expenditures Table by Expense Type
Tablets Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 249 Page 2748 of 3451 Legal & Risk Management
Dean Derleth (City Attorney/Legal & Risk Management Director) The mission of the Legal & Risk Management Department is to provide the City Council and City officers, boards, commissions, committees, and employees with high quality, effective, and efficient legal counsel, risk assessment, liability management, and workers' compensation services, while pursuing City goals, protecting City resources, and thereby safeguarding the interests of the Corona community.

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

Legal & Risk Management
City of Corona | Fiscal Year 2027 Proposed Budget Page 250 Page 2749 of 3451 Legal & Risk Management Organizational Chart
Legal & Risk Management
City of Corona | Fiscal Year 2027 Proposed Budget Page 251 Page 2750 of 3451 Legal & Risk Management
Budgeted Expenditures, by Fund
Internal Service Funds $10,922,545 80.22%
General Fund $2,693,607 19.78%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $2,057,339 $2,066,235 $2,701,159 $2,693,607 -$7,553 -0.3% Internal Service Funds $11,228,869 $11,069,818 $10,706,314 $10,922,545 $216,231 2.0% Total Expenditures $13,286,208 $13,136,054 $13,407,474 $13,616,152 $208,678 1.6% Budgeted Expenditures, by Function
Risk Management $11,479,304 84.3%
City Attorney $2,136,847 15.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
City Attorney $1,600,589 $1,584,764 $2,173,751 $2,136,847 -$36,904 -1.7% Risk Management $11,685,619 $11,551,289 $11,233,722 $11,479,304 $245,582 2.2% Total Expenditures $13,286,208 $13,136,054 $13,407,474 $13,616,152 $208,678 1.6%

13.6M
Budgeted Expenditures Table by Fund

13.6M
Budgeted Expenditures Table by Function
Legal & Risk Management
City of Corona | Fiscal Year 2027 Proposed Budget Page 252 Page 2751 of 3451 City Attorney's Office Budget Detail
What do we do?
The City Attorney's Office represents and advises the City Council, as well as all other City officers, boards, commissions, committees and employees, on legal matters pertaining to their City offices and employment, to the extent required or allowed by law and as otherwise directed by the City Council. The office also oversees City representation by outside attorneys in some situations, including workers' compensation matters.

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

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued to deliver cost-savings and greater service, including expanded and more direct access to the legal team for officials and staff, and worked on well over 200 projects throughout the City.

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

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

Continued to strategize and assist the Economic Development and Management Services staff with multiple acquisitions in the North Mall and South Mall (aka “The Hub”) to facilitate the City’s Downtown revitalization efforts.

Assisted staff with contract drafting and project implementation issues for the new City Park project.

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

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

Worked with City Council and Management Services Department in adopting and implementing the new mobile home rent stabilization ordinance.

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

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

Successfully handled more than 20 litigated matters, including obtaining judgments or dismissals for a waiver of costs in several cases. We achieved those and other favorable outcomes by continuing our aggressive yet strategic approach to litigation. We also continue to work with Risk Management to successfully head off and significantly mitigate the City’s financial exposure to liability and worker’s compensation claims.

City Attorney's Office Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 253 Page 2752 of 3451 What do we plan to do in Fiscal Year 2027?
Continue to work with Council and staff to implement Strategic Plan priorities – the City’s priorities are our priorities.

Provide continuous evaluation of cost-saving measures.

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

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

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

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

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

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

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

Continue to work on the ongoing major projects from FY26, including the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services, the Corona Mall Project, WRF #3 Sewer Lift Station Project, the McKinley Grade Separation Project and the Rent Stabilization Ordinance.

City Attorney's Office
Budgeted Expenditures, by Expense Type
Personnel Services $1,904,419 89.1%
Contractual $220,328 10.3%
Materials And Supplies $9,880 0.5%
Utilities $2,220 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,361,782 $1,470,273 $1,924,246 $1,904,419 -$19,827 -1.0% Materials And Supplies $4,999 $4,758 $14,235 $9,880 -$4,355 -30.6% Utilities $1,484 $1,710 $2,220 $2,220 - -
Contractual $232,324 $108,023 $233,050 $220,328 -$12,722 -5.5% Total Expenditures $1,600,589 $1,584,764 $2,173,751 $2,136,847 -$36,904 -1.7%

2.14M
Budgeted Expenditures Table by Expense Type
City Attorney's Office Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 254 Page 2753 of 3451 Risk Management Budget Detail
What do we do?
The Risk Management Division works closely with the City Attorney's Office to oversee and manage the City's Workers' Compensation Program and the City's Liability, Subrogation & Insurance Program.

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

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

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

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

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

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

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

Favorably settled 26 Workers’ Compensation cases by Stipulated Award.

Received, processed, and opened 76 new claims.

Closed out 66 Workers’ Compensation Claims.

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

Liability, Subrogation & Insurance Program
Reviewed and processed at least 99 new liability claims and closed approximately 93 liability claims (through approximately April 2026).

Billed approximately $122,141 for subrogation efforts, collected approximately $80,269, and entered into 4 new payment agreement, totaling $40,688 (through approximately April 2026).

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

Worked with Information Technology and Finance to create an online process so that the community can purchase special events insurance online.

Risk Management Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 255 Page 2754 of 3451 What do we plan to do in Fiscal Year 2027?
Continue our focus on providing responsive service, timely treatment and quality medical care to support employees in returning to work.

Continue to collaborate with our Workers’ Compensation TPA and various unbundled managed care program services providers, focusing on reducing costs, enhancing customer service and responding effectively to employee’s needs.

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

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

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

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

Work to revise and update the Risk Management Policy.

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

Risk Management
Budgeted Expenditures, by Expense Type
Materials And Supplies $6,063,118 52.8%
Claims Expense $2,529,615 22.0%
Contractual $2,335,000 20.3%
Personnel Services $551,571 4.8%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $456,125 $480,769 $522,748 $551,571 $28,823 5.5% Materials And Supplies $3,947,555 $4,516,803 $6,210,374 $6,063,118 -$147,256 -2.4% Contractual $2,691,779 $1,029,077 $1,750,000 $2,335,000 $585,000 33.4% Claims Expense $4,590,160 $5,524,640 $2,750,600 $2,529,615 -$220,985 -8.0% Total Expenditures $11,685,619 $11,551,289 $11,233,722 $11,479,304 $245,582 2.2%

11.5M
Budgeted Expenditures Table by Expense Type
Risk Management Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 256 Page 2755 of 3451 Planning & Development
Vacant (Planning & Development Director)
The mission of the Planning & Development Department is promoting quality development, sustaining the quality of existing neighborhoods, accommodating affordable houses, and ensuring that new development and miscellaneous improvements to properties are constructed in accordance with the highest standards of safety.

What do we do?
Within the Planning & Development service area, the Planning & Development Department provides a variety of services which directly impact living and economic conditions throughout the City, with specific emphasis on building construction and modification, property maintenance, land use and property inspections. * Estimated based on actuals through April 2026
Planning & Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 257 Page 2756 of 3451 Planning & Development Organizational Chart
Planning & Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 258 Page 2757 of 3451 Planning & Development
Budgeted Expenditures, by Fund
General Fund $10,666,179 96.28%
Special Revenue Funds $303,566 2.74%
Enterprise Funds $109,050 0.98%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $7,778,600 $8,454,298 $10,214,174 $10,666,179 $452,005 4.4% Special Revenue Funds $155,255 $121,061 $286,767 $303,566 $16,799 5.9% Enterprise Funds $83,248 $89,750 $100,539 $109,050 $8,511 8.5% Total Expenditures $8,017,103 $8,665,109 $10,601,480 $11,078,795 $477,315 4.5%

11.1M
Budgeted Expenditures Table by Fund
Planning & Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 259 Page 2758 of 3451 Budgeted Expenditures, by Function
Development Services $2,689,725 24.3%
Plan Check $2,229,902 20.1%
Land Use Planning & Zoning $1,848,046 16.7%
Inspection Services $1,547,145 14.0%
Building Inspection $1,302,660 11.8%
Code Compliance $975,580 8.8%
Planning and Development
Administration
$485,737 4.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Planning and Development
Administration
$478,040 $547,499 $493,778 $485,737 -$8,041 -1.6%
Code Compliance $739,725 $777,092 $1,023,476 $975,580 -$47,896 -4.7% Building Inspection $961,600 $945,255 $1,222,488 $1,302,660 $80,172 6.6% Plan Check $1,348,876 $1,720,653 $1,987,116 $2,229,902 $242,786 12.2% Development Services $2,165,965 $2,323,775 $2,538,053 $2,689,725 $151,672 6.0% Inspection Services $967,998 $878,436 $1,686,944 $1,547,145 -$139,798 -8.3% Land Use Planning & Zoning $1,354,898 $1,472,399 $1,649,625 $1,848,046 $198,421 12.0% Total Expenditures $8,017,103 $8,665,109 $10,601,480 $11,078,795 $477,315 4.5%

11.1M
Budgeted Expenditures Table by Function
Planning & Development
City of Corona | Fiscal Year 2027 Proposed Budget Page 260 Page 2759 of 3451 Building Inspection Budget Detail
What do we do?
Building Inspection includes the activities performed by the city's building inspectors. The building inspectors are responsible for providing inspections of all construction activities. The inspectors check for compliance with Title 24, California Code of Regulations; the California Building Standards Code, selected California Health and Safety Laws, the Uniform Housing Code, and the Corona Municipal Code. This section also investigates complaints concerning violations of those regulations, and of illegal and unsafe construction practices. In the event of an emergency or disaster, the inspectors perform safety assessments of structures. Other duties include assisting with plan reviews, permit issuance, answering questions from design professionals, contractors and the public, record keeping, and preparing reports and correspondence for enforcement procedures.

Goals & Objectives
What did we do in Fiscal Year 2026?
Responded to approximately 10,820 building inspection requests associated with new residential, commercial and industrial construction, tenant improvements to existing buildings, single family room additions, and other miscellaneous improvements.

Responded to approximately 18 emergency incidents.

Opened approximately 73 new cases to investigate complaints of unpermitted construction or unsafe building conditions.

What do we plan to do in Fiscal Year 2027?
Continue to enhance mobile inspection software and capabilities.

Continue to provide inspections within one business day.

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

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Reclassify Building Inspector II Flex to Senior Building Inspector 13,942 Total $ 13,942
Building Inspection Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 261 Page 2760 of 3451 Building Inspection
Budgeted Expenditures, by Expense Type
Personnel Services $1,185,410 91.0%
Materials And Supplies $114,750 8.8%
Utilities $2,500 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $875,354 $841,655 $1,099,115 $1,185,410 $86,295 7.9% Materials And Supplies $83,869 $99,703 $122,373 $114,750 -$7,623 -6.2% Utilities $2,377 $3,897 $1,000 $2,500 $1,500 150.0%
Total Expenditures $961,600 $945,255 $1,222,488 $1,302,660 $80,172 6.6%

1.3M
Budgeted Expenditures Table by Expense Type
Building Inspection Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 262 Page 2761 of 3451 Code Compliance Budget Detail
What do we do?
Code Compliance is responsible for the enforcement of the city's zoning ordinance on private property, including the inspections of certain health and safety regulations on private property to correct substandard living conditions and enforce the maintenance of property; provides zoning information to the business community and residents through the distribution of city pamphlets; check street vendors to ensure vendors are operating with required permits; implements the City's inoperative vehicle abatement program, and manages a volunteer program which assists in the removal of signs in the public rights-of-way. This division also collaborates with various City departments in the enforcement of various municipal codes.

Goals & Objectives
What did we do in Fiscal Year 2026?
Enforced California health and safety codes, property maintenance violations, and zoning code violations, resulting in 1,970 opened cases and 1,950 closed cases.

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

Removed 8,760 signs in the public rights-of-way and on public property.

Abated 175 vehicles under the City's Abandoned Vehicle Abatement program.

Educated and enforced over 100 unpermitted sidewalk vendors.

What do we plan to do in Fiscal Year 2027?
Retrieve illegal signs that are placed in the City's public right-of-way and on public property per the city ordinance. Onboard and train a volunteer to assist with this task.

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

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

Service Adjustment Change (Operating Budget)
Description Amount
Installation of lift gates on two Code Compliance city trucks 12,954 Total $ 12,954
Code Compliance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 263 Page 2762 of 3451 Code Compliance
Budgeted Expenditures, by Expense Type
Personnel Services $828,219 84.9%
Materials And Supplies $111,618 11.4%
Contractual $30,138 3.1%
Utilities $5,605 0.6%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $669,260 $624,162 $896,135 $828,219 -$67,917 -7.6% Materials And Supplies $61,921 $115,179 $122,134 $111,618 -$10,516 -8.6% Utilities $8,328 $5,335 $5,000 $5,605 $605 12.1%
Contractual $216 $32,416 $207 $30,138 $29,931 14,459.4% Total Expenditures $739,725 $777,092 $1,023,476 $975,580 -$47,896 -4.7% 976K
Budgeted Expenditures Table by Expense Type
Code Compliance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 264 Page 2763 of 3451 Development Services Budget Detail
What do we do?
The Development Services division works with developers to ensure that proposed commercial, industrial, and residential development projects meet the requirements of the Corona Municipal Code, conform to county, state, and federal guidelines, and regulations, and follow Public Works and Utilities Department standards and design policies.

