Strategic Plan Implementation
Progress Report
Fiscal Year 26, Q4
City Managers Office
The Plan
• 1 Vision
• 1 Purpose
• 6 Value Statements
• 6 Goals
• 21 Objectives
• 138 Strategic Actions
• 125 Performance Indicators &
Milestone Measures
1 VISION
Corona will be a safe, vibrant,
family-friendly community.
2 PURPOSE
Create a community
where everyone can thrive.
3 VALUES
We are Bold
We challenge the status quo in our relentless pursuit to rethink how we do business. We are on a mission to
innovate, modernize services, and bring government
into the 21st century.
We are Humble
Everyone has a role to play, and we find purpose in
doing our part. We own mistakes and learn from them
to become better. We value feedback, embrace our
vulnerabilities, and take time to celebrate others.
We are Driven
We have strong work ethic and tackle issues head on,
even the tough stuff. We anticipate problems, develop
creative solutions, and push ourselves to be better.
We are Honest
We strive to do what is right, not what is easy.
We keep our commitments and take responsibility
for results, even if things go wrong.
We are Kind
No matter who you are or where you are from,
you’re welcome here. We embrace diversity, treat
people with dignity, and genuinely care for
others.
We are a Team
We give voice to our community. We trust and
honor the process of collaboration. We achieve
more together.
4 GOALS
Financial
Stability
Safe
Community
Sense of
Place
Strong
Economy
Sound
Infrastructure
High Performing
Government
5 FY26 Q4 Progress Report
Projects, Performance Measures & Milestones
Available on
City of Corona Envisio Progress Report
6 Financial Stability
Progress Highlights
Review and update
the City’s
purchasing process
to ensure it follows
best practices.
Identify core
services and service
levels for both
mandated and nonmandated services.
Increase the
percentage of
services funded via
external sources.
Utilize Strategic
Plan to guide
future financial
decisions.
7 Financial Stability Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
POB Balance (in millions) $207M $187M ↓ $0M
% of GO Debt Capacity Used 5.85% 5.21% ↓ < 10%
Debt Payments as a % of Operating
Budget
8.49% 7.85% ↓ < 10%
*Outstanding Debt per Capita *$1,766 $1,659 ↓ < $2,000
Unfunded Pension Liability (in millions) $108.32M $97.8M ↓ $0M GO Bond Credit Rating AA+ AA+ - AAA
Diversity of Revenue Sources 14 14 - < 50% from
sales tax
*Outstanding Debt per Capita data changed and updated after the FY 25Q4 Strategic Progress Report to Council. 8 Strong Economy
Progress Highlights
Redevelop the Corona
Mall Properties, secure
tenants.
Explore opportunities
to bring additional
hotels to support larger
conferences,
gatherings, and events.
Build partnerships and
programs that support
youth and adult
development to ensure a
prepared and skilled
local workforce.
Live Corona: Build a
resilient local
economy by
connecting local job
seekers with Corona
Employers.
9 Strong Economy Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
# of Companies Supported via Team Corona
Meetings/Businesses Assisted, Supported,
and Promoted
57 57 - >30
# of Corona Mall Properties Redeveloped 28 28 - >3
% of Business Resources that can be
Accessed in Spanish
60% 60% - 100%
% of Commercial Brokers Engaged With 60% 55% ↓ >20%
% of Small Businesses that Remain Open
One Year after Participating in
Entrepreneurship Programs
100% 100% - 100%
% of Emprendedor@s Graduates that
Successfully Launch their Business
100% 100% - 100%
10 Sound Infrastructure
Progress Highlights
Establish consistent
quality and maintenance
standards and
inspections for city
parks and recreation
facilities.
Develop a bicycle master
plan to expand transportation
options, improve cyclist and
pedestrian safety, and
increase grant funding
opportunities.
Modernize traffic
cameras and explore AI
to optimize traffic
flows.
Develop a long-term capital
reserve/asset management
funding policy for maintaining
and replacing infrastructure
assets.
11 Sound Infrastructure Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
% of Street Signs Replaced within Target
Timeframes (30 days)
100% 100% - >95%
Town-wide Average Street PCI Rating 72 71 ↓ >70%
% of Residents Rating Recreation Facilities as Good
or Excellent
65% 66% ↑ >65%
% of Residents Rating the Availability of Paths and
Walking Trails as Good or Excellent
64% 65% ↑ >65%
% of Residents Rating the Bike Lanes as Good or
Excellent
62% 62% - >60%
% of Residents Rating the Quality of Public Parks as
Good or Excellent
74% 76% ↑ >75%
12 Safe Community
Progress Highlights
Expand resident
engagement and
involvement in police and
fire support efforts (e.g.,
Citizens on Patrol,
Neighborhood Watch).
Provide preparedness
training courses and
certifications.
