STAFF REPORT
Meeting Date:
July 7, 2026
BUSINESS
15 SUBJECT: EFFICIENCY & FISCAL SUSTAINABILITY AD HOC COMMITTEE BUDGET
RECOMMENDATIONS
RECOMMENDATION: It is recommended that the City Council:
1. Discuss and provide direction based on the analysis and recommendations outlined in this memorandum.
MEMORANDUM
TO: Members of the City Council and the Laguna Beach community FROM: Councilmembers Sue Kempf and Alex Rounaghi
DATE: July 1, 2026
RE: Efficiency & Fiscal Sustainability Ad Hoc Committee Budget Recommendations
SUMMARY
As councilmembers, we are elected by Laguna Beach residents to represent their priorities and set the City's policy direction. Under our council-manager form of government, we do not run the organization ourselves — we appoint a City Manager and a City Attorney to carry out that direction and manage day-to-day operations, and we hold them accountable for results.
Representing residents well means more than meeting this year's needs — it means stewardship: keeping the City strong enough to serve them not just this year, but for decades to come. No tool expresses that direction more clearly than the budget — the clearest statement of what the City actually prioritizes.
Two questions guided our work over the past several months, and both are squarely ours to ask: Is Laguna Beach on a financially sustainable path for the decade ahead? And are we budgeting and delivering in a way that will keep us there? We ask them not out of anxiety about the future, but out of ambition for it.
Fiscal Year 2026-27 opens our centennial. We can celebrate a hundred years of Laguna Beach while being honest that the next hundred years will demand serious capital investment — in wildfire protection, aging public-safety facilities, and core infrastructure — and that the budget as built today is not yet set up to meet those demands. The Council adopted this budget on June 23, 2026; during those deliberations we previewed these recommendations at a high level and committed to returning with this formal memo for the Council's consideration.
In total, the FY 2026-27 budget appropriates about $170.4 million across all funds against roughly $166.2 million in revenues. The General Fund — the City's main operating fund, about $101.8 million — balances in large part because we transfer roughly $2.3 million from the Capital Improvement Fund to cover
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operations; on an operating basis the General Fund (as set up today) runs a deficit, and our own forecast shows that gap widening.
The adopted budget already reflects real restraint. It includes about a million dollars in service reductions and a net reduction of roughly seven full-time positions, so authorized headcount falls for the first time in recent history. Credit is due for that: the City Manager and staff made genuinely difficult choices to unfund positions and trim spending across departments in a year when the easier path was to hold steady, and that discipline deserves the Council's recognition. It is real progress — but restraint alone will not close a structural gap, and the pressures that make that gap matter are no longer far off.
This memo documents where we stand, explains why our incremental way of budgeting cannot close that gap on its own, and sets out what we ask of the Council in four parts:
(1) govern by outcomes;
(2) identify about $2.3 million in recurring savings or new revenues (not from new taxes) before the midyear update to independently level-set the General Fund so that it no longer requires the Capital Improvement Fund transfer;
(3) build the capacity to leverage technology and innovation to deliver more cost-effective, residentcentered services; and (4) overhaul our capital delivery to advance a comprehensive infrastructure plan.
The adopted FY 2026-27 budget reflects real restraint — it includes about a million dollars in service reductions and the first drop in authorized headcount in years — but it does not yet include the recurring cuts needed to balance operations. The lesson we draw is simple — before the City asks residents for more revenues, every program and contract should make its case, procurement should seek alternatives, and the expenditures already on our books should be scrutinized. To us, the lasting fix is not another round of across-the-board cuts but budgeting from outcomes.
WHERE WE STAND
Laguna Beach has a strong fundamental fiscal condition:
● A stable, predictable, and steadily growing property-tax base — about $59 million next year, 58 percent of General Fund revenue, drawn from roughly 12,000 parcels assessed at $22.3 billion — thanks to California's property-tax structure.
● A strong visitor economy that produces well over $38 million a year in General Fund and other revenues through sales taxes, hotel taxes, and parking revenues. ● Very low debt.
● Full reserves — a 20 percent General Fund operating reserve (about $19 million) plus a Disaster Contingency Fund of roughly $7.4 million (7.3 percent of General Fund spending, against a 10 percent target) — comfortably above the GFOA's recommended minimum of about two months (roughly 17 percent) of operating revenue, a level GFOA says disaster-prone, tourism-dependent governments like ours should exceed.