Additionally, the Development Services section coordinates and administers programs involving intergovernmental agencies, utility companies, and telecommunication companies. This section also collaborates with the Wester Riverside Council of Governments (WRCOG) on the application and collection of the Transportation Uniform Mitigation Fees (TUMF) and administration of TUMF credit and reimbursement agreements.

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

Goals & Objectives
What did we do in Fiscal Year 2026?
Processed more than 95% of plan checks and permits on-time Assisted more than 3,000 customers at the Development Services counter for various permits, information, application submittals and plan check submittals.

Issued approximately 30 will-serve letters for water, sewer, and electrical utility service.

Issued approximately 1000 permits.

Performed approximately 2,500 plan checks.

What do we plan to do in Fiscal Year 2027?
Develop additional standardized checklists and instructional handouts to provide applicants and engineers with more clarity on the review and permit processes.

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

Improve concierge services and enhance the customer experience.

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

Seek opportunities to use technology in new ways to improve efficiency.

Reduce plan check turnaround times.

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

Development Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 265 Page 2764 of 3451 Development Services
Budgeted Expenditures, by Expense Type
Personnel Services $2,316,511 86.1%
Contractual $200,000 7.4%
Materials And Supplies $171,714 6.4%
Utilities $1,500 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,688,151 $1,887,911 $2,161,989 $2,316,511 $154,522 7.1% Materials And Supplies $191,670 $243,318 $175,564 $171,714 -$3,850 -2.2% Utilities $1,341 $1,319 $500 $1,500 $1,000 200.0%
Contractual $284,804 $191,227 $200,000 $200,000 - -
Total Expenditures $2,165,965 $2,323,775 $2,538,053 $2,689,725 $151,672 6.0%

2.69M
Budgeted Expenditures Table by Expense Type
Development Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 266 Page 2765 of 3451 Inspection Services Budget Detail
What do we do?
The Inspection Services division provides a broad spectrum of services related to land development and public works activities. These services include inspection of all above-ground (streets, curbs, gutters, sidewalks, ramps compliant with the American with Disabilities Act (ADA), streetlights, traffic signals, pavement striping, etc.)and underground (sewer, water, storm drain, fiber optic, electrical conduits, gas, communications, etc.) improvements with the public right-of-way. This section investigates and enforces grading, haul routes, stockpiling, encroachments within the public right-of-way, and traffic control requirements. Inspection Services also conducts final job walks to ensure that all public improvements conform to City standards prior to authorizing the release of securities.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued to provide a high level of inspection on Land Development and Capital Improvement Projects.

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

What do we plan to do in Fiscal Year 2027?
Further develop our Public Works Inspection staff through training and certification programs which includes the State Water Resource Control Board's Water Distribution Operator 2 Certification (D2), Qualified SWPPP Practitioner Certification (QSP), and completing the Local Technical Assistance Program (LTAP) Resident Engineers Academy (RE).

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

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

Inspection Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 267 Page 2766 of 3451 Inspection Services
Budgeted Expenditures, by Expense Type
Personnel Services $1,008,372 65.2%
Contractual $500,000 32.3%
Materials And Supplies $36,273 2.3%
Utilities $2,500 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $468,857 $577,421 $960,017 $1,008,372 $48,356 5.0% Materials And Supplies $72,847 $43,814 $24,427 $36,273 $11,846 48.5% Utilities $5,757 $4,696 $2,500 $2,500 - -
Contractual $420,537 $252,505 $700,000 $500,000 -$200,000 -28.6% Total Expenditures $967,998 $878,436 $1,686,944 $1,547,145 -$139,798 -8.3%

1.55M
Budgeted Expenditures Table by Expense Type
Inspection Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 268 Page 2767 of 3451 Land Use Planning & Zoning Budget Detail
What do we do?
Land Use Planning & Zoning is primarily responsible for the following daily operations: managing the public counter for zoning information, development related permits, and project application submittals; reviewing proposed use permits and development projects for conformity with the City's municipal codes, policies, and General Plan; ensuring that projects comply with the provisions of the California Environmental Quality Act; administering the Development Plan Review and Project/Environmental Review Committee packets; providing staff support for the Zoning Administrator, the Board of Zoning Adjustment, and Planning and Housing Commission; coordinating landscape and certificate of occupancy inspections with the City's landscape consultants; reviewing business licenses for conformity with the Zoning Ordinance; coordinating and distributing plan check development plans to planners; responding to telephone inquiries and electronic mail; and conducting field inspections on newly constructed projects. This division also oversees long-range development plans that include updating the City's General Plan and Housing Element, processing new specific plans, reviewing and processing annexations, monitors and responds to legislative changes, compiles demographic data for the City, prepares future population and housing estimates for the City, coordinates and distributes information provided from the U.S. Census, and implements the City's Historic Preservation Program.

Goals & Objectives
What did we do in Fiscal year 2026?
Completed a comprehensive amendment to the Downtown Revitalization Specific Plan to support the city’s effort in revitalizing and redeveloping the downtown.

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

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

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

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

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

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

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

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

What do we plan to do in Fiscal Year 2027?
Update the City’s Landscape Ordinance to be consistent with the state’s Model Water Efficiency Landscape Ordinance.

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

Amend various sections of the Zoning Code (Title 17 of the Corona Municipal Code), including incorporating warehouse design standards for compliance with State law (Assembly Bill 98), amending allowed uses in the M-4 (Industrial) Zone, and revising allowances for issuance and extension of Special Use Permits (among other revisions).

Work with the City’s consultant (Viatron) and the IT Department to digitize hardcopy Planning files to free storage space and improve efficiency in research of Planning records.

Create a new digital intake process for all Planning applications (permits and projects) in order improve staff efficiency (reduced admin time creating/routing files), reduce paper usage, cost in purchasing stationary (files, labels, etc.), as well as the requirement for storage space for files.

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

Inclusionary Housing Ordinance: Evaluate the need for an inclusionary housing ordinance to accommodate a certain number of affordable housing units associated with new residential construction.

Land Use Planning & Zoning Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 269 Page 2768 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
Federal and State Law Training for Urban Planners 2,500 Total $ 2,500
Land Use Planning & Zoning
Budgeted Expenditures, by Expense Type
Personnel Services $1,337,776 72.4%
Contractual $489,000 26.5%
Materials And Supplies $21,270 1.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $837,999 $923,117 $1,244,855 $1,337,776 $92,921 7.5% Materials And Supplies $22,130 $41,579 $19,770 $21,270 $1,500 7.6% Utilities - $47 - - - -
Contractual $494,769 $507,656 $385,000 $489,000 $104,000 27.0% Total Expenditures $1,354,898 $1,472,399 $1,649,625 $1,848,046 $198,421 12.0%

1.85M
Budgeted Expenditures Table by Expense Type
Land Use Planning & Zoning Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 270 Page 2769 of 3451 Plan Check Budget Detail
What do we do?
The Plan Check section performs reviews of plans to verify compliance of the California Building, Plumbing, Mechanical, and Electrical Codes, Residential Code, Green Building Code, structural calculations, state disabled access codes and energy requirements. The Plan Check section oversees the City's third-party plan check contracts, is responsible for coordinating the routing of plans throughout the City, collects fees, issues permits, provides technical support for the professional community and inspectors, participates in the City's Development Plan Review process, provides technical assistance at the counter, and provides over-the-counter plan check services. The staff prepares correspondence, builder's advisories, and researches and generates construction standards for public use. The staff also responds to a high volume of correspondence and permit requests electronically via the use of online permit and plan check software and was responsible for ensuring developers could stay active during the COVID-19 pandemic and subsequent City Hall shutdown.

Goals & Objectives
What did we do in Fiscal Year 2026?
Assisted approximately 7,000 customers at the public counter for various permits, information, application submittals and plan check submittals; and a high volume of electronic mail customer requests.

Issued approximately 4,000 building permits with approximately 95 permits devoted to new residential, commercial and industrial construction.

Completed 99% of Building plan reviews on time.

Participated in various programs to assist the development community and local businesses, including Team Corona and Development Project Reviews.

Initiated development of AI plan review software. Began the build-out and testing phase of plan prescreen.

Developed new reporting tools for better tracking performance.

Updated customer surveys to better collect public feedback.

What do we plan to do in Fiscal Year 2027?
Work collaboratively with Information Technology to refine the use of Project Dox as more customers continue to use the city’s electronic plan check submittal program.

Continue to work with AI software provider to build out the plan review component.

Develop an AI chatbot that will assist the public with permitting and submittal requirement questions.

Complete Department lobby refresh.

Plan Check Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 271 Page 2770 of 3451 Plan Check
Budgeted Expenditures, by Expense Type
Personnel Services $1,304,437 58.5%
Contractual $900,000 40.4%
Materials And Supplies $25,465 1.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $703,673 $779,873 $1,210,826 $1,304,437 $93,611 7.7% Materials And Supplies $33,406 $23,985 $25,690 $25,465 -$225 -0.9% Utilities $562 $140 $600 - -$600 -100.0%
Contractual $611,235 $916,655 $750,000 $900,000 $150,000 20.0% Total Expenditures $1,348,876 $1,720,653 $1,987,116 $2,229,902 $242,786 12.2%

2.23M
Budgeted Expenditures Table by Expense Type
Plan Check Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 272 Page 2771 of 3451 Planning & Development Administration Budget Detail
What do we do?
The Planning & Development Administration is responsible for managing the Planning & Housing Commission agenda, the scheduling and preparation of City Council agenda reports, the postings for public hearings, the processing of budget-related requests and the payment of department invoices, the receiving of phone calls to the department, the coordination with other departments on the preparation of resolutions, ordinances, and the processing of environmental postings, manages the preparation of the department's fiscal year budget, manages the recruitment process for new positions, and manages the efficiency of the department's office equipment. The department director also provides direction and leadership to the department's division managers, ensures staff complete mandatory safety training, evaluates the overall operation of the department for efficiency, and assists the City Manager's Office with City Council inquiries related to Planning & Development.

Goals & Objectives
What did we do in Fiscal Year 2026?
Recruited employees in all divisions to support service levels.

Managed Planning & Housing Commission agendas and meetings.

Organized and processed requests for City Council agendas.

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

What do we plan to do in Fiscal Year 2027?
Manage Planning & Housing Commission agendas and meetings.

Organize and process requests for City Council agendas.

Respond to daily inquiries within one day.

Service Adjustment Change (Operating Budget)
Description Amount
Conference, Training, and Travel - Planning & Development Director, Commissioners & Board 1,125 Total $ 1,125
Planning & Development Admin Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 273 Page 2772 of 3451 Planning & Development Administration
Budgeted Expenditures, by Expense Type
Personnel Services $451,402 92.9%
Materials And Supplies $34,335 7.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $432,974 $454,639 $459,593 $451,402 -$8,191 -1.8% Materials And Supplies $44,222 $92,406 $34,185 $34,335 $150 0.4% Utilities $562 $454 - - - -
Contractual $282 - - - - -
Total Expenditures $478,040 $547,499 $493,778 $485,737 -$8,041 -1.6% 486K
Budgeted Expenditures Table by Expense Type
Planning & Development Admin Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 274 Page 2773 of 3451 Police
Robert Newman (Chief of Police)
The mission of the Corona Police Department is to achieve excellence in policing. We work to ensure the safety and security of the public through strong community partnerships and investment in our people.

