Finance and Management Services
www.santa-ana.org/finance
Item # 21
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
April 7, 2026
TOPIC: Early Direction for the Fiscal Year 2026-27 Budget
AGENDA TITLE
Early Direction for the Fiscal Year 2026-27 Budget
RECOMMENDED ACTION
Provide direction to staff for the preparation of the proposed FY 2026–27 budget.
GOVERNMENT CODE §84308 APPLIES: No
EXECUTIVE SUMMARY
The City’s General Fund is estimated to face a structural deficit of approximately $19 million before adjustments in FY 2026-27, driven by rising personnel costs, pension obligations, contractual commitments, and continued expenditure growth outpacing trends in recurring revenue. While the City remains financially stable in the current fiscal year, corrective action will be necessary to maintain long-term fiscal sustainability.
As part of the FY 2026-27 budget development process, City Management is actively working with department directors to evaluate operations and identify opportunities to eliminate duplicative, outdated, or inefficient service delivery models. This review includes an assessment of discretionary programs, ongoing General Fund subsidies, internal service structures, and cost recovery practices to ensure that resources are aligned with core priorities.
Staff is presenting this Early Direction report to provide the City Council with an opportunity to review potential strategies, including expenditure reductions and revenue enhancements, prior to development of the Proposed Budget. The objective is to ensure recurring expenditures are supported by recurring revenues while maintaining essential services and protecting the City’s long-term financial position.
DISCUSSION
This Early Direction agenda item marks the start of the City Council’s deliberations for the upcoming FY 2026–27 budget. The report has two purposes: to provide information relevant to the FY 2026–27 budget and future fiscal years, and to request direction from
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the City Council. City Council is scheduled to review the proposed budget in May, followed by a public hearing in June.
Community Engagement
City staff presented the FY 2026–27 Budget Calendar and Community Engagement Plan to City Council on December 5, 2025. Community engagement activities began in January 2026. These initial efforts marked the start of a broader outreach process designed to provide residents with multiple opportunities to learn about the budget and share input on spending priorities.
Engagement activities will continue throughout early 2026 through Listening Tour visits in each City Council ward, where City staff will meet with residents to discuss the budget and hear their priorities for FY 2026–27. These visits will take place at neighborhood association meetings and community events across the City. Feedback gathered through these discussions, along with responses from the City’s year-round budget priorities survey available on the Budget Office website, will be summarized and shared with the City Council during scheduled budget workshops.
Budget Process
The City Manager’s Office and Finance and Management Services Agency have conducted internal budget meetings with departments to review budget requests and staff priorities. After reviewing these requests alongside City Council priorities identified during the Early Direction discussion and community input gathered through the budget outreach process, Finance will work with the City Manager’s Office to develop a proposed budget for City Council consideration in May.
General Fund
While the current FY 2025-26 General Fund budget is balanced, the City’s Ten-Year Outlook projected a potential deficit of approximately $8.5 million in FY 2026-27, indicating that expenditures were expected to outpace revenues in future years. During the City Council Goal Setting meeting on January 23, 2026, staff provided an updated early look at the FY 2026-27 budget reflecting new information and updated assumptions.
Since the prior outlook was presented, additional cost pressures have emerged, including higher labor costs, updated CalPERS actuarial information, and revised revenue estimates.
Based on updated information, the FY 2026-27 deficit could be as much as $19.0 million.
The budget is still under development and this estimate will likely change as revenue estimates and expenditure costs are finalized.
General Fund Ten-Year Outlook Assumptions
The General Fund Ten-Year Outlook has been updated to reflect the latest available information. The following assumptions were used:
Only recurring revenues and spending were included.
