Corona City Council
August 5, 2026

Last Update: Jul 06, 2026 16:30:44
Last Update: Jul 06, 2026 16:30:43
Debt payments as a % of operating budget
Quarter

2.49% 2.49% 2.49% 2.49% 2.49% 2.49%

11.03% 1.03% 11.03% 1.03%

9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.5% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4% 9.4%

8.49% 8.49% 8.49% 8.49% 8.49% 8.49%

7.85% 7.85% 7.85% 7.85% 7.85% 7.85%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
2%
4%
6%
8%
10%
12%
GO Bond credit rating
Date
Rating
AA- AA- AA- AA- AA- AA- AA- AAAA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ AA+ Bond Rating
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1FY23 Q2
FY23 Q3
FY23 Q4FY24 Q1
FY24 Q2
FY24 Q3FY24 Q4FY25 Q1FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2FY26 Q3FY26 Q4

Last Update: Jul 06, 2026 16:30:44
Last Update: Jul 06, 2026 16:30:44
Percentage of GO Debt Capacity Used
Quarter

0.98% 0.98%0.98% 0.98% 0.98% 0.98% 0.98% 0.98%

8.04% 8.04% 8.04% 8.04% 8.04% 8.04%8.04% 8.04%

6.99% 6.99% 6.99% 6.99%6.99% 6.99% 6.99% 6.99%

6.42% 6.42%6.42% 6.42% 6.42% 6.42% 6.42% 6.42%

5.85% 5.85% 5.85% 5.85% 5.85% 5.85%5.85% 5.85%

5.21% 5.21% 5.21% 5.21%5.21% 5.21% 5.21% 5.21%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
2%
4%
6%
8%
10%
Unfunded Pension Liability/POB balance (in millions)
Quarter
$272M $272M $272M $272M $276M $276M
$0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $0M $81.79M $$81.79M 81.79M $81.79M $$81.79M 81.79M
$108.32M $$108.32M 108.32M $108.32M $$108.32M 108.32M
$97.8M $$97.8M 97.8M $97.8M $$97.8M 97.8M
$0M $0M $0M $0M $0M $0M $0M $0M $0M $0M
$276M $276M
$259M $259M $259M $259M
$243M $243M $243M $243M
$225M $225M $225M $225M
$207M $207M $207M $207M
$187M $187M
Unfunded pension liability (in millions) POB balance (in millions) FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
$0M
$100M
$200M
$300M

Strong Economy - Expand the local economy by supporting local businesses, providing opportunities for new businesses, and ensuring there are ample opportunities for job seekers.

Owner: Alex Mercado
% #
On Track 5 1
Work Underway 5 1
Completed 89 17
Last Update: Jul 06, 2026 16:30:44
Develop and implement an Economic Development Strategic Plan that provides a vision and framework for business
attraction, expansion, development, and retention.

Owner: Amanda Wicker
Update provided by Alex Mercado on Feb 23, 2023 23:07:35 Plan adopted in August 2022. Efforts underway include planning for broker communications strategy, broker outreach, and grants program development.

Improve transparency and trust by creating a development handbook that explains the development review and approval process to community members and business owners.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Dec 21, 2023 23:36:32 All flow charts have been completed and posted online.

Diversity of revenue sources
Quarter

14.0 (0.27% -27.60%) 114.0 (0.27% -27.60%) 4.0 (0.27% -27.60%) 14.0 (0.43% -28.54%) 114.0 (0.43% -28.54%) 4.0 (0.43% -28.54%) 14.0 (0.21% - 26.28%) 114.0 (0.21% - 26.28%) 4.0 (0.21% - 26.28%) 14.0 (0.25% - 25.01%) 114.0 (0.25% - 25.01%) 4.0 (0.25% - 25.01%) 14.0 (0.17% - 24.17%) 114.0 (0.17% - 24.17%) 4.0 (0.17% - 24.17%) 14.0 (0.14% - 24.14%) 114.0 (0.14% - 24.14%) 4.0 (0.14% - 24.14%) FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0 5
10 15
20 Strategic Goal 2 Progress 95%
Objectives: 3 Activity: 19
Activity 2.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.1.2
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%

Review and update the City’s purchasing process to ensure it follows best practices and provides better opportunities for local vendors.

Owner: Bruce Foltz
Update provided by Bruce Foltz on Jul 01, 2026 01:20:20 Starting July 1, 2026, the City will implement the Workday purchasing module, which will help streamline the purchasing process. Staff will continue to evaluate the purchasing process to improve efficiencies and better customer service.

Create a Police Officer Business Liaison program to engage local businesses, provide advice on crime prevention, and respond to concerns.

Owner: Adam Roulston
Update provided by Donna Finch on Apr 21, 2023 01:01:32 The program was rolled out in June 2021. To date, there are over 130 businesses registered in the program.

Establish a process to promote local businesses as part of the City's ongoing communication and outreach efforts.

Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:17:43 “Business Spotlight” e-newsletter launched April ’21; dedicated marketing campaigns ongoing
Partner with the Chamber in its Corona 2030 Plan for local job creation to reduce local unemployment.

Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Jun 30, 2026 07:00:01 The New Business Reception was hosted in collaboration with the Chamber.

Partner with regional workforce development boards to
increase job opportunities.

Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Jun 30, 2026 07:00:01 Continuing to promote Live Work Corona campaign and additional marketing efforts. City staff continues to work with Riverside County Workforce Development to connect employers with job seekers.

Craft an incentive strategy for businesses to locate in Corona.

Owner: Amanda Wicker
Update provided by Arlene Hernandez on Jun 30, 2024 07:00:01 Staff finalized an incentive strategy containing information on incentive types, performance standards, processes, and recommendations.

Activity 2.1.3
Jul 01, 2022 - Jun 30, 2023 On Track Progress 75%
Activity 2.1.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 2.1.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 2.2.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.2.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 2.2.3
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%

Develop entrepreneurial workshops and trainings that can be offered in English and Spanish.

Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:18:39 Launched Emprendedor@s program in 2021 (90+ graduates to date); partnered with SCORE on English trainings; additional trainings planned for FY23.

Explore the creation of an economic development corporation in partnership with the Western Riverside Council of
Governments (WRCOG).

Owner: Amanda Wicker
Update provided by Alex Mercado on Oct 26, 2022 20:19:07 WRCOG voted not to proceed in May '21.

Build partnerships and programs that support youth and adult development to ensure a prepared and skilled local workforce.

Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Jun 30, 2026 07:00:01 Completed the development of the Innovation center and ribbon cutting event will be in August. Partnered with SizeUp for a webinar to promote resources for small businesses and the Manufacturing Assistance Program.

Develop a Downtown Revitalization Plan (including new design guidelines & streetscape enhancements)
Owner: Jess Garcia
Update provided by Alex Mercado on Feb 23, 2023 23:09:48 Plan adopted in Sept. 2022. Implementation underway, including codifying Downtown Specific Plan to incorporate DRP vision and working with depts to carry out Action Plan
Redevelop the Corona Mall Properties.

Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Jun 30, 2026 07:00:01 The City has a total of 6 fully executed leases for the property and two LOIs. We anticipate to execute more in the next fiscal year. Food hall renovation work to commence fall 2026.

Explore the feasibility of a facade improvement program.

Owner: Amanda Wicker
Update provided by Arlene Hernandez on Jan 12, 2024 00:40:12 Downtown Commercial Beautification Grant program set to launch in January 2024.

Explore the feasibility of establishing a program to assist longtime Corona restaurants to open smaller scale operations in the downtown area.

Owner: Amanda Wicker
Update provided by Amanda Wicker on Jul 13, 2023 22:06:24 Staff has determined a program would be feasible, but would need to identify a viable funding source. In FY 24, staff will be launching small business grant programs to support business retention and expansion in Corona and will encourage established Corona restaurants to explore a second location in the Downtown. Additionally, staff continues to research comparable programs offered by other California municipalities.

Activity 2.2.4
Jul 01, 2020 - Jun 30, 2021 Completed Progress 100%
Activity 2.2.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 2.2.6
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 2.3.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 2.3.3
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Activity 2.3.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%

Review and update the City’s historic building guidelines and explore the establishment of a Historic Building Ordinance with clear preservation guidelines.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Sep 30, 2024 07:00:01 Ordinance approved by Council on October 2, 2024.

Explore the benefits and feasibility of a discounted
development fee structure for "historic home" infill
developments in the Circle and historic areas within the redevelopment area.

Owner: Colby Cataldi
Update provided by Alex Mercado on Feb 23, 2023 23:10:46 Ordinance on discounted feed reduction approved by City Council in Q2.

Take steps to increase crime prevention within the downtown business district, including exploring the deployment of additional dedicated police officers.

Owner: Adam Roulston
Update provided by Adam Roulston on Apr 18, 2024 21:22:32 Responsibility moved to Capt. Fountain in FSD
Explore opportunities to bring in additional hotels to support larger conferences, gatherings, and events.

Owner: Ashley Zaragoza
Update provided by Karla Raiz-Anaya on Jun 30, 2026 07:00:01 Hotel feasibility analysis underway.

Activity 2.3.5
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.6
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 2.3.7
Jul 01, 2021 - Jun 30, 2024 Completed Progress 100%
Activity 2.3.8
Jul 01, 2025 - Jun 30, 2026 Work Underway
Progress 25%

Last Update: Jul 09, 2026 21:30:27
Last Update: Jul 09, 2026 21:30:28
% of small businesses that remain open one year after participating in various entrepreneurship programs
Quarter
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% FY23 Q1
FY23 Q2
FY23 Q3FY23 Q4FY24 Q1FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4FY26 Q1
FY26 Q2FY26 Q3FY26 Q4
0%
25%
50%
75%
100%
% of commercial brokers engaged with
Quarter
18% 18% 19% 19% 19% 19%
12% 12%
17% 17%
14% 14%
78% 78%
11%1% 12% 12%
8%8%
10% 10%
25% 25%
40% 40%
60% 60%
75% 75%
80% 80%
75% 75%
55% 55%
FY22 Q1
FY22 Q2
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
25%
50%
75%
100%

Last Update: Jul 09, 2026 21:30:27
Last Update: Jul 09, 2026 21:30:27
# of businesses promoted
Quarter
1616
6 1010
6 1010
1919
1010
1515 1414 1414
9 4 3
8 2222
6868
2020
2727
5454
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0 20
40 60
80 # of site selection inquiries that resulted in business opening or expanding in Corona Quarter
1 0
1 1
0 1 1
2 0 0 0 0
1 0 0 0
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4FY24 Q1
FY24 Q2FY24 Q3
FY24 Q4FY25 Q1
FY25 Q2
FY25 Q3FY25 Q4FY26 Q1
FY26 Q2FY26 Q3
FY26 Q4
0 1
2 3

Sound Infrastructure - Sustain high quality service delivery by investing in public infrastructure, including parks, buildings, equipment, roads, and technology.

Owner: Alex Mercado
% #
On Track 19 3
Work Underway 38 6
Completed 44 7
Last Update: Jul 09, 2026 21:30:27
Review and revamp the Capital Improvement Plan (CIP)
program to include all potential capital improvement projects (including street and sidewalk maintenance), whether funded or not, utilizing, a 10-year time horizon, and develop a prioritized implementation plan.

Owner: Bruce Foltz
Update provided by Kim Sitton on Jul 11, 2023 19:15:01
CIP revamp process is complete with revised project criteria, prioritized ranking system, and 10-year timeline; CIP document was revised to remove over 200 programs and projects that do not meet the new criteria. FY 2024 budget process completed with City Council budget adoption on June 21, 2023. % of business resources that can be accessed in Spanish Quarter
30% 30%
50% 50% 50% 50%
57% 57%
60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% 60% FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1FY26 Q2FY26 Q3FY26 Q4
0%
20%
40%
60%
80%
Strategic Goal 3 Progress 82%
Objectives: 3 Activity: 16
Activity 3.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%

Develop an asset management program for all city
infrastructure, including condition assessments, lifecycle determinations, and preventative maintenance program for major capital assets— including City buildings—to extend their lifecycle.

Owner: Shawn Howard
Update provided by Shawn Howard on Jun 30, 2026 15:43:09 Presentation presented to Leadership by PW Director and awaiting feedback from Leadership to move to the Fall policy workshop to adopt the AM policy and Plan. See Attached Files
Develop a long-term capital reserve/asset management funding policy for maintaining and replacing infrastructure assets.

Owner: Shawn Howard
Update provided by Shawn Howard on Jul 13, 2026 15:25:53 AM Long-term CR and Policy Drafting - scheduling meeting with Finance team to discuss/ review (See attached)
Develop a Fiber Optic Master Plan to guide the design,
implementation, and management of the City’s fiber optic assets and related infrastructure.

Owner: Chris McMasters
Update provided by Alex Mercado on Oct 26, 2022 20:26:41 SIFI Contract approved Dec ‘21
Build an up-to-date Geographic Information System (GIS) inventory of all utility infrastructure.

Owner: Greg Beringer
Update provided by Greg Beringer on Jan 11, 2024 23:34:00 All utility data is considered up to date. The project has been completed.

Develop a Corporate Energy Management Plan to reduce costs and improve energy efficiency.

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:02 "Develop a Corporate Energy Management Plan to reduce costs and improve energy efficiency." - Rosie
Activity 3.1.2
Jul 01, 2022 - Aug 31, 2026 On Track Progress 95%
Activity 3.1.3
Jul 01, 2024 - Jun 30, 2027 On Track Progress 50%
Activity 3.1.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 3.1.5
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Activity 3.1.6
Jul 01, 2025 - Jun 30, 2026 Work Underway
Progress 21%

Develop long-term multi-modal transportation plan for traffic improvements, mitigation efforts, and expansion of alternative transportation options (including bicycle and pedestrian) to reduce reliance on fossil fuels.

Owner: Rosalva Ureno
Update provided by Andrew Shannon on Mar 31, 2026 07:00:02 "Advocate with Riverside County Transportation Commission (RCTC) and the State for transportation improvements that impact congestion within Corona." and this is continuous progress as we meet often on several regional projects - Rosie
Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights.

Owner: Rosalva Ureno
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 "Modernize traffic cameras and explore utilization of Artificial Intelligence with traffic cameras to optimize traffic flows and improve responsiveness of traffic lights." is on track with the Traffic Signal Optimization project- Rosie Advocate with Riverside County Transportation Commission (RCTC) and the State for transportation improvements that impact congestion within Corona.

Owner: Savat Khamphou
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 City of Corona is working with the Riverside County Transportation Commission and Toll Corridor Authority on a fair share agreement to offset additional impacts of vehicles that will use Green River Road/Foothill Blvd from the 241/91 toll connector project and additional eastbound lane on the 91 from the 241 to Green River Road
Continue efforts to embrace mixed-use developments that would place housing within walking distance of commercial centers and public transportation.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:07:04 City Council in Q3 approved objective development standards and design guidelines for High Density Residential and Mixed Use projects located within the city's commercial corridors and within access to public transportation.

Develop a Parks and Recreation Master Plan
Owner: Paul Lichtenberger
Update provided by Sarah Arce on Oct 15, 2024 21:09:40
The Parks and Recreation Master Plan is completed and has been adopted and approved by City Council. Projects have been entered into Questica.

Develop Trails Master Plan for the City, including safety planning and planning for access points to Cleveland National Forest.

Owner: Paul Lichtenberger
Update provided by Sarah Arce on Oct 15, 2024 21:09:52
The Trails Master Plan is completed and has been adopted and approved by City Council. Projects have been entered into Questica.

Activity 3.2.1
Jul 01, 2025 - Jun 30, 2026 Work Underway
Progress 25%
Activity 3.2.2
Jul 01, 2022 - Jun 30, 2023 Work Underway
Progress 80%
Activity 3.2.3
Jul 01, 2020 - Jun 30, 2026 On Track Progress 75%
Activity 3.2.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 3.3.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 3.3.2
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%

Safe Community - Protect our quality of life by ensuring the community is safe and clean.

Owner: Alex Mercado
% #
On Track 8 2
Work Underway 8 2
Completed 83 20
Establish consistent quality and maintenance standards for City park and recreation facilities.

Owner: Paul Lichtenberger
Update provided by Karla Montiel on Jun 30, 2026 07:00:01 Maintenance standards have been finalized and rolled out to Parks staff for weekly and monthly inspections.

Utilize an asset management program to ensure that condition assessments, maintenance activities, and upgrades for park and recreation facilities are prioritized and completed in a timely manner.

Owner: Paul Lichtenberger
Update provided by Karla Montiel on Jun 30, 2026 07:00:01 Parks and Trails continues to support PW as the Citywide Asset Management Program advances.

Institute regular park inspections to proactively identify needed repairs, improvements, and required maintenance to ensure a consistent high-quality experience and develop an easy-to-read report card.

Owner: Paul Lichtenberger
Update provided by Karla Montiel on Jun 30, 2026 07:00:01 Threefold AI is go-live. Park Rangers will continue the park inspections and will begin making service requests through Threefold AI for the inspections Continue efforts to implement "park sponsorships" to increase funding and community support for parks.

Owner: Paul Lichtenberger
Update provided by Karla Montiel on Jun 30, 2026 07:00:01 New policies and procedures approved and being rolled out in FY 27.

Activity 3.3.3
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 3.3.4
Jul 01, 2022 - Jul 01, 2026 Work Underway Progress 88%
Activity 3.3.5
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 93%
Activity 3.3.6
Jul 01, 2020 - Jun 30, 2026 Work Underway
Progress 91%
Strategic Goal 4 Progress 97%
Objectives: 5 Activity: 24

Upgrade and maintain the City’s 911 system to ensure reliable emergency response.

Owner: Paul Mercado
Update provided by Matthew Windish on Jun 30, 2026 07:00:02 The project is progressing as planned. AT&T has placed the order with Motorola, and system manufacturing is expected to take approximately two months, followed by configuration, staging, and shipment (approximately two additional weeks). A dedicated Project Manager will be assigned in the coming weeks, after which the project kickoff, installation planning, and implementation milestones will be finalized.

Identify the obstacles to reducing response times, implement solutions to meet or beat national benchmarks, track results, and report out publicly.

Owner: Brian Young
Update provided by Robert Newman on Apr 11, 2023 20:17:52 PD DIspatch amended protocols to more rapidly deploy units to calls for service.

PD benchmarks are being met and regularly reported via Annual Report and through the City's Quarterly Reports.

Determine appropriate staffing levels for effective emergency response capability and address understaffing.

Owner: Robert Newman
Update provided by Aminah Mears on Oct 31, 2023 21:54:10 Police can now determine the percentage of time patrol officers are available for proactive service. The data shows officers' available time is hovering around 35%, which is consistent with data from 2019, indicating staffing levels are status quo. A goal will be to increase the availability so officers can continue to proactively patrol high crime areas and engage in significant community outreach and policing efforts. Staffing will constantly be evaluated to ensure the patrol response times are at or near five minutes for Priorty 1 calls for service.

Develop a process to scale emergency response to call type and need (i.e. low acuity response model in Fire).

Owner: Brian Young
Update provided by Andrew Kim on Jan 11, 2024 23:30:40
Project completed.

Explore opportunities to adopt best practices and computer aided dispatch systems.

Owner: Chad Fountain
Update provided by Matthew Windish on Jun 30, 2026 07:00:01 Work on installing and deploying the new server infrastructure has been successfully completed, including primary hosting at the Police Department and a redundant system at City Hall. The migration to the new Linux-based environment was completed with minimal disruption and has improved system stability and resolved prior reliability issues.

The next phase of implementation includes coordination with Motorola to conduct an on-site operational review. This engagement will focus on identifying best practices, validating the current system configuration, and providing updated training on the FLEX platform. Scheduling for this vendor-led assessment and training is currently underway in accordance with previously established agreements.

In parallel, staff is initiating exploratory coordination regarding CAD-to-CAD interoperability with Ontario Fire’s new CAD system. This effort is intended to enhance regional information sharing and operational coordination, and will include technical assessment and stakeholder engagement as discussions progress.

Activity 4.1.1
Jul 01, 2021 - Jun 30, 2023 Work Underway
Progress 85%
Activity 4.1.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.1.3
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.4
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.5
Jul 01, 2021 - Jun 30, 2024 Work Underway
Progress 85%

Develop a plan to address chronic staffing issues in the dispatch call center.

Owner: Robert Newman
Update provided by Aminah Mears on Oct 31, 2023 21:55:00 Although staffing and mandatory overtime in dispatch remains challenging, we are actively recruiting and have several potential new team members in the hiring process. Additionally, two team members are in the training program; they are scheduled to complete their field training within the next serval months.

Develop a long-term funding strategy—including capital and operating reserve funds—for emergency service assets.

Owner: Bruce Foltz
Update provided by Aminah Mears on Oct 31, 2023 21:55:56 Fire facilities plan added to scope of work for city facilities assessment and is currently in contracting phase; fire apparatus replacement plan is currently underway and included in both the FY 2023 and upcoming FY 2024 budget.

Expand resident engagement and involvement in police and fire support efforts (e.g., Citizens on Patrol, Neighborhood Watch) Owner: Adam Roulston
Update provided by Adam Roulston on Mar 31, 2025 07:00:01 Programs have been updated and activated, on track and continuous evaluation.

Continue and enhance the City’s Graffiti Removal program.

Owner: Paul Lichtenberger
Update provided by Bailey Ward on Apr 12, 2023 15:40:55 The Facilities, Parks, and Trails Division is in the process of expanding the City of Corona’s contract with graffiti removal vendor. Additional funding requests have been made for fiscal year 2024 to accommodate the growing need for graffiti removal services.

Improve the use of the SeeClickFix app to report issues.

Owner: Paul Lichtenberger
Update provided by Bailey Ward on Apr 12, 2023 18:22:31 With the recent integration of QR codes in public outreach for the various master plans, the Maintenance area is seeking to expand QR code use to direct and encourage residents to report issues via SeeClickFix.

Enforce current anti-camping and trespassing ordinances.

Owner: Adam Roulston
Update provided by Adam Roulston on Apr 18, 2024 21:23:20 Responsibility moved to Capt. Fountain and FSD
Implement the Community Wildfire Protection Plan.

Owner: Brian Young
Update provided by Alex Mercado on Oct 26, 2022 20:38:14 Will be used as foundation for Fire Safe Council
Activity 4.1.6
Jul 01, 2020 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.7
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 4.1.8
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.2.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.2.2
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.2.3
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 4.3.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%

Promote community involvement in identifying hazards and effective measures to reduce impacts.

Owner: Brian Young
Update provided by Brian Young on Mar 31, 2025 07:00:01 This will be an ongoing initiative led by Emergency Services (Lee Shin).

Hold annual safety drills for various emergency situations (e.g., fire, earthquake, or active shooter) for both staff and residents.

Owner: Lee Shin
Update provided by Lee Shin on Mar 31, 2024 07:00:01
These annual safety drills will continue to take place in the Fall of 2024.

Raise public awareness of local hazards and risks via a communication initiative.

Owner: Lee Shin
Update provided by Brian Young on Apr 15, 2024 15:13:49 New Alert and Warning system in place.

New Countytwide evacuation softwware.

Expand Community Emergency Response Team (CERT)
trainings and build neighborhood-based CERT Teams.

Owner: Lee Shin
Update provided by Tala Qasqas on Jun 30, 2025 07:00:01 Teen CERT classes at Centennial and Santiago Hugh School have been complete and Graduation took place in May 2025.

Provide preparedness training courses and certifications.

Owner: Lee Shin
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 process in place to provide training to residents. Multiple courses have been provided throughout the strategic plan.

Activity 4.3.2
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Activity 4.3.3
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.3.4
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 4.3.5
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.3.6
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%

Host events that put preparedness skills to use.

Owner: Lee Shin
Update provided by Lee Shin on Jan 23, 2025 00:08:52
Emergency Preparedness Expos and Workshops:

The city regularly hosts Emergency Preparedness Fairs or Expos where local emergency responders, including police, fire, and medical professionals, demonstrate preparedness techniques.

These events may feature live demonstrations of first aid, fire safety, search and rescue, and evacuation procedures.

Workshops may also be organized to teach residents how to create emergency plans, assemble disaster supply kits, and maintain communication during an emergency.

Community Emergency Response Team (CERT) Training:

CERT programs are commonly offered, providing residents with the skills to assist in their neighborhoods in the event of a disaster. Participants are trained in basic first aid, fire safety, light search and rescue, and disaster response. Some events may be interactive simulations where people get to practice these skills in mock disaster scenarios.

Disaster Simulations and Drills:

The city may conduct mock disaster drills that simulate real-life emergency situations, like a large-scale earthquake or wildfire.

These drills involve the participation of local emergency responders, community volunteers, and residents. Residents can practice skills such as sheltering in place, evacuating, or providing basic medical assistance in a simulated environment.

These drills help participants experience the stress and challenges of an emergency while practicing their skills in a safe environment.

Fire Safety Events:

Events that focus specifically on wildfire preparedness or general fire safety are common in Southern California. The city might hold fire drills, demonstrations on how to create defensible space around homes, or information sessions on fire evacuation plans.

Community members may be encouraged to visit fire stations and learn about fire prevention tools or get a hands-on experience with fire extinguishers.

Neighborhood Preparedness Challenges:

Sometimes the city organizes neighborhood preparedness
challenges, where different neighborhoods compete to see who can develop the best emergency plan, assemble the most
effective emergency supply kit, or demonstrate the fastest evacuation process. These events foster community
collaboration and engagement, making preparedness feel more accessible and fun.

First Aid and CPR Certification Classes:

The city might partner with organizations like the American Red Cross or local healthcare providers to offer CPR and First Aid certification classes. These courses teach life-saving skills that are critical during an emergency when professional medical help may be delayed.

Create a Fire Safe Council to better equip residents to mitigate impacts of natural disasters.

Owner: Brian Young
Update provided by Carmen Zambrano on Oct 12, 2023 23:25:36 Bylaws, policies, and strategic plan complete. Website is now live FireSafecorona.org. Grant-funded marketing and education plan in development.