Continue to
Implement the City’s
Homelessness
Strategic Plan.
Explore
opportunities to
adopt best practices
and computer aided
dispatch systems.
13 Safe Community Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
Average Police Response Time to
Priority 1 Calls
00:05:11 00:06:08 ↑ <0:05:40
Average Police Response Time to 90%
of Priority 1 Calls
00:04:22 00:05:02 ↑ <0:04:45
Medical Calls – Response Time 90th
Percentile Performance
00:06:44 00:06:48 ↑ <0:07:11
Average Response Time to All Fire
Incidents
00:05:19 00:05:40 ↑ <0:05:30
*Property Crimes 546 452 ↓ <800
% of Community Satisfaction Rating of
Public Safety Efforts
69% 71% ↑ >65%
Number of Homeless Individuals Within
the City
108 108 - <90
*Property Crimes data changed and updated after the FY 24Q4 Strategic Progress Report to Council. 14 Sense of Place
Progress Highlights
Utilize volunteer-led
hikes to help
residents become
familiar with trail and
park opportunities.
Increase large-scale
recreation events
(sports-themed, food,
etc.) that provide the
community with both
social and economic
benefits.
Increase the City’s
support,
coordination, and
partnerships to
enhance veteran
services and
programs.
Designate the
Historic Civic Center
as Corona’s center
for the arts and
relocate all non-arts
lessees.
15 Sense of Place Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
% of Residents Rating Corona as a Place to Live as
Good or Excellent
83% 84% ↑ >85%
% of Residents Rating Corona as a Place to Raise a
Child as Good or Excellent
83% 82% ↓ >80%
% of Residents Rating the Overall Image or
Reputation of Corona as Good or Excellent
69% 70% ↑ >65%
% of Residents Very Likely to Recommend Living
in Corona to Someone Who Asks
87% 88% ↑ >90%
% of Residents who say, given the chance to start
over, they would choose to live in Corona Again
83% 83% - >85%
% of Residents Rating the Community’s Openness
and Acceptance Towards People of Diverse
Backgrounds as Good or Excellent
75% 75% - >75%
16 High Performing Government
Progress Highlights
Streamline and
simplify the process
for recruiting and
hiring new
employees to
reflect best
practices.
Replace the Enterprise
Resources Planning
System.
Develop metrics to
gauge City’s success or
failure at meeting or
improving upon service
levels.
Develop annual
department
work plans
based on the
Strategic Plan
and the City’s
budget.
17 High Performing Gov’t Performance Report
Measure FY25 Q4 FY26 Q4 Trend Benchmark
% of Major City Services that are Offered Virtually 88% 90% - >80% % of Residents Rating the Overall Direction the
City is Taking as Good or Excellent
59% 61% ↑ >60%
% of Residents Rating Overall Quality of City
Services as Good or Excellent
68% 67% ↓ >70%
% of Residents who Believe All City Residents are
Treated Fairly
64% 64% - >70%
% of Residents Rating Value of Services as Good
or Excellent
47% 46% ↓ >50%
Employee Turnover Rate 4.2% 3.1% ↓ <5%
18 74%
20%
6%
YEAR 5 (FY 26)
Completed
On Track
Work Underway
Implementation Summary
94% ‘Complete’ or ‘On Track’ to Complete 19
Q4 By the Numbers
Operational Performance Update
20 100,845
Registered Library Users
7,828
Library Program
Participants
11,512
Trees Trimmed
1,134
Trees Planted
8,848
Recreation Activity
Participants
670/ 4,842 Hours
Community Volunteers
3,300
Attendees @
Special Events
1,315
Trees Removed
Community Services
21 Homelessness
705
CPD Homeless Related
Calls for Service
86,972
Weight (lbs) of Debris
Removed
93 Emergency Shelter
Clients Served
382
City Net Street
Outreach & Engagement
Contacts
4 Permanent Housing
Placements
77 Emergency Shelter
Beds Available 22
Community Engagement
9,755,241
Social Media Impressions
605,660
Website Visits
3,125,956
Total Video Views
150,237
Emails Opened
315,474
Total Social Media Audience
481,871
Social Media Engagements
23 SeeClickFix
774
Total Tickets submitted
1.26 Average days to
acknowledge
11.5 Average days to close
2,232
Street Maintenance Tickets
34,887 sqft
Graffiti Removed
107
Graffiti Tickets
422
Parkway Maintenance Tickets
(Landscape and Trees)
24 28
Live Work Corona
Pledges
241*