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Property Tax estimates from consultant for FY 2026-27 through FY 2030-31, 3.1% increase thereafter;
Sales Tax estimates from consultant for FY 2026–27 through FY 2027–28, with
3.1% growth thereafter; prior forecast of 2.9% revised to 1.9% for FY 2026-27 in the updated outlook based on recent taxable sales figures; Inflation factor for all other revenues: increase of the Consumer Price Index (CPI), as forecasted by the California Department of Finance, at 3.1% beginning in FY 2026-27 and thereafter;
Labor cost assumptions have been updated to reflect recently approved Memoranda of Understanding (MOUs). The prior outlook assumed increases of
2.5% for FY 2025-26 and 2.6% for FY 2026-27, which were based on projected CPI growth at the time. The approved MOUs provide for increases of 5% in FY 2025-26 and 4% in FY 2026-27;
Employees at the top of their salary range: negotiated increases per approved MOU; 3.1% CPI assumed in years beyond current agreements; Employees below the top of their salary range: Negotiated increases per approved MOU plus 5% merit-step increases; 3.1% CPI assumed in years beyond the current agreement;
Orange County Fire Authority contract increase of 3.0% in FY26-27 based on an early estimate from the Authority, and 4.5% annually thereafter; Contribution to OC Streetcar operations updated to as much as $2.0 million annually based on revised estimates from OCTA (prior outlook assumed $1.0 million);
Debt retirements (800Mhz, Appellate Court Garage, and Animal Shelter) totaling $1.4 million in FY26-27, and a total of $1.5 million thereafter; Employee pension unfunded liability contributions updated based on CalPERS actuarial information received in August 2025, resulting in an additional $2.2 million in required contributions in FY 2026-27 compared to the prior outlook; Contributions to, and uses of, the Pension Stabilization Account have been included to smooth the pension debt fluctuations in future years; and Inflation Factor for all other spending.
The Outlook does not include additional tax revenue from the Related Bristol development or the Village Santa Ana development. The following estimates were provided when the projects were approved.
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For the City to realize revenue from the Related Bristol development in 2036, construction would have had to begin in January 2026.
The Outlook’s graphical results show that expenditures continue to outpace revenues.
Beginning in FY 2026-27, this imbalance results in an estimated deficit and, absent structural adjustments, is expected to persist. When the Measure X rate decreases in 2029, the deficit is expected to widen further, increasing long-term fiscal pressure on the General Fund.
Recommendations from the Measure X Oversight Committee
Normally, this report would include budget recommendations from the Measure X Citizens Oversight Committee. Due to a lack of a quorum precipitated by three (3) vacant seats, the Committee’s December and March meetings were canceled, and the Committee has been unable to meet and develop recommendations.
Balancing Strategies
Staff intends to propose a balanced budget for City Council consideration. To facilitate discussion, staff has identified potential strategies, including expenditure adjustments and revenue enhancements, to ensure recurring expenditures align with recurring revenues.
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Expenditure Considerations
Exhibit 1 provides a department-by-department breakdown of activities and programs categorized by spending priority, as defined below:
Must-Have – Mandates required by law, Memoranda of Understanding (MOUs), bond covenants, public safety obligations, and land use regulations. Examples include records management, procurement compliance, and debt payments. Should-Have – Core services that protect City resources and minimize liability exposure. Examples include street and sidewalk maintenance and essential software services.
Nice-to-Have – Programs and services that are not legally required but enhance quality of life. Examples include newsletters, mentoring programs, recreation and library programming, and City events.
These spending categories are intended to support policy discussion by helping the City Council evaluate service levels and identify potential expenditure adjustments. If the City Council is interested in further evaluating any of the categories or specific programs, staff can conduct a more detailed review and provide an estimate of the fiscal impact of potential adjustments.
As requested by City Council on March 17, 2026, during the Polling Results agenda item, a presentation of the detailed Measure X spending plan is attached to this report (see Exhibit 3). Staff has separated out the items in the spending plan that cannot be modified to balance the budget (e.g. Orange County Fire Authority contract increases, structural budget deficit that existed prior to the passage of Measure X, etc.).
Credit Card Processing Fee
Before February 2012, the City charged a flat $3.54 credit card processing fee per transaction to offset merchant service costs. The fee was removed to simplify transactions and encourage the use of online payment services. Since then, merchant service fees for credit card transactions have been absorbed by the General Fund.
Over the past decade, credit card and online payments have increased significantly. As a result, merchant processing fees now constitute an ongoing operating expense for the City. Staff has evaluated reinstating a credit card processing fee as a cost-recovery measure. Based on current merchant costs, a 2.50% per-transaction fee is recommended. The proposed rate is designed to recover merchant processing costs associated with credit card transactions and would not exceed the City’s actual cost of service. This action is consistent with public entities outlined in Exhibit 2 and private sector businesses.
If implemented, establishing the new processing fee is estimated to reduce General Fund expenditures by approximately $320,000 annually, based on current transaction volumes.