Activity 4.3.7
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 4.3.8
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%

Implement the City’s Homelessness Strategic Plan
Owner: Karen Roper
Update provided by Karen Roper on Mar 31, 2026 07:00:01 The City continues to make excellent progress implementing the Homeless Strategic Plan. All homeless prevention funds were expended for this fiscal year.

The Harrison Hope Center Shelter/ Navigation Center with 56 beds and the Motel Emergency Shelter Program with 21 motel rooms both are operating successfully by getting homeless clients transitioned from the streets to shelter and subsequently connecting clients to permanent housing resources. The Project-Based Voucher Housing Assistance Agreement for the 5th Street Permanent Supportive Housing units has been finalized to provide 20 years of rent subsidy to chronic homeless families and individuals that will be referred from the City's shelter system to these housing units. In January 2026, construction started on the Second Family Apartments. Of the 115 units, 20 will be designated for homeless families. In February 2026, the City conducted onsite monitoring of the Mercy House tenant based rental assistance (TBRA) program that provides housing support to homeless clients graduating from shelter. The Pun Group subsequently conducted a single audit of the City's CDBG and HOME Programs and concurred with the City's findings since TBRA is funded with HOME dollars.

Develop a strategy to meet the mandated Regional Housing Needs Assessment residential unit numbers.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Jun 30, 2024 07:00:01 Housing Element rezoning program completed in April 2024.

Adopt a policy to approve and encourage high-density housing within designated areas of the City.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:10:13 City Council in Q3 approved an Affordable Housing Overlay zone and rezoned properties to allow high density residential and mixed use developments.

Look for opportunities to facilitate the acquisition of sites to develop affordable housing for lower income households.

Owner: Karen Roper
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 2nd Street housing project underway. Circle City drive properties being exempted from HCD and sold for housing funds. North Mall development concept includes 25% affordable housing (75 units).

Develop affordable housing in areas that are within walking distance of public transportation and commercial services.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:11:58 City Council in Q3 approved an Affordable Housing Overlay Zone and rezoned properties to allow high density residential that would set aside units for low income households.

Activity 4.4.1
Jul 01, 2020 - Jun 30, 2026 On Track Progress 75%
Activity 4.5.1
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 4.5.2
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 4.5.3
Jul 01, 2020 - Jun 30, 2026 On Track Progress 85%
Activity 4.5.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%

Last Update: Jul 14, 2026 18:30:57
Last Update: Jul 14, 2026 18:30:57
% of residents feeling very safe in their neighborhoods during the day Quarter
86% 86% 86% 86% 86% 86% 86% 86%
80% 80% 80% 80% 80% 80% 80% 80%
84% 84% 84% 84% 84% 84% 84% 84%
86% 86% 86% 86% 86% 86% 86% 86%
FY23 Q1
FY23 Q2FY23 Q3
FY23 Q4FY24 Q1FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4FY26 Q1FY26 Q2
FY26 Q3FY26 Q4
0%
100%
25%
50%
75%
% Community satisfaction rating of public safety efforts Quarter
59% 59% 59% 59% 59% 59% 59% 59%
67% 67% 67% 67% 67% 67% 67% 67%
69% 69% 69% 69% 69% 69% 69% 69%
71% 71% 71% 71% 71% 71% 71% 71%
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3FY25 Q4
FY26 Q1
FY26 Q2FY26 Q3
FY26 Q4
0%
20%
40%
60%
80%

Last Update: Jul 14, 2026 18:30:57
Last Update: Jul 14, 2026 18:30:57
% of residents rating the overall cleanliness of Corona as good or excellent Quarter
50% 50% 50% 50% 50% 50% 50% 50%
60% 60% 60% 60% 60% 60% 60% 60% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% 59% FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1FY26 Q2FY26 Q3FY26 Q4
0%
20%
40%
60%
80%
% of residents rating the overall appearance of Corona as good or excellent Quarter
52% 52% 52% 52% 52% 52% 52% 52%
63% 63% 63% 63% 63% 63% 63% 63% 64% 64% 64% 64% 64% 64% 64% 64% 62% 62% 62% 62% 62% 62% 62% 62% FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3FY25 Q4
FY26 Q1
FY26 Q2FY26 Q3
FY26 Q4
0%
20%
40%
60%
80%

Last Update: Oct 31, 2025 17:30:45
Last Update: Jul 14, 2026 18:30:57
Number of code compliance/property maintenance citations or warnings Quarter
1,595 1,595 1,595 1,595
573 573
807 807
413 413 413 413
491 491
794 794
459 459
530 530
489 489
605 605
1,086 1,086
896 896
1,1 1,11515
895 895 871 871
394 394
854 854
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
FY27 Q1
500
1000
1500
0 2000
% of community members who report they are prepared for an emergency Quarter
83% 83% 83% 83% 83% 83% 83% 83%
87% 87% 87% 87% 87% 87% 87% 87% 88% 88% 88% 88% 88% 88% 88% 88% 84% 84% 84% 84% 84% 84% 84% 84%
FY23 Q1FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1FY24 Q2FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1FY26 Q2FY26 Q3FY26 Q4
0%
25%
50%
75%
100%

Last Update: Jul 09, 2026 04:30:44
Last Update: Jul 08, 2026 17:30:36
Annual number of residents taking part in emergency preparedness trainings. Events include CERT training and CPR classes
Quarter
198 198 198 198
5555
865 865
1,275 1,275
1,158 1,158
177 177
61611
1,497 1,497
1,015 1,015
305 305
567 567
399 399
220 220 230 230
1,234 1,234
1,080 1,080
1,228 1,228 1,194 1,194
1,413 1,413
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0 500
1000
1500
2000
Number of affordable housing units
Quarter
1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 1,384 FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0 500
1000
1500

Sense of Place - Building community through celebrating our rich heritage, increasing access to recreational and cultural activities, and improving the relationship between the city and residents.

Owner: Alex Mercado
% #
On Track 11 2
Work Underway 5 1
Completed 84 16
Last Update: Jul 06, 2026 19:30:53
Increase large-scale recreation events (sports themed, food, etc.) that provide both social and economic benefits to the community.

Owner: Monique Leon
Update provided by Mirna Romero on Jun 30, 2024 07:00:01 Budget proposal for expanding our special events portfolio has been successfully adopted in Q4. Additional funds will support the planning and execution of special events to diversify our event formats to cater to a broader audience, ensuring wider visibility and participation.

Explore the option of forming a special event unit within the Community Services Department.

Owner: Monique Leon
Update provided by Jason Lass on Jul 13, 2023 18:18:40
Proposed year two Special Events division growth with additional staff, larger events, enhanced entertainment, and community engagement capacity.

Number of permanent supportive housing units under development Quarter
1212
9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 9090 FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0 100
25 50
75 Strategic Goal 5 Progress 98%
Objectives: 3 Activity: 19
Activity 5.1.1
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.2
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%

Utilize volunteer-led hikes to help residents become familiar with trail and park opportunities in the community.

Owner: Moses Cortez
Update provided by Mirna Romero on Dec 31, 2025 08:00:02 Progress updated
Develop "on demand" registration capabilities to provide onsite registration or reservations at parks, fields, or facilities.

Owner: Monique Leon
Update provided by Mirna Romero on Jun 30, 2024 07:00:02 The Supplemental Insurance option is now functional. Staff is currently training on the use of this new feature.

Develop an additional performing arts venue within the City and/or renovating the Historic Civic Center to become the City’s premier performing and visual arts center.

Owner: Monique Leon
Update provided by Mirna Romero on Jul 30, 2024 14:56:33 New goal will be established based on direction of City Council to renovate HCC.

Designate the Historic Civic Center as Corona's center for the arts and relocate all non-arts lessees.

Owner: Monique Leon
Update provided by Monique Leon on Jun 30, 2026 07:00:02 This is completed.

Promote the use of public spaces for certain festivals or shows to showcase arts and culture.

Owner: Monique Leon
Update provided by Mirna Romero on Jul 30, 2024 14:58:30 Phase II application period closes July. Recommendations will be taken to Council in June. Program is ongoing.

Review and revamp the City’s calendar of signature community events to clarify the City’s role, determine potential partners, and identify opportunities to celebrate diverse cultures.

Owner: Monique Leon
Update provided by Jason Lass on Apr 11, 2023 20:22:52
A revised and revamped City event calendar was presented to the Committee of the Whole on November 9, 2023. Staff have made recommendations for enhancement to the City's event schedule as part of the Fiscal Year 2024 budget.

Update the Mills Act Landmark list.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Jun 30, 2024 07:00:01 The city's landmark list is updated. City is working on other amendments to the Historic Resources Ordinance to encourage more nominations for landmarks.

Anticipated in September 2024.

Activity 5.1.3
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.5
Jul 01, 2022 - Jun 30, 2024 Completed Progress 100%
Activity 5.1.6
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 5.1.7
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 5.2.1
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.2.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%

Reimagine the City of Corona's brand, identity, and story, and identify opportunities to brand City facilities to instill a sense of pride and make them more welcoming.

Owner: Cindy Solis
Update provided by Cindy Solis on Oct 12, 2023 15:11:53 On September 20th, Corona City Council provided final desired art direction of the City Seal. On October 4th, the Corona City Council reviewed the proposed Ordinance to amend the municipal code and adopt a new Corporate City Seal.

The second reading will take place on October 19th, and the new City Seal will take effect 30 days later on November 17. Implementation will follow.

Pursue opportunities to highlight the contributions of Latinx, Asian, Indigenous, and Black residents to Corona’s history, culture, and current community.

Owner: Monique Leon
Update provided by Bailey Ward on Apr 12, 2023 15:24:33 The Community Services Department have held Community Conversations for Hispanic Heritage and Black History Months. The City held its Community Conversations event for Black History Month on February 16, 2023. The next Community Conversations event will celebrate Asian American Pacific Islander (AAPI) Heritage Month and will be held on May 11, 2023
Ensure that City services can be accessed in both English and Spanish.

Owner: Cindy Solis
Update provided by Alex Mercado on Oct 26, 2022 20:44:46 Website translation, budget, Spanish and English PSAs, expanded bilingual pay.

Improve the City website for ease of use.

Owner: Cindy Solis
Update provided by Cindy Solis on Mar 30, 2025 07:00:01 New website launched Tuesday, April 8, 2025.

Identify opportunities to increase access to City services and spaces for people with disabilities.

Owner: Savat Khamphou
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 ADA projects completed annually. Project funded for FY27. Activity will be completed at end of FY27.

Develop an implementation plan for ADA improvements to City facilities and ensure ADA-required improvements are included as part of the City’s Capital Improvement Program planning.

Owner: Savat Khamphou
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 ADA projects completed annually. Project funded for FY27. Activity will be completed at end of FY27.

Activity 5.2.3
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.2.4
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.1
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 5.3.3
Jul 01, 2021 - Jun 30, 2022 On Track Progress 85%
Activity 5.3.4
Jul 01, 2021 - Jun 30, 2022 On Track Progress 88%

Explore the feasibility of expanding inclusive playground equipment across the City.

Owner: Paul Lichtenberger
Update provided by Karla Montiel on Jun 30, 2026 07:00:01 Parks staff will continue looking for opportunities to incorporate inclusivity into future playground builds.

Ensure robust engagement with a broad cross section of all segments of the community when developing plans for new or renovated parks and facilities.

Owner: Paul Lichtenberger
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 PRMP involved many stakeholders. Routine resident input for park designs on social media. Sponsorship program involves business community. CIP team routinely engages with community for project designs.

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

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 Veterans memorial completed. Banner program transfered to public works.

Veteran support services ongoing at library.

Develop an Equal Employment Opportunity plan to ensure the City workforce reflects the racial and gender diversity of the community.

Owner: Lori Sassoon
Update provided by Angela Rivera on Mar 09, 2023 19:34:32 The EEOP is complete and has been communicated to all employees.

Activity 5.3.5
Jul 01, 2021 - Jun 30, 2022 Work Underway
Progress 80%
Activity 5.3.6
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 5.3.7
Jul 01, 2021 - Jan 01, 2025 Completed Progress 100%
Activity 5.3.8
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%

Last Update: Jul 14, 2026 18:30:58
Last Update: Jul 14, 2026 18:30:57
% of residents who volunteered time to some group/activity in Corona at least once last month
Quarter
22% 22% 22% 22% 22% 22% 22% 22%
25% 25% 25% 25% 25% 25% 25% 25%
24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% 24% FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1FY26 Q2FY26 Q3FY26 Q4
0%
10%
20%
30%
% of residents rating the community’s openness and acceptance towards people of diverse
Quarter
57% 57% 57% 57% 57% 57% 57% 57%
74% 74% 74% 74% 74% 74% 74% 74% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% 75% FY23 Q1FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1FY24 Q2FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1FY26 Q2FY26 Q3FY26 Q4
0%
25%
50%
75%
100%

High-Performing Government - Improve the efficiency and effectiveness of the City’s services to bring government into the 21st century.

Owner: Alex Mercado
% #
On Track 11 5
Work Underway 11 5
Completed 77 34
Review the Strategic Plan annually and track goals through established performance indicators to provide a framework for budget decisions.

Owner: Andrew Shannon
Update provided by Jacob Ellis on Dec 20, 2022 15:28:05 Quarterly and Annual Reporting process now in place.

Fully revise the Strategic Plan every four years and include multiple stakeholders in the planning process.

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 CMO developing draft for strategic plan process to commence at start of FY27.

Develop annual department work plans based on the Strategic Plan and the City’s budget.

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 FY27 budget nearly complete. Corresponding workplans concurrently being developed.

Ensure annual reporting on Strategic Plan and departmental work plan milestones and performance measures.

Owner: Andrew Shannon
Update provided by Aminah Mears on Oct 31, 2023 22:06:30 Quarterly reports ongoing; the first Annual Report was published on October 10, 2023. FY24 qtr 1 report completed.

Use the open data portal to increase transparency and help residents engage with City government.

Owner: Chris McMasters
Update provided by Alex Mercado on Feb 23, 2023 23:23:15 Ongoing updates are made to the open data portal; recent changes have been made to community development and homeless dashboard pages.

Strategic Goal 6 Progress 92%
Objectives: 5 Activity: 44
Activity 6.1.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.1.2
Jul 01, 2024 - Jun 30, 2025 On Track Progress 90%
Activity 6.1.3
Jul 01, 2021 - Jun 30, 2026 On Track Progress 90%
Activity 6.1.4
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.1.5
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%

Quantify results from programs to drive process improvements and evaluation efforts.

Owner: Andrew Shannon
Update provided by Alex Mercado on Oct 26, 2022 21:16:14 Performance indicators established for major services.

Develop an external communication plan to tell our story, build trust between the City and residents, help people get to know their City on a personal level, remember our history, and build a sense of pride by leveraging social media, internet, print, and other forms of two-way communication and engagement with residents.

Owner: Cindy Solis
Update provided by Alex Mercado on Oct 26, 2022 21:10:41 Plan presented at the May ‘21 Council Study Session.

Establish regular community satisfaction surveys to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.

Owner: Andrew Shannon
Update provided by Justin Tucker on Jan 02, 2024 15:45:49 2023 Community Survey completed in Fall 2023 with 972 responses. Survey results were presented to City Council in October 2023.

Proactively pursue, and incorporate, resident input into all major planning efforts.

Owner: Anne Turner
Update provided by Anne Turner on Apr 11, 2023 20:25:48 All planning efforts by the Community Services Department have incorporated significant input from the Corona Community. Multiple surveys were launched for each initiative, including but not limited to electronic surveys, paper surveys, social media engagement, leaves in the parks, pop-up events, and doorknocking. Regular discussions are also held with the Parks and Recreation Commission, the Library Board of Trustees, and the Trails Work Group.

Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the “silent majority,” as well as diverse and historically underrepresented communities.

Owner: Cindy Solis
Update provided by Andrew Kim on Jan 16, 2024 20:40:31
Per Shaughn Hull, this activity is complete as it is ongoing and his department continues to improve the output of his department.

Promote volunteerism through the creation of a volunteer strategy and recognition program to encourage, recognize, support, and enhance volunteer efforts.

Owner: Monique Leon
Update provided by Bailey Ward on Apr 12, 2023 15:28:14 New Volunteer Program Coordinator position established in Community Services Department; monthly volunteer orientations hosted in person; website updated with all city volunteer opportunities; volunteer recognition event held in September 2022; continuing to grow volunteerism in Corona.

Activity 6.1.6
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.2.1
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.3
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.2.4
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.2.5
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%

Conduct annual employee engagement surveys and establish standard internal metrics to track engagement.

Owner: Lori Sassoon
Update provided by Lori Sassoon on Sep 30, 2025 07:00:01 Employee Engagement Survey completed July 2025; results shared with Directors; Department Action Plans developed to address challenges.

Ensure competitive salaries and benefits by reviewing
classification and compensation every three to five years and make appropriate adjustments based on data.

Update provided by Alex Mercado on Oct 26, 2022 21:15:11 Class and Comp. Study completed.

Develop stronger performance management processes,
including consistent annual performance evaluations for all staff to ensure accountability, professional conduct, and adaptation to change.

Update provided by Alex Mercado on Feb 23, 2023 23:24:18 Electronic Performance Evaluation launched, and training completed by Managers and Supervisors.

Establish career development plans for all staff members.

Update provided by Alex Mercado on Feb 23, 2023 23:24:27 Career development plans developed and included in annual performance evaluation process.

Create a formalized staff training and development program on a wide range of topics, with a focus on increasing management skills for supervisors.

Owner: Lori Sassoon
Update provided by Lori Sassoon on Jun 30, 2026 07:00:01 Corona University launched in June 2026, offering five core courses in the foundational Civic Foundations track. Applications for the CU Leadership cohort will open this Summer 2026, with courses beginning in the fall. The next sections to launch will be the Advanced Organizational Effectiveness and Public Administration elective courses (Spring 2027) and the Executive Leadership and Strategy courses (Summer 2027).

Explore the option of instituting an employee mentoring program that pairs new staff with seasoned mentors.

Owner: Lori Sassoon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 Previous mentoring program completed. Review of program determined many areas for improvement. New Corona University program will incorporate many sucessful elements from the last program. Activity complete and new approach being undertaken.

Review and revamp the employee wellness program.

Owner: Lori Sassoon
Update provided by Angela Rivera on Jul 20, 2023 16:17:14 The wellness program is established, and a committee has been created for every category.

Activity 6.3.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.3.2
Jul 01, 2020 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.3
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.4
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.3.5
Jul 01, 2021 - Dec 31, 2026 On Track Progress 50%
Activity 6.3.6
Jul 01, 2023 - Dec 31, 2026 Completed Progress 100%
Activity 6.3.7
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%

Develop a new Employee Orientation that reinforces
organizational values, goals, and helps provide an exciting onboarding experience.

Owner: Lori Sassoon
Update provided by Kelsey Kenz on Jun 26, 2023 15:47:35 New Hire Orientation complete. Launched 6/27/23.

Review, revise, and simplify personnel policies to improve readability, reduce the number of policies, and embrace forward-thinking employment policies and practices that will enhance the City’s ability to attract, reward, and retain top talent.

Owner: Lori Sassoon
Update provided by Lori Sassoon on Jun 30, 2026 07:00:01 This quarter, a new Volunteer Policy was completed. We are on track to complete this plan item by December 31, 2026.

Streamline and simplify the process for recruiting and hiring new employees to reflect best practices.

Owner: Lori Sassoon
Update provided by Kelsey Kenz on Jul 03, 2023 16:31:42 Hiring Guide submitted for approval.

Establish a staff recognition program/policy and a retiring employee recognition program/policy to recognize the amazing efforts across the organization and thank long-time employees who are retiring from service.

Update provided by Angela Rivera on Jul 20, 2023 16:15:35 Employee recognition is complete.

Conduct periodic third-party audits in key service areas.

Owner: Bruce Foltz
Update provided by Nicole McDaniel on Jun 30, 2026 07:00:01 The forensic audit of the LMD/CFDs concluded and found that some LMDs can support regular park maintenance at parks geographically near those LMDs.

Community Services is implementing changes given the findings of this report.

Clearly define levels of service and develop metrics to gauge the City’s success or failure at meeting or improving upon service levels.

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:01 ICMX project underway to compare Corona's progress with surrounding cities.

Annual community survey to gauge resident perceptions. Quarterly strategic plan updates to evaluate trends in service level provisions.

Activity 6.3.8
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.3.9
Jul 01, 2022 - Dec 31, 2026 Work Underway
Progress 75%
Activity 6.3.10
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 6.3.11
Jul 01, 2021 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.1
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.2
Jul 01, 2025 - Jun 30, 2026 Work Underway
Progress 33%

Implement quality improvements, service modifications, or program closures as needed.

Owner: Andrew Shannon
Update provided by Aminah Mears on Jan 29, 2025 22:26:48 Ongoing: services and programs continue to be reviewed annually; modifications are implemented as needed.

Move Voiceover IP Operations to the Cloud.

Owner: Jim Aukerman
Update provided by Jim Aukerman on Jun 29, 2026 23:45:26 FS2 migrated on 4/15/26
FS1,3,4 migrated on 5/13/26
FS5,6,7 & VNI migrated on 6/10/26
PD Admin Staff & ACO scheduled to migrate on 7/22/26
Develop a concierge program for building permits.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:16:42 The Department successfully recruited full time positions at the permit counter to assist customers with permits and to monitor review times on plan reviews based on the city's established review times.

Utilize customer survey reviews where possible, including for plan check and building inspections.

Owner: Colby Cataldi
Update provided by Alex Mercado on Oct 26, 2022 21:11:38 Survey auto generated for every customer.

Meet periodically with representatives of the local building and development industry to discuss issues of mutual concern.

Owner: Colby Cataldi
Update provided by Joanne Coletta on Apr 04, 2023 23:18:06 First meeting in 2022. Additional meetings to be scheduled.

Build a high-performing team between Council and City
management.

Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:16:53 Orientations, workshops, and more implemented and ongoing.

Activity 6.4.3
Jul 01, 2020 - Jun 30, 2026 On Track Progress 60%
Activity 6.4.4
Jul 01, 2022 - Jun 30, 2026 On Track Progress 75%
Activity 6.4.5
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.6
Jul 01, 2020 - Jun 30, 2021 Completed Progress 100%
Activity 6.4.7
Jul 01, 2021 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.8
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%

Review and clarify roles and responsibilities of the Council, staff, Commissions, and Committees.

Owner: Andrew Shannon
Update provided by Alex Mercado on Feb 23, 2023 23:26:43 Orientation materials updated for new elected and appointed officials; orientation to take place after the addition of new Council members following an election.

Increase accountability by establishing standard annual performance reporting to Council
Owner: Andrew Shannon
Update provided by Alex Mercado on Oct 26, 2022 21:14:13 Regular quarterly reports implemented in Q1 ’22.

Hold bi-annual Council workshops for policy making and
financial planning.

Owner: Andrew Shannon
Update provided by Alex Mercado on Feb 23, 2023 23:27:17 Workshops held Fall ’20, Spring ’21, Fall ’21, Spring ’22, Fall ’22, Spring '23.

Enhance state and federal advocacy efforts using contract lobbyists and dedicated staff support.

Owner: Andrew Shannon
Update provided by Carmen Zambrano on Aug 14, 2023 20:40:37 New federal lobbyist now under contract and beginning onboarding with Council and Staff. Additionally, supporting departments with grants.

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

Owner: Justin Tucker
Update provided by Nicole McDaniel on Jan 22, 2025 16:37:48 IT plans to submit an application for the Smart 20 awards, time permitting.

Applications are due January 24, 2025.

Develop a management cycle calendar to ensure effective, efficient sequencing of key annual organizational processes.

Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:14:33 Mgmt. cycle calendar completed and reviewed regularly
Activity 6.4.9
Jul 01, 2020 - Jun 30, 2025 Completed Progress 100%
Activity 6.4.10
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%
Activity 6.4.11
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.12
Jul 01, 2020 - Jun 30, 2023 Completed Progress 100%
Activity 6.4.13
Jul 01, 2021 - Jun 30, 2026 Completed Progress 100%
Activity 6.4.14
Jul 01, 2021 - Jun 30, 2022 Completed Progress 100%

Replace the Enterprise Resource Planning (ERP) system.

Owner: Mike Enriquez
Update provided by Mike Enriquez on Jun 30, 2026 07:00:01 Accomplishments:

The HR and Payroll modules were successfully launched on July 12th. The Financials module went live on July 1st, marking the completion of key implementation milestones for Stage Three.

Next Steps:

Continue monitoring system performance and user adoption for all modules.

Address any post-launch issues or user feedback promptly to ensure smooth operation. Prepare for the next phase of the project as scheduled.

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

Owner: Mike Enriquez
Update provided by Mike Enriquez on Jun 30, 2025 07:00:01 Accomplishments:

The LaserFiche EDMS system has been launched and is accessible to all departments.

The legacy archive document system (Questys) has been successfully replaced.

Public search functionality for City Clerk and Building documents is now available via the website.

Next Steps:

Collaborate with individual departments to enhance utilization of the system for additional document types.
✓Training
✓Deployment
Increase the number of online options for all major City services that can be offered virtually
Owner: Mike Enriquez
Update provided by Mike Enriquez on Jun 30, 2026 07:00:01 Progress Highlights:

Meetings are ongoing with all departments to inventory processes and identify opportunities for automation and digital conversion. Currently, discussions are underway with Public Works and Utilities.

Issues:

No significant issues have been reported at this stage.

Next Steps:

Complete the process inventory by conducting meetings with the Fire and Police departments.

Develop a program to recognize and reward innovations and efficiency gains created by employees.

Owner: Lori Sassoon
Update provided by Lori Sassoon on Sep 30, 2025 07:00:01 This program has been on hold due to staff turnover, but will be reinstituted for its next cycle in 2026.