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

Police
City of Corona | Fiscal Year 2027 Proposed Budget Page 275 Page 2774 of 3451 Police Organizational Chart
Police
City of Corona | Fiscal Year 2027 Proposed Budget Page 276 Page 2775 of 3451 Police
Budgeted Expenditures, by Fund
General Fund $67,765,633 99.50%
Special Revenue Funds $338,879 0.50%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $54,268,169 $58,405,218 $65,251,515 $67,765,633 $2,514,119 3.9% Special Revenue Funds $494,950 $451,789 $373,449 $338,879 -$34,570 -9.3% Total Expenditures $54,763,119 $58,857,007 $65,624,964 $68,104,513 $2,479,549 3.8% Budgeted Expenditures, by Function
Police Patrol Bureau $31,324,244 46.0%
Investigations Bureau $11,691,706 17.2%
Special Enforcement Bureau $7,086,320 10.4%
Police Administration $7,045,232 10.3%
Dispatch Services $5,391,135 7.9%
Animal Services & Enforcement $1,995,836 2.9%
Police HOPE Team $1,931,074 2.8%
Records $1,638,966 2.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Police Administration $6,350,014 $6,520,117 $7,656,521 $7,045,232 -$611,289 -8.0%

68.1M
Budgeted Expenditures Table by Fund

68.1M
Budgeted Expenditures Table by Function
Police
City of Corona | Fiscal Year 2027 Proposed Budget Page 277 Page 2776 of 3451 Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Police HOPE Team $998,082 $1,554,145 $1,666,002 $1,931,074 $265,072 15.9% Police Patrol Bureau $27,317,774 $29,465,883 $29,704,024 $31,324,244 $1,620,220 5.5% Special Enforcement Bureau $5,445,060 $5,940,330 $8,526,503 $7,086,320 -$1,440,182 -16.9% Animal Services &
Enforcement
$1,411,898 $1,643,581 $1,872,566 $1,995,836 $123,270 6.6% Dispatch Services $4,350,122 $4,245,539 $5,356,116 $5,391,135 $35,019 0.7% Investigations Bureau $7,907,470 $8,439,656 $9,658,459 $11,691,706 $2,033,247 21.1% Records $982,699 $1,047,756 $1,184,774 $1,638,966 $454,192 38.3% Total Expenditures $54,763,119 $58,857,007 $65,624,964 $68,104,513 $2,479,549 3.8% Police
City of Corona | Fiscal Year 2027 Proposed Budget Page 278 Page 2777 of 3451 Police Administration Budget Detail
What do we do?
The Chief of Police, along with the Police Captains, Lieutenants, and Professional Staff Managers, are responsible for overseeing the department's policies and procedures, temporary holding facility, animal services, budget, grants, and property and evidence management, providing internal and external communication regarding departmental matters and events and directing the goals and mission of the department. The Chief of Police and the Command Staff will direct the department to pursue excellence in policing through quality customer service, reduction of crime, the efficiency of systems and service, and excellence through training. Additionally, they set the leadership and performance standards that ensure all department employees earn the trust of our community every day by carrying out our mission with Integrity, Respect, Inclusion, Teamwork, and Innovation.

The Personnel and Training Unit recruits, tests, and conducts background checks on all prospective department employees. Additionally, this unit is responsible for coordinating and managing police cadets, explorers, volunteer programs, special community events, and special project coordination. Other duties include coordinating all statemandated training and training records management, community outreach, crime prevention, and the department shooting range and training facility. The unit also oversees the Clergy Program, the Volunteer Program, and the Corona Police Community Partnership.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued phase 2 of the build-out of the advanced officer training facility at the PD Training area. Three Connex boxes were added to enhance officer training in building searches, active shooter, and other similar training opportunities.

Continued CPD ongoing recruitment efforts, almost obtaining full staffing for professional and sworn staffing.

Remained proactive in grant opportunities and other potential sources of revenue, bringing in $1.4 million in grant funding.

What do we plan to do in Fiscal Year 2027?
Continue to recruit the best talent to fill sworn and professional staffing needs.

Identify additional training options for our trainers so staff can be trained more frequently than just quarterly, including professional staff.

Identify more training opportunities at our training classrooms, range, and training facility and utilize our experts to teach these programs.

Continue to find grant opportunities to fund new AI-related technology programs, as well as further opportunities to continue funding staff wellness programs.

Police Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 279 Page 2778 of 3451 Police Administration
Budgeted Expenditures, by Expense Type
Personnel Services $5,661,939 80.4%
Contractual $794,576 11.3%
Materials And Supplies $481,365 6.8%
Utilities $107,352 1.5%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $4,949,805 $5,189,609 $6,243,311 $5,661,939 -$581,372 -9.3% Materials And Supplies $387,851 $417,094 $471,838 $481,365 $9,527 2.0% Utilities $97,159 $97,500 $147,354 $107,352 -$40,002 -27.1% Contractual $915,199 $815,914 $794,018 $794,576 $558 0.1% Total Expenditures $6,350,014 $6,520,117 $7,656,521 $7,045,232 -$611,289 -8.0%

7.05M
Budgeted Expenditures Table by Expense Type
Police Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 280 Page 2779 of 3451 Police HOPE Team Budget Detail
What do we do?
The Homeless Outreach and Psychiatric Evaluation, or HOPE Team, is a four-person team whose primary duties are to be the first responders and primary contact on calls-for-service involving the homeless and the mentally ill. The team also proactively seeks out and contacts people who are homeless and who need services. The team utilizes a balance of support resources and enforcement to ensure a good quality of life for our community as well as a better quality-oflife for the homeless individuals themselves. To enhance the HOPE Team mission, the City has contracted with City Net to reach out to those experiencing homelessness. The City Net group works with the HOPE Team and provides case management for those ready to receive services. City Net can direct people to the right kind of services and help them navigate through various social service processes.

Goals & Objectives
What did we do in Fiscal Year 2026?
An additional officer was assigned to the HOPE Team, specifically paired with a CBAT Clinician.

Targeted enforcement to address quality of life issues was successful in producing success stories of getting some community members services they needed, while some of the success is due to increased arrests.

What do we plan to do in Fiscal Year 2027?
With a minimal impact on the overtime budget, conduct six targeted enforcement operations of reported homeless camp and clean them up using contact services.

Prioritize individuals and addresses that generate a substantial amount of calls regarding mental health issues to assist the community member with resources, reduce strain on public safety services, and facilitate long-term solutions.

Police HOPE Team Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 281 Page 2780 of 3451 Police HOPE Team
Budgeted Expenditures, by Expense Type
Personnel Services $1,593,463 82.5%
Contractual $200,000 10.4%
Materials And Supplies $137,611 7.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $978,606 $1,322,245 $1,472,139 $1,593,463 $121,324 8.2% Materials And Supplies $19,327 $231,900 $193,863 $137,611 -$56,252 -29.0% Contractual $150 - - $200,000 $200,000 -
Total Expenditures $998,082 $1,554,145 $1,666,002 $1,931,074 $265,072 15.9%

1.93M
Budgeted Expenditures Table by Expense Type
Police HOPE Team Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 282 Page 2781 of 3451 Police Patrol Bureau Budget Detail
What do we do?
The Patrol Bureau is the largest unit in the organization and is responsible for providing services by uniformed personnel. As the primary first responders, Patrol personnel handle calls for service and provide immediate assistance to the community. The City is divided into four geographic areas, each consisting of a designated deployment zone.

Each zone is managed by a Lieutenant and staffed by officers assigned to that area. This structure enhances accessibility, strengthens community engagement, and fosters collaborative problem-solving between residents and law enforcement.

Patrol personnel actively participate in several community-based programs. Through the Adopt-A-School Program, officers maintain a visible presence at local elementary and middle schools to strengthen relationships with students and staff. Officers also support the Run with a Cop (Anti-Childhood Obesity Program), a partnership with the 100-Mile Club and the Corona-Norco Unified School District, which promotes health and physical activity among youth.

Additionally, officers engage with the public through Coffee with a Cop, an initiative designed to build trust and strengthen relationships between law enforcement and the community.

Units within the Patrol Bureau include:

The Unmanned Aircraft Systems (UAS) Program enhances officer and public safety through the effective use of drone technology. UAS provides real-time situational awareness, allowing officers to make more informed decisions and deploy resources efficiently when responding to incidents.

The jail lieutenant and jail supervisor oversee the operation, maintenance, and security of the City jail. They manage jailers who are responsible for processing arrestees, conducting searches, inventorying property, verifying identities, and completing required documentation. Jailers also fingerprint and photograph inmates, collect DNA as required by law, and transport inmates between field locations, the City jail, and other detention facilities.

Community Service Officers (CSOs) support sworn personnel by assisting with report writing and handling a variety of non-enforcement duties. They also respond to non-injury traffic collisions and provide general public assistance and safety information.

The Field Training Officer (FTO) Program provides structured, in-field training for newly hired and lateral officers.

Officers must successfully complete the program by demonstrating the ability to perform independently and competently in accordance with standards set by the California Commission on Peace Officer Standards and Training.

The Honor Guard Unit performs ceremonial functions at funerals for active and retired personnel, including Line of Duty Deaths, as well as at retirement ceremonies, awards events, parades, and other community functions.

The Mounted Unit provides specialized support to Patrol and other divisions. Comprised of trained, equestriancertified officers, the unit is utilized for patrol operations, search and rescue, transient enforcement, and public events, while also participating in ceremonies and parades throughout the year.

The Facility Dog Program incorporates an Assistance Dogs International-certified facility dog, “Raider,” to support community engagement and trauma-informed response efforts. Raider assists individuals impacted by critical incidents, supports witnesses during court proceedings, and participates in community outreach events.

The Mobile Field Force Team consists of sworn personnel trained to maintain order, protect civil rights, and ensure public safety during demonstrations, large-scale events, civil unrest, and emergency situations. The team is also deployable for facility protection, disaster response, and mutual aid operations.

Police Patrol Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 283 Page 2782 of 3451 Goals & Objectives
What did we do in Fiscal Year 2026?
Corona Solutions software is utilized to ensure proper staffing levels to improve service. This is an ongoing effort.

The majority of the city is covered by our Drone First Responder (DFR) program. Staffing includes a full-time Police Officer and Community Service Officer. The (DFR) program has significantly reduced overall response times and increased officer safety for in-progress crimes.

Traffic officers have reduced traffic collisions by committing to traffic education and enforcement programs aimed to increase public safety.

Patrol is committed to directed enforcement and high-visibility patrol operations to enhance quality of life issues for all community members. This is an ongoing effort.

Always seeking opportunities in increase officer(s) ability to work directly/in-directly with specialized teams. This is an ongoing effort.

Adopted a robust wellness and fitness assessment program aimed at improving overall health and wellness.

What do we plan to do in Fiscal Year 2027?
Continue utilizing staffing data from calls for service information to improve patrol scheduling and service.

Evaluate patrol programs that would enhance the quality of life for business and community members through enforcement operations.

Evaluate response policy and practices to increase officer availability time.

Revise and develop a Lateral Transitional Training Program.

Evaluate the need to upgrade the jail control center maintenance software.

Police Patrol Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 284 Page 2783 of 3451 Police Patrol Bureau
Budgeted Expenditures, by Expense Type
Personnel Services $26,668,498 85.1%
Materials And Supplies $4,569,158 14.6%
Contractual $86,588 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $116,568 - - - - -
Personnel Services $22,399,359 $24,820,725 $24,956,709 $26,668,498 $1,711,789 6.9% Materials And Supplies $4,608,416 $4,497,594 $4,645,265 $4,569,158 -$76,107 -1.6% Utilities $1,243 $1,053 - - - -
Contractual $192,188 $146,511 $102,050 $86,588 -$15,462 -15.2% Total Expenditures $27,317,774 $29,465,883 $29,704,024 $31,324,244 $1,620,220 5.5%

31.3M
Budgeted Expenditures Table by Expense Type
Police Patrol Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 285 Page 2784 of 3451 Special Enforcement Bureau Budget Detail
What do we do?
The Special Enforcement Bureau is responsible for other operations of the Police Department. Units included in the Special Enforcement Bureau:

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

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

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

The Special Response Team consists of sworn personnel who are utilized when situations require staffing multiplication or specially trained officers for maximum effectiveness in the protection and safety of the community.

Such incidents may include, but are not limited to, hostage situations, barricaded suspects, homicidal/suicidal individuals, and high-risk warrant services.

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

Goals & Objectives
What did we do in Fiscal Year 2026?
Two grants were awarded to the Traffic Unit to combat intoxicated driving and dangerous driving behaviors.

The California Department of Justice granted us funding to add an officer to the FLEX Team for tobacco education and enforcement.

The Traffic Unit participated in numerous education events and enhanced their patrols to combat unsafe driving.

One officer was selected, graduated from Canine School and has been deployed in the field.

What do we plan to do in Fiscal Year 2027?
Expand the business, community, and public agency partnership with the Real Tine Information Center.

Provide recommended amendments to the Corona Municipal Code regarding E-Bike use to the City Council.

Host a quarterly E-Bike Safety Course.

Conduct a pilot program, using motorcycle officers to conduct targeted enforcement on High Enforcement Zones (HEZ) to reduce injury traffic collisions and lower crime in the HEZs.

Special Enforcement Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 286 Page 2785 of 3451 Special Enforcement Bureau
Budgeted Expenditures, by Expense Type
Personnel Services $6,631,731 93.6%
Materials And Supplies $373,039 5.3%
Contractual $81,550 1.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $93,240 $27,323 - - - -
Personnel Services $4,833,470 $5,452,569 $7,993,223 $6,631,731 -$1,361,491 -17.0% Materials And Supplies $461,888 $410,470 $456,730 $373,039 -$83,691 -18.3% Contractual $56,462 $49,969 $76,550 $81,550 $5,000 6.5% Total Expenditures $5,445,060 $5,940,330 $8,526,503 $7,086,320 -$1,440,182 -16.9%

7.09M
Budgeted Expenditures Table by Expense Type
Special Enforcement Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 287 Page 2786 of 3451 Animal Services and Enforcement Budget Detail
What do we do?
The Animal Services and Enforcement Unit (AS&E) is responsible for enforcing City and state regulations pertaining to animal welfare. The Unit enforces licensing requirements for the control of rabies. Additionally, AS&E provides the public with animal-related information and instructions for the management and overpopulation of unwanted animals and the care and treatment of pets. The Unit is also responsible for the adoption of shelter pets into new homes. In addition, they administer the Trap, Neuter, and Release Program in locations that release unadoptable, healthy cats back into the community.