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Increased expenditures have also advanced critical policy goals:
Fire Department:
● Wildfire safety: the question is not if but when the next wildfire happens. The City has committed more than $30 million since the 2019 Wildfire Mitigation and Fire Safety Plan — now a sustained annual program rather than a one-time push — including new fuel-modification zones that surround the city and an expanded outdoor siren-warning system. The City's response to the Rancho Fire showed the value of that fuel modification and preparedness, and the 2025 Plan update will require further, ongoing investment.
● Utility undergrounding: burying overhead lines along wildfire evacuation routes through costshared neighborhood assessment districts, to which the City contributes 10–20 percent (about $2.7 million for Woods Cove, $1.4 million for West Street, and $950,000 for Fairview/LaBrea), plus Coast Highway evacuation segments — reducing fire risk and public safety power shutoffs (PSPSs).1
● First new fire station in 55 years: the City will soon start constructing Fire Station 4, built to modern seismic standards — with a commitment to bring our three other aging stations up to that standard. ● In-house ambulance program: the City created a municipal ambulance-transport program (now 12 full-time and 20 part-time operators) with licensed paramedics on roughly two-thirds of the force.
It strengthens medical response — about two-thirds of Fire calls are medical — and almost entirely pays for itself through transport fees.
● Additional firefighters: for the first time in decades, the City added three firefighters (FY2025-26), allowing four-person engine staffing — the national NFPA 1710 standard, which NIST research finds completes fireground tasks about 25 percent faster than three-person crews and lets a crew begin an interior attack without waiting for a second unit. This investment, among others, helped the Department earn an ISO Class 2 rating (top 4 percent nationally), which enhances safety and can lower residents' and businesses’ fire-insurance costs.
Police Department:
● Fully funded law enforcement: with the department down to about 42 of 55 sworn officers, the Council approved a 19 percent raise over three years (10 percent upfront) in January 2023 to compete regionally and cut turnover. It worked — reducing vacancies and helping the City attract and retain high-caliber officers.
● The City invested in Flock Safety automated license-plate-reader cameras — a low-cost, forcemultiplier tool for investigating and deterring crime that complements the sworn-staffing investment.
● As a result of these investments, Laguna Beach ranked 1st among Orange County beach cities with the lowest violent crime per capita and 2nd for property crime (2024 California Department of Justice data), even as we host more than six million visitors a year. 1 City of Laguna Beach, City Services & Budget Presentation (Town Hall, Feb. 19, 2026).
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Water Resources:
● The City approved its first-ever Wastewater Master Plan and Stormwater Master Plan, and reached a favorable agreement at the SOCWA Coastal Treatment Plant to advance recycled water and manage long-term wastewater costs.
● And through the Laguna Beach County Water District, the City helped secure a historic regional groundwater-well agreement (with Newport Beach and Fountain Valley) that will supply up to twothirds of the District's water and cut reliance on imported supply by 2028. ● We have an opportunity to embrace an integrated and resilient approach to water resources that will benefit future generations.
Marine Safety:
● Marine Safety is the clearest case of a policy choice becoming a permanent cost. Its 17 full-time positions guard 7.5 miles of coastline, and its budget — about $4.9 million — more than doubled mainly because the City took over South Laguna's beaches from the County in 2023, adding Aliso Beach and South Laguna lifeguarding, restrooms, day-porter and maintenance service, and security, with two more full-time officers funded by Measure LL.
Visitor Impacts:
• Regional growth is steadily feeding that visitor load. Over the past decade the population within easy day-trip range has surged — Irvine alone grew about 45% (to ~315,000), and the Inland Empire added several hundred thousand residents (now ~2.66 million) — almost all of it inland housing with no coastline of its own. As the City Manager notes, those residents see Laguna as their go-to beach, which helps explain why about 95% of our 6.3 million annual visitors are day-trippers who drive up service costs without significant offsetting revenues. • We should be equally candid about the challenges. Laguna is a community of about 23,000 residents running a full-service city — we have our own Police, Fire, and Marine Safety — for a population that swells many times over. That model is why we staff roughly 16 positions per thousand residents — well above the 10 to 12 of comparable cities — and why personnel is about 70 percent of the General Fund.