Activity 6.4.15
Jul 01, 2022 - Jun 30, 2026 Work Underway
Progress 60%
Activity 6.4.16
Jul 01, 2022 - Mar 31, 2025 Completed Progress 100%
Activity 6.4.17
Jul 01, 2021 - Jun 30, 2026 Work Underway
Progress 80%
Activity 6.5.1
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%

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

Owner: Jacob Ellis
Update provided by Alex Mercado on Oct 26, 2022 21:18:04 Major restructure completed Q1 FY22.

Improve the quality and consistency of customer service, by training staff on basic standards.

Owner: Lori Sassoon
Update provided by Kelsey Kenz on Oct 02, 2023 16:10:21 Customer Service training was held 9/12-9/14.

Promote collaboration by forming more cross-departmental teams to help solve problems, manage large projects, and get people working together.

Owner: Andrew Shannon
Update provided by Donna Finch on Apr 25, 2023 23:53:22 Cross-departmental teams formed for several projects and programs, including CIP Revamp, Business Process Mapping project, and Wellness Committee.

Evaluate workspace layouts in the building to identify ways to improve teamwork, collaboration, and information sharing through better physical layout.

Owner: Andrew Shannon
Update provided by Andrew Shannon on Mar 31, 2026 07:00:02 Redesign communications workspace, including communications studio and production room. Preliminary plans for economic development and the city clerk's suite moves.

Activity 6.5.2
Jul 01, 2020 - Jun 30, 2026 Completed Progress 100%
Activity 6.5.3
Jul 01, 2023 - Jun 30, 2024 Completed Progress 100%
Activity 6.5.4
Jul 01, 2022 - Jun 30, 2023 Completed Progress 100%
Activity 6.5.5
Jul 01, 2024 - Jun 30, 2025 Work Underway
Progress 25%

Last Update: Jan 14, 2026 20:30:52
Last Update: Jul 01, 2026 14:30:32
% of employees agreeing or strongly agreeing that they would recommend the City as a place to work
Quarter
75% 75% 75% 75% 75% 75% 75% 75%

91.66% 991.66% 1.66%
81% 81% 81% 81% 81% 81% 81% 81%
72% 72% 72% 72% 72% 72% 72% 72%
86% 86% 86% 86% 86% 86% 86% 86%
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
25%
50%
75%
100%
% of major City services that are offered virtually
Quarter
60% 60% 60% 60% 60% 60% 60% 60%
80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 82% 82% 82% 82%
84% 84% 84% 84% 84% 84% 84% 84% 84% 84%
86% 86%
88% 88% 88% 88% 88% 88% 88% 88% 88% 88%
FY21 Q1
FY21 Q2
FY21 Q3
FY21 Q4
FY22 Q1
FY22 Q2
FY22 Q3
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
25%
50%
75%
100%

Last Update: Jul 07, 2026 00:30:32
Employee turnover rate
Quarter
9%9%
5%5%

7.1% 7.1%

4.22% 4.22%

2.89% 2.89%

4.42% 4.42% 4.49% 4.49% 4.37% 4.37%

4.96% 4.96%

5.89% 5.89%

4.44% 4.44%

2.9% 2.9%

4.2% 4.2% 4%4%

2.5% 2.5%

4.6% 4.6%

3.1% 3.1%
FY22 Q4
FY23 Q1
FY23 Q2
FY23 Q3
FY23 Q4
FY24 Q1
FY24 Q2
FY24 Q3
FY24 Q4
FY25 Q1
FY25 Q2
FY25 Q3
FY25 Q4
FY26 Q1
FY26 Q2
FY26 Q3
FY26 Q4
0%
2%
4%
6%
8%
10%

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
Honorable President and Board Members
FROM: Utilities Department
2026-275

REQUEST FOR CITY COUNCIL AND

CORONA UTILITY AUTHORITY ACTION
SUBJECT:

TERMINATE CONTRACTED EMERGENCY REPAIR OF WELL 15 DISCHARGE LINE EXECUTIVE SUMMARY:

This staff report asks the City Council to terminate the emergency action as the contracted emergency repairs of the Well 15 discharge line have been completed.

RECOMMENDED ACTION:

That the City Council terminate the emergency action for contracted repairs of the Well 15 discharge line.

That the Corona Utility Authority review, ratify, and to the extent necessary, direct the City Council to take the above actions.

BACKGROUND & HISTORY:

Well 15, situated just north of the 91 Freeway off Lincoln Avenue, has a 14-inch diameter discharge line installed in the early 1980s that carries well water from Well 15 under the 91 freeway. The length of the discharge line is 663 linear feet. A leak was discovered in the line near the edge of the freeway, and Well 15 has been out of service since the leak was detected. This well typically produces one million gallons per day of groundwater and is an important source of local water for the City. The City is approaching the typical high

water production season and resuming pumping from this well is important to the City’s water portfolio.

On June 17, 2026, the City Council was formally notified of the contracted emergency repairs for the Well 15 discharge line.

On July 1, 2026, the City Council received a formal update regarding the City Manager’s approval of a purchase order with Insituform Technologies, LLC (Insituform) in the amount of $374,736.

ANALYSIS:

On July 1, 2026, Insituform Technologies, LLC completed the cleaning of the Well 15 Discharge line and finished the installation and pressure testing of the Cured-In-PlacePipe Lining. Based on the completion of the work, this action can now be terminated.

FINANCIAL IMPACT:

Funding for the recommended action is available in the Well 15 Discharge Line Repair Operating and Maintenance Project No. PJ_00000527 within the Water Utility Fund (FD_1570).

ENVIRONMENTAL ANALYSIS:

This action is categorically exempt pursuant to Section 15301 of the Guidelines for the California Environmental Quality Action (CEQA), which states that “operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the CEQA determination” and is therefore exempt from CEQA. This action consists of the lining of an existing waterline and therefore, is exempt from the requirements of CEQA. No environmental analysis is required.

PREPARED BY: KATIE HOCKETT, ASSISTANT UTILITIES DIRECTOR REVIEWED BY: TOM MOODY, UTILITIES DIRECTOR

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
Honorable President and Board Members
FROM: Utilities Department
2026-276

REQUEST FOR CITY COUNCIL AND

CORONA UTILITY AUTHORITY ACTION
SUBJECT:

CONSTRUCTION CONTRACT WITH PACIFIC HYDROTECH CORPORATION FOR

LESTER WATER TREATMENT PLANT BACKWASH TANK REHABILITATION,

OPERATING AND MAINTENANCE PROJECT
EXECUTIVE SUMMARY:

This staff report asks that the City Council award Notice Inviting Bids 26-026CA to Pacific Hydrotech Corporation for the Lester Water Treatment Plant Backwash Tank Rehabilitation Project to address significant deterioration of the existing backwash tank roof structure, restore protective tank coatings, improve influent piping, and enhance overall operational reliability.

RECOMMENDED ACTION:

That the City Council:
a. Adopt the Plans and Specifications for the Lester Water Treatment Plant Backwash Tank Rehabilitation Project, Notice Inviting Bids 26-026CA. b. Award Notice of Inviting Bids 26-026CA to Pacific Hydrotech Corporation, the lowest responsive, responsible bidder, for the total bid amount of $837,800 and

waive any and all minor irregularities in the bidding documents as submitted by said bidder.
c. Approve the Construction Contract with Pacific Hydrotech Corporation for the Lester Water Treatment Plant Backwash Tank Rehabilitation Project in the amount of $837,800.
d. Authorize the City Manager, or his designee, to execute the Construction Contract with Pacific Hydrotech Corporation and issue a purchase order in the amount of $837,800 including any non-substantive extensions, change orders, purchase orders, and amendments up to 10% of total contract cost or $83,780 as authorized by Corona Municipal Code Section 3.08.050(H).
e. Authorize an appropriation in the amount of $1,134,058 from the Water Utility Fund (FD_1570) to the Lester Water Treatment Plant Backwash Tank Rehabilitation, Operating and Maintenance Project No. PJ_00000230.

That the Corona Utility Authority review, ratify, and to the extent necessary, direct the City Council to take the above actions
BACKGROUND & HISTORY:

Lester Water Treatment Plant (WTP), located at 2970 Rimpau Avenue, is a critical facility for treating imported raw water purchased from the Metropolitan Water District for the City of Corona. Lester WTP treats raw water for total suspended solids through a multi-stage filtration and disinfection process before distribution into the City’s water system.

Constructed in 2000, the backwash tank supports filtration system cleaning operations and is an essential part of the treatment process. During backwash cycles, water is collected and stored in the tank to maintain treatment efficiency and support plant operations. In 2024, condition assessments identified significant deterioration of the roof framing, coating failure, and deficiencies in associated piping. Rehabilitation improvements are necessary to restore the tank, extend its service life, and support continued reliable operation.

ANALYSIS:

On April 28, 2026, Notice Inviting Bids (NIB) 26-026CA was solicited following City of Corona Municipal Code Section 3.08.090 Public projects – formal bidding procedure and purchasing policy through the City’s PlanetBids bidding portal. Project bidding was limited to the City’s pre-qualified contractors only. The City has 15 pre-qualified contractors to perform water treatment, water pump station, well drilling and water system mechanical projects. On May 12, 2026, two prequalified contractors attended a mandatory job walk held at the project site. Two bids were received through the PlanetBids bidding service by the bid due date of June 16, 2026, from the following contractors:

Vendor City Bid Amount
Pacific Hydrotech Corporation Murrieta $837,800

The project scope of work consists of demolition and replacement of the existing welded steel roof system with a new press-brake steel roof system, structural steel improvements, interior and exterior tank coating rehabilitation, piping modifications, structural repairs, testing, startup, and commissioning.

The following bid schedule prices were received from Pacific Hydrotech Corporation, the lowest responsive bidder:

ITEM
NO. ITEM DESCRIPTION

UNIT EST
QTY
UNIT
PRICE
TOTAL
PRICE
1 Mobilization/Demobilization LS 1 $123,900 $123,900
2 Startup, Testing, Disinfection,
Cleanup and Commissioning
LS 1 $4,400 $4,400
3 Mechanical Ductile Iron Pipe,
Fittings and Supports
LS 1 $65,900 $65,900
4 Selective Site Demolition LS 1 $43,000 $43,000
5 Cast-in-Place Concrete Pipe
Supports
LS 1 $15,000 $15,000
6 Steel Construction Work LS 1 $201,500 $201,500
7 Roof Hatch EA 1 $7,500 $7,500
8 Re-coat Steel Water Tank Interior
and Exterior
LS 1 $376,600 $376,600
Total Bid $837,800
City staff and an on-call firm, Z&K Consultants, Inc., will provide project management to uphold the contract documents while interacting with the various contractors and consultants. Following an informal Request for Proposal issued to the City’s on-call consultant firms for this project, Z&K Consultants, Inc. was selected to provide construction management, inspection, and certified payroll review services in support of the project. These services will support successful project delivery and ensure compliance with the contract documents, plans and specifications, and applicable labor regulations. As the design engineer, Dudek, will provide engineering support during the construction phase of the project.

Summary of Project Costs:

Project Management Support (Z&K Consultants, Inc.) $45,410 SCW Contracting Corp. Fallbrook $988,475

Inspection, Construction Management & Certified Payroll Services (Z&K Consultants, Inc.)
$168,914
Engineering Support (Dudek) $15,714
Pacific Hydrotech Corporation Contract $837,800
10% Project Contingency $106,784
Project
Cost
$1,174,622
Funds Available (in PJ_00000230) $ 40,564
Fund Appropriation
Needed
$1,134,058
Staff recommends that the City Council award NIB 26-026CA and the Construction Contract in the amount of $837,800 to Pacific Hydrotech Corporation, as the lowest responsive, responsible bidder for the Lester Water Treatment Plant Backwash Tank Rehabilitation, Operating and Maintenance Project. All licenses and references for Pacific Hydrotech Corporation have been reviewed and verified by City Staff, and all other required documentation is in order.

FINANCIAL IMPACT:

Approval of the recommended actions will result in an appropriation in the amount of $1,134,058 from the Water Utility Fund (FD_1570) to the Lester Water Treatment Plant Backwash Tank Rehabilitation, Operating and Maintenance Project No. PJ_00000230.

Fund Project No. Requested
Appropriation
Current
Balance
Project Cost
FD_1570 PJ_00000230 $1,134,058 $40,564 $1,174,622
There is sufficient working capital for the recommended actions.

ENVIRONMENTAL ANALYSIS:

This action is categorically exempt pursuant to Section 15301 of the Guidelines for the California Environmental Quality Action (CEQA), which states that “operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the CEQA determination and is therefore exempt from CEQA. This action involves repairs to existing infrastructure to maintain public health and safety. Therefore, the action is exempt from the requirements of CEQA, and no environmental analysis is required.

PREPARED BY: ERIN KUNKLE, MAINTENANCE MANAGER
REVIEWED BY: TOM MOODY, UTILITIES DIRECTOR

ATTACHMENT:

1. Exhibit 1 – Construction Contract

CONTRACT
1 CA\DD\02000.50112\2924468.10 Rev 02272024

CONTRACT
THIS CONTRACT is made this _____ day of ______________, 2026, in the County of Riverside, State of California, by and between the City of Corona, hereinafter called City, and Pacific Hydrotech Corporation, hereinafter called Contractor. The City and the Contractor for the considerations stated herein agree as follows:

ARTICLE 1. SCOPE OF WORK. The Contractor shall perform all Work within the time stipulated in the Contract and shall provide all labor, materials, equipment, tools, utility services, and transportation to complete all of the Work required in strict compliance with the Contract Documents as specified in Article 5 below for the following Project:

LESTER WATER TREATMENT PLANT BACKWASH
TANK REHABILITATION NIB 26-026CA
The Contractor and its surety shall be liable to the City for any damages arising as a result of the Contractor’s failure to comply with this obligation.

ARTICLE 2. TIME FOR COMPLETION. A Move-in period of 160 calendar days shall start on the date of issuance of the Notice to Proceed No.1. This period shall be used by the Contractor to confirm utility locations, turn in project submittals or other supporting documentation for approval and procure the necessary material and equipment to complete the Work. The Work shall commence on the date specified in Notice to Proceed No.2. The Contractor shall complete all Work required by the Contract Documents within 70 Working Days. By its signature hereunder, Contractor agrees the time for completion set forth above is adequate and reasonable to complete the Work. By its signature hereunder, Contractor agrees the time for completion set forth above is adequate and reasonable to complete the Work.

ARTICLE 3. CONTRACT PRICE. The City shall pay to the Contractor as full compensation for the performance of the Contract, subject to any additions or deductions as provided in the Contract Documents, and including all applicable taxes and costs, the sum of Eight Hundred Thirty-seven Thousand Eight Hundred Dollars ($837,800.00). Payment shall be made as set forth in the General Conditions.

ARTICLE 4. LIQUIDATED DAMAGES. In accordance with Government Code section 53069.85, it is agreed that the Contractor will pay the City the sum of $1,600.00 for each and every calendar day of delay beyond the time prescribed in the Contract Documents for finishing the Work, as Liquidated Damages and not as a penalty or forfeiture. In the event this is not paid, the Contractor agrees the City may deduct that amount from any money due or that may become due the Contractor under the Contract. This Article does not exclude recovery of other damages specified in the Contract Documents.

ARTICLE 5. COMPONENT PARTS OF THE CONTRACT. The “Contract Documents” include the following:

Docusign Envelope ID: CAE170BC-E934-8F5E-820B-FD0B391FD893 Docusign Envelope ID: B4DB4302-445F-8095-837B-4294AD7357E5 Docusign Envelope ID: F5E9FE2D-17AC-8202-8324-14243754D817

CONTRACT
2 CA\DD\02000.50112\2924468.10 Rev 02272024
Notice Inviting Bids
Instructions to Bidders
Contractor's Bid Forms
Contractor’s Certificate Regarding Workers’ Compensation Bid Bond
Designation of Subcontractors
Information Required of Bidders
Non-Collusion Declaration form
Contract
Performance Bond
Payment (Labor and Materials) Bond
General Conditions
Special Provisions (or Special Conditions)
Technical Specifications
Greenbook Standard Specifications (Sections 1-9 Excluded) Addenda
Plans and Contract Drawings
Approved and fully executed change orders
Any other documents contained in or incorporated into the Contract The Contactor shall complete the Work in strict accordance with all of the Contract Documents.

All of the Contract Documents are intended to be complementary. Work required by one of the Contract Documents and not by others shall be done as if required by all. This Contract shall supersede any prior agreement of the parties.

ARTICLE 6. PROVISIONS REQUIRED BY LAW. Each and every provision of law required to be included in these Contract Documents shall be deemed to be included in these Contract Documents. The Contractor shall comply with all requirements of applicable federal, state and local laws, rules and regulations, including, but not limited to, the provisions of the California Labor Code and California Public Contract Code which are applicable to this Project.

ARTICLE 7. INDEMNIFICATION. Contractor shall provide indemnification as set forth in the General Conditions.

ARTICLE 8. PREVAILING WAGES. Contractor is aware of the prevailing wage requirements of Chapter 1 (beginning at Section 1720 et seq.) of Part 7 of Division 2 of the California Labor Code, as well as Title 8, Section 16000 et seq. of the California Code of Regulations (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. Contractor and its subcontractors shall fully comply with the Prevailing Wage Laws for their employees and any others to whom such laws are applicable. Contractor and its subcontractors shall also be responsible for any and all violations and fines imposed on them pursuant to the Prevailing Wage Laws. Pursuant to SB 854, which amended the Prevailing Wage Laws, this Contract is subject to compliance monitoring and enforcement by the DIR. Beginning April 1, 2015, no contractor or subcontractor may be awarded this Contract unless registered with the DIR pursuant to Labor Code Docusign Envelope ID: CAE170BC-E934-8F5E-820B-FD0B391FD893 Docusign Envelope ID: B4DB4302-445F-8095-837B-4294AD7357E5 Docusign Envelope ID: F5E9FE2D-17AC-8202-8324-14243754D817

CONTRACT
3 CA\DD\02000.50112\2924468.10 Rev 02272024
section 1725.5. The City will report all necessary contracts to the DIR as required by the Prevailing Wage Laws. Contractor shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Work available to interested parties upon request, and shall post copies at the Contractor’s principal place of business and at the Project site. It is most efficient for the Contractor to obtain a copy of the prevailing wages in effect at the commencement of this Contract from the website of the Division of Labor Statistics and Research of the DIR located at www.dir.ca.gov/dlsr/. In the alternative, the Contractor may obtain a copy of the prevailing wages from the City’s Representative. Contractor shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

ARTICLE 9. ASSIGNMENT/CORONA UTILITY AUTHORITY. Contractor understands that the City has entered into a Water Enterprise Management Agreement and a Wastewater Enterprise Management Agreement, both dated as of February 6, 2002, with the Corona Utility Authority (“CUA”) for the maintenance, management and operation of those utility systems (collectively, the “CUA Management Agreements”). To the extent that this Contract is deemed to be a "material contract" under either of the CUA Management Agreements, the following provisions shall apply: (1) City enters into this Contract on behalf of the CUA and subject to the terms of the applicable CUA Management Agreement(s); and (2) Contractor has no right to terminate this Contract, either with or without cause, based upon the existence or non-existence of either or both of the CUA Management Agreements. Therefore, if an applicable CUA Management Agreement expires or terminates for any reason, Contractor shall remain fully obligated to perform under this Contract on behalf of the CUA or another third party contracted by the CUA for the maintenance, management and operation of the applicable utility system. [SIGNATURES ON FOLLOWING PAGE]
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CONTRACT
4 CA\DD\02000.50112\2924468.10 Rev 02272024
IN WITNESS WHEREOF, this Contract has been duly executed by the above-named parties, on the day and year above written.

CITY OF CORONA
By:

______________________________
Tom Moody
Utilities Director
Reviewed By:

______________________________
Katie Hockett
Assistant Utilities Director
Reviewed By:

______________________________
Nicole McDaniel
Deputy Director of Finance
Attest:
______________________________
Sylvia Edwards, City Clerk
City of Corona, California

PACIFIC HYDROTECH CORPORATION
By:

______________________________
Joselito Guintu
Vice President
______________________________
License Number
By:

______________________________
June Diaz
CFO
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Docusign Envelope ID: B4DB4302-445F-8095-837B-4294AD7357E5 Docusign Envelope ID: F5E9FE2D-17AC-8202-8324-14243754D817

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
Honorable President and Board Members
FROM: Utilities Department
2026-277

REQUEST FOR CITY COUNCIL AND

CORONA UTILITY AUTHORITY ACTION
SUBJECT:

PROFESSIONAL SERVICES AGREEMENT WITH VERTECH INDUSTRIAL SYSTEMS, LLC. FOR THE UTILITIES DEPARTMENT SCADA SYSTEM CYBERSECURITY

ASSESSMENT PROJECT
EXECUTIVE SUMMARY:

This staff report asks the City Council to approve a Professional Services Agreement with Vertech Industrial Systems, LLC. for cybersecurity assessment services. The project will assess the SCADA network, establish security best practices, prioritize upgrades, and develop a multi-year redesign roadmap to improve security, reliability, and efficiency.

RECOMMENDED ACTION:

That the City Council:
a. Authorize an appropriation in the amount of $288,090 to the Penetration Testing, Operating and Maintenance Project No. PJ_00000112 and increase estimated revenues by the same amount in the Information Technology Fund (FD_1681).

b. Authorize an appropriation in the amount of $288,090 to the Utilities Department’s operating budget for additional allocation costs incurred as a result of an increase to the Information Technology Fund (FD_1681), an Internal Service Fund. c. Award Request for Proposal No. 26-027AT to Vertech Industrial Systems, LLC. for the Supervisory Control and Data Acquisition Cybersecurity Assessment Project. d. Authorize the City Manager, or his designee, to execute the Professional Services Agreement with Vertech Industrial Systems, LLC. for the Supervisory Control and Data Acquisition Cybersecurity Assessment Project and issue a purchase order in an amount not to exceed $562,730, including the ability to negotiate and execute non-substantive changes and extensions, purchase orders and amendments up to $56,273 or 10% of the contract amount as authorized by Corona Municipal Code Section 3.08.060(H).

That the Corona Utility Authority review, ratify, and to the extent necessary, direct that the City Council take the above actions.

BACKGROUND & HISTORY:

The Utilities Department operates and maintains a complex software network system referred to as operational technology (OT). The OT network is the main foundation for the Supervisory Control and Data Acquisition (SCADA) system. The Utilities Department’s Operations teams utilize the SCADA network to effectively and efficiently operate and monitor the City’s water treatment facilities, distribution system, water reclamation facilities, groundwater wells, booster stations, water storage tanks, pressure regulation stations and monitor electric utility Wholesale Distribution Access Tariff. The Utilities Department’s SCADA system consists of seven primary control centers interconnected through licensed radio communication devices. Each treatment plant is supported by multiple remote facilities, which communicate with the main plant via either licensed radio or fiber optic networks. The Utilities Department operates over 100 programmable logic controllers that enable automated system operations, as well as remote monitoring and control of facilities throughout the system.

These components are essential for the Utilities Department’s operation and services provided. Therefore, care must be taken to ensure that the SCADA system is well protected from cybersecurity threats. A key component of the SCADA system’s cybersecurity policy is its general isolation from external networks. However, this means that system hardware does not receive periodic software updates. In addition to software upgrade needs, given the age of the SCADA system hardware, hardware upgrades also may be required. While strong cybersecurity practices and procedures are vital for the protection of the SCADA system, updated software and hardware components also play a role in ensuring a resilient system.

ANALYSIS:

The Utilities Department submitted Request for Proposal (RFP) documents to the Purchasing Department for the procurement of SCADA Cybersecurity Assessment

services. On January 15, 2026, the Purchasing Division issued RFP 26-027AT following the Corona Municipal Code Section 3.08.110 Non-public projects formal bidding procedure. A total of 700 vendors from the PlanetBids vendor network and 623 vendors from the City’s vendor list were notified. Twenty-six (26) proposals were received through the PlanetBids bidding service portal by the proposal due date of February 16, 2026. Eight (8) proposals were disqualified from evaluation due to missing forms or exceptions on the Professional Service Agreement. Eighteen (18) remaining proposals were then evaluated from the following vendors:

Vendor Proposal Evaluation
Ranking
Proposed Fee
Vertech Industrial Systems, LLC. 1 $562,730
Michael Baker International 2 $620,241
Securance, LLC 3 $169,880
Global Solutions Group, Inc. 3 $73,968
AESI-US 4 $188,200
Trublood Technology Solutions, Inc 5 $200,200
N2W Engineering 6 $221,030
Net Force Corporation 7 $253,595
Dotwave Solutions 8 $91,050
Enterprise Risk Management Inc. 8 $96,250
Armexa 9 $1,650,475
GCorp Consulting 10 $112,000
Patterson and Dewar Engineers 10 $79,802
Archer 11 $241,256
Cogent Infotech Corporation 12 $589,784
Lancesoft 13 $130,000
Control Infotech, Inc. 14 $384,000
Murgreen Environmental 15 $242,094
Proposals were evaluated on the completeness of the response, the qualification of the firm, the qualification of key personnel, the work plan/project understanding, and total fee value. The proposals were evaluated by two staff members from the Information Technology department (Deputy Chief Information Officer and Senior Network Architect) and one staff member from the Utilities Department (Senior SCADA Engineer).

Interviews were then conducted with the top four vendors, and the following rankings were determined:

Vendor Interview Evaluation
Ranking
Vertech Industrial Systems, LLC. 1

Securance, LLC 2
Michael Baker International 3
Global Solutions Group, Inc. 4
Interviews were evaluated on the presentation content, the technical content, key team members, communication skills, project understanding, and accommodation of City needs. The interview evaluation team was composed of the same three staff members as the evaluation team.

Post-interview questions were then sent to the top two ranked vendors following the interview evaluations. The follow-up questions were asked to ensure that the listed project management team will manage the entire project. Vertech confirmed their designated staff have experience with the Utilities Department’s SCADA components and configuration. Following the proposal, interview evaluation process, and post-interview questions, Vertech was selected as the top choice vendor.