The City currently maintains a $5,000 credit card transaction limit, established to manage processing costs while the General Fund absorbs merchant fees. If a processing fee is Early Direction for the Fiscal Year 2026-27 Budget
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reinstated, staff would remove this administrative limit to provide greater flexibility for customers.
Several neighboring cities charge a credit card convenience fee to offset merchant processing costs. A comparison of selected jurisdictions and their fee structures is included as Exhibit 2.
Staff seeks City Council guidance on whether to add a 2.50% credit card processing fee to the Miscellaneous Fee Schedule. For reference, the estimated cost to a customer is typically $3.51 for typical transactions, although it varies with transaction value.
Technology Fee Evaluation
The City anticipates launching its new permitting and licensing system, Accela, in June 2026. This system is expected to enhance service delivery by improving processing times, increasing transparency, and providing a more user-friendly online experience for residents and businesses.
As the system becomes operational, staff will continue to assess the full scope of ongoing costs associated with maintaining and supporting the enhanced technology to customers.
These costs may include permitting and plan review software, online customer portals, electronic plan review platforms, GIS integration, hardware, cybersecurity measures, and system maintenance and support.
At a future date, once sufficient operational data is available, staff may return to Council to discuss potential cost recovery options, which could include a technology fee. Any such fee would be evaluated for compliance with applicable state law and would not exceed the reasonable cost of providing the associated services. This item is provided for informational purposes only, and no Council action is requested at this time.
One-Time General Fund Spending
As reported in the Mid-Year Update on March 3, 2026, the estimated spendable fund balance for one-time expenditures in the General Fund is $11,617,075. The following are potential options for utilizing this one-time funding and are presented for City Council discussion. Staff will return with formal recommendations for Council consideration in the Proposed Budget. The recommendations for the one-time resource is summarized in the following table.
Use Amount
Workers Compensation Fund Balance addition $2.5 million General Liability Fund Balance addition $1.7 million
Pension Stabilization Fund contribution $1.5 million
Street Sweeping Interim Subsidy $0.9 million
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High-Priority One-Time Projects $2.0 million
Remainder available for direction during May budget workshops $3.0 million Total One-Time Money Recommendations $11.6 million
To address unforeseen needs and emerging priorities of aging infrastructure, staff recommends setting aside $2.0 million for high-priority projects that may arise throughout the fiscal year. This may include critical repairs and improvements to City-owned facilities, such as the Bowers Museum, Eddie West Field Stadium, the Santa Ana Jail, community centers, and fire stations.
Of this amount, staff recommends allocating $1.0 million to the Public Works Agency to support facility-related needs and $1.0 million to the Non-Departmental budget to provide the City Council with flexibility to address time-sensitive priorities that may arise during the fiscal year.
Workers’ Compensation Fund
As previously reported in the August 5, 2025 staff report on the Citywide Insurance Program, actuarial valuations show that the Workers’ Compensation Fund reserves remain below the City’s target reserve level of 80% of actuarially determined liabilities. As of June 30, 2026, the actuarial present value of Workers’ Compensation liabilities is approximately $44.8 million. The City’s target reserve level is approximately $35.8 million, while the projected ending fund balance of $19.8 million reflects a reserve shortfall of approximately $16.0 million relative to the City’s policy target.
In addition, as discussed in the March 3, 2026, Mid-Year Budget Report, the Fund continues to face elevated claim-related costs, including wage continuation, medical treatment, and legal expenses. Estimated benefit payments for the current fiscal year total approximately $9.7 million, yet only $5.9 was originally budgeted.
To help replenish fund reserves and support long-term stability, staff recommends a one- time General Fund transfer of $2.5 million to the Workers’ Compensation Fund. This transfer would improve the Fund’s reserve position while Human Resources continues implementing operational improvements to manage claims activity and reduce future costs.
Human Resources, in coordination with the City’s third-party claims administrator AdminSure, City departments, and the City Attorney’s Office, continues to focus on claim- reduction strategies, training initiatives, and enhanced oversight of treatment and return- to-work practices. These efforts are expected to mitigate long-term cost escalation and improve the Workers’ Compensation Fund’s overall financial position.