Goals & Objectives
What did we do in Fiscal Year 2026?
Seeking to add an Animal Care Technician, providing growth opportunities for professional staff.

Contracted with a vendor to provide Veterinary Services.

Received two new grant opportunities to offset costs associated with pet fosters and food.

What do we plan to do in Fiscal Year 2027?
Find more training opportunities for ACO and ACTs to ensure our staff is highly trained in alliance with Cal Animals and best practices.

Reach out to more rescues to partner with to ensure animals do not reside in the shelter for extended periods of time.

Replace outdated equipment at the shelter to ensure safe practices are continued.

Work with the City maintenance team to find a vendor and install a smoke and fire detection system in the shelter building.

Animal Services and Enforcement Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 288 Page 2787 of 3451 Animal Services and Enforcement
Budgeted Expenditures, by Expense Type
Personnel Services $1,435,228 71.9%
Contractual $346,500 17.4%
Materials And Supplies $214,108 10.7%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $965,546 $1,124,495 $1,337,505 $1,435,228 $97,723 7.3% Materials And Supplies $179,165 $203,159 $185,061 $214,108 $29,047 15.7% Contractual $267,187 $315,927 $350,000 $346,500 -$3,500 -1.0% Total Expenditures $1,411,898 $1,643,581 $1,872,566 $1,995,836 $123,270 6.6% 2M
Budgeted Expenditures Table by Expense Type
Animal Services and Enforcement Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 289 Page 2788 of 3451 Dispatch Budget Detail
What do we do?
The Dispatch Center is responsible for managing all emergency and non-emergency calls for service within the City of Corona. Operating 24 hours a day, 7 days a week, dispatchers answer incoming calls, assess the nature and urgency of each situation, and coordinate the appropriate response. This includes dispatching police and animal services personnel to incidents throughout the city. In addition to public safety responsibilities, the center also handles afterhours service requests for various other city departments, ensuring continuity of operations and city services outside of regular business hours. The Dispatch Center plays a central role in facilitating timely communication and response between the public and city resources.

Goals & Objectives
What did we do in Fiscal Year 2026?
Fully implemented an AI platform that reviews and grades911 calls and radio traffic for quality assurance and training purposes.

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

What do we plan to do in Fiscal Year 2027?
Find funding to implement an AI platform to assist dispatch in answering non-emergency phone calls.

Deploy the GovWorks Hire module to streamline hiring new dispatchers. The program evaluates candidates on key skills relevant to 911 dispatching.

Identify a current Dispatch Supervisor to fill the role of Administrative Dispatch Supervisor. This position would assist the Communications Manager with special projects, radios, training, and other administrative tasks. The role could potentially fill a future Communications Manager vacancy depending on their performance levels.

Service Adjustment Change (Operating Budget)
Description Amount
Handy Talkies Radios Smart Features Upgrade 62,042
Total $ 62,042
Dispatch Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 290 Page 2789 of 3451 Dispatch
Budgeted Expenditures, by Expense Type
Personnel Services $4,430,417 82.2%
Materials And Supplies $623,459 11.6%
Contractual $337,258 6.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $3,800,860 $3,589,382 $4,769,406 $4,430,417 -$338,988 -7.1% Materials And Supplies $296,258 $282,976 $309,994 $623,459 $313,465 101.1% Utilities - $6,143 - - - -
Contractual $43,483 $367,038 $276,716 $337,258 $60,542 21.9% Undefined Expenses $209,522 - - - - -
Total Expenditures $4,350,122 $4,245,539 $5,356,116 $5,391,135 $35,019 0.7%

5.39M
Budgeted Expenditures Table by Expense Type
Dispatch Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 291 Page 2790 of 3451 Investigations Bureau Budget Detail
What do we do?
The Investigations Bureau is responsible for investigating major crimes and criminal acts occurring within the city and filing criminal cases with the District Attorney’s Office. Bureau members investigate all crimes not solved by patrol officers’ initial investigations and assists patrol officers in more complex investigations. The Professional Standards Unit (PSU) is responsible for maintaining the integrity and professionalism of the Police Department and its employees by conducting fair and impartial investigations of complaints received from the public. PSU also ensures that department policy and procedures are in compliance with state laws and the California Police Officers Standard and Training (POST).

Units included in the Investigation Bureau are:

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

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

The Vice, Narcotics, and Intelligence Unit, or VNI, is responsible for identifying and apprehending persons engaged in the illegal possession, manufacturing, sales, and use of narcotics and dangerous drugs. VNI also gathers intelligence and enforces laws regarding prostitution and illegal massage establishments. VNI members also investigate overdose death cases related to fentanyl. Additionally, VNI makes itself available to handle specific problem areas brought to its attention by Zone Commanders.

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

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

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

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

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

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

Investigations Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 292 Page 2791 of 3451 Goals & Objectives
What did we do in Fiscal Year 2026?
Successfully implemented a new permit approval process that streamlined massage parlor, firearms/ammo, and special event requests.

Merged the Drone as a First Responder program into the Real Time Information Center and temporarily moved both under the newly created Special Enforcement Division.

The Community Relations Unit Coordinated over 30 public events and Compete with a Cop events.

The Vice/Narcotics Team Conducted 15 local operations for alcohol sales compliance.

ISD placed an officer on the SoCal High Intensity Drug Trafficking Area (HIDTA) Task Force The Family Services Team handled approximately 500 calls for service at CNUSD schools.

What do we plan to do in Fiscal Year 2027?
Add a Detective to the Riverside Auto theft Interdiction Detail (RAID) task force.

Evaluate placing a detective on the regional Crimes Against Children Task Force.

Expand the Business Liaison Program by holding meetings and creating media messages for better business outreach.

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Community Services Officer 96,424
Total $ 96,424
Investigations Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 293 Page 2792 of 3451 Investigations Bureau
Budgeted Expenditures, by Expense Type
Personnel Services $10,971,632 93.8%
Materials And Supplies $557,444 4.8%
Contractual $161,230 1.4%
Utilities $1,400 0.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $7,236,424 $7,786,571 $8,892,661 $10,971,632 $2,078,971 23.4% Materials And Supplies $455,647 $537,515 $588,418 $557,444 -$30,974 -5.3% Utilities $751 $646 $1,400 $1,400 - -
Contractual $214,648 $114,925 $175,980 $161,230 -$14,750 -8.4% Total Expenditures $7,907,470 $8,439,656 $9,658,459 $11,691,706 $2,033,247 21.1%

11.7M
Budgeted Expenditures Table by Expense Type
Investigations Bureau Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 294 Page 2793 of 3451 Records Budget Detail
What do we do?
The Records Bureau provides the first-level contact for all Police Department business inquiries. It is the primary service provider for public inquiries, vehicle and report releases, various permits, other front counter customer services, processing reports, arrest complaints, court dispositions, citations, and any related documentation. The Records Bureau inputs data to collect and analyze statistical information related to state and federal reporting requirements. In addition, the Records Bureau tracks and responds to all civil and criminal subpoenas and processes requests for the public disclosure of records.

Property & Evidence is responsible for receiving, recording, storing, and maintaining evidence collected from crime scene incidents. Property & Evidence Technicians maintain the chain of custody of evidence and will facilitate the transfer of these items to other agencies, labs, or return to the owner.

Goals & Objectives
What did we do in Fiscal Year 2026?
Provided additional training opportunities to develop records staff.

Expanded the Records Supervisor Office.

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

What do we plan to do in Fiscal Year 2027?
Continue to identify additional training opportunities to develop records staff.

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

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

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

Records Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 295 Page 2794 of 3451 Records
Budgeted Expenditures, by Expense Type
Personnel Services $1,579,175 96.4%
Materials And Supplies $49,341 3.0%
Contractual $10,450 0.6%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $953,498 $1,012,504 $1,125,715 $1,579,175 $453,459 40.3% Materials And Supplies $28,171 $34,509 $52,388 $49,341 -$3,047 -5.8% Contractual $1,030 $744 $6,670 $10,450 $3,780 56.7%
Total Expenditures $982,699 $1,047,756 $1,184,774 $1,638,966 $454,192 38.3%

1.64M
Budgeted Expenditures Table by Expense Type
Records Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 296 Page 2795 of 3451 Public Works
Savat Khamphou (Public Works Director)
The mission of the Public Works Department is to provide efficient and cost-effective services through traffic management, capital improvement, street maintenance, fleet services, and environmental compliance. The department strives to serve Corona citizens and customers in a helpful, courteous, and responsive manner.

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

Public Works
City of Corona | Fiscal Year 2027 Proposed Budget Page 297 Page 2796 of 3451 Public Works
City of Corona | Fiscal Year 2027 Proposed Budget Page 298 Page 2797 of 3451 Public Works Organizational Chart
Public Works
City of Corona | Fiscal Year 2027 Proposed Budget Page 299 Page 2798 of 3451 Public Works
Budgeted Expenditures, by Fund
General Fund $6,853,955 26.63%
Internal Service Funds $6,598,196 25.63%
Enterprise Funds $5,521,784 21.45%
Special Revenue Funds $5,195,330 20.18%
Capital Projects Funds $1,570,714 6.10%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
General Fund $4,481,445 $5,288,820 $6,381,058 $6,853,955 $472,897 7.4% Special Revenue Funds $4,564,686 $4,770,758 $4,988,562 $5,195,330 $206,768 4.1% Capital Projects Funds $975,796 $1,003,880 $1,280,643 $1,570,714 $290,070 22.7% Enterprise Funds $4,595,758 $4,564,142 $4,931,545 $5,521,784 $590,239 12.0% Internal Service Funds $6,417,469 $7,294,857 $5,973,906 $6,598,196 $624,290 10.5% Total Expenditures $21,035,153 $22,922,456 $23,555,715 $25,739,979 $2,184,264 9.3%

25.7M
Budgeted Expenditures Table by Fund
Public Works
City of Corona | Fiscal Year 2027 Proposed Budget Page 300 Page 2799 of 3451 Budgeted Expenditures, by Function
City Fleet Maintenance $6,598,196 25.6%
Street/Drainage/Sidewalk
Maintenance
$4,489,527 17.4%
Transit $3,902,473 15.2%
Capital Improvements $3,734,007 14.5%
Signal Operations $2,178,129 8.5%
Traffic Engineering $1,567,283 6.1%
Streetlighting - Districts $1,554,340 6.0%
Drainage Quality / NPDES $932,657 3.6%
Public Works Administration $748,024 2.9%
Public Transport/Emission Redu $31,200 0.1%
Drainage Maintenance $4,142 0.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Public Works Administration $715,638 $780,613 $624,453 $748,024 $123,571 19.8% Traffic Engineering $1,169,449 $1,327,984 $1,419,981 $1,567,283 $147,302 10.4% Signal Operations $2,151,719 $2,146,271 $2,025,686 $2,178,129 $152,443 7.5% Transit $3,341,682 $3,759,682 $3,664,449 $3,902,473 $238,025 6.5% Capital Improvements $1,978,010 $2,048,802 $3,461,578 $3,734,007 $272,429 7.9% Drainage Maintenance $3,596 $3,801 $3,869 $4,142 $273 7.1% Street/Drainage/Sidewalk
Maintenance
$3,098,348 $3,255,155 $3,972,358 $4,489,527 $517,169 13.0% Public Transport/Emission
Redu
$21,701 $21,560 $31,200 $31,200 - -
Streetlighting - Districts $1,432,737 $1,514,397 $1,488,025 $1,554,340 $66,315 4.5% Drainage Quality / NPDES $704,804 $769,335 $890,211 $932,657 $42,446 4.8% City Fleet Maintenance $6,417,469 $7,294,857 $5,973,906 $6,598,196 $624,290 10.5% Total Expenditures $21,035,153 $22,922,456 $23,555,715 $25,739,979 $2,184,264 9.3%

25.7M
Budgeted Expenditures Table by Function
Public Works
City of Corona | Fiscal Year 2027 Proposed Budget Page 301 Page 2800 of 3451 Public Works Administration Budget Detail
What do we do?
The Public Works Administration provides leadership, management, and administrative support for the daily operations of the Public Works Department. This section is responsible for departmental budgeting, personnel management, contract administration, special projects, document management, and coordination with other City departments. Public Works Administration delivers customer service to both internal and external stakeholders and provides administrative and technical support to all divisions within the department.

Goals & Objectives
What did we do in Fiscal Year 2026?
Successfully managed department recruitment efforts and the selection of replacement staff.

Maintained appropriate levels of customer service through effective staffing.

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

Assisted the divisions in securing competitive grant funding to support capital improvement projects and reduce reliance on local funding sources.

What do we plan to do in Fiscal Year 2027?
Continue to evaluate and improve recruitment, training, and leadership development efforts.

Assist the divisions to pursue additional grant funding opportunities to support Capital Improvement Projects.

Monitor revenues and expenditures and evaluate alternative funding sources.

Assist with the development and implement a succession plan to strengthen in-house expertise and ensure continuity in critical staffing roles.