The SCADA system’s real-time monitoring and control capability of water and wastewater treatment infrastructure makes it a vital part of the Utilities Department’s ability to maintain regulatory compliance with respect to drinking water health and effluent discharge standards. To maintain continuous essential services, the SCADA system incorporates multiple cybersecurity protective measures designed to safeguard critical infrastructure and ensure system integrity. However, as software and hardware components become older, their capabilities become less suitable for the SCADA system’s needs and more vulnerable to failures. Consequently, it is vital to perform regular inventory assessments of the SCADA system to identify components that may need to be replaced. Due to hardware and software upgrade needs, as well as evolving cybersecurity threats, a cybersecurity assessment of the SCADA system is essential to provide in-depth system knowledge and development of a future roadmap that will ensure long-term reliable operations and minimal risk.

Vertech’s proposal for the SCADA Cybersecurity Assessment Project includes a more indepth approach consisting of a local engineering team and 22 years of experience in providing such services to public and private sectors.

Staff recommends that the City Council award a Professional Services Agreement in an amount not to exceed $562,730 to Vertech Industrial Systems, LLC., as the vendor that will best serve the interests of the City. All licenses, references, and required documentation for Vertech Industrial Systems, LLC. have been reviewed and verified by City staff.

FINANCIAL IMPACT:

Approval of the recommended actions will result in an additional appropriation in the amount of $288,090 to the existing Penetration Testing, Operating and Maintenance Project No. PJ_00000112, and an estimated revenue increase by the same amount in the Information Technology Fund (FD_1681).

Total Contract Amount Needed $562,730
10% Contingency $56,273
Total Funds Needed $619,003
PJ_00000112 Penetration Testing (Balance) $330,913
Additional Funds Needed $288,090
Information Technology Fund (FD_1681) is an Internal Service Fund. This fund is used to improve the management of resources and generally provides goods and services to departments on a cost reimbursement basis. The Penetration Testing, Operating and Maintenance Project No. PJ_00000112, within the Information Technology Fund (FD_1681), currently has a balance of $330,913. Approval of the recommended actions will also result in a total appropriation in the amount of $288,090 to the Utilities Department operating budget within the funds noted below:

Fund Description Fund # Amount
Reclaimed Water Utility Fund FD_1567 $2,881
Water Utility Fund FD_1570 $144,045
Sewer Utility Fund FD_1572 $129,640
Greenfield Electric Utility
Fund FD_1578 $11,524
Total Appropriations $288,090
ENVIRONMENTAL ANALYSIS:

This action is categorically exempt pursuant to Section 15301 of the Guidelines for the California Environmental Quality Act (CEQA), which states that operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the CEQA determination is exempt from CEQA. This action involves SCADA assessment, maintenance, and replacement of existing equipment. Therefore, no environmental analysis is required.

PREPARED BY: AFTAB HUSSAIN, ASSISTANT UTILITIES DIRECTOR REVIEWED BY: TOM MOODY, UTILITIES DIRECTOR
ATTACHMENT:

1. Exhibit 1 – PSA

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CITY OF CORONA

PROFESSIONAL SERVICES AGREEMENT

WITH VERTECH INDUSTRIAL SYSTEMS, LLC
SCADA CYBERSECURITY ASSESSMENT PROJECT RFP 26-027AT

1. PARTIES AND DATE.

This Agreement is made and entered into this _______ day of _____________, __________ (“Effective Date”) by and between the City of Corona, a municipal corporation organized under the laws of the State of California with its principal place of business at 400 South Vicentia Avenue, Corona, California 92882 (“City”) and Vertech Industrial Systems, LLC., a Arizona limited liability company with its principal place of business at 4409 East Baseline Road, Suite 127, Phoenix, AZ 85042 (“Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties” in this Agreement.

2. RECITALS.

2.1 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing SCADA Cybersecurity Assessment services to public clients, is licensed in the State of California, and is familiar with the plans of the City.

2.2 Project.

City desires to engage Consultant to render such services for the SCADA Cybersecurity Assessment project (“Project”) as set forth in this Agreement.

2.3 Corona Utility Authority.

Consultant understands that the City has entered into a Water Enterprise Management Agreement and a Wastewater Enterprise Management Agreement, both dated as of February 6, 2002, with the Corona Utility Authority (“CUA”) for the maintenance, management and operation of those utility systems (collectively, the “CUA Management Agreements”). To the extent that this Agreement is deemed to be a "material contract" under either of the CUA Management Agreements, City enters into this Agreement on behalf of the CUA and subject to the terms of the applicable CUA Management Agreement(s).

3. TERMS.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional SCADA Cybersecurity Assessment consulting services necessary for the Project (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules, and regulations.

3.1.2 Term.

3.1.2.1 Initial Term. The initial term of this Agreement shall be from August 5, 2026 to June 30, 2027 (“Initial Term”), unless earlier terminated as provided herein. Consultant shall complete the Services within the Term of this Agreement, and shall meet any other established schedules and deadlines.

3.1.2.2 Renewal Term(s). The Parties may, by mutual, written consent, extend the Term of this Agreement one or more times by executing a written amendment pursuant to Section 3.6.8 below (each a “Renewal Term”).

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3.1.2.3 Term Defined. The terms “Initial Term” and “Renewal Term” may sometimes be generally and collectively referred to as “Term” in this Agreement.

3.2 Responsibilities of Consultant.

3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for others during the Term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services within the Term of this Agreement, in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated herein by reference, and in accordance with any other completion schedule or milestones which may be separately agreed upon in writing by the Parties. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant’s conformance with the Schedule, City shall respond to Consultant’s submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All Services performed by Consultant shall be subject to the approval of City.

3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. The key personnel for performance of this Agreement are as follows:

3.2.5 City’s Representative. The City hereby designates Tom Moody, Utilities Director, or his or her designee, to act as its representative for the performance of this Agreement (“City’s Representative”). City’s Representative shall have the power to act on behalf of the City for all purposes under this Contract. Consultant shall not accept direction or orders from any person other than the City’s Representative or his or her designee.

3.2.6 Consultant’s Representative. Consultant hereby designates Titus Crabb, CEO or his or her designee, to act as its representative for the performance of this Agreement (“Consultant’s Representative”).

Consultant’s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City’s staff, consultants and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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it is skilled in the professional calling necessary to perform the Services. Consultant agrees that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subconsultants shall have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City Business License, and that such licenses and approvals shall be maintained throughout the Term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.9 Laws and Regulations; Employee/Labor Certifications. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If the Consultant performs any work or Services knowing them to be contrary to such laws, rules and regulations and without giving written notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.2.9.1 Employment Eligibility; Consultant. By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Consultant.

Consultant also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the Term of the Agreement. Consultant shall avoid any violation of any such law during the Term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent federal work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. Consultant shall maintain records of each such verification, and shall make them available to the City or its representatives for inspection and copy at any time during normal business hours. The City shall not be responsible for any costs or expenses related to Consultant’s compliance with the requirements provided for in Section 3.2.9 or any of its sub-sections.

3.2.9.2 Employment Eligibility; Subcontractors, Consultants, Sub-subcontractors and Subconsultants. To the same extent and under the same conditions as Consultant, Consultant shall require all of its subcontractors, consultants, sub-subcontractors and subconsultants performing any work or Services relating to the Project or this Agreement to make the same verifications and comply with all requirements and restrictions provided for in Section 3.2.9.1.

3.2.9.3 Employment Eligibility; Failure to Comply. Each person executing this Agreement on behalf of Consultant verifies that they are a duly authorized officer of Consultant, and understands that any of the following shall be grounds for the City to terminate the Agreement for cause: (1) failure of Consultant or its subcontractors, consultants, sub-subcontractors or subconsultants to meet any of the requirements provided for in Sections 3.2.9.1 or 3.2.9.2; (2) any misrepresentation or material omission concerning compliance with such requirements (including in those verifications provided to the Consultant under Section 3.2.9.2); or (3) failure to immediately remove from the Project any person found not to be in compliance with such requirements.

3.2.9.4 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

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3.2.9.5 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.2.9.6 Air Quality. To the extent applicable, Consultant must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the South Coast Air Quality Management District (SCAQMD) and/or California Air Resources Board (CARB). Although the SCAQMD and CARB limits and requirements are more broad, Consultant shall specifically be aware of their application to "portable equipment", which definition is considered by SCAQMD and CARB to include any item of equipment with a fuel-powered engine. Consultant shall indemnify City against any fines or penalties imposed by SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Consultant, its subconsultants, or others for whom Consultant is responsible under its indemnity obligations provided for in this Agreement.

3.2.10 Insurance.

3.2.10.1 Time for Compliance. Before Consultant commences any Services under this Agreement, Consultant shall provide evidence satisfactory to the City that it has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the City to terminate this Agreement for cause.

3.2.10.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subconsultants. Consultant shall also require all of its subconsultants to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage:
(A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001); (2) Automobile Liability: Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto), or if Consultant has no owned autos, Code 8 (hired) and 9 (non-owned); and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance.
(B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $1,000,000 minimum per occurrence for bodily injury, personal injury, advertising injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used including, but not limited to, form CG 2503, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 minimum per accident for bodily injury and property damage; and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation limits as required by the Labor Code of the State of California.

Employer’s Liability limits of $1,000,000 minimum per accident for bodily injury or disease.

3.2.10.3 Professional Liability. Consultant shall procure and maintain, and require its subconsultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $1,000,000 per occurrence or claim, $2,000,000 aggregate minimum. Consultant shall procure and maintain, and require its sub-consultants to procure and maintain, for a period of five (5) years following completion of the Project, errors and omissions liability insurance appropriate to their profession. Such insurance shall be in an amount not less than $2,000,000 minimum per claim or occurrence or $2,000,000 aggregate. Coverage shall be sufficiently broad to Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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respond to the duties and obligations as is undertaken by Consultant in this Agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including, but not limited to infringement of copyright, trademark or other intellectual property, invasion of privacy violations, electronic information or data theft, loss of, breach of, damage to, destruction of or misuse of electronic information or data, release of private information, alteration of electronic information, extortion and network security. The policy shall provide coverage for breach response costs, regulatory fines and penalties and credit monitoring expenses with limits sufficient to respond to these obligations.

3.2.10.4 Insurance Endorsements. The insurance policies shall contain or be endorsed (amended) to include the following provisions:
(A) General Liability. The general liability policy shall state that: (1) the City, its directors, officials, officers, employees, agents, and volunteers shall be covered as additional insured with respect to liability arising out of work or operations performed by or on behalf of the Consultant, including materials, parts or equipment furnished in connection therewith (the endorsement form shall be at least as broad as ISO Form CG 20 10 11 85 or both CG 20 37 and one of the following: CG 20 10, CG 20 26, CG 20 33 or CG 20 38); and (2) the insurance coverage shall be primary insurance coverage as respects the City, its directors, officials, officers, employees, agents, and volunteers (the endorsement form shall be at least as broad as ISO CG 20 01 04 13). Any insurance or self-insurance maintained by the City, its directors, officials, officers, employees, agents, and volunteers shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way. (B) Waiver of Subrogation – Workers’ Compensation and Employer’s Liability Coverage. The insurer shall agree to waive all rights of subrogation against the City, its directors, officials, officers, employees, agents, and volunteers for losses paid under the terms of the insurance policy which arise from work or Services performed by the Consultant.
(C) All Coverages. If Consultant maintains broader coverage and/or higher limits than the minimums shown above, the City is entitled to the broader coverage and/or higher limits maintained by Consultant. Thus, any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

3.2.10.5 Other Provisions; Endorsements Preferred. Consultant shall endeavor to provide endorsements regarding the following provisions, but nonetheless understands, acknowledges and agrees that the following provisions shall apply and that failure to comply shall be considered to be a breach of this Agreement by Consultant:
(A) Waiver of Subrogation – All Other Policies. Consultant hereby waives all rights of subrogation any insurer of Consultant’s may acquire against the City, its directors, officials, officers, employees, agents, and volunteers for losses paid under the terms of any insurance policy which arise from work or Services performed by the Consultant. Consultant understands, acknowledges and agrees that this provision is in full force and effect even if the City does not receive a waiver of subrogation endorsement from the insurer. (B) Notice. Consultant shall either: (1) require its insurer to provide thirty (30) days prior written notice to the City before coverage is suspended, voided, or canceled; or (2) notify City in writing that such notice is not available and forward any notice of such actions to the City within two (2) business days from date of receipt by Consultant. Consultant understands, acknowledges and agrees that this provision is in full force and effect even if the City does not receive a waiver of subrogation endorsement from the insurer.

3.2.10.6 Claims Made Policies. The following provisions shall apply to all policies that provide coverage on a claims-made basis: (A) the retroactive date must be shown and must be before the date on which any Services under this Agreement commence; (B) the insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the Project; and (C) if coverage is canceled or not renewed and is not replaced with another claims-made policy with a retroactive date prior to the date on which any Services under this Agreement commence, Consultant must purchase “extended reporting” coverage for a minimum of five (5) years after completion of Project.

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3.2.10.7 Deductibles and Self-Insurance Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. The City may require the Consultant to provide proof of ability to pay losses and related investigation, claims administration and defense expenses within the deductible or self-insured retention. The deductible or self-insured retention may be satisfied by either the named insured or the City.

3.2.10.8 Acceptability of Insurers. Unless under the circumstances a different rating is otherwise acceptable to the City in its sole and absolute discretion, insurance is to be placed with insurers which are satisfactory to the City and which meet either of the following criteria : (1) an insurer with a current A.M. Best’s rating no less than A-:VII and licensed as an admitted insurance carrier in California; or (2) an insurer with a current A.M.

Best’s rating no less than A-:X and authorized to issue the required policies in California.

3.2.10.9 Verification of Coverage (Initially & Annually). Consultant shall furnish City with original certificates of insurance, as well as amendatory endorsements or copies of the applicable policy language effecting coverage required by this Agreement. Consultant’s obligation herein shall be met not only with the commencement of the Initial Term, but annually as well for duration of the Agreement. The City reserves the right to require complete, certified copies of all required insurance policies, at any time.

3.2.10.10 Reporting of Claims. Consultant shall report to the City, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.

3.2.10.11 Sub-Consultants. All sub-consultants shall comply with each and every insurance provision of this Section 3.2.10. Consultant shall therefore not allow any sub-consultant to commence work on any subcontract to perform any part of the Services until it has provided evidence satisfactory to the City that the sub-consultant has secured all insurance required under this Agreement.

3.2.10.12 Special Risk or Circumstances. The City reserves the right, in its sole and absolute discretion, to modify the requirements of this Section 3.2.10, including limits, based on any of the following: (A) the nature of the risk of the Services; (B) the prior experience of the insured; (C) the rating or other quality or characteristic of the insurer; (D) any special or unique coverage issues; and (E) any other special or unique circumstances.

3.2.11 Safety. Consultant shall execute and maintain its work and Services so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the Services and the conditions under which the Services are to be performed.

3.2.12 Payment Bond. The California Department of Industrial Relations (“DIR”) has communicated to the City that there is a possibility that a payment bond may be required for certain services provided in connection with a public works project. Since such a requirement is currently contrary to the industry standard for the services provided by Consultant under this Agreement and since there is no direct legal authority for this position, the City is not requiring Consultant to provide a payment bond at this time. However, the City hereby reserves the right to require the Consultant to obtain and provide a payment bond for some or all of the Project provided by the Consultant under this Agreement.

If the City determines that a payment bond is required for the Project pursuant to Civil Code Section 9550 or any other applicable law, rule or regulation, Consultant shall execute and provide to City a payment bond in an amount required by the City and in a form provided or approved by the City. In the event a payment bond is required, the City agrees to compensate Consultant for all documented direct costs incurred by Consultant for such payment bond. The Parties shall memorialize the terms of such additional compensation and any other terms and conditions associated with the payment bond in an amendment to this Agreement.

3.2.13 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.3 Fees and Payments.

1.3.1 Rates & Total Compensation.

3.3.1.1 Initial Term - Rates. During the Initial Term, Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit “C” attached hereto and incorporated herein by reference.

3.3.1.2 Renewal Term(s) - Rate Increases. Rates to be paid during any Renewal Term shall be as provided for in the written amendment(s) entered into for such Renewal Term(s).

3.3.1.3 Initial Term - Total Compensation. The total compensation paid, including authorized reimbursements, shall not exceed Five Hundred Sixty Two Thousand Seven Hundred Thirty Dollars and Zero Cents ($562,730.00) during the Initial Term (“Total Compensation”), without written approval of City’s Representative.

3.3.1.4 Renewal Term(s) - Total Compensation. The Total Compensation to be paid during any Renewal Term shall be as provided for in the written amendment(s) entered into for such Renewal Term(s).

3.3.1.5 Extra Work – Compensation. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.3.1.6 Extra Work – Compensation. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.3.2 Payment of Compensation. Consultant shall submit to City a monthly itemized statement which indicates work completed and hours of Services rendered by Consultant. The statement shall describe the amount of Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. City shall, within 30 days of receiving such statement, review the statement and pay all approved charges thereon.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City.

3.3.4 Extra Work. At any time during the Term of this Agreement, City may request that Consultant perform Extra Work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from City’s Representative.

3.3.5 Prevailing Wages. Consultant is aware of the requirements of Chapter 1 (beginning at Section 1720 et seq.) of Part 7 of Division 2 of the California Labor Code, as well as Title 8, Section 16000 et seq. of the California Code of Regulations (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the Total Compensation is $1,000 or more, Consultant and its subconsultants shall fully comply with the Prevailing Wage Laws for their employees and any others to whom such laws are applicable. Consultant and its subconsultants shall also be responsible for any and all violations and fines imposed on them pursuant to the Prevailing Wage Laws. Pursuant to SB 854, which amended the Prevailing Wage Laws, this Agreement would also be subject to compliance monitoring and enforcement by the California Department of Industrial Relations (“DIR”). Beginning April 1, 2015, no consultant or subconsultant may be awarded this Agreement unless registered with the DIR pursuant to Labor Code Section 1725.5. The City will report all necessary agreements to the DIR as required by the Prevailing Wage Laws. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant’s principal place of business and at the Project site. It is most efficient for the Consultant to obtain a copy of the prevailing wages in effect at the commencement of this Agreement from the website of the Division of Labor Statistics and Research of the DIR located at www.dir.ca.gov/dlsr/. In the alternative, Consultant may obtain a copy of the prevailing wages from the City’s Tom Moody, Utilities Director. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.3.6 Apprenticeable Crafts. If the Project is being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, Consultant shall comply with the provisions of Section 1777.5 of the California Labor Code with respect to the employment of properly registered apprentices upon public works when Consultant employs workmen in an apprenticeable craft or trade. The primary responsibility for compliance with said section for all apprenticeable occupations shall be with Consultant.

3.4 Termination of Agreement.

3.4.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, as well as any authorized reimbursable expenses, and Consultant shall be entitled to no further compensation.

Consultant may not terminate this Agreement except for cause.

3.4.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.4.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.5 Ownership of Materials and Confidentiality.

3.5.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically, electronically or otherwise recorded or stored, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Consultant on other projects without the City's express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication.

In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of five (5) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. In addition, before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.

3.5.2 Subconsultants. Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.

3.5.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.

3.5.4 Indemnification. Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.

3.5.5 Confidentiality. All Documents & Data, either created by or provided to Consultant in connection with the performance of this Agreement, shall be held confidential by Consultant. All Documents & Data shall not, without the prior written consent of City, be used or reproduced by Consultant for any purposes other than the performance of the Services. Consultant shall not disclose, cause or facilitate the disclosure of the Documents & Data to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant that is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City’s name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6 General Provisions.

3.6.1 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective Parties at the following address, or at such other address as the respective Parties may provide in writing for this purpose:

Consultant:

Vertech Industrial Systems, LLC.
4409 E. Baseline Roard, Suite 127
Phoenix, AZ 85042
Titus Crabb, CEO
City:

City of Corona
400 South Vicentia Avenue
Corona, CA 92882
Attn: Utilities Department, Utilities Director
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the Party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.6.2 Indemnification. To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

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or injury of any kind, in law or equity, to property or persons, including wrongful death, to the extent arising out of, pertaining to, or incident to any alleged willful misconduct or negligent acts, errors or omissions of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all settlement amounts, expert witness fees and attorneys fees and other related costs and expenses. Notwithstanding the foregoing, to the extent Consultant's Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. Consultant’s obligation to indemnify shall survive expiration or termination of this Agreement, and shall not be restricted to insurance proceeds, if any, received by the City, its directors, officials officers, employees, agents, or volunteers.

3.6.3 Governing Law; Government Code Claim Compliance. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Consultant must comply with the claim procedures set forth in Government Code Sections 900 et seq. prior to filing any lawsuit against the City. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.

3.6.4 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.5 City’s Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.6.6 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the Parties.

3.6.6.1 Subconsultants; Assignment or Transfer. Consultant shall not subcontract any portion of the Services required under this Agreement, except as expressly authorized herein, without the prior written approval of the City. Subcontracts, if any, shall include a provision making them subject to all provisions of this Agreement. Consultant shall also not assign, hypothecate or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to subcontract or take any other action not authorized herein shall be null and void, and any subconsultants, assignees, hypothecates or transferees shall acquire no right or interest by reason of such action.

3.6.7 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement.

3.6.8 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.9 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise.

3.6.10 No Third Party Beneficiaries. Except to the extent expressly provided for in Section 3.6.6, there are no intended third party beneficiaries of any right or obligation assumed by the Parties.

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3.6.11 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.6.12 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the Term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.13 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

3.6.14 Attorney’s Fees. If either Party commences an action against the other Party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing Party in such litigation shall be entitled to have and recover from the losing Party reasonable attorney’s fees and all other costs of such action.

3.6.15 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.16 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.6.17 Entire Agreement. This Agreement contains the entire Agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both Parties. [SIGNATURES ON NEXT 2 PAGES]
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CITY’S SIGNATURE PAGE FOR

CITY OF CORONA

PROFESSIONAL SERVICES AGREEMENT

WITH VERTECH INDUSTRIAL SYSTEMS, LLC
SCADA CYBERSECURITY ASSESSMENT PROJECT RFP 26-027AT
IN WITNESS WHEREOF, the Parties have entered into this Agreement as of the date first written above.

CITY OF CORONA
By: _________________________
Tom Moody
Utilities Director
Reviewed By: _____________________________
Aftab Hussain
Assistant Utilities Director
Reviewed By: _________________________
Nicole McDaniel
Deputy Finance Director
Attest:
_________________________
Sylvia Edwards, City Clerk
City of Corona, California
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CONSULTANT’S SIGNATURE PAGE FOR

CITY OF CORONA

PROFESSIONAL SERVICES AGREEMENT

WITH VERTECH INDUSTRIAL SYSTEMS, LLC
SCADA CYBERSECURITY ASSESSMENT PROJECT RFP 26-027AT
IN WITNESS WHEREOF, the Parties have entered into this Agreement as of the date first written above.

VERTECH INDUSTRIAL SYSTEMS, LLC.

An Arizona limited liability company
By: _________________________
Titus Crabb
CEO
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EXHIBIT “A”

SCOPE OF SERVICES
Consultant shall perform the following tasks, structured in phases for clarity. The work shall incorporate OT-specific considerations, such as minimizing operational disruptions, prioritizing safety and availability, and addressing legacy system constraints.

Phase 1: SCADA Network Inventory and Assessment:
• Conduct an on-site walkthrough and interviews with key stakeholders (e.g., operations staff, IT personnel) to understand the current SCADA architecture, including hardware, software, and communication protocols.
• Inventory all major components, including but not limited to: 7 Radio Towers, 4 Water Treatment Plants, 3 Water Reclamation Treatment Plants, 90 remote sites, and Utilities Department Building workstations
• Servers, workstations, PLCs (Programmable Logic Controllers), RTUs (Remote Terminal Units), HMIs (Human-Machine Interfaces), sensors, actuators, and network devices (switches, routers, firewalls), remote telemetry, and microwave radio systems. • Physical locations, IP addresses, vendor details, model numbers, firmware versions, endof-life status with dates, and environmental conditions (e.g., enclosures, power redundancy, grounding).
• Communication infrastructure: Protocols (e.g., Modbus, DNP3), topologies (e.g., pointto-point, star), cabling, conduits, and data flows. • Evaluate the current system's performance, compatibility, and vulnerabilities, including a review of existing security measures (e.g., access controls, encryption, physical security). • Document findings in a detailed report, including network diagrams, equipment lists, and prioritized criticality based on operational impact.

Phase 2: Provide Best Practices:

Deliver a comprehensive set of best practices tailored to our SCADA environment, drawing from established frameworks. Key areas must include:
• Network Architecture: Defense-in-depth strategies, segmentation (e.g., using firewalls, DMZs, VLANs), logical and physical separation of OT from IT networks, and redundancy for high-availability.
• Access Control: Role-based access, least privilege, multi-factor authentication (MFA) for remote access, and separate credentials for OT and corporate systems. • Data Protection: Encryption for data at rest, in transit, and in use; integrity checking; and use of data diodes or unidirectional gateways.

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• Malware Prevention and Patching: Antivirus deployment (where feasible without impacting OT), vulnerability scanning, and patch management processes, including testing in offline environments.
• Monitoring and Detection: Implementation of SIEM (Security Information and Event Management), intrusion detection systems (IDS), anomaly detection, and continuous monitoring without degrading performance.
• Incident Response and Recovery: Plans for response, recovery, and fail-safe procedures, incorporating human safety and environmental impacts.
• Physical Security: Layered controls (e.g., locks, surveillance, barriers) and protection for remote assets.
• Supply Chain and Risk Management: Policies for vendor management, asset inventory automation, and regular risk assessments using tools like NIST SP 800-30.

Best practices should be actionable, with references to standards (e.g., NIST SP 800-53 OT Overlay, CISA guidelines) and considerations specific to our operations.