General Liability Fund
As previously reported in the August 5, 2025, staff report regarding the Citywide Insurance Program, actuarial valuations indicate that General Liability Fund reserves Early Direction for the Fiscal Year 2026-27 Budget
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remain below the City’s target reserve level of 80% of actuarially determined liabilities. As of June 30, 2026, the actuarial present value of General Liability claims is approximately $18.6 million. The City’s target reserve level is approximately $14.9 million. The estimated ending fund balance of $13.2 million reflects a reserve shortfall of approximately $1.7 million relative to the City’s policy target.
The General Liability Fund is used to pay claims and legal settlements arising from incidents involving the City. The City currently has various matters in different stages of review and litigation, including recent case developments that may not yet be fully reflected in prior actuarial projections. Maintaining adequate reserves supports the City’s ability to respond to potential claim activity and manage financial exposure.
To strengthen the Fund’s reserve position, meet the City’s target-goal, and provide additional capacity for potential claim obligations, staff recommends a one-time General Fund transfer of $1.7 million to the General Liability Fund.
Future Pension Costs Set-Aside – Section 115 Trust
Since 2021, the City Council has consistently set aside funds in the Section 115 Trust as part of its long-term pension cost management strategy. The Council has approved deposits during each annual budget cycle when financially feasible, including a $1 million allocation in the current fiscal year. As of December 2025, the Section 115 Trust has a balance of approximately $49.8 million.
The purpose of the Trust is to help mitigate future volatility in CalPERS-required contributions. CalPERS assumes an annual investment return of 6.8%. When investment performance falls below this assumption, the City’s unfunded liability increases, leading to higher required contributions in future years. Based on CalPERS’s latest projections, the City is expected to require approximately $189.2 million in contributions above the current budget level over the next 10 years.
Consistent with the City Council’s adopted “Unfunded Employee Pension Liability Cost Reduction Policy,” staff recommends an additional one-time $1.5 million allocation to the Section 115 Trust for FY 2026-27 and requests City Council concurrence. This proposed deposit would continue the City’s multi-year strategy of proactively setting aside funds to earn investment returns and help offset future pension cost increases.
Street Sweeping
The Sanitation Fund supports the City’s street-sweeping program, which is provided under contract by Athens Services and billed on a per-curbed-mile basis at a rate of $54.87 per mile (rising to $56.52 per mile on July 1 st). Based on current service levels, the City sweeps approximately 45,000 curb miles annually. Residential streets account for approximately 33,300 of those curb miles, representing the majority of total sweeping activity and cost. At current service levels, residential sweeping is estimated to cost approximately $1.8 million annually.
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Based on estimated revenues and contract costs, existing revenues are not sufficient to fully support current service levels on an ongoing basis. Staff is evaluating a range of options to address this gap, including potential adjustments to service frequency, operational efficiencies, and the feasibility of providing some services in-house. This includes exploring whether a portion of non-residential sweeping activities could be brought in-house, subject to operational feasibility, equipment needs, and staffing considerations. Staff is also reviewing whether eligible sweeping costs may, where allowable, be offset in part by restricted transportation-related funding sources, such as gas tax revenues.
To maintain current service levels in the near term while these options are further evaluated, staff proposes utilizing approximately $0.9 million in one-time funding to offset the projected shortfall for FY 2026-27. This approach provides additional time to develop and implement a long-term strategy without impacting current service or fee rates.
Recurring General Fund Spending
As reported in the Mid-Year Update on March 3, 2026, the net recurring amount available to the General Fund was $3,070. Based on updated information, the City now estimates a deficit for FY 2026-27. Staff seeks City Council direction on the following recurring items.
City Events
The City Events budget for FY 2025-26 includes a recurring allocation of $983,000. This amount excludes Public Safety support costs, which are currently absorbed within existing department operating budgets.
As part of the FY 2026-27 budget development process, staff proposes reducing the net General Fund cost of the City Events program. Staff is evaluating a combination of strategies to achieve this reduction, including securing increased sponsorship revenue, implementing or expanding participant and vendor fees where appropriate, and reviewing event scale and cost structures. The intent is to continue hosting key community events while increasing sponsorships and fees to reduce the amount of General Fund support required.
A summary of the current FY 2025-26 events and associated budget allocations is provided in the table below.