• Public safety alone is roughly half of all City spending — police 25, fire 20, and marine safety 5 percent — and those costs have climbed fast: since 2020-21, fire is up about 69 percent, police about 40 percent, and marine safety about 130 percent (measured in part from a pandemic-suppressed 2020-21 base, and, for Marine Safety, the City's takeover of South Laguna's beaches). As the department investments above show, that growth reflects deliberate policy choices versus bureaucratic drift.
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The pressures ahead are visible now and do not all peak together:
Cost pressure Impact Timing
CalPERS pension (UAL) Peaks at $10.6M in FY2029,
then declines to ~$6.0M by
FY2037
Peak FY27-29, recedes
South Laguna fund exhaustion ~$2.8M/yr shifts onto the
General Fund
~FY29-30 (≈4 yrs)
Replacing the capital-tooperations transfer~$2.3M/yr recurring gap Now, ongoing Wildfire mitigation program >$25M committed since 2019
(+$2.2M this year); tens of $M
more ahead
Multi-year, including
utility undergrounding
contributions and
ongoing maintenance of
FMZs
Public-safety & civic facilities
(Facilities Master Plan)
~$300M in 20-year needs
citywide; Fire Station 1 first
No funding source
Insurance Fund shortfall $3.6M one-time transfer (fund
would otherwise go negative)
FY26-27, though more
investment here is
needed.
Reduction in Revenue with a
Major Hotel out for Renovation
About $500K per year Starting in this FY,
lasting for two FYs.
Pensions:
On pensions — with our unfunded actuarial liability (UAL) being our largest long-term obligation — the news is better than the headline. The total unfunded liability is roughly $80 million as of mid-2025 ($28 million Miscellaneous, $51 million Safety) — down from about $95 million a year earlier, as strong returns lifted funded ratios into the high 70s — and next year's required payment rises to $9.1 million, up 27.5 percent — part of a roughly $2.3 million increase in pension costs in FY 2026-27.
But, barring a big market downturn, this peak truly is a peak: the City's own schedule (see chart below) shows the CalPERS payment cresting near $10.6 million in FY 2029, holding through about 2030-31, then declining every year to about $6 million by FY 2037.
The pressure is shared statewide: CalPERS is about 78 percent funded, held its 6.8 percent discount rate for 2025, and a strong 11.6 percent return in FY 2024-25 should ease our costs when it reaches local rates in FY 2027-28. We estimate a 7.5% to 8% return for CalPERS following the June 30, 2026 year-end of their FY 2025-26 investment year, which should further help our local rates.
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Remember too that a significant majority of our current employees are within the Public Agency Pension Reform Act (PEPRA) tier, which has almost no unfunded liability. It’s the legacy retirees – representing close to two workforces – where the lion’s share of the UAL costs reside.
Cost Reductions Approved in the Budget:
We are also already cutting. The final budget removes or un-funds six regular full-time positions and three limited-term Associate Planners, converts two part-time Jailer posts into one full-time, and adds a Records Management Coordinator — a net reduction of about seven full-time positions, plus a roughly 5 percent trim to part-time hours, so authorized headcount falls for the first time in years. That restraint is notable against the growth behind it: the City added roughly 86 full-time positions since FY 2017-18, mostly after COVID — ambulances and emergency preparedness, park rangers, South Laguna and Measure LL services, Community Development to clear a permit backlog, and support staff. We will need roughly $2 million more in structural reductions — but cuts alone cannot close a gap of this kind.
We are not alone in this. Across Orange County, cities face the same squeeze — public-safety and personnel costs outrunning a tax base that has not kept pace. Anaheim is closing a roughly $64 million general-fund gap with one-time funds; Huntington Beach used a portion of their reserves for capital projects – their operational budget is balanced this year but warns of a large deficit next; Santa Ana projects a $30 million shortfall when a sales-tax measure sunsets in 2029; and Buena Park, La Habra, and Seal Beach have all turned to sales-tax increases. Even Irvine faces fiscal challenges. That the problem is regional and structural is precisely why the answer cannot be one-time fixes — and why how we budget matters.3 3 “Orange County Cities Scramble to Patch Budget Gaps,” Voice of OC (July 2025). https://voiceofoc.org/2025/07/orangecounty-cities-scramble-to-patch-budget-gaps/
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THE STRUCTURAL CHALLENGE
The deeper challenge is not any single number; it is our method. Like nearly every city, Laguna budgets incrementally — in the Government Finance Officers Association (GFOA's) words, “last year's budget becomes next year's budget with changes around the margin.” That approach endures for reasons the GFOA credits: it is simple, offers line-item control, and is predictable. But the GFOA's Rethinking Budgeting initiative names its weakness plainly: the traditional process “is unsuited to address emerging and complex community challenges” and is prone to a “collective action problem that results in overuse of public resources” and “ongoing financial stress.” For a city facing the shifts above, a method anchored in precedent is backwards. By treating last year's budget as the starting point for this year's, we anchor our priorities to the past instead of the future.