Phase 3: Recommended Upgrades for Security Best Practices:

Based on the inventory and assessment, recommend specific upgrades to address identified gaps and align with security best practices. Recommendations should include:
• Prioritized list of hardware/software/firmware upgrades, with cost estimates, timelines, and risk mitigation strategies. Within the city’s existing PLC hardware and HMI software families
• Enhancements for compliance with standards like NIST SP 800-82r3, including network segmentation, boundary protection, and OT-DMZ implementation. • Solutions for legacy systems (e.g., compensating controls like increased auditing or physical isolation if patching is not feasible).
• Integration of modern technologies, such as SDN (Software-Defined Networking) for flexible segmentation or hardware-based protection (e.g., TPM for integrity). • Evaluation of impacts on safety, reliability, and operations, with testing recommendations to avoid production disruptions.

Phase 4: Roadmap for Network Redesign:

Develop a multi-year roadmap for redesigning the SCADA network, focusing on security, scalability, and future proofing. The roadmap should include:
• Phased implementation plan, with milestones, dependencies, and resource requirements. • Strategies for network topology redesign (e.g., multi-layered architecture, graceful degradation, alternate communication paths).

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• Integration with IT systems while maintaining separation (e.g., via DMZs and secure remote access methods like VPNs).
• Budget estimates, potential vendors for components, and training plans for staff. • Risk analysis for each phase, including supply chain considerations and predictable failure prevention.
• Metrics for success, such as reduced vulnerabilities, improved incident response times, and alignment with business objectives.

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EXHIBIT “B”

SCHEDULE OF SERVICES
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Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

12/2025
RFP No. 26-027AT Section VII. “Form of Agreement”

SCADA CYBERSECURITY ASSESSMENT PROJECT
EXHIBIT “C”

COMPENSATION
Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

12/2025
RFP No. 26-027AT Section VII. “Form of Agreement”

SCADA CYBERSECURITY ASSESSMENT PROJECT
Docusign Envelope ID: C81500AF-B223-85AE-8046-636BC2E989CD

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
Honorable President and Board Members
FROM: Utilities Department
2026-278

REQUEST FOR CITY COUNCIL AND

CORONA UTILITY AUTHORITY ACTION
SUBJECT:

PURCHASE AUTHORIZATION FOR TOWABLE EMERGENCY BACKUP GENERATOR

FOR SIERRA DEL ORO LIFT STATION
EXECUTIVE SUMMARY:

This staff report asks the City Council to approve a purchase order to Quinn Power Systems in the amount of $221,000 for a towable backup generator for the Sierra Del Oro Lift Station to provide uninterrupted service at the facility in the event of an emergency or loss of power. The existing diesel-powered backup generator, installed in 1987, has reached the end of its useful life and must be replaced due to its age and the unavailability of replacement parts.

RECOMMENDED ACTION:

That the City Council:
a. Authorize the City Manager, or his designee, to issue a purchase order to Quinn Power Systems in the amount of $221,000 for the procurement of a towable emergency backup generator set for the Sierra Del Oro Lift Station.

b. Make a determination under Corona Municipal Code Section 3.08.125(B) that competitive bidding has been satisfied for the reasons provided in the “Basis of Determination of Competitive Bidding” section of this report. c. Authorize an appropriation in the amount of $183,355 from the Sewer Utility Fund (FD_1572) to the Sierra Del Oro Lift Station Generator Replacement, Capital Improvement Project No. UT-2023-10.
d. Authorize the City Manager, or his designee, to approve and execute any documents necessary to implement change orders, up to the amount authorized by Corona Municipal Code Section 3.08.080(J) with respect to the total compensation authorized for the purchase of a towable emergency generator for the Sierra Del Oro Lift Station.

That the Corona Utility Authority review, ratify, and to the extent necessary, direct that the City Council take the above actions.

BACKGROUND & HISTORY:

The Utilities Department (UD) is responsible for the uninterrupted operation and maintenance of vital city infrastructure, including water treatment facilities, and lift stations. The provision of reliable backup power is particularly important for critical facilities such as the Sierra Del Oro (SDO) Lift Station to prevent sanitary sewer overflows (SSO). UD is dedicated to providing reliable wastewater conveyance and treatment in full compliance with the Clean Water Act and California Regional Water Quality Board, Santa Ana Region, Order No. R8-2011-0015.

The SDO Lift Station is a sewage pumping station that conveys municipal sewage from western Corona (SDO & Green River) to Water Reclamation Facility #1 on Railroad Street. The SDO Lift Station was constructed in 1972 and has a current average daily flow of 400,000 gallons per day, making it the third highest flow lift station in the City of Corona. Currently, a diesel-powered backup generator provides emergency power to the lift station to ensure its functionality is maintained in the event of any power disruptions.

This project is to replace the current generator, which was installed in 1987 and has reached the end of its useful life. The existing generator must be replaced due to its age and unavailability of replacement parts.

ANALYSIS:

UD plans to relocate the existing SDO Lift Station from its current location on Palisades Drive to its new location at the corner of Green River Road/Palisades Drive. UD recommends the purchase of a towable generator, as opposed to a stationary generator, to ensure a smooth transition to the new lift station.

The Caterpillar XQ230 Towable Generator Set delivers reliable standby power and is designed for versatility, efficiency, and compliance with emissions standards. The XQ230 is powered by a diesel engine at 1800 revolutions per minute (RPM), and utilizes an advanced aftertreatment system for clean, low maintenance emissions performance

which meets Environmental Protection Agency (EPA) and California Air Resources Board (CARB) requirements. The unit is enclosed by a durable, sound-attenuated steel frame, and is designed for safe, quiet, and efficient transport and operation in demanding environments. The XQ230 offers reliable, fuel compatible standby power over long service intervals, which makes it a dependable source for critical facilities such as the SDO Lift Station.

On June 15, 2022, City Council approved Resolution No. 2022-046 designating certain equipment and products as the exclusive standard equipment and products for the construction of potable water, water reclamation, and reclaimed water facilities pursuant to Public Contract Code Section 3400. This resolution identified Caterpillar as the standard manufacturer of emergency generators for use in water, water reclamation, and reclaimed water facilities.

Staff also requests an additional appropriation of $183,355 to the Sierra Del Oro Lift Station Generator Replacement project to complete the purchase and installation of the generator as shown below. UD staff, along with an existing electrical on call contractor, will complete the installation of the generator.

XQ230 Towable Emergency Generator* $221,000
Installation Costs $50,000
Permitting $2,500
Project Coordination $3,000
Total $276,500
Contingency 10% $27,650
Total Budget Required $304,150
Budget Remaining $120,795
Appropriation Requested $183,355
*Quinn Power quote of $201,354.23 plus an estimated
$19,645.77 in freight charges and sales tax.

BASIS FOR DETERMINATION OF COMPETITIVE BIDDING:

Staff believes that Competitive Bidding has been accomplished for this purchase pursuant to Corona Municipal Code Section 3.08.125(A) which states as follows:

A. Competitive bidding already completed. When the purchasing agent and the authorized contracting party, with the approval of the City Manager, determine that:
(1) A competitive bid procedure has been conducted by another public agency including, but not limited to, another local agency, the state through the California Multiple Award Schedule (CMAS), the federal government through the General Services Administration (GSA), the U.S. Communities Government Purchasing Alliance, or the Western States Contracting Alliance (WSCA); and
(2) The price to the city is equal to or better than the price to that public agency.

Sourcewell is a State of Minnesota local government unit and service cooperative that offers cooperative procurement solutions to governmental entities. In August 2022, Sourcewell issued Solicitation Number RFP #092222 for Electrical Energy Power Generation Equipment with Related Parts, Supplies, and Services. Caterpillar, Inc. was awarded a contract under this solicitation with a maturity date of November 22, 2027.

Quinn Power Systems is the local supplier for Caterpillar in the Inland Empire. Per the Sourcewell contract, pricing must reflect at least a 21% discount off the list price for the XQ230 generator. The pricing provided by Quinn Power Systems reflects a discount of $43,057.77 (21%) from the list price and therefore meets the requirements of CMC Section 3.08.125(A)(2) as the price to the City is equal to or better than the price provided in the Sourcewell Contract.

Staff recommends City Council authorize the City to issue a purchase order to Quinn Power Systems in the amount of $221,000 for the purchase of one XQ230 towable emergency generator.

FINANCIAL IMPACT:

Approval of the recommended action will result in an appropriation in the amount of $183,355 from the Sewer Utility Fund (FD_1572) to the Sierra Del Oro Lift Station Generator Replacement, Capital Improvement Project No. UT-2023-10. There is sufficient working capital in the Sewer Utility Fund (FD_1572) for the recommended action.

ENVIRONMENTAL ANALYSIS:

This action is categorically exempt pursuant to Section §15302 of the Guidelines for the California Environmental Quality Act (CEQA) which states “replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaces and will have substantially the same purpose and capacity as the structure replaces and is therefore exempt from CEQA. This action involves purchasing a towable emergency backup generator to replace the existing generator at the SDO Lift Station and therefore, is exempt from the requirement of CEQA. No environmental analysis is required.

PREPARED BY: ERIN KUNKLE, MAINTENANCE MANAGER
REVIEWED BY: TOM MOODY, UTILITIES DIRECTOR
ATTACHMENTS:

1. Exhibit 1 – Quinn Generator Quote

2. Exhibit 2 – Resolution No. 2022-046

QUOTATION NO. 220760 REV1 WELL
3500 Shepherd Street, City of Industry, California 90601 Box 226789, Los Angeles, California 90022-0744
(562) 463-6000 Fax: (562) 463-7156 Date: June 3, 2026 Page: 1 of 4 To: Contact: Rodney Williams Terms: Net 30, see T&C’s
Company: City of Corona – Dept of Water and Power F.O.B. Jobsite, unloading by others Address: 755 Corporation Yard Way Sales Rep.: Art Jimenez City, Zip: Corona CA, 92880 Contact #: 951-250-5104
Phone: 951-803-9618 Email: [email protected] Email: [email protected] Project Name: Corona DWP – SDO Lift Station
Qty: Description List Price Discount Price
1 Caterpillar, Model XQ230 Diesel Towable Generator Set.

Rated 288kW Standby Power, with fan, 60Hz, 3Ph, Multi Voltage Configuration at 1800 RPM. EPA TIER-4 Final Emissions Standard
Sourcewell Product Discount is 21% (- $ 43,057.77) off List Price. $ 205,037.00 $ 161,979.23

1 Inbound/ Outbound Freight/ Dealer PDI
Onsite Acceptance Test
Shop Test
Staff Training

$ 39,375.00

“Buyer has to put "Sourcewell Contract #092222-CAT" on the Purchase Order” Includes standard features as listed in product data sheet and additional accessories as listed herein…
SALES TAX NOT INCLUDED. Buyer responsible for all taxes including any applicable tire fees. The quotation provided herein is for information only, and is not a valid offer to sell unless signed by an officer of Quinn Power Systems in the space provided below. Any offer to sell or any offer accepted shall be subject to the Terms and Conditions page. Unless expressly stated on the face of this quotation, all prices, delivery schedules and product specifications are subject to change without notice. Quotation is good for 30 days from quote date above, expires after that duration.

Total Price
(SALES TAX NOT
INCLUDED):
$ 201,354.23

QUOTATION NO. 220760 REV1 WELL
3500 Shepherd Street, City of Industry, California 90601 Box 226789, Los Angeles, California 90022-0744
(562) 463-6000 Fax: (562) 463-7156 Date: June 3, 2026 Page: 2 of 4 Clarifications:

CARB / PERP Permit and DMV Registration is not included.

Startup by QPS is not included.

Accessories and/or modifications
Initial fill of coolant and lube oil
(1 set) Operation & Maintenance manuals (electronic copy) * (additional sets, at additional cost) Factory standard warranty
QPS field work
Delivery to jobsite (offload/crane service by others)
** See adder price below for a separate training session** Not included
Sales tax
Air, building or construct permits
Offloading/crane service of equipment off delivery truck Diesel fuel, initial fill or for testing
Availability:

Submittals: Estimated (6 - 8 Weeks) on receipt and approval of purchase order. (1 electronic copy) Equipment: Estimated (60+ Weeks) Based on current factory inventory. Lead time availability subject to change.

Modifications: Estimated (Additional time TBD) additional time will vary depending on 3rd party or Quinn shop schedule and scope of work.

Not included: Unforeseen factory delays, transit time from factory or vendor and/or delays due to project site readiness. ** Equipment prices and lead times are subject to change without notice.**

EMISSIONS NOTE
 "California Air Resources Board (CARB) has approved alignment with the federal New Source Performance Standards (NSPS). Such alignment allows for emergency standby engines to be exempt from Tier 4 emissions standards; however, local air districts can require more stringent emissions control. The prospective buyer of the equipment quoted above is hereby notified the NSPS exemption does not apply to non-emergency standby engines (e.g. prime power applications such as peak shaving, parallel operation with the grid, or storm avoidance), or portable engines, even if used for emergency standby. Consult the local air district for permitting requirements and required emissions controls. Presently, South Coast Air Quality Management District (SCAQMD) Rule 1470 requires the use of a particulate filter if an engine is located within 100 meters of a school, and may require either a diesel particulate filter or an oxidation catalyst, depending upon engine size, if the installation is within 50 meters of a sensitive receptor. Particulate filters may also be required for Title V and major polluting facilities. For emissions requirements specific to the project for which this engine is being quoted, please contact SCAQMD at 909-396-2000. Unless otherwise listed above a DPF is not included in this proposal, please call for quotation if a DPF is required for this project.”  Caterpillar engines require a minimum of 30% load to prevent engine damage due to wet-stacking. Depending upon the permit and site specific conditions, SCAQMD emergency engine permits will only allow between 20 and 50 hours of runtime per year for non-emergency applications such as testing and exercising. Passive Diesel Particulate Filter systems depend on generator loading of a minimum of 50-60% to achieve minimum exhaust temperature threshold to keep soot regeneration and the filter backpressure within acceptable levels. If the engine will be operated consistently at low loads/low exhaust temperatures, the customer should make provisions to add load via facility operations or a load bank. Active Diesel Particulate Filter systems require no external load in order to regenerate. If listed above, Passive DPF option pricing, does not include a load bank or a load bank circuit breaker. If a load bank is needed for this project, please call for quotation.

TERMS AND CONDITIONS

1. Acceptance of Order.

This Quotation is for Buyer's information only and is not a valid offer to sell unless signed by an authorized representative of Seller in the place provided on the face of this Quotation. Prices, terms and conditions in an order from Buyer, which are inconsistent with the prices, terms and conditions of this Quotation, will be rejected by Seller, and are of no force and effect unless accepted in writing by Seller. Prices, delivery schedules and the scope of work on this Quotation are subject to change at Seller’s discretion.

2. Liability.

Seller's liability on any claim of any kind, including claims for negligence, or for any loss or damage arising out of or connected with the manufacture, sale, delivery, installation, resale or use of any products covered by or furnished under any order connected with this Quotation shall be limited to those claims arising solely from the acts of Seller and Seller shall in no way be liable for any special, indirect, incidental or consequential damages. The term “consequential damages” shall include, but not be limited to, loss of anticipated profits, business interruption, loss of use, revenue, reputation and data, costs incurred, including without limitation, for capital, fuel, power and loss or damage to property or equipment. Buyer expressly acknowledges and agrees that Seller has set its prices in reliance upon the limitations of liability and other terms and conditions specified herein, which allocate the risk between Seller and Buyer and form a basis of this bargain between the parties. Any claims against Seller for shortages in shipments shall be made in writing to Seller within fifteen (15) days of receipt of shipment by Buyer. Unless otherwise provided for in writing, Seller's responsibility for shipment ceases upon delivery to carrier, and any claims for shortage, delays or damage occurring thereafter shall be made direct to carrier by Buyer. Seller shall not be liable for any delays in delivery attributable to strikes, labor disputes, lockouts, accidents, fires, delays in manufacture or in transportation, delays in delivery of component materials, floods, severe weather, or Acts of God, embargoes, governmental actions, or any other cause beyond the reasonable control of Seller. Seller shall not indemnify nor be liable to Buyer, Buyer’s assigns, successors, purchasers, lessees or licensees, or to any person or entity for any claims, losses, expenses or judgments arising out of or resulting in any way from the product or integration of compatibility of the product with any other components, processes, facilities or equipment that does not comply with the equipment manufacturer(s)’s recommendations.

3. Shipments.

QUOTATION NO. 220760 REV1 WELL
3500 Shepherd Street, City of Industry, California 90601 Box 226789, Los Angeles, California 90022-0744
(562) 463-6000 Fax: (562) 463-7156 Date: June 3, 2026 Page: 3 of 4 Unless otherwise specified, all risk of loss from the goods shall shift to Buyer at such time as the goods are delivered to a carrier for shipment to Buyer. Unless otherwise specified, shipment dates are approximate and all quoted prices exclude shipping costs. Shipment of goods under any order accepted by Seller shall be subject to the approval by Seller of Buyer’s financial condition at the time of shipment.

Whether or not terms of payment are specified elsewhere, Seller may, at its option, condition shipments under any order accepted by Seller upon receipt of satisfactory security or of cash prior to shipment. If, at Buyer’s request, shipment of goods under any order accepted by Seller is delayed more than thirty (30) days after the shipment date specified in the order, or the date the goods are ready for shipment, whichever is later, Seller will require immediate payment in full and/or assess additional charges for the expenses incident to such delay.

4. Termination.

In the absence of a written agreement between Buyer and Seller expressing different terms and conditions as to termination, any order accepted by Seller may be terminated prior to completion by Buyer only upon written notice to Seller and payment of Seller’s termination charges. If notice of termination is received by Seller after Seller has committed to buy the principal components for any order, termination charges shall include all direct and indirect costs incurred by Seller and the total profit anticipated by Seller. Additionally, Buyer’s instruction to Seller to stop work for thirty (30) days during the time specified for performance in any order may be construed by Seller as the equivalent of written notice of termination from Buyer and previous stipulations will be in effect.

5. Taxes.

Unless expressly stated, Seller's prices do not include sales, use, excise or similar taxes, which Seller may be required to pay in filling Buyer's order. The amount of any applicable tax shall be paid by Buyer as an additional charge unless specifically included in any order accepted by Seller, or in lieu thereof, Buyer shall provide Seller with a tax exemption certificate acceptable to the taxing authorities.

6. Patents.

Seller shall, at its own expense, defend and save Buyer harmless from the expenses and consequences of any suit or procedure brought against Buyer, based on a claim that the use or sale of goods specified in any order accepted by Seller constitutes an infringement of any United States letters of patent in existence on the date of any such order; provided Buyer promptly notifies Seller in writing of such claim and gives the necessary authorization, information and assistance for the defense of such a claim.

7. Changes.

Seller, and Seller's suppliers, may, at any time, without notice to Buyer, make changes (whether in design, materials, the addition of improvements, or otherwise) in any goods specified in any order accepted by Seller without incurring any obligation of any kind as a result thereof, but only to the extent that such change does not cause the goods specified to fail to meet Buyer's requirements. Buyer may, in its order, provide for changes in its requirements with provision for a corresponding equitable change in the price, if any; but in no instance shall Buyer make changes, which are substantially different from the scope of the original order accepted by Seller.

8. Export Sales.

In the event the goods and services specified in any order accepted by Seller are for export, the Buyer shall be responsible for securing export, import and other licenses or authorizations as may be required.

The conditions specified in this Section apply to all export transactions. This transaction is only for the sale of the equipment requested and detailed in this Quotation. Not included is any startup assistance, fieldtesting, training or any other services that might be required on site. Also not included is any installation, installation audits, sea trials (if applicable), or installation materials. To ensure proper application, installation, and warranty integrity, Buyer is encouraged to contact the applicable Caterpillar Dealer for these services. The costs of these services are not included in the sale price nor will Seller be responsible for any such related costs.

9. Permits for Equipment Design, Installation and Operation.

As a supplier of equipment, disclaims responsibility for any and all permits or licenses necessary to design, install and operate the equipment due to zoning, air quality, environmental, safety, building or construction codes or use permits pertaining to Buyer’s particular application of such equipment or any similar type of permit. Special attention should be given to the requirements of local air district rules and California Air Resources Board (CARB) regulations pertaining to permit requirements. Seller is quoting on equipment based on the specifications set forth in this Quotation. If additional equipment or engine modifications are required beyond the specifications, such as additional equipment required for compliance by a local air district or CARB, those items are not included and are the responsibility of Buyer. For example, South Coast AQMD (SCAQMD) Rule 1470 may require controls and limits on particulate matter, especially when the engine installation is within 100-meters from a school, or within 50 meters of a sensitive receptor (defined in Rule 1470). Ultra low sulfur fuel is required for particulate filters. CARB Diesel Fuel, or other CARB-approved alternative fuel, is also required for compression ignition (CI) engines operated in California. When indicated in the bill of materials, the proposed equipment may be SCAQMD pre-approved as Certified Equipment. This certification does not eliminate the permit process or responsibility of others to obtain a permit. Procurement of certified equipment assures permitability, reduces the permit processing fees and reduces the time necessary to obtain the permit through SCAQMD.

10. Start-up, Commissioning and Operating Requirements.

Equipment provided in this Quotation may require start-up and commissioning, including inspection(s), to ensure the equipment is installed in accordance with manufacturer(s)’s recommendations and specifications. If Seller has commissioned the equipment, Buyer agrees not to modify the design or components of the installation such that the modifications would violate any legal requirements of the installation, or would cause the installation to deviate from manufacturer(s)’s recommendations and specifications. Buyer acknowledges and agrees that, with respect to products sold to Buyer in connection with this Quotation, Buyer shall have the sole responsibility to ensure the products are properly installed, operated and maintained in accordance with the manufacturer(s)’s recommendations and specifications, and to determine and comply with all applicable Federal, state, local and regulated use restrictions and requirements, including, without limitation, the continuing responsibility to ensure that the use of product is in full compliance with all applicable environmental laws and regulations. Failure to install, operate and maintain the products in accordance with the manufacturer(s)’s recommendations and specifications will invalidate any applicable manufacturer’s warranty.

11. Additional material.

Only those items listed in this Quotation are included with any order. For example, unless specifically identified in this Quotation, the following items are not included with any purchased equipment: any exhaust or fuel piping, main fuel tank, fuel, duct work, special tools, insulation, wiring, cable, bus duct, concrete, anchor bolts, rigging or any material or labor incidental to the installation itself. Buyer specifically assumes responsibility for the provision of any such items if not specifically identified in the Quotation.

12. Hours of services.

When included, delivery, startup assistance, field testing, training or any other services required on site will be provided during the normal weekday working hours of 7:00 am to 4:30 pm. Delivery or services occurring at any other time, weekends or holidays is subject to premium charges.

13. Warranty.

The equipment manufacturer's warranty is the only warranty provided in connection with the equipment described in this Quotation. Buyer is responsible for operating and maintaining the equipment as specified by the manufacturer. The manufacturer’s warranties are exclusive and in lieu of all other warranties either oral or written, express or implied, including but not limited to any warranty of merchantability or fitness for a particular purpose. Seller is not a manufacturer and makes no warranty and shall not, under any circumstances, be liable for any indirect or special, incidental or consequential damages including but not limited to loss of production, loss of profit, loss of use or business interruption, or any other economic loss, whether arising from contract, tort, strict liability or any other theory of law. Buyer, Buyer’s assigns, successors, purchasers or any other person designated to operate the equipment as the end user, is responsible for operating the equipment in accordance with manufacturer(s)’s recommendations and specifications. Failure to perform all scheduled maintenance may result in damage to the equipment, and may be grounds to deny warranty coverage.

14. Terms.

Terms of payment are due upon receipt of invoice with no deductions of any kind for retentions, setoffs, discounts or other similar items. A finance charge of 1.5% per month (not to exceed the maximum allowed by law) will be charged on all past due invoices. When necessary Seller will file a California “Preliminary 20-day notice” pursuant to Section 3097 of the California Civil Code.

15. Cost additives.

A: Unit Cost.

Quotation prices are valid for 30 days only and are based on current market prices as of date of quotation. The Seller reserves the right to adjust the final invoice with a price escalation up to 6% due to 1) purchase orders being received after expiration of quotation, 2) fluctuations in raw materials market prices at time of order, 3) labor rate increases at time of scheduled field services, 4) delays in submittal approvals and/or release of equipment or 5) additional items or services provided that were not included as part of the original quotation. Since final invoicing can and may take place up to a year or more from original quotation date.

B: Delays.

If delivery is delayed by customer Buyer beyond original shipment date, purchase price is due 30 days after original shipment date and a storage and handling charge will be applied and is due each month until delivery. Finance charge of 1.5% per month (not to exceed the maximum allowed by law) is applicable on any amounts arising hereunder or in connection herewith that are not paid when due.

C: Start up.

If construction of the facility or other delays are experienced or expected, which prohibit the initial startup of the equipment beyond one year from delivery additional costs may be imposed including, but not be limited to, long term storage preparation, inspection charges, parts, service, etc.

16. Lead Times.

Lead times are based on manufactures estimated timetables. Project completion time may vary due to delays in receipt of purchase orders, submittal approval, release of equipment, manufactures unforeseen delays in production or holiday schedules. Project completion time frame cannot be guaranteed. Back orders will be processed as soon as available. Part number changes may be made to provide latest improved interchangeable items of equipment.

17. Governing Law and Venue.

The rights and obligations of the parties with respect to the transactions contemplated by this Quotation shall be governed in all respects by the laws of the State of California. The parties hereto irrevocably agree that the exclusive venue for any litigation arising in connection with the transactions specified in this Quotation shall be in the courts located in the County of Los Angeles, California.

18. Attorneys’ Fees and Costs.

QUOTATION NO. 220760 REV1 WELL
3500 Shepherd Street, City of Industry, California 90601 Box 226789, Los Angeles, California 90022-0744
(562) 463-6000 Fax: (562) 463-7156 Date: June 3, 2026 Page: 4 of 4 In the event of any legal action, controversy, claim, or dispute between the parties involving the transactions contemplated by this Quotation, the prevailing party shall be entitled to recover from the other party reasonable expenses, attorneys’ fees, and costs.