Event FY25-26 Budget
Fiestas Patrias $498,000
Chicano Heritage $127,000
Tet/Lunar Festival $80,000
July 4 Celebration $115,000
5K/10K Event $93,000
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Movies at the Park $30,000
Noche De Altares & Juneteenth $40,000
Total $983,000
Staff is seeking City Council direction and concurrence on this approach, including guidance on which events to prioritize or reconsider during the FY 2026-27 budget development process.
Boards, Commissions, and Committees
The City currently supports multiple Boards, Commissions, and Committees established through voter-approved measures, state law, and the Santa Ana Municipal Code (SAMC).
These bodies provide advisory input to the City Council on a range of policy, regulatory, and community matters.
Certain bodies are required by state law or voter-approved measures and cannot be eliminated without changes to those legal requirements. Others are established by ordinance in the SAMC and are discretionary in nature. Removal of a discretionary body would require City Council approval of an Ordinance amending the Municipal Code. The table below identifies each Board, Commission, and Committee, including whether it is legally required, the number of members, and meeting frequency. For this report, the estimated annual stipend cost for each body is also provided.
Staff requests City Council direction such as providing additional information for potential consolidation, reduction, or elimination of certain boards and commissions.
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Miscellaneous Fees
The City charges fees for services provided to individuals that do not benefit the public at large (e.g., building permits). Per state law, the City cannot charge more than the cost to provide these services. To keep pace with rising costs of doing business, including compensation and service-related expenses, staff recommends adjusting miscellaneous fees each year. Last year, the budget included a 4.76% increase, reflecting higher compensation for employees providing these services (including salary and benefits) and increased service-related costs.
The Consumer Price Index for Los Angeles-Long Beach-Anaheim increased by 3.59% for the year ending December 2025. However, personnel costs, which account for a significant share of the cost of providing fee-based services, continue to increase at a rate above the CPI. Most employee bargaining groups have negotiated wage increases of 5% for FY 2025-26 and 4% for FY 2026-27, with SEIU and SEIU PTNCS bargaining groups still in negotiations. Costs for workers' compensation and general liability have risen by 10% and 9%, respectively, and employee pension unfunded liability contributions will increase by 14% for FY 2026-27. Inflationary factors are also driving increases in other service-related costs, such as contract services and operational expenses. Based on this information, an increase of up to 4% is justified to ensure the City remains in compliance with state law.
Staff seeks City Council concurrence on a recommended 4% increase in miscellaneous fees for the FY 2026-27 budget.
Santa Ana Regional Transportation Center
The Santa Ana Regional Transportation Center (SARTC) serves as the City’s primary multimodal transit facility, providing regional rail and bus connections and serving as a gateway to Downtown and the Civic Center area. In addition to transit operations, the facility includes leasable commercial and office space.
Since FY 2021-22, the General Fund has provided an annual subsidy of approximately $1.1 million to support facility maintenance, security, utilities, and related operating costs.
In FY 2021-22, the City also provided $5.4 million in one-time funding for deferred maintenance improvements to address facility conditions, improve code compliance, and enhance the building’s overall marketability. These improvements were intended to better position the facility to attract tenants and increase long-term revenue potential.
Despite these investments, the facility still has significant vacant leasable space. Staff will continue to actively pursue leasing opportunities and explore strategies to increase occupancy, generating additional revenue and improving cost recovery. The anticipated 2026 start of OC Streetcar operations may further enhance regional connectivity and activity around the transportation center, thereby supporting future leasing efforts. The City cannot continue to sustain the full $1.1 million annual General Fund subsidy without raising revenue or reducing service levels in other areas. Accordingly, the Public Works Early Direction for the Fiscal Year 2026-27 Budget
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Agency will be expected to increase lease revenue and improve cost recovery, thereby reducing reliance on General Fund support.
Animal Care Shelter
The City of Santa Ana contracts with OC Animal Care, a division of the County of Orange, for animal shelter and related services. The City’s Animal Control Officers, under the authority of the Police Department, respond to calls for service, conduct investigations, and enforce animal-related regulations within City limits. Animals collected by City staff and those brought in by residents are transported to the County-operated shelter.
The County’s cost allocation methodology is based on the level of animal shelter services provided to the City during the most recently completed fiscal year, including the number of animals received and the care provided. The total cost of services is reduced by fees collected at the shelter, such as animal licensing fees and owner-paid fees to reclaim their pets, resulting in the City’s annual net cost obligation. The County will use data from the most recent fiscal year to estimate the City’s projected cost for the upcoming year.