The remedy the GFOA describes is to start from outcomes — identify the community's highest priorities, define the problem, and fund the most promising strategies — so the question shifts from “what do we cut” to “what do we keep.” The GFOA notes that under traditional budgeting “elected officials feel like passive participants,” while an outcome-based process “gives elected officials agency to set the strategic direction of the budget.” A deficit cannot be closed by a council going line by line through thousands of committed entries across dozens of funds; our job is to set the outcomes we want and hold the organization accountable for them.
This is not a call to rebuild the budget from zero each year. The GFOA is explicit that incremental budgeting “could be useful and a wise strategy in some cases” — a valuable service performing well can continue — and its design principles (use leverage points, take smart shortcuts, avoid burnout) keep the effort focused rather than exhausting. It is a call to budget around results and tell residents a clearer story about what their money buys. None of this is foreign to Laguna: our Measure LL Oversight Committee urged the City, from its FY 2016-17 through FY 2019-20 reports, to have departments “develop performance measurements to help recognize success and identify problem areas.” We should finally act on what residents' own oversight committee asked for nearly a decade ago.
In short, we’ve used the same or similar format of our budget for the past many years – we could add more specificity and clarity to it, for the benefit of all. Similarly, guidance about budgeting is across multiple documents (including Council resolutions) - these could be better delineated in one place, with comprehensive financial policies relating to the Budget.
WHAT WE ASK OF THE COUNCIL
A single objective runs through these recommendations: targeted investments in technology, data, and organizational effectiveness to improve service outcomes, increase efficiency, and make the most of limited public resources. They track the Council’s own strategic priorities, with wildfire safety and fiscal sustainability foremost among them. We group them in these three parts:
• Modernize how we budget, embrace outcomes, and adopt comprehensive financial policies, • Secure Fiscal Sustainability through efficiency and technology, without new taxes. This may include:
o Integrating operational efficiencies better into the organization o Embracing AI as a tool to innovate how we approach services; and o Navigating through time-specific hurdles such as our PERS costs’ peaking, hotels off-line, and the ending limits of the South Laguna Fund.
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• Fix our capital project delivery pacing, prioritization, and final delivery.
We are candid that budgeting from outcomes is a method, not a money machine — it reallocates and clarifies, but closing the gap will take this discipline together with the near-term savings, capital reforms, and grants below, and, if those fall short, an eventual revenue conversation with residents. To keep the list manageable, we also flag what we seek now: a first set to adopt with this budget (the performancemanagement framework, the roughly $2 million in mid-year savings, and a capital delivery-improvement plan); a second set on which we ask the Council to direct staff to return (the ACM/COO mandate, the AI pilots, the comprehensive infrastructure plan, and the grants partnership); and a third set to study before acting (including the consolidated capital plan, a wastewater governance review, and a new strategy on pensions that may redeploy other funding for additional discretionary payments).
A. Modernize How We Budget / Embrace Outcomes / Adopt Comprehensive Financial Policies The lesson of the pages above is that a structural gap cannot be closed by a Council going line by line through thousands of largely committed entries across dozens of funds. Our job is to set the outcomes we want and hold the organization accountable for them — in the budget, and in every program, contract, and policy we touch. The reforms below are the instruments that make that possible: measures that tell us whether programs work, and audits that ask not whether the books are accurate but whether the money buys results.
● Build a permanent performance-management framework — built on outcomes, not workload. ○ The City already tracks performance measures, but most are workload counts — how much we do (permits processed, calls answered, tons collected), not whether the outcome improved.
○ Workload data cannot show the Council where a dollar buys the most, so it does not support the budget tradeoffs we need to align spending with today's challenges. ○ Start instead with a few outcome metrics for four departments where the data already exists — the City Attorney's Office, City Manager's Office, Community Development, and Police — on a public dashboard (Attachment A).