New Businesses
57 Businesses Assisted,
Supported, & Promoted
1,390*
Business License
Renewals
30 Business Outreach &
Visitations
1 Partnership events with
* This number reflects business with physical locations in Corona. the Corona Chamber 25
INSPECTION
SERVICES
PLANNING
SERVICES
124
Applications Processed
100%
Applications Processed on
Time
21 Average Days to Process
Applications
(Does not include over the counter
permit)
NA
Satisfaction Rating
PLAN
CHECK
667/957
Building Plan Checks
957
Permits Issued
99%
Plan Checks/Permits
Processed on Time
86.3%
Satisfaction Rating
DEVELOPMENT
SERVICES
417
Plan Checks/Permits
Issued*
99%
Plan Checks/Permits
Issued on Time*
8 Avg. Days to Review Plan
Checks/Permits
60%
Satisfaction Rating
2,576/887
Building/Infrastructure
Inspections
100%
Inspections Completed
on Time
1 Avg. Days to Complete
Inspections
NA
Satisfaction Rating
CODE
COMPLIANCE
555
Cases Opened
844
NOVs Issued
547
Cases Closed
268
Citations Issued
(Dry Utility, Grading, TTM/PM Plan Checks
& Permits)
Planning & Development
26 Public Works
TRAFFIC
ENGINEERING
240
Work Orders
Completed
(signing, striping, curb painting)
170
Traffic Signals
Maintained
126
Traffic Plan
Checks
CAPITAL
PROJECTS
82 Active CIP Projects
60 Planning/Design Phase
25 Out to Bid/Under
Construction
4 Projects Completed
STREET
MAINTENANCE
2,232/2,102
Work Orders
Received/Completed
7,577
Curb Miles Swept
135
Streetlights Repaired
1,935
Sidewalk, Curb, Gutter
Replaced
FLEET
418/125
Scheduled vs.
Unscheduled Repairs
318
Vehicles & Equipment
Inspected
21/39
Fire Apparatus
Inspections/
Unscheduled Repairs
NPDES
INSPECTIONS
18 Commercial/Industrial
Inspections
45 Construction Site
Inspections
22 Illicit Connections &
Discharges Identified
TRANSIT
30,083
Corona Cruiser
Ridership
11,615
Dial-a-Ride
Ridership
27 220
Vehicles
Towed
148
Fire Calls
350
Fire
Inspections
4,044
Calls for
Service
3,433
Medical Calls
21,428
Calls
for Service
05:02
90% of response
time falls under*
802
Parking
Citations
5:40
Average
Response Time
2,300
Vehicle
Citations
1,161
Arrests
51%
Response rate at
5:00 mins or less*
82%
Response to
medical calls at
6:00 mins or less
65%
Response to fire
incidents at 6:00
mins or less *Response to Priority 1 Calls
Public Safety
*Response to Priority 1 Calls
28 BILLING &
ADMINISTRATION
3:37 Minutes
Average Speed of Answer
140,548
Bills Mailed
8,879
Customer Service Calls
41.2%
Auto Pay Subscriptions
UTILITIES
MAINTENANCE
1231/1242
Work Orders
Received / Closed
141,361
CCTV Inspected
209,730 LF
Sewer Mains Cleaned
9,704
Meters Replaced
ELECTRIC
UTILITY
97.32%
Time Power is On
127,521
Mins. w/ Power
3,519
Mins. w/o Power
2 Electrical Outages
WATER
UTILITY
2.627 Billion Gal.
Water Treated
1,293/100%
Water Samples /
Compliance Rate
0.973 Billion Gal.
Wastewater Treated
1,235/100%
Wastewater Samples/
Compliance Rate
Utilities
29 INFORMATION
TECHNOLOGY
4,932,246
Total Cyber Attacks
Deflected
3,268
IT Service Requests
Completed
#5
National Ranking for
IT Services
(Pop. 125K-250K)
CLERK’S OFFICE
316
Public Records
Requests
7 Agendas Published
24 Claims Received
8 Subpoenas Processed
HUMAN RESOURCES
20 Jobs Posted
30 New Hires
24 Promotions
32 Separations
PURCHASING
8 Bids Issued
379
Contracts Executed
362
Purchase Orders Issued
1,108
P-Tracks Completed
ACCOUNTING
97%
Invoices Paid within 30
days
6,964
Invoices Processed
35 Consecutive Years
Receiving GFOA Award
Internal Support
30 Downtown Revitalization Progress
North Mall: Phase 2 demolition has commenced; all
suites acquired; completing the SLA process to
identify a development partner
The Hub: Two additional tenants signed, additional
recruitment ongoing, food hall construction bidding to
commence this quarter
6th Street Transformation: Design on schedule
Innovation Center: Construction complete, ribbon
cutting in August
City Park: Final approvals coming to City Council
HCC: Non-arts tenants relocating, renovation work
commenced, preparing new lease for CAT
BID Formation: Evaluation completed, formation
paused
31 Questions?
(951) 415-9458
[email protected]
www.CoronaCA.gov