19. Additional Conditions.

Buyer shall furnish to Seller, at no cost, suitable working space, storage space, adequate heat, telephone, light, ventilation, regulated electric power and outlets for testing purposes (if applicable). The facilities shall be within a reasonable distance from where any applicable services are to be provided. Seller and its representatives shall have full and free access to the equipment in order to provide any applicable services. Buyer shall provide the means to shut-off and secure electric power to the equipment and provide safe working conditions. Buyer shall not require Seller or its employees, as a condition to site access or otherwise, to further agree or enter into any agreement, which waives, releases, indemnifies or otherwise limits or expands any rights or obligation whatsoever. Any such agreements shall be null and void. Seller is under no obligation to remove or dispose of parts or equipment unless specifically agreed upon in Seller’s scope of work. Seller-removed parts become the property of Seller. Seller must not perform any electrical power switching unless specifically requested by Buyer, under the supervision of Buyer, and subject to procedures jointly agreed to in advance. Notwithstanding Buyer’s request, Seller may refuse to perform power switching, if in the opinion of Seller, such action would be unsafe. IN THE EVENT THAT SELLER PERFORMS POWER SWITCHING, TO THE FULLEST EXTENT PERMITTED BY LAW, BUYER SHALL INDEMNIFY, DEFEND, AND HOLD SELLER HARMLESS FROM ANY AND ALL LIABILITY, ACTIONS, SUITS, CLAIMS, DEMANDS, DAMAGES, COSTS, AND EXPENSES (“LOSSES”) ARISING OUT OF OR IN ANY WAY CONNECTED WITH OR RESULTING FROM SELLER’S PERFORMANCE OF POWER SWITCHING, REGARDLESS OF WHETHER THE LOSSES RESULT FROM SELLER’S NEGLIGENCE (WHETHER ACTION OR PASSIVE, AND WHETHER SOLE, JOINT, OR CONCURRENT), AND EVEN THOUGH CAUSED IN WHOLE OR IN PART BY A PRE-EXISTING DEFECT, STRICT LIABILITY, OR OTHER LEGAL FAULT OF SELLER. THIS INDEMNITY SHALL APPLY TO ANY ACTS OR OMISSIONS OR NEGLIGENT CONDUCT, WHETHER ACTIVE OR PASSIVE, ON THE PART OF EITHER SELLER OR BUYER. If OSHA or any other federal, state or local government, trade association, or contractual regulations or standards require a “safety person” to be on site during the performance of services, or in the event of a trade union jurisdictional dispute where trade union represented personnel are required to assist or stand by during the performance of services by Seller, Buyer shall be responsible for providing for and paying for any charge or wages for such person(s), as applicable. Buyer shall immediately inform Seller, in writing, at the time of order placement and thereafter, of any unsafe or hazardous substance or condition at the site, including, but not limited to, the presence of asbestos or asbestos-containing materials, and shall provide Seller with any applicable Material Data Safety Sheets regarding the same. Any losses, costs, damages, claims and expenses incurred by Seller as a result of Buyer’s failure to advise Seller shall be borne by Buyer. Seller, in its sole discretion and without cost or penalty, reserves the right to cancel its performance under this Agreement or any order immediately upon written notice to Buyer following Seller's discovery of unsafe or hazardous site substance or condition or any other circumstance altering Seller performance of Services. Buyer shall appoint a representative familiar with the site and the nature of the Services to be performed by Seller to be accessible at all times that Seller personnel are at the site. Seller shall not be liable for any expenses incurred by Buyer in removing, replacing or refurbishing any Buyer equipment or any part of Buyer’s building structure that restricts Seller's access. Buyer's personnel shall cooperate with and provide all necessary assistance to Seller. Seller shall not be liable or responsible for any work performed by Buyer.

ACCEPTED BY:

By: ________________________________
Company: __________________________
Date: ____________________
P.O. #: ____________________________
SUBMITTED BY:

By: Art Jimenez
Quinn Power Systems
Phone: 951-250-5104

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
FROM: Finance Department
2026-282

REQUEST FOR CITY COUNCIL ACTION
SUBJECT:

QUARTERLY SALES TAX REPORT – FIRST QUARTER 2026 (JANUARY-MARCH) EXECUTIVE SUMMARY:

This staff report asks the City Council to receive and file the First Quarter 2026 sales tax report provided by HdL Companies, with whom the City of Corona contracts for sales tax consulting services, including quarterly data reporting.

RECOMMENDED ACTION:

That the City Council receive and file the quarterly sales tax report from HdL Companies for the First Quarter 2026 (January – March).

BACKGROUND & HISTORY:

Hinderliter de Llamas (HdL) Companies is contracted to provide sales tax consulting services for the City of Corona. On a quarterly basis, HdL reviews and analyzes the City’s sales tax activity. HdL has the resources and information to understand sales tax trends and how the City of Corona is performing in comparison to other agencies in Riverside County, Southern California, and the State of California. There is a one-quarter lag as to the availability of the information for HdL Companies to complete the review and analysis.

ANALYSIS:

Below are the First Quarter 2026 (January – March) sales tax highlights. The attached HdL newsletter and consensus forecast documents provide additional details.

First Quarter 2026 (January – March)
From January to March 2026, Corona’s sales tax receipts on a cash basis were 2.8% higher than the same period in 2025 (Bradley Burns portion of sales tax). After accounting for reporting anomalies, actual sales increased by 1.6%, while Statewide sales tax receipts rose 4.0% for the quarter. Building and construction sales had been sluggish across the State of California and locally over the past several quarters; however, the First Quarter (Q1) 2026 showed a 4.3% increase, while Statewide receipts dropped 1.2%.

Sales tax from the Auto and Transportation industry showed the largest gains for the quarter, up 15.4% compared to the same quarter in 2025, primarily due to a change in ownership at one of the local auto dealerships. Tax receipts from the fuel and service station sector remain low compared to Q1 2025, as a change in business ownership led to sales tax being reported outside the City’s jurisdiction.

Measure X, the City’s one percent voter-approved district sales tax, outperformed the previously mentioned Bradley-Burns returns, supported by strong sales of contractor, plumbing, and electrical supplies tied to local projects. After accounting for reporting anomalies, actual sales increased 4.5% compared to the same period in 2025.

Across Riverside County, taxable sales, excluding anomalies, increased by 2.7% compared to the same period last year, while sales tax across Southern California increased by 4.0%.

FINANCIAL IMPACT:

There is no financial impact associated with the 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 common sense 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 is to receive and file a quarterly sales tax report, and there is no possibility that approval of the recommended actions will have a significant effect on the environment.

Therefore, no environmental analysis is required.

PREPARED BY: BRUCE FOLTZ, FINANCE DIRECTOR
REVIEWED BY: JUSTIN TUCKER, ASSISTANT CITY MANAGER
ATTACHMENTS:

1. Exhibit 1 – City of Corona 2026 Q1 Sales Tax Update Newsletter

2. Exhibit 2 – HdL California Consensus Forecast Report June 2026

www.hdlcompanies.com | 888.861.0220
Q1 2025*
Q1 2026*
Legend
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
SALES TAX BY MAJOR BUSINESS GROUP *Allocation aberrations have been adjusted to reflect sales activity Building
and
Construction
Business
and
Industry
County
and State
Pools
General
Consumer
Goods
Autos
and
Transportation
Restaurants
and
Hotels
Fuel and
Service
Stations
Food
and
Drugs
CITY OF CORONA HIGHLIGHTS TOP 25 PRODUCERS
Published by HdL Companies in Summer 2026
All American Asphalt
Amazon Com Services
Amazon MFA
American Electric
Supply
CardinaleWay Hyundai
Chevron
Circle K
Corona Nissan
Costco
Duralum Products
Ganahl Lumber
Guest Supply
Home Depot
Liberty Glass Fabricators
Robertsons Ready Mix
Ross
Sams Club w/ Fuel
South Coast Fire
Equipment
Spreen Honda Corona
Target
Toyota Of Corona
US Foods
Vulcan Materials
Walmart Supercenter
West Coast Copper
Supply

SALES TAX UPDATE

CITY OF CORONA
1Q 2026 (JANUARY - MARCH)
Corona’s receipts from January through
March were 2.8% higher than the first
sales period of 2025. After adjusting
for reporting anomalies, actual sales
increased 1.6%.

Overall results were supported by the
recent opening of a new auto dealership
in Corona and significantly stronger sales
activity at another dealership.

Sales of building and construction
materials rebounded from recent
softness, with local performance
exceeding the statewide trend. In
addition, pool allocations benefited from
a statewide taxpayer reporting change.

However, part of these gains was offset
by lower allocations from the fuel and
service station sector following a change
in business ownership that redirected
sales tax reporting outside the City,
as well as reduced receipts from the
business and industrial category due
primarily to the relocation of a local firm.

The City’s voter approved district tax,
Measure X, outpaced the previously
discussed Bradley Burns tax results,
supported by strong sales of contractor,
plumbing, and electrical supplies tied to
local projects. Net of anomalies, taxable
sales in Riverside County grew 2.7%,
while the Southern California region was
up 4.0%.

TOTAL:

4.5%
$10,517,851
Measure X
TOTAL: $ 13,885,834

1.6% 2.7% 4.0%

COUNTY STATE
CORONA
1Q2026

TOP NON-CONFIDENTIAL BUSINESS TYPES
Q1 '26*
Corona
Business Type Change Change Change
County HdL State
Contractors 2,205.1 2.5% -2.4% 4.2%
Fulfillment Centers 1,118.0 3.0% 9.0% 13.7%
Discount Dept Stores 925.5 2.3% 4.6% 4.3%
New Motor Vehicle Dealers 902.9 21.5% 5.6% -0.5%
Building Materials 686.1 -3.1% -8.4% -3.7%
Service Stations 656.9 8.7% 1.0% 1.1%
Heavy Industrial 637.0 7.6% 15.9% 2.6%
Casual Dining 601.3 2.3% 1.6% 4.1%
Plumbing/Electrical Supplies 546.6 24.5% 2.7% -1.5%
Quick-Service Restaurants 459.4 -0.7% 3.2% 1.9%
*Allocation aberrations have been adjusted to reflect sales activity *In thousands of dollars

REVENUE BY BUSINESS GROUP
Corona This Quarter*
12%
Cons.Goods
3%
Food/Drug
5%
Fuel
15%
Pools
9%
Restaurants
12%
Autos/Trans.
25%
Building
20%
Bus./Ind.
*ADJUSTED FOR

ECONOMIC DATA
1Q 2026 CITY OF CORONA SALES TAX UPDATE

STATEWIDE RESULTS
California’s local one cent sales and use
tax receipts posted moderate growth
during the first quarter, reflecting resilient
consumer behavior despite persistent
economic headwinds. For the months
of January through March, revenues
increased 4% from the year ago quarter
after adjusting for accounting anomalies.

Strong consumer spending patterns did
not falter and was the main reason of
growth, partially enhanced by larger-thanexpected income tax refunds. Both online retailers and brick and mortar merchants
experienced dynamic changes over
last year that far exceed expectations.

E-commerce remains the platform of
choice providing convenience, broad
product availability, and flexible payment
options – benefitting the business-industry
sector and allocations via the countywide
use tax pool. Family apparel and discount
department stores both boosted general
consumer goods the most, with a slight
bump in gas prices further pushing returns
from multiple vendors.

Patronage at restaurants resulted in a

4.2% year over year jump. With demand
constrained due to increasing pricesensitivity and slower foot traffic, gains by all types of eateries signaled underlying
resolve to dine out. Temporary events
further contributed to the positive
outcome – Southern California wildfires
hindered 2025 and the Super Bowl lifting
2026.

The first quarter also included the initial
impacts of elevated tensions in the Middle
East which drove West Texas Intermediate
crude oil prices above $95 per barrel.

This had an immediate impact on local
gas prices resulting in a modest bump to
receipts from gas stations and created
large amounts of uncertainty. Recently,
the conflict appears to have subsided with
the Strait of Hurmuz reopened reducing the
possibility of future strain.

Autos-transportation posted a nominal
gain in first quarter 2026, as higher average
transaction prices offset weaker unit sales.

These price increases reflected tariff
impacts reaching consumers after months
of absorption by automakers, along with
rising material costs. As in the prior quarter,
the transition to the new DMV payment
system for used vehicle dealers under AB
85 modestly reduced cash receipts, with
adjustments still pending.

Overall, the short-term outlook remains
cautiously optimistic. Normal consumer
spending combined with multiple host sites
of World Cup matches and corresponding
tourism should sustain growth, albeit
varied regionally. The Middle East conflict
temporarily resulted in $6 per gallon
average peak pricing during the start of the
summer months. The forecast is coupled
with a national inflation rate anticipates
an upward trend leaving little room for the
Federal Reserve to alter interest rate in a
favorable way for consumers, potentially
slowing down the retail economy.

National and Statewide Economic Drivers
California Consensus
Forecast Report
June 2026

STATEWIDE

SALES TAX TRENDS
2025/26 | 2026/27 2025/26 | 2026/27
Overview: Recent sales tax analysis continues to diverge from broader economic sentiment, even as consumer confidence reached a low point in May. Despite this, spending on taxable goods and services is projected to finish FY 2025–26 approximately 3% above prior-year results, with modest growth expected in the coming year. Across sectors, inflation, interest rates, and price increases remain key factors influencing future revenues. While spending patterns vary across household income levels, recent trends point to a resilient economy. Overall, the near-term outlook remains positive heading into FY 2026–27.

Fuel and Service Stations 3.6% | 7.0%
Merchants reported stronger-than-expected first-quarter 2026 remittances, driven by elevated fuel prices. Since March, geopolitical tensions involving Iran have contributed to significant volatility in global crude oil markets, placing upward pressure on prices.

California’s market also faces structural supply constraints following the closure of the Phillips 66 Los Angeles refinery and production cessation at Valero’s Benicia facilities. As a result, forecasts spanning 2Q 2026 through 1Q 2027 have been revised upward compared to the prior March Consensus Forecast. Beginning in 2Q 2027, petroleum prices are expected to gradually moderate, leading to projected declines in taxable sales for the latter half of FY 2026–27 and into FY 2027–28 as conditions normalize.

General Consumer Goods 1.7% | 1.5%
Brick-and-mortar retail sales rebounded, increasing 3.5% compared to the same quarter a year earlier. Growth was driven by favorable comparisons in apparel, strong performance among discount department stores, and continued momentum in luxury segments such as designer brands and jewelry. Results were further supported by stable spending among higher-income households and larger-than-expected tax refunds. However, growth likely overstates underlying momentum, as early 2025 comparisons were depressed by national boycotts and wildfire-related disruptions.

Looking ahead, rising gasoline prices, persistent inflation, and increasing pressure on disposable income are expected to weigh on consumer spending through the remainder of 2026.

Restaurants and Hotels 2.5% | 2.0%
California’s restaurant and hotel industries entered 2026 in a mixed but increasingly strained position. Consumer demand for dining remained relatively strong, supported by off-premise sales and greater high dining frequency. However, patronage became more uneven and increasingly price-sensitive, particularly among lower- and middle-income households. Tax refunds
provided a temporary boost to spending. At the same time, major event-driven activity—especially surrounding the Super Bowl—exceeded expectations, strengthening performance
in key hospitality markets. This has contributed to cautious optimism for future demand, particularly with upcoming largescale events such as the World Cup and next year’s Super Bowl.

County and State Pools 7.7% | 4.3%
Evidence-based analysis indicates that consumers increasingly relied on online purchasing, supported by convenience, broad product availability, and flexible payment options. As a result, pool tax revenues rose sharply, with first-quarter 2026 receipts increasing 10% over year-ago levels. A portion of this growth reflects changes in tax reporting following a recent CDTFA audit decision. All top ten reporting segments recorded positive results. In addition to consumerdriven gains, business-related sectors—including medical/biotech, energy, and light industrial—contributed to improved performance.

Pool revenues are expected to increase significantly this fiscal year and capture a larger share of total retail spending in the coming year.

Autos and Transportation -0.3% | 2.5%
This category posted a slight gain in the first quarter of 2026, as higher average transaction prices offset weaker unit sales. These price increases reflect tariff impacts increasingly reaching consumers after a period of absorption by automakers, along with rising material costs. As in the prior quarter, the transition to the new DMV payment system for used vehicle dealers under AB 85 modestly reduced agency cash receipts, with adjustments still pending. Elevated vehicle prices, ongoing economic uncertainty, and consumer caution are expected to constrain unit sales in the near term. However, longer-term projections remain supported by substantial pentup demand, driven by the record age of the nation’s vehicle fleet.

Building and Construction -1.8% | -0.2%
Overall activity declined during the period, though some subsectors experienced growth. Roofing material sales increased modestly as property owners delayed major repairs from winter storm damage until the summer months. Infrastructure activity strengthened, with increased demand for concrete reversing several quarters of weakness. Home improvement retailers reported mixed results. In cases where sales rose more than modestly, gains are expected to be temporary, supported primarily by the use of income tax refunds.

Businesses tied to residential solar installations were negatively impacted by the expiration of the 30% federal tax credit, resulting in significant declines in sales volumes compared to last year.

Minimal change is anticipated in tax collections for the coming year.

Business and Industry 3.1% | 3.0%
Customers continued to prioritize the convenience of online and mobile purchasing, with in-state fulfillment centers accounting for approximately one-third of revenues. This concentration helped offset weakness in other segments, as well as shifts of some fulfillment-related revenues into countywide pools. Yearover-year comparisons were reduced by one-time transportation payments and elevated energy and utility returns in the first quarter of 2025, which are not expected to recur at similar levels. The outlook remains cautiously optimistic. Growth expectations are supported by continued expansion in e-commerce and adoption of AI-enabled technologies, though the pace will vary depending on the size, structure, and adaptability of local businesses.

Food and Drug -0.9% | 0.0%
Grocery store profits softened due to shifting food consumption patterns among GLP-1 users, increased interest in multicultural cuisines, and heightened competition from discount retailers.

Convenience stores reported encouraging results as they continue evolving into premium food-service destinations, emphasizing highquality, fresh, and made-to-order options to compete with fast casual restaurants. Cannabis sales showed modest improvement, with infused beverages emerging as one of the fastest-growing product segments. Drug stores faced continued challenges, including store closures. Remaining operators are focusing on capturing market share in an increasingly competitive environment. Overall revenues decline slightly in the current year, are flat in FY 2026–27.

TOTAL 2.7% | 2.3%
2025/26 | 2026/27
HdL Companies California Forecast
June 2026 Page 881 of 2528

NATIONAL AND STATEWIDE

ECONOMIC DRIVERS
U.S. Real GDP Growth 2.2% | 2.4%
The U.S. economy grew by 2.1% last year, representing slower expansion than the prior two years, partly due to reduced public spending and a prolonged government shutdown late in the year. Growth eased further to 1.6% in the first quarter of 2026, largely reflecting a sharp widening in the trade deficit earlier in the year. Continued investment in U.S. Treasury markets is expected to support ongoing economic expansion. However, the outlook depends on investor confidence, and future shifts in market sentiment could influence borrowing conditions and increase concerns about the sustainability of U.S. debt financing.

CA Unemployment Rate 5.4% | 5.2%
Although AI is often cited in recent layoff announcements, there has been no meaningful increase in the overall layoff rate or in initial unemployment insurance claims. This is true nationally as well as in technology-heavy California, where one might expect AI-related displacement to be most visible. In fact, continuing unemployment claims have drifted downward over the past year, suggesting that displaced workers are still finding jobs relatively quickly.

CA Total Nonfarm
Employment Growth 0.8% | 0.4%
California’s labor market is experiencing a significant slowdown in hiring. The state is tied with two other states for the highest unemployment rate in the nation, and job growth has been largely concentrated in the Health Care sector. Absent gains in Health Care employment, total jobs would be approximately 120,000 below prepandemic levels and roughly 253,000 fewer jobs when compared to the post-pandemic peak in the second half 2022, with notable declines in the Bay Area and Southern California. Labor market conditions reflect limited hiring activity across most industries outside of Health Care.

U.S. Unemployment Rate 4.3% | 4.3%
Despite concern about AI, labor markets remain relatively steady.

The U.S. economy has been adding jobs at a moderate pace, averaging slightly more than 100,000 new jobs per month in 2026. April’s job openings rate rose to 4.6%, the highest level since January 2025, while the unemployment rate held at 4.3% in May. The sharp decline in immigration last year temporarily reduced labor force growth, but this appears to have been a shortterm disruption rather than a lasting structural change. Overall, labor market trends are stabilizing at a slower, more typical pace.

CA Residential
Building Permits 107,578 | 99.253
The slight cooling in home prices does not appear to be driven by a meaningful expansion in California’s housing supply. State policymakers enacted several measures in recent legislative sessions aimed at encouraging development (including AB 130 and SB 9), but these measures have not yet generated a noticeable acceleration in new residential permits. Year-to-date, permit issuance in California has increased, with FY-2026 on pace to be the strongest year since FY-2022, although still below the state’s housing production targets.

CA Median Existing
Home Price $762,314 | $772,608
Soft labor market conditions help explain the sluggish housing market.

Year-to-date home sales in FY-2026 are roughly in line with FY-2025, but inventories have risen to a multi-year high, placing downward pressure on price appreciation. Approximately one in four homes sold had a price reduction, improving conditions for buyers. The estimated monthly mortgage cost based on the median list price declined 2.7% compared to a year ago and down 0.6% compared to the start of 2026. The housing market is still largely frozen but continues to thaw. 2026/27 | 2027/28 2026/27 | 2027/28
HdL Companies California Forecast
June 2026
Proposition 172 Note
Statewide Proposition 172 (P-172) revenues declined by 0.3% in fiscal year 2024–25, following a 0.9% decrease in the prior year.

The forecast projects modest growth of 2.1% in both FY 2025–26 and FY 2026–27. Current county projections are based on pro-rata allocation factors from the State Controller’s Office (April 2026), derived from calendar year 2025 data. Because Bradley-Burns sales tax results can shift due to audits, taxpayer adjustments, and changing economic conditions, these allocation factors—and resulting P-172 revenues—will vary across counties.

Watch our webinar
for more details!

888.861.0220 | [email protected] | hdlcompanies.com Delivering Insight, Revenue, and Efficiency
to Local Government
Beacon Economics LLC
310.571.3399 | BeaconEcon.com
Beacon Economics has proven to be one of the most thorough and accurate economic research/analytical forecasting firms in the country. Their evaluation of the key drivers impacting local economies and tax revenues provides additional perspective to HdL’s quarterly consensus updates. The collaboration and sharing of information between Beacon and HdL helps both companies enhance the accuracy of the work that they perform for their respective clients.

HdL Companies
888.861.0220 | [email protected] | hdlcompanies.com California’s allocation data trails actual sales activity by three to six months. HdL compensates for the lack of current information by reviewing the latest reports, statistics and perspectives from fifty or more economists, analysts and trade associations to reach a consensus on probable trends for coming quarters. The forecast is used to help project revenues based on statewide formulas and for reference in tailoring sales tax estimates appropriate to each client’s specific demographics, tax base and regional trends.

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
FROM: Police Department
2026-280

REQUEST FOR CITY COUNCIL ACTION
SUBJECT:

AUTHORIZE AN ONGOING MEMORANDUM OF UNDERSTANDING BETWEEN THE

CITY OF CORONA POLICE DEPARTMENT AND THE CORONA-NORCO UNIFIED

SCHOOL DISTRICT FOR REIMBURSEMENT OF OFF-DUTY PERSONNEL AND

EQUIPMENT AT SPECIAL EVENTS
EXECUTIVE SUMMARY:

This staff report asks the City Council to approve an ongoing Memorandum of Understanding (MOU) between the City of Corona Police Department and the CoronaNorco Unified School District (CNUSD) for the reimbursement of off-duty law enforcement personnel and equipment at CNUSD special events. All off-duty personnel and equipment costs are fully reimbursed by CNUSD, resulting in no net cost to the City.

RECOMMENDED ACTION:

That the City Council authorize the City Manager, or his designee, to approve the Memorandum of Understanding between the City of Corona Police Department and the Corona-Norco Unified School District for reimbursement of off-duty personnel and equipment at special events, effective July 1, 2026, and continuing until June 30, 2027, in accordance with the terms of the MOU.

BACKGROUND & HISTORY:

On July 2, 2025, the City of Corona Police Department entered into a one-year Memorandum of Understanding with the Corona-Norco Unified School District for the

reimbursement of off-duty law enforcement personnel and equipment utilized at districtsponsored special events.

The MOU authorized CNUSD to request off-duty sworn peace officers, dispatchers, community service officers, cadets, and real-time information center operators to provide security, public safety, traffic control, and crowd management services at district events.

CNUSD reimbursed the City at the actual overtime rate for personnel, plus established daily rates for equipment. As set forth in Section 8 of the MOU, the agreement expired on July 1, 2026. A new MOU is required to continue this arrangement.

ANALYSIS:

The Corona Police Department has maintained a productive working relationship with CNUSD under the existing MOU. Off-duty personnel have been deployed at various district special events, providing a visible public safety presence while generating reimbursable overtime at no net cost to the City.

The renewed MOU will reflect updated off-duty personnel overtime rates consistent with January 1, 2026, and upcoming January 1, 2027, wage adjustments. Equipment rates will also reflect the four percent (4%) annual increase prescribed in Section 4(B) of the agreement.

FINANCIAL IMPACT:

This MOU results in no net cost to the City of Corona. All off-duty personnel and equipment costs are fully reimbursed by CNUSD. No additional appropriation is required, and there is no impact to the General Fund.

This MOU is structured to achieve full cost recovery for all personnel expenses, resulting in revenue neutrality for the City's General Fund. All services provided under this agreement will be reimbursed at actual cost, ensuring no subsidy for district events from City resources. Off-Duty Personnel Rates, by position or rank, are set forth in Exhibit “A” of the MOU.

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 common sense 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.