○ Define what each program is meant to achieve before measuring it — for Laguna Local, for instance, is the goal reducing parking demand, improving mobility, supporting local business, or resident access? — then review and refine the measures over time, adding departments as the City gains experience.
● Build our data capacity, starting with Laguna Local. The City today has limited operational data to support some of the decisions it is being asked to make; the aim is a culture of datadriven decision-making. ○ Use the new TripShot system to right-size the on-demand service (about $1.37 million a year, at a high cost per ride) against its intended purpose. ○ Require providers themselves to recommend improvements — drawing on their experience with peer agencies — keep City ownership of the data (Attachment B), and tie every measure to outcomes.
● Adopt an annual performance-audit workplan.
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○ We require an annual financial audit but not performance audits, which ask whether existing programs deliver efficiently.5
○ Adopt a yearly workplan of three to four performance audits, linked to the Key Performance Indicators (KPI) program; begin with a core financial or operational function; tie a portion of leadership evaluations to agreed-upon outcomes; and review our metrics annually. ○ The recommendation is grounded in our own experience: the City recently commissioned an assessment of the Finance department, and staff found real value in it.
B. Secure Fiscal Sustainability through Efficiency and Technology, without New Taxes.
Governing to outcomes by overhauling our budget process is the long-term solution; the near-term test is bringing fiscal sustainability to our General Fund operations. In addition to bringing back recommendations to update the FY 26-27 budget to eliminate the $2.3 million required transfer from the Capital Improvement Fund to the general fund, we believe that the City can further embrace technology and efficiencies to advance fiscal sustainability while maintaining high-quality services for residents. ● Set a goal to identify roughly $2.3 million in annual recurring reductions or additional offsetting revenues (that are not new taxes) for an initial Q1 update. ○ Direct the City Manager (and the ACM/COO once seated) to bring a package of recurring reductions to the mid-year review, drawn from the audit's candidates. ○ Detail them in the companion model and a separate request to the City Manager, replacing one-time capital-transfer dollars with ongoing savings. ○ Separately, review city-owned and income properties — lease terms, rents, and sale-or-lease potential — for savings or revenue without cutting service. ○ Provide a regular, quarterly update of our existing long-term fiscal forecast, starting with the FY 2026-27 Q1 Update.
● Revenue Opportunities as Cost Offsets
○ Evaluate the potential long term revenue opportunities with a sale or lease arrangement of the Community and Recreational Center (CRC) property.
○ A portion of the investment portfolio is significantly underperforming due to legacy (preMeeder) investments that were placed in an very low rate interest environment with long maturities at returns way under market. Roughly 22% of the portfolio is affected, however, most of these underperforming (potentially $4 million in total interest foregone) investments mature (about $28M) this year and will be invested by Meeder likely at a more strategic and balanced rate of return.
5 Performance audits are distinct from the City's annual financial audit: under the U.S. Government Accountability Office's Government Auditing Standards (the “Yellow Book,” or GAGAS), they provide objective analysis of a program's economy, efficiency, and effectiveness in order to improve operations. They are an established local-government practice; leading offices such as Long Beach's independent City Auditor and San José's Council-assigned auditor publish each recommendation's projected savings and track it until implemented. See GAO, Government Auditing Standards (2024 rev.); GFOA performancemanagement best practices.
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○ To advance fiscal sustainability and organizational efficiency, Meeder should be investing all funds with the exception of those funds necessary for overnight liquidity. This aligns with the Council’s previous direction to outsource investments. ○ We would like the Finance Department to propose the most efficient method of auditing TOT (especially short-term lodging) remittances to ensure that all operators are paying taxes owed to the City.
○ Concerts at the Irvine Bowl, if properly managed, could generate a few million dollars a year in general economic benefit (including revenue to the City from ticket tax, sales tax, TOT and parking revenue).
○ We successfully worked with the City Manager to negotiate with Townsend Public Affairs to add grant services to their scope of work at no extra cost; hopefully this yields additional grant opportunities.