Public Works Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 302 Page 2801 of 3451 Public Works Administration
Budgeted Expenditures, by Expense Type
Personnel Services $641,576 85.8%
Materials And Supplies $104,148 13.9%
Utilities $2,300 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $453,820 $508,655 $564,329 $641,576 $77,247 13.7% Materials And Supplies $255,778 $269,677 $58,624 $104,148 $45,524 77.7% Utilities $2,641 $2,281 $1,500 $2,300 $800 53.3%
Contractual $3,400 - - - - -
Total Expenditures $715,638 $780,613 $624,453 $748,024 $123,571 19.8% 748K
Budgeted Expenditures Table by Expense Type
Public Works Administration Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 303 Page 2802 of 3451 Public Transport/Emission Reduction Budget Detail
What do we do?
This section manages the AB2766 Subvention Fund program to promote the reduction of motor vehicle emissions.

Staff currently utilizes the funds for the following programs: bus pass subsidy and membership dues for Western Riverside County Clean Cities Coalition.

Goals & Objectives
What did we do in Fiscal Year 2026?
Continued participation in the Western Riverside County Clean Cities Coalition.

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

What do we plan to do in Fiscal Year 2027?
Continue the bus pass subsidy program.

Implement a reduced fare of $1.00 (discounted from $1.75) for the general public on the Corona Cruiser.

Continue participation in Western Riverside County Clean Cities Coalition.

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

Submit the annual AB2766 Trip Reduction Report to AQMD for FY 25/26.

Public Transport/Emission Reduction Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 304 Page 2803 of 3451 Public Transport/Emission Reduction
Budgeted Expenditures, by Expense Type
Materials And Supplies $28,100 90.1%
Contractual $3,000 9.6%
Utilities $100 0.3%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $20,594 $20,369 $28,100 $28,100 - - Utilities $25 $43 $100 $100 - -
Contractual $1,082 $1,148 $3,000 $3,000 - -
Total Expenditures $21,701 $21,560 $31,200 $31,200 - -

31.2K
Budgeted Expenditures Table by Expense Type
Public Transport/Emission Reduction Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 305 Page 2804 of 3451 Traffic Engineering Budget Detail
What do we do?
The Traffic Engineering group ensures that the City's traffic circulation system operates safely and efficiently. In accordance with state and local regulations, Traffic Engineering staff plans for growth-related needs, designs system improvements, coordinates construction activities, provides plan review for new development and utility permit work, and maintains system components for vehicles, bicycles, and pedestrians.

Goals & Objectives
What did we do in Fiscal year 2026?
Striping& Signage Support for the Major Pavement Rehab project.

Roadway Striping and Sign Maintenance and Replacement.

Performed approximately 390 plan checks.

Prepared approximately 160 work orders.

Completed design for Traffic Signal at Bedford at Georgetown.

Completed design on Radio Road grade crossing improvement project.

Completed Traffic Signal Optimization project construction phase.

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

Began design for Promenade Corridor improvements.

What do we plan to do in Fiscal Year 2027?
Continue striping support for Major Pavement Rehab projects.

Finalize construction of Traffic Signal at Bedford/Georgetown.

Construct Traffic Signal at California/Masters.

Construct the Radio Road grade crossing improvement project.

Finalize timing implementation of the Traffic Signal Optimization Project.

Retrofit aging fixed Dynamic Message Signs.

Modify the traffic signal on Lincoln and Bike Path to a HAWK signal Complete design for Promenade Corridor improvements.

Update plans and complete bid package for the construction phase of the ATMS Phase 3 Project.

Traffic Engineering Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 306 Page 2805 of 3451 Traffic Engineering
Budgeted Expenditures, by Expense Type
Personnel Services $771,280 49.2%
Materials And Supplies $643,303 41.0%
Contractual $150,000 9.6%
Utilities $2,700 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $997 - - - - -
Personnel Services $555,002 $643,075 $710,751 $771,280 $60,529 8.5% Materials And Supplies $498,346 $589,143 $584,230 $643,303 $59,073 10.1% Utilities $3,349 $2,977 - $2,700 $2,700 -
Contractual $111,755 $92,788 $125,000 $150,000 $25,000 20.0% Total Expenditures $1,169,449 $1,327,984 $1,419,981 $1,567,283 $147,302 10.4%

1.57M
Budgeted Expenditures Table by Expense Type
Traffic Engineering Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 307 Page 2806 of 3451 Transportation Services Budget Detail
What do we do?
The Transit Division provides/oversees the Dial-A-Ride (DAR) and Corona Cruiser Services. The Dial-A-Ride Service provides curb-to-curb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens, as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College). The service is available to qualified individuals (seniors 60 and older or persons with disabilities). The complementary paratransit Dial-A-Ride service area extends beyond city limits to ensure Compliance with the Americans with Disabilities Act 3/4-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA. The service is available on weekdays and Saturdays.

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

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

Goals & Objectives
What did we do in Fiscal Year 2026?
Completed and finalized the Federal Transit Administration (FTA) Triennial Review with compliance in 22 of the 23 review areas.

Completed and finalize the Transportation Development Act Triennial Performance Audit.

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

Awarded contract for thirteen (13) replacement buses cutaway buses that are past their useful life; the buses will be used for the Dial-A-Ride Service
Continued the Fare Subsidy Program, which became effective October 1, 2023, through June 30, 2026. California Department of Transportation Low Carbon Transit Operations Program funds are being used to subsidize the fares, which include free fares for Seniors, Persons with Disabilities, and Students and a reduced fare of $1.00 for the General Public.

Processed the following state and federal reports:

Quarterly & annual reports for all open FTA Grants.

Annual National Transit Database Report
Annual State of Good Repair Report
Annual Low Carbon Transit Operations Report
Semi-Annual Disadvantaged Business Enterprise Report
Prepared and processed the FY 2026/27-2028/29 Short Range Transit Plan.

Updated the Public Transit Agency Safety Plan for submittal to the Southern California Association of Governments.

Started activities for the Title VI program update as required by the FTA Civil Rights Office Started activities for the 2027-2029 Disadvantaged Business Enterprise (DBE) Triennial Goal as required by the FTA Civil Rights Office.

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

Transportation Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 308 Page 2807 of 3451 Provided shuttle service for the Corona 5K Run.

Provided bus service to the Senior Center for the annual Holiday Lights Tour, whereas the transit operator scouts the locations for the best experience. The event includes a raffle and prizes provided by the Transit Division, as well as refreshments from the transit operator.

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

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

What do we plan to do in Fiscal Year 2027?
Complete and submit the 2027-2029 Title VI program update to FTA Complete and submit the 2027-2029 Disadvantaged Business Enterprise (DBE) Triennial Goal to FTA Release solicitation for transit operations contract and award by March 2027; current contract expires June 30, 2027.

Continued the Fare Subsidy Program through June 30, 2027, which includes free fares for Seniors, Persons with Disabilities, and Students and a reduced fare of $1.00 for the General Public.

Scope out funding options to fund the fare subsidy program for Fiscal Year 2028.

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

Finalize the official Code of Conduct and policy.

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

Receive and accept the new replacement buses to be used for Dial-A-Ride services.

Prep old Dial-A-Ride buses that are past their useful for surplus.

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

Proceed with procurement activities for the purchase of the fixed route buses that will be past their useful life.

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

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

Prepare and process the 2027/28-2029/30 Short Range Transit Plan.

Submit the updated Title VI Program to the FTA Civil Rights Office.

Submit the new 2027-2029 Triennial DBE Goal to the FTA Civil Rights Office.

Update the Public Transit Agency Safety Plan for submittal to the Southern California Association of Governments due December 2026.

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

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Transit Program Specialist 159,338
Total $ 159,338
Transportation Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 309 Page 2808 of 3451 Transportation Services
Budgeted Expenditures, by Expense Type
Contractual $3,014,945 77.3%
Personnel Services $504,923 12.9%
Utilities $221,810 5.7%
Materials And Supplies $160,795 4.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay - $3,807 - - - -
Personnel Services $248,291 $379,156 $355,773 $504,923 $149,151 41.9% Materials And Supplies $58,867 $54,703 $84,924 $160,795 $75,871 89.3% Utilities $184,830 $179,079 $228,830 $221,810 -$7,020 -3.1% Contractual $2,532,934 $2,824,478 $2,994,922 $3,014,945 $20,023 0.7% Depreciation $316,760 $313,191 - - - -
Salaries-Benefits - $4,889 - - - -
Services-Supplies - $378 - - - -
Total Expenditures $3,341,682 $3,759,682 $3,664,449 $3,902,473 $238,025 6.5%

3.9M
Budgeted Expenditures Table by Expense Type
Transportation Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 310 Page 2809 of 3451 Signal Operations Budget Detail
What do we do?
Signal Operations, a group within the Traffic Engineering Section, is responsible for the maintenance, operation, and repair of the City's traffic circulation system. This group maintains all aspects of the City's Advanced Traffic Management System (ATMS), which includes the Traffic Management Center in City Hall and the Emergency Operations Center, traffic cameras, roadway warning beacons, enhanced crosswalks, and dynamic message signs throughout the city. The upkeep of these facilities and equipment provides for the safe and efficient travel of pedestrians, bicyclists, and motorists throughout Corona. A combination of in-house staff and contracted services perform maintenance and repairs.

Goals & Objectives
What did we do in Fiscal Year 2026?
Maintained over 230 traffic signals and traffic control devices.

Continued upgrading aging traffic monitoring cameras at various locations.

Continued upgrading various traffic signal hardware with ADA enhancements.

Begin implementation of the Traffic Signal Optimization Project timing phase.

What do we plan to do in Fiscal Year 2027?
Continue with upgrading aging traffic monitoring cameras at various locations.

Continue with upgrading various traffic signal hardware with ADA enhancements.

Complete implementation of the Traffic Signal Optimization Project timing phase.

Service Adjustment Change (Operating Budget)
Description Amount
1 FT Reclassify Traffic Signal Coordinator to Traffic Signal Supervisor 17,209 Total $ 17,209
Signal Operations Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 311 Page 2810 of 3451 Signal Operations
Budgeted Expenditures, by Expense Type
Personnel Services $990,969 45.5%
Materials And Supplies $899,941 41.3%
Utilities $245,512 11.3%
Contractual $41,707 1.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $664,506 $828,863 $884,793 $990,969 $106,176 12.0% Materials And Supplies $1,240,482 $1,041,882 $885,214 $899,941 $14,726 1.7% Utilities $219,755 $248,140 $221,981 $245,512 $23,531 10.6% Contractual $26,976 $27,386 $33,697 $41,707 $8,010 23.8% Total Expenditures $2,151,719 $2,146,271 $2,025,686 $2,178,129 $152,443 7.5%

2.18M
Budgeted Expenditures Table by Expense Type
Signal Operations Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 312 Page 2811 of 3451 Capital Improvements Budget Detail
What do we do?
The Capital Improvements Program provides engineering and project management services involving the preparation of plans and specifications, technical direction, oversight of design, bid, construction, and management of capital improvement projects. This program develops and implements all significant capital improvements within the public right-of-way for the City's Public Works Department and the Department of Water and Power. The Department of Water and Power provides funding for capital improvement projects associated with water and water reclamation. The Capital Improvements Program also manages regionally funded transportation projects and street pavement rehabilitation projects, including projects funded through the Transportation Uniform Mitigation Fee (TUMF) program and the Local Streets and Roads (LSR) program. The Capital Improvements section seeks local, state, and federal grant funding opportunities to improve facilities such as streets, bike lanes, sidewalks, traffic signals, streetlights, and bridges.

Goals & Objectives
What did we do in Fiscal Year 2026?
Asset Management Plan
Developed a comprehensive plan to guide the City toward achieving Strategic Asset Management maturity.

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

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

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

Integrated over 90,000 new assets with complete data sets into the asset management system, significantly enhancing data quality, asset visibility, and operational insights.

Parks and Facilities
Finalizing design and preparing to go out to bid for City Park Revitalization Project – 90% construction documents (CD) and in plan check; anticipated bid in Summer 2026.

Finalizing design and preparing to go out to bid for Griffin Park Improvements, Phase 2 – 90% CD and in plan check; anticipated bid in Spring 2026.

Finalizing design and preparing to go out to bid for Auburndale Park – 100% CD complete and through plan check; anticipated bid in Spring 2026.

Finalizing design and preparing to go out to bid for City Hall Carpet Replacement – 90% bid package complete.

Finalizing design and preparing to go out to bid for LMD Zone 20 – 100% bid package complete; anticipated bid in Summer 2026.

Finalizing design and preparing to go out to bid for Park Playground Replacements - Replace playgrounds at four parks: Mangular, Butterfield, River Road and Brentwood Park.

Finalizing design and preparing to go out to bid for Park ADA Improvements – at five locations: Buena Vista Park, Chase Park, Eagle Glen, Kellogg Park, and Serfas Club Park.

Finalizing design and preparing to go out to bid for Fire Station No. 2, Phase 1 – redesign in progress.