Therefore, no environmental analysis is required.

PREPARED BY: SKIP SHATFORD, POLICE LIEUTENANT
REVIEWED BY: ADAM ROULSTON, POLICE CAPTAIN
ATTACHMENTS:

1. EXHIBIT 1 – MEMORANDUM OF UNDERSTANDING – CITY OF CORONA

POLICE DEPARTMENT AND CORONA NORCO UNIFIED SCHOOL DISTRICT

CORONA PD

MEMORANDUM OF UNDERSTANDING

REGARDING THE REIMBURSEMENT OF OFF-DUTY

PERSONNEL AND EQUIPMENT AT SPECIAL EVENTS

1. PARTIES AND DATE.

THIS MEMORANDUM OF UNDERSTANDING ("MOU") is entered into as of July 1, 2026 (“Effective Date”), by and between the City of Corona, through its Police Department ("Corona PD"), and the Corona-Norco Unified School District ("Requesting Entity"). The Corona PD and Requesting Entity may be collectively referred to as the "Parties" or individually as a "Party" in this MOU.

2. RECITALS.

A. Off-Duty Law Enforcement Personnel; Special Events. From time to time, Corona PD may provide Off-Duty Personnel, as defined below, and/or equipment to assist with staffing needs at Special Events, as defined below.

B. Overtime Reimbursement. The Parties desire to have a common understanding and agreement regarding reimbursement for utilizing such Off-Duty Personnel and related equipment at such Special Events.

NOW, THEREFORE, in consideration of such recitals, and the mutual promises, obligations, and covenants herein contained, the Parties hereby agree as follows:

3. TERMS.

SECTION 1. INCORPORATION OF RECITALS
The Parties acceptthe above recitals astrue and correct and incorporate themherein asif they were fully restated in this MOU.

SECTION 2. DEFINITIONS
For the purpose of this MOU, the terms set forth in this Section have the meaning ascribed herein:

A. "Actual Overtime Rate" shall mean the rate of overtime pay for the specific rank or job classification of each Off-Duty Personnel actually paid or to be paid by Corona PD. Requesting Entity understands, acknowledges, and agreesthat the "Actual Overtime Rate" will vary among Off-Duty Personnel. For example, certain Off-Duty Personnel may

2 receive special assignment and/or certificate pay. In such case, if Corona PD includes such pay as part of the Off-Duty Personnel's overtime rate, then the Actual Overtime Rate will include such amount.

B. "Off-Duty Personnel" shall mean sworn peace officers, dispatchers, community service officers, cadets, real time information center operators, and similar employees of Corona PD's police department who are off-duty and are not on-call from Corona PD.

C. "Services" shall mean any security, public safety, traffic control, crowd management, or similar services provided by Off-Duty Personnel which is consistent with the scope of their training and employment with Corona PD.

D. "Special Events" shall mean any festival, concert, parade, celebration, social gathering, sporting event, convention, event, or similar occurrence operated, managed, or sponsored by the Requesting Entity.

SECTION 3. REQUEST FOR SERVICES
A. City Discretion. Upon request, Corona PD may authorize the use of Off-Duty Personnel and associated equipment to augment Requesting Entity's security or public safety needs at a Special Event. Requesting Entity understands, acknowledges and agrees that Corona PD has no obligation to accommodate a request, but may do so if, in the sole determination of Corona PD's Chief of Police or designee, it may feasibly do so without any undue hardship or material impact to its ability to provide public safety services within its jurisdiction. Corona PD has no obligation to compel or otherwise direct any Off-Duty Personnel to make themselves available in response to Requesting Entity's request.

B. Written Request; Response. Requesting Entity shall make a written request to Corona PD's Chief of Police or designee describing the Special Event, the relevant date(s) and time(s), the Services needed, the number of Off-Duty Personnel requested, and the number and type of any equipment desired, together with any other pertinent information.

Corona PD's Chief of Police shall respond in writing within fifteen (15) days, or within such other time as is agreed upon by the Parties, whether the request can be accommodated.

SECTION 4. REIMBURSEMENT RATES
A. Rate Schedule. Requesting Entity shall reimburse Corona PD for Off-Duty Personnel and/or equipment at the rates set forth in the following Rate Schedule, based upon the actual Off-Duty Personnel and equipment supplied by Corona PD:

3 Rate Schedule
Off-Duty Personnel/Equipment Rate
Off-Duty Personnel Actual Overtime Rate*
Marked Patrol Vehicle $52.00 per day
Unmarked Vehicle $31.20 per day
Motorcycle $15.60 per day
Bicycle $5.20 per day
* Off-Duty Personnel Rates, by position or rank, are set forth in Exhibit “A” attached hereto and incorporated herein by reference.

B. Equipment Annual Increase. Each year on the anniversary of the Effective Date, the equipment rates in the Rate Schedule above shall increase by four percent (4%).

SECTION 5. INVOICING AND PAYMENT
Corona PD shall invoice Requesting Entity within thirty (30) days of the Off-Duty Personnel and/or equipment being provided. The invoice shall include the names of the OffDuty Personnel, the day(s) and hours worked, the corresponding Actual Overtime Rate, and a listing of any equipment provided by Corona PD. Requesting Entity shall compare the invoice with the time-sheets kept by Requesting Entity for the Services and shall within fortyfive (45) days of receipt of the invoice pay any undisputed amount of the invoice. If Requesting Entity disputes any amount of the invoice based upon itstime-sheets, the Parties through their respective representatives shall within fifteen (15) days meet to discuss and reconcile any differences. After such meeting, Requesting Entity shall pay the agreed upon amount to Corona PD within thirty (30) days.

4 SECTION 6. INDEMNIFICATION
No Party, nor any officer or employee of a Party, shall be responsible for any damage or liability occurring by reason of anything done or omitted to be done by another Party under or in connection with this MOU. Each Party shall defend, indemnify and hold harmless the other Party and their officials, officers, agents and employees from and against any and all claims, demands, judgments or liabilities arising from any and all alleged acts or omissions of the indemnifying Party and its officials, officers, agents and employees during those times when said officials, officers, agents and employees are acting in connection with this MOU.

If each Party hereto is a public entity, this indemnity provision is written in contemplation of the provisions of Government Code Section 895.2, which impose certain tort liability jointly upon public entities, solely by reason of such entities being parties to an agreement as defined in Government Code Section 895. In the event a court of competent jurisdiction construes this MOU to be an agreement as defined in Government Code Section 895, each Party hereto, pursuant to the authorization contained in Government Code Sections 895.4 and 895.6, agrees to instead be subject to the indemnity provision set forth in this section.

SECTION 7. PREPARATION OF MOU
This MOU is deemed to have been prepared by all of the Parties hereto, and any uncertainty or ambiguity herein shall not be interpreted against the drafter, but rather, ifsuch ambiguity or uncertainty exists, it shall be interpreted simply, according to its fair meaning, and not strictly for or against any Party.

SECTION 8. TERM, RENEWAL TERMS, AMENDMENT AND TERMINATION The term of this MOU shall commence on July 1, 2026 (“Effective Date”) and continue through June 30, 2027 (“Term”), unless earlier terminated as provided for herein. This MOU may not be amended except by mutual consent of all the Parties. Either Party may terminate this MOUupon seven (7) days written notice to the other Party at any time and without cause, so long as Corona PD has not, in response to a request from Requesting Entity, committed to provide Off-Duty Personnel and equipment for a Special Event that has not yet occurred. In such event, no additionalrequests can bemade following the written notice and this MOU shall terminate following the full and final payment for the already committed Special Event.

5 SECTION 9. GOVERNING LAW AND VENUE
This MOU shall be governed and interpreted according to the laws of the State of California. The venue for any action or claim shall be the County of Riverside.

SECTION 10. EXECUTION
This MOU may be executed in one or more identical counterparts, and all such counterparts together shall constitute a single instrument for the purpose of the effectiveness of this MOU. Moreover, electronic, scanned, or facsimile copies of signatures shall be accepted as valid and binding.

SECTION 11. NOTICES
Any notice required to be given to a Party shall be deemed duly given upon delivery, if sent to the Party's authorized representative at their electronic mail address or the postal address of their respective location.

SECTION 12. INTEGRATION
This MOU represents the entire integrated agreement between the Parties, and supersedes all prior negotiations, representations, or agreements, either written or oral. This MOU may be amended only by a written instrument signed by all of the Parties.

SECTION 13. DISPUTE RESOLUTION
In the event a dispute arises with respect to the interpretation or performance of all or any part of this MOU, the Parties shall attempt in good faith to resolve the dispute. If such efforts prove unsuccessful, each Party agrees to consider the use of voluntary mediation priorto resorting to litigation. If mediation is utilized by the Parties, each Party agreesthat no award or decision resulting therefrom shall include punitive damages. Should any dispute lead to litigation, the prevailing Party shall be entitled to recover from the other Party all attorneys' fees, experts' fees, and other costs actually incurred in connection with such litigation or other proceeding, in addition to all other relief to which that Party may be entitled.

SECTION 14. AUTHORITY TO ENTER MOU
Each Party warrants that the individuals who have signed this MOU have the legal power, right, and authority to make this agreement and bind each respective Party. [SIGNATURES ON NEXT PAGE]

6 SIGNATURE PAGE FOR

MEMORANDUM OF UNDERSTANDING

REGARDING THE REIMBURSEMENT OF OFF-DUTY

PERSONNEL AND EQUIPMENT AT SPECIAL EVENTS
IN WITNESS WHEREOF, the Parties have entered into this MOU as of the date first written above.

CITY OF CORONA
By: ________________________________ Date: ______________ Robert Newman, Chief of Police
Attest:

By: ________________________________
Sylvia Edwards, City Clerk
Approved asto form:

By: ________________________________
Dean Derleth, City Attorney

CORONA-NORCO UNIFIED SCHOOL DISTRICT
By: ________________________________ Date: ______________ Dalia GadElMawala, Superintendent
By: ________________________________
Melisa Elwood, Assistant Superintendent of Business Services

7 EXHIBIT “A”

OFF-DUTY PERSONNEL OVERTIME RATES
Hourly OT Cost Starting 01/01/26 Rate
Police Officer 105.02
Corporal 110.32
Detective 113.06
Sergeant 141.80
Lieutenant 179.17
Hourly OT Cost Starting 01/01/27 Rate
Police Officer 109.31
Corporal 114.82
Detective 117.68
Sergeant 147.61
Lieutenant 188.72

Kaitylyn’s Law

DATE: 08/05/2026
TO: Honorable Mayor and City Council Members
FROM: Finance Department
2026-281

REQUEST FOR CITY COUNCIL AND

CORONA UTILITY AUTHORITY ACTION
SUBJECT:

PUBLIC HEARING FOR CITY COUNCIL CONSIDERATION OF RESOLUTION NO. 2026-085 REVISING THE CITYWIDE MASTER FEE RECOVERY SCHEDULE AND RECOVERY PERCENTAGES, REPEALING RESOLUTION NO. 2024-100, 2025-040, AND 2025-080
EXECUTIVE SUMMARY:

This staff report asks Council to adopt an updated fee recovery schedule based on the results of the recently completed user fee study. Approval of the Resolution will authorize the proposed revisions of the Citywide Master Fee Recovery Schedule and Recovery Percentages.

RECOMMENDED ACTION:

That the City Council:
a. Adopt Resolution No. 2026-085 revising the Citywide Master Fee Recovery Schedule and Recovery Percentages, repealing Resolution No. 2024-100, 2025-040, and 2025-080
b. Authorize the City Manager, or their designee, to approve any additional budgetary adjustments for the fee amendments, if needed.

That the Corona Utility Authority review, ratify, and, to the extent necessary, direct the City Council to take the above actions.

BACKGROUND & HISTORY:

The purpose of conducting a user fee study is to evaluate City user fees by determining the full cost of providing non-market-based services and reviewing market-based fees for competitiveness and appropriateness. The last comprehensive review and update of the City's market-based and non-market-based fees was completed in 2024. The City typically conducts these studies every two to three years to reflect inflation, changes in service-delivery costs, and other operational factors. The primary reasons for identified proposed fee changes are: (1) staffing level changes, (2) time allocation updates, (3) current costs to perform the service or program, (4) percentage of cost recovery, and (5) changes in market conditions.

Calculating the true cost of providing City services is a critical step in the process of establishing user fees and corresponding cost recovery levels. Although cost recovery is a principal factor, other factors must also be given consideration, such as the effects that service fees will have on the individuals purchasing those services and the community benefit. The following legal, economic, and policy issues help illustrate some of these considerations:
• State Law: California law generally limits user fees to the estimated reasonable cost of providing the service, consistent with Government Code section 66014(a) and other applicable statutes.
• Economic Barriers: The City may establish fees below full cost recovery to reduce financial barriers for certain services and improve accessibility. • Community Benefit: The City Council may subsidize fees when a service provides a broader public benefit, or advances community goals that outweigh full cost recovery. Some programs are provided free of charge, or for a minimal fee, regardless of cost. Youth and senior programs tend to have the lowest recovery levels. Miscellaneous classes tend to have moderate cost recovery level, and adult sports programs typically have a higher cost recovery level.
• Incentives: The City may establish fees below full cost recovery to encourage participation in programs or activities that support City policy objectives, such as youth recreation, animal licensing compliance, or other public benefit programs.

ANALYSIS:

Willdan Financial Services (Willdan) was selected as the City's primary fee consultant through the Request for Proposal (RFP) process and completed an initial comprehensive user fee study for the City in 2025. The current fee update began in late September 2025,

and since then, Willdan has worked with various departments to review and update their respective user-fee activities. The goals of the project were to:
• Ensure the City accurately accounts for the total costs to provide fee-related services by conducting a citywide cost-based user fee study; • Analyze areas where the City may adjust fees based on the full cost of services and other economic or policy implications; and • Identify best practices for establishing user fees and maintenance of fees over time.

The recommended fee schedule is organized into market-based fees, non-market-based fees, and other fees. Other fees include regulatory and penalty-related schedules, including the Cost Recovery Payment Schedule for Damage to City Property, Administrative Penalties Schedule, and Parking Violation Penalty Schedule. These fees are not categorized as market-based or non-market-based fees.

Market-based fees are charged for services and programs the City provides in its private capacity, as opposed to a governing or regulatory capacity. These fees are not limited to the City's calculated costs and can be based on the market rate. Generally, market-based fees are charged for services or programs such as using or renting City fields and facilities. For this update, market-based fees were reviewed and adjusted based on the market rate.

Non-market-based fees are charged for the services and programs the City provides in its regulatory capacity, such as building permits and other development-related permits.

These fees are generally based on the reasonable cost of providing the service.

To determine the full costs of a service for non-market-based fees, it is necessary to analyze all costs, fee-related or not, to fairly distribute across all activities provided by City departments. The costs are calculated using the hourly rate of staff providing the service, and the time spent providing the service. Willdan guided the fee study process and used this calculation methodology to develop the full cost of each non-market-based user fee.

Data was collected using costs from the Fiscal Year 2026 Adopted Budget, as well as staff time estimates and service volume data.

When the final draft of the fee schedule was available, the Finance Department held an informal meeting with the local development community to discuss updates to the building-related fees. Fifty-three (53) individual invitations (Exhibit 3) were extended to representatives from various developers, utilities, and the Building Industry Association (BIA) to a meeting, which was held on June 18, 2026 at City Hall and via Microsoft Teams.

Master Fee Recovery Schedule
The attached Master Fee Recovery Schedule (Exhibit 1) includes the current fees, recommended fees, dollar changes, and percentage recovery level. The Master Fee

Recovery Schedule also identifies recommended new fees, fee restructuring, fee transfers, and fee removals as proposed by City staff. A brief discussion of the recommended changes is provided below for each applicable department or service area.

Airport
The Corona Municipal Airport provides aviation services to commercial operators and recreational flyers, including aircraft tie-down rentals and airport access services. Airport operations transitioned departments, from Community Services to Economic Development, as part of the City’s organizational structure. As part of this fee update, Airport fees are presented under the Airport category to align with the nature of the services provided. The market-based AP-001-Airport Tie Down Rentals fee remains unchanged, while the non-market-based AP-002-Airport Security Card Issuance fee has decreased slightly, while continuing to reflect 100% cost recovery.

City Clerk and General Services
The City Clerk is responsible for the care and custody of the City’s official records and conducts municipal elections. Previously, General Services fees were included with City Clerk fees; however, as part of this fee study update, the two service areas have been separated, with City Clerk fees presented under the City Clerk section and General Services fees presented under a separate General Services section. City Clerk and General Services fees are non-market-based, as they are based on the cost of providing administrative and support services. Three City Clerk fees are established and capped by State law and cannot be increased. The remaining City Clerk fees have been adjusted to recommend 100% cost recovery, while General Services fees are charged based on actual costs.

City Manager’s Office
The City Manager’s Office, through the Communications Division, has one market-based fee related to the City’s online merchandise store. The fee represents an administrative charge applied to merchandise sales through the third-party online platform. No changes are recommended to this fee as part of this fee update.

Community Services
The Community Services Department includes Parks, Facility Maintenance, Trails, Library Services, and Recreation. There are minimal changes proposed to the nonmarket-based fees. The majority relate to library services, while passport processing fees are established by federal law and cannot be adjusted by the City. Staff is recommending the removal of the CS-065-Test Proctoring fee, as the service is no longer provided.

The Department reviewed the market-based fees and recommended adjustments based on market conditions, as well as comparisons with neighboring jurisdictions. In addition, market-based fees were reorganized; five-hour facility rental rates were converted to hourly rates, and new fees were added for the Innovation Center (See Exhibit 1 for the complete list of fee changes included in the Master Fee Schedule).

As previously noted in the Airport section, airport operations transitioned departments from Community Services to Economic Development, as part of the City’s organizational structure. Accordingly, Airport fees have been removed from the Community Services section and are now presented under the Airport category.

Corona Film
Corona Film fees are associated with permits for filming activities within the City, pursuant to Chapter 17.97 of the Corona Municipal Code. The fees are categorized as marketbased fees and remain in the Master Fee Schedule to support the implementation of the Municipal Code. No changes are recommended to this fee structure as part of this fee update.

Finance
The Finance Department is responsible for citywide financial administration, and the fees consist of assessment and Mello-Roos bond payoff calculations, annexation into Community Facilities Districts (CFDs), and returned check fees. All Finance Department fees are non-market-based and are based on the cost of providing the service. There are no changes in the fee structure, and all fees have been adjusted to recommend 100% cost recovery.

Fire
The Fire Department fees include Fire Prevention inspection services and the Emergency Medical Services (EMS) Response Subscription program. The Fire Department's nonmarket-based fees are based on the cost of providing the service. There are no changes in the fee structure, and all applicable fees have been adjusted to recommend 100% cost recovery, with the exception of the EMS Response Subscription program and engine company reinspection fees.

The Fire Department previously included market-based fees for facility rentals, including:(1) FR-1000-Burn Tower Rental, (2) FR-1003-Fire Training Class Rental, and (3) FR-1004-Fire Training Grounds Rental. As part of this fee study update, these marketbased fees have been removed from the fee schedule.

Human Resources
The Human Resources Department supports the City's workforce through employee recruitment, onboarding, personnel administration, and other human resources services.

The Department provides fingerprinting services for employment-related needs, as well as members of the public requiring fingerprinting services. The Human Resources Department's fingerprinting fee is a non-market-based fee and has been evaluated based on the cost of providing the service. There are no changes in the fee structure, and the fee has been adjusted to recommend 100% cost recovery.

Legal and Risk Management
The Legal and Risk Management Department provides legal counsel, risk assessment, liability management, and workers' compensation services. All Legal and Risk Management fees are non-market-based and consist primarily of Communication and

Small Cell Site license agreement fees. The fees are established based on the cost of providing the service. There are no changes in the fee structure, and all fees have been adjusted to recommend 100% cost recovery, with the exception of LRM-070-City Attorney Office Review fee, which is charged based on actual cost.

Planning and Development
The Building, Development Services, and Planning Divisions fall within the Planning and Development Department, which is responsible for building construction and modification, property maintenance, land use, and property inspections.

Building Division: The Building Division ensures that all new development and existing structures meet safety standards and are maintained in safe conditions. All Building Division fees are non-market-based fees and are established based on the cost of providing the service. There are no changes in the fee structure, and all fees have been adjusted to recommend 100% cost recovery. Solar photovoltaic and thermal energy storage system permit fees are also recommended at 100% cost recovery; however, the proposed fees exceed the State-mandated fee cap. State law allows fees above the cap when supported by findings demonstrating that the fee reflects the reasonable cost of providing the service. The Building Division is recommending the adoption of the proposed resolution, which includes findings that the proposed fees reflect the reasonable cost of providing solar and thermal energy storage system permits.

Development Services Division: The Development Services Division provides review and permitting services for commercial, industrial, and residential development projects. All Development Services Division fees are non-market-based and established based on the cost of providing the service. For this update, staff recommends the addition of one new fee: DS-1050–Meter Addressing Fee. There are no other changes in the fee structure, and all fees have been adjusted to recommend 100% cost recovery, except (1) DS-330– Wide and Overload Permit (Daily) and (2) DS-340–Wide and Overload Permit (Annual), which are established by federal law and cannot be adjusted by the City.

Planning Division: The Planning Division administers City land use and development policies, and provides review services for planning applications and development projects. All Planning Division fees are non-market-based and have been evaluated based on the cost of providing the service.

For this fee update, staff recommends the addition of eight new fees related to development review and planning applications, including housing development applications, Senate Bill 330 preliminary applications, and Affordable Housing Overlay Residential Development applications (see Exhibit 1 for the complete list of new fees included in the Master Fee Schedule).

There are no other significant changes in the fee structure, and all applicable fees have been adjusted to recommend 100% cost recovery, with the exception of two fees that have historically been subsidized pursuant to City Council direction: (1) PL-MS-020 – Garage Sale Permits and (2) PL-PC-370 – Historic Resource Nomination.

Police
The Police Department provides public safety services to the community, including law enforcement, permit processing, records management, and Animal Services operations.

The Department’s non-market-based fees are evaluated based on the cost of providing the service, with certain fees recommended below 100% cost recovery due to policy considerations. The Department also has market-based fees for training facility rentals.

For this fee update, staff recommends changes to Animal Services, Police Permit, and Special Event Permit fees, including the addition of new permit-related fees, removal of select sub-fees, and revisions to existing permit fees, including nonprofit discounts, late application fees, and background check fees (See Exhibit 1 for the complete list of fee changes included in the Master Fee Schedule).

Certain Animal Services, regulatory, and permit-related fees are recommended below 100% cost recovery. Staff recommends maintaining these subsidies due to policy considerations, including promoting compliance with regulatory requirements, encouraging responsible animal ownership, reducing financial barriers for community members, supporting animal adoption and reunification efforts, and recognizing the public benefit associated with these services. All other applicable non-market-based fees have been adjusted to recommend 100% cost recovery. There are no recommended changes to the Police Department’s market-based training facility rental fees.

Public Works
The Public Works Department provides essential infrastructure and operational services, including traffic management, capital improvement, street maintenance, fleet services, and environmental compliance. All Public Works Department fees are non-market-based and established based on the cost of providing the service.

For this fee update, staff recommends the addition of new National Pollutant Discharge Elimination System (NPDES) permit fees, including stormwater commercial facility inspections, follow-up inspections, construction site inspections, water quality management, and related stormwater compliance services (See Exhibit 1 for the complete list of fee changes included in the Master Fee Schedule). There are no other changes in the fee structure, and existing traffic-related fees have been adjusted to recommend 100% cost recovery.

Utilities
The Utilities Department provides water and electric utility services to City residents. It is important to note that most utility rates are excluded from this fee study. All Utilities Department fees are non-market-based and are established based on the cost of providing the service. For this fee update, staff recommends the removal of UD-400– Collection Fee and the addition of a new fee, UD-470–Unscheduled Service Fee. There are no other changes in the fee structure, and all applicable fees have been adjusted to recommend 100% cost recovery.

Other Fees
The Other Fees section consists of fees under the subcategories of Administrative Penalties, Legal and Risk Management, and the Police Department. As part of this fee update, the current Administrative Penalties Schedule under the subsection of the Police Department has been moved from the Police Department section into a separate Administrative Penalties section, as the Administrative Penalty Schedule applies to violations across multiple City departments, and is not limited to Police Department activities.

The Parking Violation Penalty Schedule under the Police Department subsection remains largely unchanged. The only update is the addition of Vehicle Code Section 22500(N) – Parking Within 20 Feet of the Vehicle Approach of a Crosswalk to the list of applicable parking violations.

FINANCIAL IMPACT:

All fees shall become effective 60 days after the City Council's approval. Should the City Council approve the proposed resolution this evening, the new fee schedule would become effective on October 4, 2026. Overall, the proposed fee adjustments are projected to result in an estimated annual revenue impact of approximately $1,246,854, based on FY 2025 transaction volumes and other available data, including projected activity where appropriate. The projected revenue changes include the net effects of new fees, fee eliminations, fee restructures, and changes in staffing levels, time allocation, and cost recovery percentages. Additionally, the volume of activity included in the analysis is estimated and will fluctuate annually. If needed, revenue budget amendments for FY 2027 will be incorporated through the FY 2027 mid-year revenue estimate adjustment.

Annual estimated revenue increase by departments or service area:

Department General
Fund
Airport
Fund
NPDES
Fund
Utilities
Funds
Amount
Airport

-

(36)

-

-

(36)
City Clerk

(281)

-

-

-

(281)
Community Services

17,210

-

-

-

17,210
Finance

8,836

-

-

-

8,836
Fire

163,840

-

-

-

163,840
Human Resources

672

-

-

-

672
Legal & Risk
Management

61 -

-

-

61

Department General
Fund
Airport
Fund
NPDES
Fund
Utilities
Funds
Amount
Planning & Development
-
Building

522,952

-

-

-

522,952
Planning & Development
-
Development Services

214,903

-

-

-

214,903
Planning & Development
-
Planning

(29,583)

-

-

-

(29,583)
Police / Animal Control

37,133

-

-

-

37,133
Public Works - Traffic /
NPDES

83,689

-

161,340

-

245,029
Utilities

-

-

-

66,118

66,118
Total

$1,019,432
$
(36)
$
161,340
$
66,118
$
1,246,854
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 Resolution updates the fees for services provided by the City, and there is no possibility that these actions will have a significant effect on the environment. Therefore, no environmental analysis is required.