• Leverage AI and innovative technology to deliver more cost-effective, resident-oriented city services.
o Ad Hoc Committee will form an informal AI Advisory Group with residents who have expertise; this group will collaborate with staff to identify opportunities to leverage AI to improve service delivery. The Ad Hoc will bring back an AI policy based on the San Jose’s coalition.
o Implement a short-term pilot AI project for Community Development (zoning plan check, application completeness check), followed by a longer-term Request for Proposals. This pilot will allow for streamlined processing of plans while ensuring that city staff ensure accuracy of returned comments.
o Direct the City Manager to come back to Council with a contract for Claude’s Anthropic for appropriate city departments. This may leverage a 50% discount that local governments are eligible for under Governor Newsom’s newly announced partnership with Anthropic. ● Restructure around an Assistant City Manager serving as Chief Operating Officer, as recommended by the City Manager.
○ The adopted budget already unfreezes an ACM position (about $315,500); the opportunity is to define its mandate.
○ Like a corporate COO, it should own internal execution, operations, and performance — freeing the City Manager, as CEO, for policy, the Council, and the community. ○ Make the position accountable for organizational effectiveness, process improvement, performance management, data-driven decision-making, and the citywide KPI program, and for leading the mid-year reduction package; search beyond traditional municipal backgrounds — including operational leaders from complex public or private organizations; and study peer cities that adopted the model.
C. Fix our capital project delivery pacing, prioritization, and final delivery.
As a 100-year old City, we have significant deferred investments in our facilities. These infrastructure investments are critical and require comprehensive planning and prioritization to effectively deliver. While
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we have several different Master Plans, it is critical that we have one comprehensive infrastructure plan that looks at the next 20 years and clearly outlines for the Council and community what will be rebuilt when, with what funds. Instead of adding new projects that are not feasible based on staff capacity and funding resources, the Council must prioritize adding projects in the context of the comprehensive plan.
This allows for effective Council prioritization of projects and enhances staff accountability for delivering.
This also allows us to ensure that City Staff do not focus on planning exercises for projects that cannot be funded.
We appear to have about 70 active and inactive CIP projects, some dating back to 2017 start dates. While the funds sitting there are invested in our investment portfolio, we believe that our largest opportunity and our largest risk may both sit in the capital program, and the problem has to be understood before the fixes make sense.
Year after year the City thoughtfully appropriates $7-8 million in funds into the Capital Improvement Fund, but this can be more funds than can be expended annually. In FY 2025-26 it projects spending only about 25 percent of the $75.2 million available, carrying roughly $56 million forward (some carryover is normal for multi-year capital, but a one-quarter spend rate and a compounding backlog go well beyond that).
What we see as the ideal way of addressing this concern – to have or complete:
1. A concerted effort to winnow down the existing list of legacy projects on the books.
2. As noted, a comprehensive infrastructure plan (developed in house) that very simply integrates all existing Master Plans and other planning documents into a Council- and community-aware approach. a. This should consider capacity as well as priorities. b. The comprehensive infrastructure plan and the master plans should be all made available for public and Council review.
c. The City Manager should come back with three tiers of recommendation as to project prioritization – one that assumes more funding, one a moderate level of funding, and one with minimal funding – based on each Master Plan.
3. A recommendation as to how to best deploy idle funds currently programmed for projects (and that may be years away from execution) for more cost-effective effort such as to make additional pension payments.
4. A plan or method to optimize Public Works’ scope of responsibilities (which includes things we can see and things that work while we don’t see them), including whether Wastewater is appropriately placed within the Public Works Department or the City itself (versus a special district).
CONCLUSION
The City of Laguna Beach, like most cities as referenced in this document, is facing upward cost pressures.
While some of these pressures reflect policy choices over the years, the cost of public safety agencies, fire
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mitigation/fire safety investments, pension liability, community development bottlenecks, poor investment results and inefficient capital utilization are causing general fund shortfalls.
While the City still maintains solid reserves, more scrutiny of departmental budgets will likely yield both one-time and ongoing savings. We recognize that this will involve tough choices – in some cases, programs may not meet the vital needs test at all. In others, program changes may impact service levels that are “nice to have” but simply not sustainable.
We sincerely look forward to this discussion with our colleagues, the City staff, and the community.
ATTACHMENTS
A. Initial Set of Performance Metrics (Pg. 13)
B. Governing by Outcomes in Practice: A Worked Example (Pg. 14) C. Example of Potential Department Level Goals Based on 2026 Council Priorities (Pg. 15) Submitted By: . Approved: .David A Kiff
Report Prepared By: Coordinated With:
Sue Kempf, Council Member
Alex Rounaghi, Council Member