Finalizing design for Shade installation at 5 parks: Stagecoach Park, Husted Park, Rimpau Park and Village Park playgrounds and Santana Park Ballfields.

Design underway for CNG Replacement at Corporation Yard.

Design underway for El Cerrito Pickleball and Border Park – design consultant selected.

Site analysis underway for Juniper Street Slope Repairs – geotechnical report complete; moving into design recommendations.

Site analysis underway for Skyline Trail Amenities - pre-fab restroom and minor amenities like a water fountain at the Skyline Trail Head.

Finalizing project closeout for Cajalco / I-15 Interchange – ongoing closeout and landscape maintenance; anticipated completion in 2026.

Nearing completion of Library Innovation Center and Library Carpet installation.

Began Construction of Police Department HVAC Controller Upgrade.

Capital Improvements Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 313 Page 2812 of 3451 Began construction and nearing completion of ADA Improvements year 4: Fairview, Husted, Mangular, Rimpau, Serfas Club, Spyglass, Stagecoach, and Village.

Completed construction for Sheridan Park Playground (Ages 2–5 and 5–12) – new playground installation complete
Completed construction for Old Police Building – demolition complete.

Completed construction for Public Works Large Conference Room – A/V improvements complete.

Completed construction for Magnolia & Ontario – LED screen upgrade complete.

Completed sole source for Library HVAC Pneumatic Controls – sole source contract awarded by City Council (March).

Completed analysis for Montana Ranch Slope Repairs – geotechnical analysis complete; moving into maintenance repairs.

Streets and Storm Drains
Completed 75% of construction of the Citywide Annual Street Pavement Project FY 2025 and FY 2026 (Zone 1 of 10) combined Project.

Began design of Zone 2 of the ten-year pavement management program through 2035.

Completed planning and design of the Citywide ADA and Sidewalk Improvements Project.

Submitted selected Projects from the Bridge Preventative Maintenance Program accepted by CalTrans to fund future preventative maintenance Projects.

Reached 90% design of the 6th Street Beautification and Revitalization Phase I – Main to Ramona Project.

Incorporated Downtown Iconic Sign and Wayfinding into the 6th Street Beautification and Revitalization Phase I – Main to Ramona Project.

Completed construction of the parking lot portion of the South Mall Parking Lot Rehabilitation Project.

Completed the Bicycle Master Plan Update draft map and associated workshops.

Completed Corona's Storm Water Drainage Master Plan Update.

Reached 30% design of the Howard (formerly East Grand), Joy, and Victoria Storm Drain Project (Downtown Drainage Improvements Phase I).

Advertised design of the Downtown Drainage Improvements Phase II Project (6th Street and Merrill).

Reached 30% design of the Drain Line 9A Storm Drain Project.

Reached 30% design of the MDP Line 5, Stg 1 Storm Drain Project.

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

Completed construction of the CDBG Public Works ADA Compliance Project (Year 1).

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

Reached 90% design of the Ontario at Lincoln Widening Project and initiated the Right-of-Way Phase.

Reached 90% design of the Magnolia Widening Project.

Re-advertised, awarded, and restarted design of the Ontario at I-15 Widening Project.

Selected on-call design consultant for design of the Hidden Valley Medians Project.

Utilities
Completed Construction of Galloway Sewer Extension Project.

Completed the Construction of Lester Post Disinfection Station.

Completed Demolition of North Mall Properties Phase I.

Completed 2025 Urban Water Management Plan Update.

Completed Potable Water Master Plan.

Completed the Design of Glen Ivy Radio Communications Tower.

Completed the Design of Arcadia/Minnesota Waterline Replacement.

Completed the Design of Sierra Del Oro Lift Station Replacement.

Completed the Design of WRF#2 Equalization Basin Improvements.

Began and Completed Construction of Rudell Road Sewer Extension Project.

Began Demolition activities for North Mall Properties Phase II.

Began the Design of WRF#1 Chlorine Contact Basin Improvements.

Began Construction of Well 14 Rehabilitation & Equipping.

Began Design of WRF#2 Primary Clarifiers Rehabilitation.

Began Design of Sherman Avenue Waterline Replacement.

Capital Improvements Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 314 Page 2813 of 3451 What do we plan to do in Fiscal Year 2027?
Asset Management Plan
Secure formal approval and adoption of the Asset Management Policy to establish a consistent framework for long-term infrastructure planning, risk management, and investment decision-making. Following adoption, implement governance procedures, define roles and responsibilities, and ensure alignment with organizational strategic goals and regulatory requirements.

Establish and implement standardized condition-rating methodologies across all asset classes to ensure consistent, accurate, and repeatable data collection. Develop inspection schedules, field data collection protocols, and quality assurance processes to support ongoing condition monitoring and enable predictive maintenance strategies.

Advance GIS integration within the Asset Management system by improving layer filtering, enhancing spatial data accuracy, and enabling real-time synchronization between GIS and asset databases. Establish data governance standards to ensure data integrity, consistency, and accessibility across departments, supporting more efficient analysis and reporting.

Expand the Asset Management system by onboarding additional asset categories to ensure complete asset visibi lity and operational alignment. Standardize asset hierarchies, attributes, and naming conventions to improve usability, reporting capabilities, and cross-departmental coordination.

Present the inaugural State of Infrastructure Report to executive leadership, providing a comprehensive, datadriven assessment of asset condition, performance, risk exposure, and life cycle status. Incorporate key performance indicators (KPIs), funding gaps, and prioritized capital improvement recommendations to support informed decision-making and long-term financial planning.

Provide targeted training and resources to staff on asset management principles, system usage (EAM/CMMS), and data collection standards. Promote cross-departmental collaboration to ensure consistent adoption of processes and reinforce a culture of data-driven decision-making.

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

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

Finalize design and begin construction of South Mall Food Hall Core and Shell and Tenant improvements.

Finalize design and begin construction of Landscape Maintenance District 84-20 Improvements.

Finalize design and begin construction of El Cerrito Pickleball and Border Park Improvements.

Finalize design and begin construction of Promenade Park Improvements.

Finalize design and begin construction of Promenade Park Musco Lighting Improvements.

Finalize design and begin construction of Griffin Park Phase II Improvements.

Finalize design and begin construction of Auburndale Park Improvements.

Finalize design and begin construction of Playground Replacement Projects.

Finalize design and begin construction of Compressed Natural Gas (CNG) System Renovation.

Finalize design and begin construction of Airport Security Measures.

Finalize design and begin construction of Playground ADA safety surfacing projects.

Begin design of the Skyline Trail Restroom/amenities.

Begin design of Historic Civic Center Improvements.

Finalize design of ADA Year 5 Improvements.

Begin design of the Library HVAC Pneumatic Control replacement.

Begin construction of the library elevator replacement.

Begin construction of City Hall carpet replacement.

Complete construction of the Library Innovation Center and Carpet Replacement.

Complete construction of ADA Year 4 Improvements.

Complete construction of the Police Department's HVAC control update.

Complete construction for the Auburndale Park Improvements.

Complete construction at Griffin Park, Phase II Improvements.

Finalize project closeout process of the Cajalco/I-15 Interchange.

Street and Storm Drains
Complete design and begin construction of the Downtown Drainage Improvements Phase I Project (Howard Street Storm Drain, South Joy Street Storm Drain, South Victoria Avenue Storm Drain).

Award and start design for the Downtown Drainage Improvements Phase II Project (6th Street and Merrill).

Complete design and begin construction of the Drain Line 9A Storm Drain Project.

Capital Improvements Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 315 Page 2814 of 3451 Complete design for the MDP Line 5, Stg 1 Storm Drain Project (with construction pending BNSF approval).

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

Using the Drainage Master Plan Update, apply for future funding for FY27-30 Projects with Riverside County Flood Control and Water Conservation District.

When funding is secured, begin design of initial Projects identified by the Bridge Preventive Maintenance Plan.

Complete design for Sixth Street Beautification and Revitalization Phase I – Main to Ramona, advertise, award, and begin construction.

Begin design for Sixth Street Beautification and Revitalization Phase II from W Grand to E Grand, incorporating the Iconic Signs and Wayfinding Signs Projects.

Begin design of Downtown Wayfinding Sign Project (for locations not associated with current Projects).

Complete construction of the Stan Reynolds / Main Street Traffic Signal.

Complete construction of the Citywide Annual Street Pavement Project FY 2025 and FY 2026 (Zone 1) combined Project.

Complete design of the (Zone 2) Citywide Annual Street Pavement Project FY 2027 and begin construction.

Begin design of the (Zone 3) Citywide Annual Street Pavement Project FY 2028.

Construct the Citywide ADA and Sidewalk Improvements Project.

Complete design and construction for the CDBG Public Works ADA Compliance Project.

Complete the ADA Transition Plan Update.

Complete the Bicycle Master Plan Update.

Complete design and right-of-way phases of the Ontario Avenue Widening at Lincoln Avenue Project.

Reach 30% design of the Ontario Avenue / I-15 Corridor Enhancements Project.

Complete design for the Magnolia Avenue Bridge Widening Project.

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

Begin design of the Hidden Valley Medians Project. Advertise and award construction if funding is secured.

Utilities
Begin Design for the Smith and Rincon Lift Station Replacement.

Begin and Complete construction of the Arcadia/Minnesota Waterline Replacement.

Begin Reclaimed Water Master Plan Update.

Begin Demolition Activities for North Mall Properties Phase III.

Begin Construction for the Glen Ivy Water Treatment Plant.

Begin Construction for the Glen Ivy Radio Communications Tower.

Begin Construction for the SDO Lift Station Replacement.

Begin Construction for the Common Well 22 Upgrades.

Complete Sewer Master Plan Update.

Complete Demolition activities for North Mall Properties Phase II.

Complete Design and begin Construction for WRCRWA Flow Control.

Complete Design and begin Construction for the WRF#1 Blower and Digester Piping and Equipment Upgrade.

Complete Design and begin Construction of WRF#1 Chlorine Contact Basin Improvements.

Complete Design and begin Construction of the Downtown Sixth Street Waterline Replacement.

Complete Design and begin Construction of the WRF#2 Primary Clarifiers Rehabilitation.

Complete Design and begin Construction of Grand Quadrant Waterline Replacements.

Complete Design and begin Construction of Sherman Avenue Waterline Replacement.

Complete Construction of Well 14 Rehabilitation & Equipping.

Capital Improvements Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 316 Page 2815 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
Conference, Training, and Travel - Public Works 11,500
Hydraulic Modeling and System Analysis Services 30,000
License for Infowater Pro and Infoworks Software 12,600 Total $ 54,100
Capital Improvements
Budgeted Expenditures, by Expense Type
Personnel Services $3,591,116 96.2%
Materials And Supplies $97,391 2.6%
Contractual $30,000 0.8%
Utilities $15,500 0.4%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,913,498 $1,953,281 $3,413,384 $3,591,116 $177,732 5.2% Materials And Supplies $59,098 $81,169 $47,794 $97,391 $49,597 103.8% Utilities $2,835 $6,425 $400 $15,500 $15,100 3,775.0%
Contractual $2,579 $7,927 - $30,000 $30,000 -
Total Expenditures $1,978,010 $2,048,802 $3,461,578 $3,734,007 $272,429 7.9%

3.73M
Budgeted Expenditures Table by Expense Type
Capital Improvements Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 317 Page 2816 of 3451 Street/Drainage/Sidewalk Maintenance Budget Detail
What do we do?
The Street Maintenance Program provides maintenance of City streets, alleys, and right-of-way to ensure the safe passage of vehicular traffic. The program also assists with road closures, hazardous material responses and special events. It is responsible for the maintenance of concrete sidewalks, curbs and gutters, and other concrete structures within the public right-of-way to ensure the safety of pedestrians and proper drainage of City streets and right-of-way.

Street Maintenance is responsible for maintaining all regulatory, warning and guide signs, as well as patching potholes and maintaining pavement markings within the City to provide the public with a safe and informative transportation system.

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

Goals & Objectives
What did we do in Fiscal Year 2026?
Completed approximately 8,315 work orders related to street maintenance, street lighting, litter collection, and road hazard removal and repair.

Replaced 33,327 square feet of concrete sidewalk and 959 linear feet of curb and gutter at 212 locations throughout the city.

Repaired 25,954 square feet of potholes at 312 locations throughout the city.

Retrieved 427 tons of debris from the public right of way at831 locations throughout the City.

Repaired, replaced, or installed 1,786 signs within the public right-of-way.

Cleared approximately 1,887,000 square feet of weeds from the public right-of-way and debris basins at 128 locations throughout the city.

Performed maintenance on 360 storm drain catch basins throughout the city.

Swept approximately 28,836 curb miles, retrieving nearly 1,915 tons of rubbish from curbs and gutters.

What do we plan to do in Fiscal Year 2027?
Replace at least 30,000 square feet of lifted, cracked and damaged sidewalks throughout the city to continue improving public safety.

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

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

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

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

Begin Quarterly maintenance of 250 storm drain catch basins containing CPS devices for trash capture.