PREPARED BY: JEE KIM, SENIOR FINANCIAL ANAYLST

REVIEWED BY: BRUCE FOLTZ, FINANCE DIRECTOR
ATTACHMENTS:

1. Exhibit 1 – Master Fee Recovery Schedule - Redline

2. Exhibit 2 – City of Corona User Fee Study, Willdan Financial Services

3. Exhibit 3 – Development Community Meeting Invitation List

4. Exhibit 4 - Resolution No. 2026-085 with Master Fee Recovery Schedule

5. Exhibit 5 – Comprehensive User Fee Study PowerPoint Presentation

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level

AIRPORT
4 AP-001 Airport Tie Down Rentals Per Rental 0 - 100%
Single Engine
Per Month, Per Agreement $ 60 $ 60 -$
Per Night Visit 10 10 -
Twin Engine
Per Month, Per Agreement 65 65 -
Per Night Visit 12 12 -
Pay one year in advance, receive one month free
Late Payment Fee 20 20 -

CITY MANAGER'S OFFICE
2 CM-001 Online Merchandise Sales Per Transaction 12%
(purchase
base price)
12%
(purchase
base price)
$ 0 - 100% -

COMMUNITY SERVICES
2 CS-010 Adult Sports Program Supervision Per Team 0 - 100% Adult Sports Program Early Bird Per Team / 8 Wk - 364 364 Adult Sports Program (Resident) Per Team / 8 Wk - 380 380 Adult Sports Program (Non-Resident) Per Team / 8 Wk - 388 388 ASPS Adult Sports Program Early Bird Per Team / 10 Wk 425 435 10 Adult Sports Program (Resident) Per Team / 10 Wk 450 460 10 Adult Sports Program Supervision (Non-Resident) Per Team / 10 Wk 460 470 10 Adult Sports Pilot Activities / Clincs (Resident) Per Team / 10 Wk 450 - (450) Adult Sports Pilot Activities / Clincs (Non-Resident) Per Team / 10 Wk 460 - (460)Adult Sports Program Early Bird Per Team / 12 Wk - 520 520 Adult Sports Program (Resident) Per Team / 12 Wk - 540 540 Adult Sports Program (Non-Resident) Per Team / 12 Wk - 560 560 4 CS-011 Facility Reservations 0 - 100%
CS-011-1 Recreation Facility Reservations Per Reservation Plus Reservation Application Processing Fee - Non Refundable Group I - 10 10
Group II 15 15 -
Group III-V 25 30 5
Group III 30 30 -
Groups I - V 30 35 5
CS-011-2 Facility Reservation Change Fee Per Reservation Actual Cost Actual Cost - Actual Cost of Staff Time to Process
(moved from Comm Svc,
previously CS-1020)
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Budget Fiscal Year 2026 Page 1 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
CS-011-3 Facility Reservation Cancellation Fee Per Reservation 46 days + from reservation date 15 15 -
31-45 days from reservation date 10% loss of
rental fees
10% loss of
rental fees -
16-30 days from reservation date 25% loss of
rental fees
25% loss of
rental fees -
1-15 days from reservation date 50% loss of
rental fees
50% loss of
rental fees -
CS-011-4 Library Room Rentals
XL Room (capacity 160) Per HourFrances A. Martinez Room (FAM) One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group I 50 - 50
Group II 79 - (79)
Group III 124 118 6Group IV 149 142 7Group V 227 216 11 CS-011-5 Medium Room (capacity 55) Per Hour
Frances A. Martinez Room (FAM) 1/2 Room
West RoomEast RoomOne (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group I 30 - 30
Group II 40 - (40)
Group III 60 51 9
Group IV 70 63 7
Group V 90 120 30
CS-011-6 Small Room (capacity 24) Per Hour
Library High Desert Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group I 20 - 20
Group II 28 - (28)
Group III 35 40 (5)
Group IV 45 51 (6)Group V 80 55 (25)
CS-011-7 Small Room (capacity 24) Per Hour
Library Heritage Room
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Budget Fiscal Year 2026 Page 2 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group I 20 - 20
Group III 35 - 35
Group IV 45 - 45
Group V 55 - 55
CS-011-8 Conference Room (capacity 12) Per Hour
Taber
One (1) hour minimum rental during Library's operating hours / 3 hour minimum rental for non-operational hours Group I 20 - 20
Group II 17 - (17)
Group III 35 28 7
Group IV 45 34 11Group V 50 55 5
CS-011-9 FAM Room Equipment Per Reservation
Audio/visual use 55 58 3
Plus ($100 Deposit) Security
Deposit
Security
Deposit -
Stage 55 58 3
Piano 25 27 2
Kitchen, per hour 25 27 2
Cleanup based on actual cost of clean-up Actual Costs Actual Costs - CS-011-10 FAM Room Security Guard Per Reservation
Current rate charged by security company Current Rate Current Rate - Paid directly to security company
CS-011-11 Circle City Center Rentals Per Visit
Open Gym - daily drop in fee to play
18 and over - Resident 3 4 1
18 and over - Non Resident 5 6 1
CS-011-12 Annual Drop in Gym Membership Per Visit
Resident - 50 50
Non-Resident - 60 60
Open Membership Gym Card (15 visits) Per Visit
Adaptive Participant 15 - (15)Resident 25 - (25)Non-Resident 35 - (35) CS-011-13 Gym Rental - Full Basketball Court / hourly rate Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I - 64 64
Budget Fiscal Year 2026 Page 3 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group II (effective through 6/30/26) 7 57 (50)
Group II (effective 7/1/26) 10 7 3
Group III 90 68 22
Group IV 100 79 21Group V 145 119 26Scorekeeper Hourly Fee Actual Cost Actual Cost - Volleyball Equipment (Net and Ball) Set Rental 120 110 10 Equipment Deposit (refundable) 120 110 10
CS-011-14 Event Hall for gathering space / hourly rate
(capacity 400-651) Per Hour
Three (3) hour minimum rental required
Group I - Set-up, Cleaning, and Removal of Circle City Event Hall Flooring 315 176 (139) Group II 176 - (176)
Group III 249 227 22Group IV 312 284 28Group V 347 315 32Set-up, Cleaning, and Removal of Circle City Event Hall Flooring - 175 175 CS-011-15 Lobby / hourly rate Per Hour
One (1) hour minimum rental required
Group I - 45 45
Group II 45 - (45)
Group III 67 57 10
Group IV 78 68 10
Group V 105 116 11
CS-011-16 Banquet Room - Full Room / hourly rate (capacity 250) Per Hour Three (3) hour minimum rental required
Group I - 142 142
Group II 142 - (142)
Group III 218 198 20Group IV 260 238 22Group V 376 356 20 CS-011-17 XL Room Half Room (North capacity 153 / South capacity 145) (capacity 140) Per Hour Banquet Room - Half Room / hourly rate
Three (3) hour minimum rental required
Group I 79 - 79
Group II 79 - (79)
Group III 130 119 11Group IV 156 142 14Group V 238 216 22 CS-011-18 Fitness Room - Full Room / hourly rate (capacity 90) Per Hour Budget Fiscal Year 2026 Page 4 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I 45 - 45
Group II 45 - (45)
Group III 70 63 7
Group IV 82 74 8
Group V 108 119 11
CS-011-19 Fitness Room - Half Room / hourly rate (capacity 45) Per Hour One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I - 29 29
Group II 29 - (29)
Group III 38 34 4
Group IV 44 40 4
Group V 62 68 6
CS-011-20 Small Room (capacity 40-45) Per Hour
Activity Room A & B / hourly rate
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I - 32 32
Group II 29 - (29)
Group III 44 40 4
Group IV 56 51 5
Group V 79 87 8
CS-011-21 XS Room (capacity 15-20) Per Hour
Activity Room C, Visual Arts Room and Conference Room / hourly rate One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I - 20 20
Group II 17 - (17)
Group III 35 29 6
Group IV 42 34 8
Group V 51 61 10
Game Room / hourly rate (capacity 45) Per Hour
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group II 45 - 4Group III 50 - 4Group IV 63 - 6Group V 90 - 8 CS-011-22 Stage and Lawn Area Per Hour
Budget Fiscal Year 2026 Page 5 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Fees based on Special Event Criteria
One (1) hour minimum during Center operating hours / Three (3) hour minimum during after hours events Group I 146 - 146
Group II - hourly rate plus actual cost 136 - (136)
Group III - hourly rate plus actual cost 161 147 14
Group IV - hourly rate plus actual cost 174 158 16Group V - hourly rate plus actual cost 262 238 24 CS-011-23 Audio Visual Equipment Rental Per Rental 55 60 5 CS-011-24 Kitchen Rental Per Hour 35 40 5
Hourly Rate for all Groups
CS-011-25 Stage Rental Fee Flat Rate 100 150 50
Flat Rate for all Groups
CS-011-26 Civic Auditorium Theater (capacity 380) Per Hour Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group II 79 - (79)Group I 100 - 100 Group III 145 119 26Group IV 175 142 33Group V 301 216 85Theater Technician Hourly Fee - for all groups requesting use of sound system and/or light boards that do not have an approved technician Actual Cost Actual Cost -
Rigging Technician for Theater Actual Cost Actual Cost - Sound & Lighting Technician for Theater Actual Cost Actual Cost - CS-011-27 City Hall South Lawn Per Hour
Three (3) hour minimum rental requiredOne staff member required for the duration of the reservation at actual CostPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 75 - 75
Group II 284 - (284)
Group III 100 284 (184)Group IV 130 306 (176)Group V 165 397 (232) Additional per hour rental fee
Group II-III 24 - 26Group IV 29 - 26
Budget Fiscal Year 2026 Page 6 of 103 Draft - Updated as of 8/3/26

Fee
Discount/
Waiver
(CMC 3.02)
Prop 26
Exemption
Reference
Number
Service
Name
Fee
Description
Current
Fee
Recommended
Fee
Dollar
Change
Recovery
Level
Removed Fees/description in RedUpdated Fees/description in BlueNew Fees in GreenTransferred Fees in Purple

CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group V 34 - 26
CS-011-28 City Hall Front Lawn Per Hour
Three (3) hour minimum rental requiredOne staff member required for the duration of the reservation at actual CostPlus Reservation Application Processing Fee - Non Refundable Group II 15 - 5
Groups III- V 30 - 5Group I 75 - 75
Group II - - -
Group III 100 284 (184)Group IV 130 306 (176)Group V 165 397 (232) Additional per hour rental fee
Group II-III 24 - (24)Group IV 29 - (29)Group V 34 - (34) CS-011-29 City Hall Room Rentals (Government Agencies only) Per Hour Council Chamber (capacity 216)
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events 137 142 (5)
Broadcast (plus actual cost of staff time) Per Rental 100 100 - Multi-Purpose Room (capacity 134) Per Hour
One (1) hour minimum during City Hall operating hours / Three (3) hour minimum during after hours events 137 79 58
Audio Visual Equipment Per Rental 55 55 -
Staff Time Per Hour Actual Cost Actual Cost -
CS-011-30 Civic Center Gymnasium - used during non-operations hours Per Hour Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 40 - 40
Group II (effective through 6/30/26) 7 40 (33)
Group II (effective 7/1/26) 10 7 3
Group III 60 45 15
Group IV 72 57 15Group V 85 100 15
CS-011-31 Civic Center Gymnasium - Non Gym Use (capacity 400) Per Hour Three (3) hour minimum rental required during non-operational hours Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)
Budget Fiscal Year 2026 Page 7 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group I 142 - 142
Group II 142 - (142)
Group III 220 198 22Group IV 263 238 25Group V 414 374 40 CS-011-32 Large Rooms (capacity 99-122) Per Hour
Senior Center Main RoomHistoric City Hall Community Room Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 45 - 45
Group II 45 - (45)
Group III 75 63 12
Group IV 90 74 16
Group V 108 120 12
CS-011-33 Medium Size Room (capacity 50-122) Per Hour
Auburndale South, Victoria Main & South, Senior Center R & R Room, HCC Gym Fitness Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 40 - 40
Group II 40 - (40)
Group III 62 51 11
Group IV 75 63 12
Group V 90 105 15
CS-011-34 Small Room (capacity 28-40) Per Hour
Auburndale North, Vicentia Activity Center, Brentwood, Victoria North, Senior Center Sunshine, HCC Gym Teen Room
Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 29 - 29
Group II 29 - (29)
Group III 50 40 10
Group IV 62 51 11
Group V 77 89 12
Extra Small Room (capacity 20) Per Hour
HCC Gym Meeting Room
Budget Fiscal Year 2026 Page 8 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Three (3) hour minimum rental requiredPlus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)Groups III - V 30 - (30)
Group II 17 - (17)Group III 29 - (29)Group IV 34 - (34)Group V 51 - (51) CS-011-35 Sports Fields Per Hour
Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)
Day Use:

Group I 20 - 20
Group II (effective through 6/30/26) 7 7 - Group II (effective 7/1/26) 10 10 - Group III 24 20 4
Group IV 40 48 8
Group V 50 60 10
Dragging and Lining of Fields - All Groups Actual Cost Actual Cost - Lights - 100% of actual electrical costs - Includes Tennis Courts Actual Cost 8.35 8.35Peg Bases - Rental Fee 25 25 - Plus deposit per set of Peg Bases 200 200 -
CS-011-36 Tournaments Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)
Field Lighting Per hour charge to light each field Per Hour Actual Cost 8.35 8.35 Dragging & Lining per field Actual Cost Actual Cost -
Groups I - V: Actual event costs including staff time, materials, and equipment (per day and per amenity) Actual Cost Actual Cost -
Refundable Deposit per park for all Groups 350 - (350)
CS-011-37 Tennis Courts & Pickleball Courts (4) Per Hour Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 8 - 8
Group II (effective through 6/30/26) 7 10 (3)
Group II (effective 7/1/26) 10 7 3
Group III 20 13 7
Group IV 18 28 10
Group V 25 40 15
Budget Fiscal Year 2026 Page 9 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
CS-011-38 Picnic Shelter Reservation 5-Hour Rental Per Hour Five (5) Hour Rental Required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 9 - 9
Group II 45 - (45)
Group III 12 55 (43)
Group IV 15 70 (55)
Group V 110 23 (87)
Additional per hour rental fee
Group I - 10 10
Group II 9 - (9)
Group III 20 11 9
Group IV 25 14 11Group V 22 35 13
CS-011-39 El Cerrito Park Large Picnic Rental 5-Hour Rental Per Hour Five (5) Hour Rental Required
Plus Reservation Application Processing Fee - Non Refundable Group II 15 - (15)
Groups III - V 30 - (30)Group I 25 - 25
Group II 135 - (135)
Group III 30 145 (115)
Group IV 40 195 (155)
Group V 57 285 (228)
Additional per hour rental fee
Group I 25 - 25
Group II 27 - (27)
Group III 29 29 -
Group IV 39 39 -
Group V 57 57 -
CS-011-40 El Cerrito Park Large Barbeque Rental 5-Hour Rental Per Hour Five (5) Hour Rental Required
Must be rented with Picnic Shelter
Group I 25 - 25
Group II 125 - (125)
Group III 25 125 (100)
Group IV 25 125 (100)
Group V 25 125 (100)
Concession/Snack Bar - Group IIY Only
Reservation
Semi-Annual 400 - 100
Plus Reservation Application Processing Fee - Non Refundable 15 - (15) Budget Fiscal Year 2026 Page 10 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Plus deposit for each season 300 - -
Key Deposit 100 - -
Annual Health Dept. Inspection Actual Cost Actual Cost - Special Events Per Reservation
Plus Reservation Application Processing Fee - Non Refundable Group II 15 - 5Groups III - V 30 - 5
Group I - Actual event costs including staff time, materials, and equipment Actual Cost - -Group II - Full costs plus materials and equipment Actual Cost - -Group III - Full costs plus materials and equipment Actual Cost - -Group IV - Full costs plus materials and equipment Actual Cost - -Group V - Full costs plus materials and equipment Actual Cost - - Recreation Staff Assistance Per Hour Actual Cost - -
Staffing costs for events and activities
Use of Parking Lots for drive-thru and pick-up events only (City Hall, Circle City Center, and Santana Park)
Groups I & II to pay actual cost for staffing, traffic control, and other costs associated to the event.

Actual Cost - -
Deposit Fee 200 - -Equipment Fee per Easy-Up 30 - 5
Rental of Council Chambers (Internal Only) Actual Cost - - CS-011-41 Innovation Center Rentals - Library Per Hour
One (1) hour minimum during Library operating hours
Group I - 30 30
Group III - 50 50
Group IV - 90 90
Group V - 110 110
CS-011-42 Innovation Center (MakerSpace Rentals) Per Hour One (1) hour minimum during Library operating hours
Group I - 25 25
Group III - 30 30
Group IV - 50 50
Group V - 90 90
CS-011-43 Innovation Center + MakerSpace Rentals Per Hour One (1) hour minimum during Library operating hours
Group I - 70 70
Group III - 90 90
Group IV - 100 100
Budget Fiscal Year 2026 Page 11 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group V 150 150 -
CS-011-44 Innovation Center & MakerSpace Tech Use Per Rental Not available for-profit making groups - Applicant assumes all financial responsibility if item(s) are received broken or misused.

Group I 55 55 -
Group III 55 55 -
Group IV 55 55 -
Group V 55 55 -
CS-011-45 Innovation Center & MakerSpace AV Per Rental
Group I-V 55 55 -
CS-011-46 Innovation Center & MakerSpace Staff Per Hour (needed if using tech equipment)Group I-V - 20 20
CS-011-47 Innovation Center Membership - Opportunities Per Duration Adults 19-59
Group III Annually - 23 23
Group III Monthly - 1.92 1.92Group V Annually - 30 30
Group V Monthly - 2.5 2.5
Senior 60+
Group III Annually - 13 13
Group III Monthly - 1.08 1.08Group V Annually - 20 20
Group V Monthly - 1.67 1.67
Youth 18 and under
Group III Annually - 13 13
Group III Monthly - 1.08 1.08Group V Annually - 20 20
Group V Monthly - 1.67 1.67
Family Plan (4 members)
Group III Annually - 65 65
Group III Monthly - 5.42 5.42Group V Annually - 100 100 Group V Monthly - 8.33 8.33
Family Plan - additional family member
Group III Annually - 10 10
Group III Monthly - 0.83 0.83Group V Annually - 15 15
Group V Monthly - 1.25 1.25
CS-011-48 Veterans Memorial Rental Per Hour
Group I - 65 65
Group III - 70 70
Budget Fiscal Year 2026 Page 12 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Group IV 75 75 -
Group V 80 80 -
CS-011-49 Concession Stand use Flat Fee
Group I 375 375 -
Group II 375 375 -
Group III 375 375 -
Group IV 375 375 -
Group V 375 375 -
2 CS-012 Contract Recreation Classes / Activities Per Participant Various Various - 100% Variable fees to recover 100% of costs
Nonresident fees are an additional $10 over resident fees for contract classes and contracted youth sports.
2 CS-014 Senior Programming Per Participant
Per
Contract
Per
Contract
100% -
Resident and nonresident variable fees to recover 100% of ticket costs. A minimum of $10 for all trips will be charged. Nonresident fees per trip are $10 more than resident fees 2 CS-015 City Youth Sports Program Supervision (Ages 4-14 yrs. old) Per Participant 0 - 100% Resident - Early Registration 85 75 10
Resident Registration 85 95 10
Non-Resident Early Registration 115 125 10
Non-Resident Registration 125 135 10
Volunteer Coach Discount - 50% discount for one child's participation fee 2 CS-016 After School Recreation Per Participant 0 - 100% A variety of programs, youth and teen activities
Providing after school recreation activities at various sitesKids Club - Per Week 70 75 5 Additional $10 fee per week for Non-Resident attending CNUSD schools outside of City boundaries.

Kids Club - Late Pick-Up Fee 10 15 5
Per every 15 minutes or portion thereof
2 CS-017 Special Events Vendors Per Participant Various Various - 0 - 100% A variety of special events such as July 4th Parade, July 4th Fireworks, Tree Lighting Ceremony, Concerts in the Park, Family Movie Night, Adaptive Programming, and Senior Center Special Events.

CS-017-01 Special Event Permit Processing Fee
Small Event (50-150 in attendance) 100 - 100
Medium Event (151-299 in attendance) 150 - 150
Budget Fiscal Year 2026 Page 13 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Large Event (300 + in attendance) 250 - 250
CS-017-02 Lost/Damage Fee
Replacement of Lost/Damaged City Issued Items (shirts, supplies, etc.) Per Item - Various
$15 - $40
-
CS-017-03 Parking Lot Usage Fee Per Parking Spot
Use of Public Parking Lots for Special Events
Parking Lot Space (5 Spaces/$75 Minimum) Per Hour - 15 15 CS-017-04 Amplified Sound Permit Fee Flat Fee - 40 40
CS-017-05 4th of July Parade Application Per Participant - Various - 2 CS-018 Refund Processing Fee Per Refund 15 15 0 - 100% - 2 CS-019 Service Provider Permit Fee Per Permit 21 21 0 - 100% - 2 CS-020 Adventure Day Camp - per participant, per week Per Participant 0 - 100% Vicentia Activity Center - Resident 130 135 5Vicentia Activity Center - Non-Resident 180 185 5Adventure Day Camp - Late Pick-Up Fee 10 15 5 per every 15 minutes or portion thereof
2 CS-050 Replace Lost / Damaged Library Materials Per Item 0 - 100% Barcodes-missing / damaged 5 5 -
Lost/Missing Library Materials (Books, DVD, CD, Laptops, Board games, etc.) Price of item or actual cost
to replace
Price of item
or actual cost
to replace
-
Plus processing fee 4 4 -
Plastic Book Jacket 5 5 -
DVD Case 2 2 -
Damaged / Scribbled / Lost / Destroyed book pages or Pamphlet - per page 3 3 - Lost paperback books Actual
Book Cost
Actual
Book Cost
-
Minimum Actual Cost Actual Cost -
A/C Adapter Actual Cost Actual Cost -Battery Actual Cost Actual Cost -Hard Drive Actual Cost Actual Cost -Mouse Actual Cost Actual Cost -RFID tag missing / damaged Actual Cost Actual Cost -AV RFID Tag Actual Cost Actual Cost - 2 CS-075 Passport Photograph Processing Per Photo Set 15 15 100% - 4 CS-1020 Airport Tie Down Rentals Per Rental 0 - 100%
Budget Fiscal Year 2026 Page 14 of 103 Draft - Updated as of 8/3/26

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CITY OF CORONA

MASTER FEE RECOVERY SCHEDULE

MARKET-BASED FEES
Single Engine
Per Month, Per Agreement 60 60 -Per Night Visit 10 10 - Twin Engine
Per Month, Per Agreement 65 65 -Per Night Visit 12 12 - Pay one year in advance, receive one month free
Late Payment Fee 20 20 -
2 CS-1040 Tree Trimming PassThrough 100%
Clearance Prune Actual Cost Actual Cost -
Aesthetic Prune Actual Cost Actual Cost -
Park/Slope Aerial Actual Cost Actual Cost -
Slope Climb Actual Cost Actual Cost -
Group I - Co-Sponsored Groups, City of Corona, and other Government Use Nonprofit, Co-Sponsored Groups, School District, and City of Corona Functions / ProgramsGroup II - Everyone Plays Youth Sports Non-Profit Organizations Resident Groups, Including Nonprofit, Civic, Religious, and Everyone Plays Athletic Youth GroupsGroup III - Resident Non-Profit Groups Resident Special Groups or skill-based competitive, travel, and elite nonprofit youth sports leagues as defined in the Athletic Field Use and Allocation PolicyGroup IV - Resident Private Groups, Profit Making GroupsGroup V - Non-Resident2. Lighting fees are based on actual hourly electrical rates. Hourly light rates are subject to change.3. Aquatic groups or organizations, fees for the use of CNUSD swimming pools, according to the City's joint use agreements, will be $40 per day for High School Pools as schedule permits.4. A reservation application fee is due per "Application for Facility Use", $10 for Groups II and $25 for Groups III-V.6. For rentals at City parks, fields and facilities, any needed repairs, extra cleaning, or damages to the facilities will be charged the actual cost to bring the facility back to the condition prior to rental. 7. Credit card payments are subject to a processing fee, currently approximately 3.3% per transaction, paid by the user. The fee may vary and is subject to change based on rates charged by the payment processor.

CORONA FILM
4 CF-1003 City Hall, Facility Rental - Filming Per Day 0 - 100% Exterior $ 400 $ 400 -$
Interior 800 800 - Plus billable staff hourly rates if needed 4 CF-1004 Historic Civic Center, Facility Rental - Filming Per Day 0 - 100% Exterior 400 400 - Interior 800 800 - Plus billable staff hourly rates if needed 4 CF-1005 Corona Public Library, Facility Rental - Filming Per Day 0 - 100% Exterior 400 400 -

5. A refundable deposit will be required for some facility rentals as well as tournaments and special events using sports fields, turf areas and pools. This deposit is to ensure the facility is returned in its original condition (i.e., clean, with nothing broken or damaged) and the rental agreement guidelines are adhered to (i.e., group arrives/departs on time). The refundable deposit amount will be $200 unless otherwise noted in the Fee Recovery Schedule. An increase in the deposit amount may be required given the nature of the event and at the 'Department's discretion.1. The definitions for the above user groups, as well as applicable rules and regulations for the use of city facilities, are established and updated pursuant to City Administrative Policy No. 500.01 approved by the City Manager.

Budget Fiscal Year 2026 Page 15 of 103 Draft - Updated as of 8/3/26