The City’s annual animal shelter cost consists of two components: (1) operating costs associated with providing shelter and veterinary services, and (2) the City’s allocated share of costs associated with the construction of the County’s new animal shelter facility.
A summary of these costs is provided in the table below.
Fiscal Year Shelter
Operating Costs
New Shelter (Debt
Service) Total Cost
FY 21-22 $1,963,357 $782,467 $2,745,824
FY 22-23 $2,816,711 $776,649 $3,593,360
FY 23-24 $3,221,078 $770,852 $3,991,930
FY 24-25 $3,577,734 $764,999 $4,342,733
FY 25-26 (Estimated) $4,226,507 $755,549 $4,982,056
Since FY 2021-22, shelter operating costs have risen 216% from $1.96 million to an estimated $4.23 million in FY 2025-26. In comparison, General Fund revenue has increased by 7.5% over the same four years. During this period, the City has also contributed its allocated share of the costs to construct the County’s new shelter facility, with FY 2025-26 marking the final year of those payments. Although these construction- related costs will end in FY 2026-27 and are already reflected in the Ten-Year Outlook, shelter operating costs have continued to increase significantly.
Given the continued growth in operating costs, staff believes it is appropriate to evaluate the long-term sustainability of the current cost structure. Cities across California are experiencing similar cost pressures related to animal shelter services and have implemented a variety of approaches to manage these expenses, including regional partnerships for shared shelter operations, contracting with nonprofit animal welfare Early Direction for the Fiscal Year 2026-27 Budget
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organizations for certain services, adjusting cost-sharing methodologies to better reflect service demand, and enhancing licensing compliance to help offset shelter-related costs.
Staff will review these practices and assess whether adjustments to the City’s current service delivery or cost structure may improve long-term fiscal sustainability while maintaining appropriate service levels.
Internal Service Funds / Enterprise Funds
Building Maintenance Operations
The City currently accounts for Building Maintenance activities within an Internal Service Fund. Building Maintenance, a division of the Public Works Agency, provides routine maintenance, repairs, and facility support services to City facilities. Costs are allocated to user departments primarily based on square footage and specific service requests. While this structure allows costs to be charged directly to departments, it requires ongoing internal billings between funds, including the General Fund and enterprise funds.
To simplify the administrative process and improve internal efficiencies, staff proposes to transition Building Maintenance operations to the General Fund beginning in FY 2026-
27. It is common practice among cities to account for building maintenance within the General Fund, with costs attributable to enterprise and other non-General Fund operations recovered through an established cost allocation methodology. The City’s Indirect Cost Allocation Plan, already in place and applied Citywide, would continue to be used to recover costs from non-General Fund operations using established methodologies, including square footage where appropriate.
This change is administrative in nature and is not expected to result in an ongoing net fiscal impact on the General Fund, as costs will continue to be allocated to the appropriate funds. As part of this transition, the remaining spendable fund balance of the Building Maintenance Internal Service Fund, estimated at approximately $930,000, will be transferred to the General Fund. This transfer represents a one-time adjustment associated with the fund closure and is intended to support high-priority repairs to City- owned facilities.
Developer Impact Fee Study Update
The Public Works Agency is working with a consultant to prepare an updated Developer Impact Fee Study. The study will evaluate existing development impact fees and ensure they appropriately reflect the cost of infrastructure and facility improvements needed to support new development.
Developer impact fees are one-time charges on new development that help fund capital improvements required to accommodate growth. In Santa Ana, these fees support infrastructure such as transportation improvements, traffic signal upgrades, street and intersection capacity enhancements, storm drainage facilities, and other public infrastructure necessary to maintain service levels as development occurs.
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Public Works staff will return to the City Council with the study's results and any proposed updates to the fee schedule.
ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.
FISCAL IMPACT
There is no direct fiscal impact at this time. City Council is scheduled to review the proposed budget in May, followed by a public hearing in June.
EXHIBIT(S)
1. Programs by Department and Spending Priority
2. Credit Card Processing Fee Comparison
3. Detailed FY 2025-26 Measure X Spending Plan
Submitted By: Alexander Trinidad, Executive Director, Finance and Management Services Agency
Approved By: Alvaro Nuñez, City Manager