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

Street/Drainage/Sidewalk Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 318 Page 2817 of 3451 Street/Drainage/Sidewalk Maintenance
Budgeted Expenditures, by Expense Type
Personnel Services $2,208,659 49.2%
Materials And Supplies $1,390,868 31.0%
Contractual $879,000 19.6%
Utilities $11,000 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
% Change
(Prop. to
Adop.)
$ Change
(Prop. to
Adop.)
Capital Outlay $90,346 - - - - -
Personnel Services $1,343,708 $1,582,108 $1,926,636 $2,208,659 14.6% $282,024 Materials And Supplies $714,540 $802,097 $1,146,982 $1,390,868 21.3% $243,887 Utilities $9,983 $6,776 $8,300 $11,000 32.5% $2,700
Contractual $939,770 $864,137 $890,441 $879,000 -1.3% -$11,441 Claims Expense - $37 - - - -
Total Expenditures $3,098,348 $3,255,155 $3,972,358 $4,489,527 13.0% $517,169

4.49M
Budgeted Expenditures Table by Expense Type
Street/Drainage/Sidewalk Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 319 Page 2818 of 3451 Drainage Quality/NPDES Budget Detail
What do we do?
The NPDES Program administers the National Pollutant Discharge Elimination System (NPDES) Permit for the City of Corona. The NPDES (Stormwater Management) Permit is mandated by the Federal Clean Water Act and implemented by the State Water Resources Control Board with the goal of preventing pollutants from entering our lakes, streams, rivers, and oceans through stormwater runoff. Under the Permit, the City conducts inspections of businesses, construction sites, and its municipal facilities. It responds to illicit discharges to ensure pollutants are not flowing from private and public property into the storm drain system. The City also conducts staff training and Public Outreach and Education on stormwater Best Management Practices (BMPs).

The Regulatory Compliance Program ensures the City maintains compliance with Federal, State, and Local environmental regulations impacting City operations and assets. It coordinates and addresses permit requirements, facility inspections, equipment tests, emergency plan updates, compliance reports, and staff training for air quality and hazardous materials' management. As new regulations are drafted, Regulatory Compliance attends workshops, engages with agency advocate groups, and submits comment letters to state agencies such as the California Air Resources Board (CARB). As draft regulations develop, Regulatory Compliance evaluates the changes from current policies and determines what the effect would be on the City.

Goals & Objectives
What did we do in Fiscal Year 2026?
Conducted 202 construction site visits to confirm compliance with the City's NPDES development and construction guidelines.

Conducted 207 commercial/industrial site visits in accordance with the inspection schedule to verify compliance with the City Municipal Code and NPDES permit.

Performed 138 residential requests/field reviews in response to possible NPDES violations.

Conducted 101 pool inspections to ensure pool water discharge was within the conditions allowed by the Permit.

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

Participated in 70 meetings for NPDES & Regulatory Compliance activities for continued collaboration with regional agencies to ensure City compliance for stormwater management and other environmental regulations.

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

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

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

Reviewed, processed, and submitted permit renewals for 16 City facilities.

Reviewed, sorted, and organized documentation for 19 different inspections for underground storage tanks located at the Fuel Station and set up procedures to organize future documentation for traceability.

Collaborated with CIP Engineering, Street Maintenance, Public Works Inspection and a contractor to install 220 Trash Capture Devices (TCDs) to the storm drain catch basins.

Collaborated with CIP Engineering and Street Maintenance for City Council approval to work with a contractor to address maintenance of the 220 TCDs recently installed.

Collaborated with CIP Engineering and a contractor to work on the City’s new Storm Drain & Stormwater Management Master Plan.

Collaborated with IT and developed a paperless system using TrakiT software application for all NPDES inspections.

Drainage Quality/NPDES Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 320 Page 2819 of 3451 What do we plan to do in Fiscal Year 2027?
Continue collaborating with State and Local Jurisdictions to implement the new Tri-County (Orange, Riverside, & San Bernardino) NPDES Permit anticipated to be adopted in calendar year 2026. Workshops/meetings for the implementation process are ongoing.

Continue collaborating with CIP Engineering, Street Maintenance and Public Works Inspection for Citywide installations of TCDs for approximately 1,200 catch basins to comply with the State's Trash Provisions Order; an additional 500 TCDs will be installed in fiscal year 2027.

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

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

Continue collaborating with the Planning & Development Department to work with developers to install TCDs to catch basins for various developments.

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

Continue distributing educational materials on BMPs to prevent stormwater exposure to pollutants and eliminate non-stormwater discharges.

Continue updating and managing all data and submissions for the 24 Municipal Facilities overseen by the Public Works Department that are recognized by CalEPA as storing hazardous materials and/or generating hazardous waste.

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

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

Drainage Quality/NPDES Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 321 Page 2820 of 3451 Drainage Quality/NPDES
Budgeted Expenditures, by Expense Type
Personnel Services $473,955 50.8%
Materials And Supplies $377,559 40.5%
Contractual $76,073 8.2%
Utilities $5,070 0.5%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $360,557 $382,570 $428,186 $473,955 $45,769 10.7% Materials And Supplies $277,976 $327,862 $381,502 $377,559 -$3,943 -1.0% Utilities $2,347 $4,051 $4,983 $5,070 $87 1.7%
Contractual $63,924 $54,852 $75,540 $76,073 $533 0.7%
Total Expenditures $704,804 $769,335 $890,211 $932,657 $42,446 4.8% 933K
Budgeted Expenditures Table by Expense Type
Drainage Quality/NPDES Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 322 Page 2821 of 3451 Drainage Maintenance Budget Detail
What do we do?
The Drainage Maintenance Program is responsible for the maintenance of sewer and storm drain lines within the CFD 2000-1 district. This program conducts inspection, repair, regular maintenance, and cleaning of storm drain systems to protect the public and the environment.

Goals & Objectives
What did we do in Fiscal Year 2026?
Cleared storm drains within CD 2000-1 as needed.

What do we plan to do in Fiscal Year 2027?
Continue to perform maintenance on storm drains within CFD 2000-1.

Drainage Maintenance
Budgeted Expenditures, by Expense Type
Contractual $3,187 76.9%
Materials And Supplies $955 23.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Materials And Supplies $653 $794 $776 $955 $179 23.1%
Contractual $2,943 $3,007 $3,093 $3,187 $94 3.0%
Total Expenditures $3,596 $3,801 $3,869 $4,142 $273 7.1%

4.14K
Budgeted Expenditures Table by Expense Type
Drainage Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 323 Page 2822 of 3451 Streetlighting - Districts Budget Detail
What do we do?
The Street Lighting Program provides the maintenance and repair of the City's residential and arterial street lighting system.

Goals & Objectives
What did we do in Fiscal Year 2026?
Performed maintenance and repairs on approximately 608 streetlights and responded to 17 knocked-down streetlight poles.

Replaced 12 streetlight service point cabinets.

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

What do we plan to do in Fiscal Year 2027?
Perform maintenance and repairs on all reported streetlight outages.

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

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

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

Streetlighting - Districts Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 324 Page 2823 of 3451 Streetlighting - Districts
Budgeted Expenditures, by Expense Type
Utilities $856,080 55.1%
Materials And Supplies $555,779 35.8%
Contractual $132,481 8.5%
Personnel Services $10,000 0.6%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $14,382 $1,524 $14,800 $10,000 -$4,800 -32.4% Materials And Supplies $656,300 $699,156 $642,895 $555,779 -$87,116 -13.6% Utilities $671,096 $720,717 $676,527 $856,080 $179,553 26.5% Contractual $90,959 $93,000 $153,803 $132,481 -$21,322 -13.9% Total Expenditures $1,432,737 $1,514,397 $1,488,025 $1,554,340 $66,315 4.5%

1.55M
Budgeted Expenditures Table by Expense Type
Streetlighting - Districts Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 325 Page 2824 of 3451 City Fleet Maintenance Budget Detail
What do we do?
The Fleet Services Program administers and maintains the operation and maintenance of all City-owned vehicles, heavy construction equipment, and machinery, including fire apparatus, emergency units and related equipment. This section is responsible for scheduling preventative maintenance and repairing the City-owned fleet, monitoring and maintaining the asset management system, and coordinating specialized repairs contracted with local vendors. This section also administers the vehicle and equipment replacement program, maintains and operates the City's fueling infrastructure, and oversees other fleet-related programs.

Goals & Objectives
What did we do in Fiscal Year 2026?
Completed 2225 preventative and corrective maintenance work orders for City vehicles.

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

Identified 46 vehicles at the end of their life cycle and obtained specs, quotes, and pricing of replacement vehicles in order to request budgeting for FY26.

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

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

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

Obtain a contract for an off-site vendor to provide car washing services for city vehicles.

What do we plan to do in Fiscal Year 2027?
Work with equipment manufacturers and City vendors to replace 46 vehicles and participate in the procurement of any new additions to the fleet.

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

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

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

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

City Fleet Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 326 Page 2825 of 3451 City Fleet Maintenance
Budgeted Expenditures, by Expense Type
Materials And Supplies $3,243,910 49.2%
Utilities $1,677,000 25.4%
Personnel Services $1,487,286 22.5%
Contractual $190,000 2.9%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $1,228,355 $1,174,012 $1,365,503 $1,487,286 $121,784 8.9% Materials And Supplies $2,693,196 $3,154,136 $2,971,153 $3,243,910 $272,757 9.2% Utilities $1,345,996 $1,315,065 $1,452,250 $1,677,000 $224,750 15.5% Contractual $183,929 $163,958 $185,000 $190,000 $5,000 2.7% Undefined Expenses $87,602 $352,584 - - - -
Depreciation $878,390 $1,135,103 - - - -
Total Expenditures $6,417,469 $7,294,857 $5,973,906 $6,598,196 $624,290 10.5%

6.6M
Budgeted Expenditures Table by Expense Type
City Fleet Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 327 Page 2826 of 3451 Utilities
Tom Moody (Utilities Director)
The mission of the Utilities Department is to protect public health by providing the highest quality water, reclaimed water, and electric utility services, as well as efficient sewer operations.

What do we do?
The Utilities Department provides water, reclaimed water, sewer, and electric utility services.

Utilities
City of Corona | Fiscal Year 2027 Proposed Budget Page 328 Page 2827 of 3451 Utilities Organizational Chart
Utilities
City of Corona | Fiscal Year 2027 Proposed Budget Page 329 Page 2828 of 3451 Utilities
Budgeted Expenditures, by Fund
Enterprise Funds $120,779,163 99.34%
Special Revenue Funds $802,052 0.66%
Category FY 2024 Actual FY 2025 Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Special Revenue Funds $11,688,542 $1,292,649 $927,984 $802,052 -$125,932 -13.6% Enterprise Funds $115,505,808 $117,388,108 $116,898,253 $120,779,163 $3,880,911 3.3% Total Expenditures $127,194,350 $118,680,757 $117,826,236 $121,581,215 $3,754,979 3.2% Budgeted Expenditures, by Function
Operations $68,420,458 56.3%
General Services $26,822,778 22.1%
Facilities Maintenance $9,697,434 8.0%
Infrastructure Maintenance $6,868,825 5.6%
Utility Billing/Customer Care $5,008,694 4.1%
Regulatory Compliance $2,890,296 2.4%
Sustainability/Conservation $1,056,464 0.9%
Waste Disposal and Recycling $802,052 0.7%
Airport Operations $14,214 0.0%
122M
Budgeted Expenditures Table by Fund
122M
Utilities
City of Corona | Fiscal Year 2027 Proposed Budget Page 330 Page 2829 of 3451 Category FY 2024 Actual FY 2025 Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Waste Disposal and
Recycling
$11,688,542 $1,292,708 $927,984 $802,052 -$125,932 -13.6% General Services $35,131,025 $35,355,970 $22,742,599 $26,822,778 $4,080,180 17.9% Regulatory Compliance $2,118,115 $2,353,346 $2,436,256 $2,890,296 $454,040 18.6% Operations $59,513,879 $59,778,242 $70,683,110 $68,420,458 -$2,262,651 -3.2% Airport Operations - $5,562 $12,313 $14,214 $1,901 15.4% Infrastructure Maintenance $4,978,061 $5,389,664 $6,395,248 $6,868,825 $473,578 7.4% Facilities Maintenance $9,817,654 $9,804,165 $9,017,497 $9,697,434 $679,936 7.5% Sustainability/Conservation $522,193 $631,002 $1,040,179 $1,056,464 $16,285 1.6% Utility Billing/Customer Care $3,424,881 $4,070,098 $4,571,052 $5,008,694 $437,642 9.6% Total Expenditures $127,194,350 $118,680,757 $117,826,236 $121,581,215 $3,754,979 3.2% Budgeted Expenditures Table by Function
Utilities
City of Corona | Fiscal Year 2027 Proposed Budget Page 331 Page 2830 of 3451 General Services Budget Detail
What do we do?
The General Services division provides leadership, policy, support, and planning for the effective and efficient operation of the Utilities Department. The division provides support to all divisions within the department and works collaboratively with the Finance Department to provide budgetary, purchasing, financial, and analytical information that is required of our department.

Goals & Objectives
What did we do in Fiscal Year 2026?
Provided leadership and overall management of all Utilities Department activities.

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

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

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

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

Issuance of water and sewer revenue bonds, enabling the Utilities Department to fund capital-intensive projects with low-interest long-term payments.

What do we plan to do in Fiscal Year 2027?
Continue to provide leadership, management, and support of all Utilities Department activities.

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

Continue to provide excellent customer service at all times.

Continue to apply for new grants and manage existing grants.

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

General Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 332 Page 2831 of 3451 General Services
Budgeted Expenditures, by Expense Type
Materials And Supplies $23,339,794 87.0%
Personnel Services $3,322,492 12.4%
Contractual $125,881 0.5%
Utilities $34,611 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $2,628,349 $2,911,274 $3,098,701 $3,322,492 $223,792 7.2% Materials And Supplies $18,102,705 $18,900,631 $19,469,458 $23,339,794 $3,870,336 19.9% Utilities $31,272 $31,142 $34,035 $34,611 $576 1.7%
Contractual $152,060 $181,144 $140,405 $125,881 -$14,524 -10.3% Undefined Expenses $16,213 $16,213 - - - -
Depreciation $14,200,426 $13,315,566 - - - -
Total Expenditures $35,131,025 $35,355,970 $22,742,599 $26,822,778 $4,080,180 17.9%

26.8M
Budgeted Expenditures Table by Expense Type
General Services Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 333 Page 2832 of 3451 Regulatory Compliance Budget Detail
What do we do?
The Regulatory Compliance division ensures the production and distribution of services pertaining to water, sewer, reclaimed water, and electricity operate in compliance with all applicable state and federal regulations related to quality, safety, and operational objectives.

Goals & Objectives
What did we do in Fiscal Year 2026?
Implemented Year 4 of 5 of the Temescal Sub-basin Groundwater Sustainability Plan (GSP)and the Bedford Coldwater GSP.

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

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

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

Monitored regulatory and legislative changes.

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

Conducted inspections with local regulatory agencies.

Developed an inventory to identify the materials of service lines connected to the public water distribution system
What do we plan to do in Fiscal Year 2027?
Implement Year 5 of 5 of the Temescal Sub-basin GSP and the Bedford Coldwater GSP.

Complete the Temescal Subbasin GSP five-year update.

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

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

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

Continue to monitor upcoming regulatory and legislative changes.

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

Continue to conduct internal reviews to ensure all permit requirements are met.

Update service line inventory to include classification of connector material.

Initiate Sewer System Management Plan (SSMP) Audit.

Complete Lead and Copper Monitoring for 50 residences.

Regulatory Compliance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 334 Page 2833 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
1 FT Reclassify Senior Regulatory Compliance Specialist to Lead Regulatory Compliance Specialist
(7,072)
1 FT Reclassify Utilities Operations Analyst to Utilities Regulatory Compliance Manager 13,460 2 FT Regulatory Compliance Specialist I Flex 207,392
Total $ 213,780
Regulatory Compliance
Budgeted Expenditures, by Expense Type
Contractual $1,502,768 52.0%
Personnel Services $791,027 27.4%
Materials And Supplies $595,580 20.6%
Utilities $921 0.0%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Personnel Services $327,199 $347,761 $363,681 $791,027 $427,346 117.5% Materials And Supplies $476,628 $590,650 $567,638 $595,580 $27,942 4.9% Utilities $498 $411 $624 $921 $297 47.6%
Contractual $1,313,790 $1,414,524 $1,504,313 $1,502,768 -$1,545 -0.1% Total Expenditures $2,118,115 $2,353,346 $2,436,256 $2,890,296 $454,040 18.6%

2.89M
Budgeted Expenditures Table by Expense Type
Regulatory Compliance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 335 Page 2834 of 3451 Operations Budget Detail
What do we do?
The Operations division is composed of three different groups focusing on different utilities. First, Water and Reclaimed Water Operations ensures the production and distribution of safe, clean, and reliable drinking water to the City of Corona community and provides reclaimed water for landscaped areas. Water Operations oversees 4 potable water treatment facilities, 18 potable water storage tanks, 21 potable water wells, 46 potable pressure-reducing stations, 19 potable booster stations, and 8 monitoring wells. Reclaimed Water Operations oversees 3 reclaimed water storage tanks, 5 reclaimed booster stations, 5 reclaimed pressure-reducing stations, and 2 non-potable wells. Next, Sewer Operations focuses on the proper and efficient treatment of all sewer flows within the City of Corona’s service area in a 24/7 operation, generating Title 22-compliant reclaimed water for commercial and environmental reuse as well as safely managing the treatment and disposal of biosolids for end use. The Sewer Operations group oversees 3 treatment facilities, 15 lift stations, and 4 percolation ponds. Lastly, Electric Operations ensures the safe, affordable, and uninterrupted distribution of electric power to the City of Corona's service area. Electric Operations oversees 5 Wholesale Distribution Access Tariffs (WDAT) and 275 transformers, pad-mounted enclosure (PME) switches, and capacitor banks.

Goals & Objectives
What did we do in Fiscal Year 2026?
Extracted, treated, and/or distributed approximately 9.9 billion gallons of well water, raw surface water, and reclaimed water in total.

Lester post disinfection project constructed, completed, and online.

Lester filter 2 under drain replacement, testing, and completion.

Well 31- pull and refit pump equipment with longer-lasting and corrosion-resistant equipment.

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

Completed maintenance on approximately 60 Cla-Val valves across 32 facilities.

Completed approximately 12 media change-outs for the Granular Activated Carbon Treatment Plant (GACTP).

Completed membrane replacements for Train 1 at the Desalter Water Treatment Plant.

Completed the inspection and cleaning of 8 water storage tanks.

Completed the design of two new boilers, upsized digester heat exchangers, and associated process piping at WRF 1, enhancing the facility’s heating capacity and overall process reliability.

Completed the replacement of the WRF #1 flash mixer and associated supporting infrastructure, a critical component of the facility’s tertiary treatment process. Started construction of the New WRF #1 Static Mixer.

Successfully completed the commissioning of two new Motor Control Centers (MCCs) serving the lift station and aeration systems at WRF 2. This upgrade enhanced the facility’s electrical efficiency and significantly improved process control capabilities.

Installed a new chemical pump skid and two sodium hypochlorite storage tanks at WRF 3 to enhance disinfection process reliability and improve the accuracy of chemical‑usage data for inventory forecasting.

Collaboration with City Engineering and Dudek to develop the City of Corona’s Sewer Master Plan.

Completed the Electric Capacity Impact Study that identified opportunities for improving operations in support of ongoing growth.

Began the Arc Flash Study to assess system hazards, ensure regulatory compliance, and implement safety measures to protect personnel and equipment.

Replaced two 750 kVA pad mounted transformers on Citrus Woods Business Center to enhance system reliability.

Installed five sump pumps at various locations to mitigate water infiltration in electrical vaults and protect critical infrastructure.

Conducted the WDAT Relay Replacement Project to install digital meters at the five WDAT interconnection points to improve system protection and coordinate operations.

Operations Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 336 Page 2835 of 3451 What do we plan to do in Fiscal Year 2027?
Continue to provide safe, clean, and reliable drinking water that meets and exceeds all state and federal regulations, as well as continue to distribute reclaimed water to meet user demands.

Rehabilitate Well 11A, resulting in increased well efficiency.

Complete Well 14 outfitting and commission well for service.

Start construction of the two new Boilers, MCC upgrades, blower replacement and associated piping at WRF 1.

Complete the construction of the new Static mixer at WRF 1.

Bid and construct the new WRF #1 influent flow meter.

Bid and commence the rehabilitation of WRF #2 Primary clarifiers #1 & #2.

Complete the design of WRF #1 Chlorine Contact Basin MCC replacement and Instrumentation consolidation.

Conduct an RFP and complete electric metering infrastructure upgrades.

Conduct a feasibility assessment for battery energy storage at WDATs.

Complete the Arc Flash Study.

Replace pad mounted transfers at the Crossings and WRF1.

Conduct the Direct Access rate study.

Begin the electric cable assessment and replacement plan.

Service Adjustment Change (Operating Budget)
Description Amount
Forklift for Water Reclamation Facility No. 2 70,000
Underwater Cleaning for Sewers 60,200
Vehicle Purchase for SCADA Engineer 22,680
WRF1 Terminal Tractor DPF Burnoff 50,000
Total $ 202,880
Operations Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 337 Page 2836 of 3451 Operations
Budgeted Expenditures, by Expense Type
Materials And Supplies $34,813,065 50.9%
Utilities $23,887,101 34.9%
Personnel Services $8,143,289 11.9%
Contractual $1,507,003 2.2%
Capital Outlay $70,000 0.1%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay $192,346 $464,917 - $70,000 $70,000 -
Personnel Services $8,793,510 $9,140,836 $8,070,842 $8,143,289 $72,447 0.9% Materials And Supplies $28,569,549 $30,907,694 $33,408,963 $34,813,065 $1,404,103 4.2% Utilities $20,741,428 $17,821,947 $27,628,372 $23,887,101 -$3,741,271 -13.5% Contractual $1,216,957 $1,442,848 $1,574,933 $1,507,003 -$67,930 -4.3% Undefined Expenses $90 - - - - -
Total Expenditures $59,513,879 $59,778,242 $70,683,110 $68,420,458 -$2,262,651 -3.2%

68.4M
Budgeted Expenditures Table by Expense Type
Operations Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 338 Page 2837 of 3451 Infrastructure Maintenance Budget Detail
What do we do?
The Infrastructure & System Maintenance division is crucial in the safe and functional delivery and distribution of water, sewer, and reclaimed water. The division responds to reported water leaks, water main breaks, and sewer overflows throughout the City and ensures the appropriate and proper responses are conducted. Additionally, the team is vital in the preventative maintenance of City-owned infrastructure-related assets, such as water meters, fire hydrants, and air vacuum controls.

Goals & Objectives
What did we do in Fiscal Year 2026?
Identified and coated deteriorated manholes on 6 high flow sewer mains with a protective coating to prevent further deterioration and to extend useful life.

Assessed the condition of 4,925 water main and hydrant valves within the distribution system.

Responded to and repaired 50 water main leaks and water main breaks promptly and ensured there was minimal or no disruption to water service.

Performed annual cleaning of the sewer collection system on 513,096 linear feet of sewer mains for optimal functionality.

Conducted video inspections on 501,563 linear feet of sewer mains to identify and repair deficiencies.

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

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

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

Repaired and replaced approximately 200 water services and ensured minimal disruption to residents.

Performed 60 emergency and planned water main shutdowns for the Utilities Department and Public Works Department.

Executed two water main replacement projects to address critical infrastructure needs.

Painted 528 fire hydrants to maintain visibility, corrosion protection, as well as civic and safety compliance.

What do we plan to do in Fiscal Year 2027?
Identify and coat 3-5 deteriorated manholes on high-flow sewer mains with a protective coating to prevent further deterioration and extend their useful life.

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

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

Perform annual cleaning of the sewer collection system and conduct video inspections on approximately 500,00 0 linear feet of sewer mains to identify and repair deficiencies.

Perform cockroach control activities in approximately 5,000 manholes.

Perform root control activities on approximately 62,000 linear feet of sewer mains.

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

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

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

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

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

Infrastructure Maintenance Budget Detail
City of Corona | Fiscal Year 2027 Proposed Budget Page 339 Page 2838 of 3451 Service Adjustment Change (Operating Budget)
Description Amount
1 FT Utility Service Worker 90,612
1 FT Senior Utility Service Worker 112,426
2 FT Utility Service Worker Crew Leader/Equipment Operator 242,558 Equipment Purchase - Compact Excavator 92,000
Materials & Uniforms for 1 FT Senior Utility Service Worker 2,454 Materials & Uniforms for 1 FT Utility Service Worker 2,454 Materials & Uniforms for 2 FT Utility Service Worker Crew Leader/Equipment Operator 4,908 SewerAI Subscription 96,000
Vehicle Purchase for 1 Utility Truck 24,691
Total $ 668,103
Infrastructure Maintenance
Budgeted Expenditures, by Expense Type
Materials And Supplies $3,149,753 45.9%
Personnel Services $2,646,506 38.5%
Contractual $965,119 14.1%
Capital Outlay $92,000 1.3%
Utilities $15,447 0.2%
Category
FY 2024
Actual
FY 2025
Actual
FY 2026
Adopted
FY 2027
Proposed
$ Change
(Prop. to
Adop.)
% Change
(Prop. to
Adop.)
Capital Outlay - - - $92,000 $92,000 -
Personnel Services $1,634,914 $1,871,594 $2,219,651 $2,646,506 $426,855 19.2% Materials And Supplies $2,483,079 $2,901,289 $3,240,165 $3,149,753 -$90,412 -2.8% Utilities $14,049 $12,827 $13,951 $15,447 $1,496 10.7%
Contractual $846,019 $603,953 $921,481 $965,119 $43,638 4.7% Total Expenditures $4,978,061 $5,389,664 $6,395,248 $6,868,825 $473,578 7.4%