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Management Manager

Temecula, California, 92591, United States
August 28, 2017

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Diana Lozano Garcia

***** ******* ****

Temecula, CA 92591

Cell: 619-***-**** E-mail:


Extensive experience in planning and managing citywide programs, fiscal services operations, complex budget preparation and management, federal and state grants management, development of organizational goals and objectives per division, developing and administering projects, strategic business planning, cost recovery and fee studies, statistical analysis and revenue projections, financial reports, provide training and assist conducting workshops, personnel administration, contracts and procurement compliance. Work well as part of team and independently.


Grants Administration

Budget Development

Capital Improvement Budgets

Contract Administration

Fiscal Management

Revenue Analysis

Community Outreach

Statistical Reports

Strategic Planning

Internal Controls/Policies

Organizational Development

Personnel Administration

Feasibility Studies

Program Development

Cost Recovery Analysis


Management Analyst, City of Murrieta Fire Department (September 2012-present) Unclassified Position.

Responsible for Administrative Services and Fiscal Operations for the Department.

Responsible for handling complex analytical support for command staff and the Department as a whole. Prepare fiscal year department revenue projections, division budgets, and annual goals and objectives for City Council and Fire District approval.

Manage the grants administration for the Department, applications, letters of support, modifications, performance reports, match reports, audits, compliance monitoring, and establishing granting agency relationships.

Responsible for the personnel administration and HR functions for the Department. Hiring procedures, drafting job notifications, analyzing classification and compensation, developed department HR analytics, provide lapse salary savings, analysis of firefighter pay for 40-hour work scheduling, review Fire administration electronic timecard submissions, responsible for resolving department payroll issues, review and approve PAF’s, new hire orientation for administrative procedures, oversight of compliance with policies and procedures, workflow controls, and workers compensation paperwork. Handle public information requests and document through the City Clerk’s GovQa website. Responsible for annual facilities safety inspections. Highly adaptable in using multiple systems such as: NEO GOV, IFAS, SIRE, and SharePoint. Developed educational power point and presented at the Citizen’s Academy.

Responsible for developing the Department’s Five-Year Strategic Business Plan, establishing performance goals and objectives for each division, identifying cost control measures to avoid utilizing the department’s reserve funds, identifying service level strengths and weaknesses.

Oversee all Fire Station operating costs and capital improvements.

Was responsible for implementing and streamlining the citywide Emergency Medical Services (EMS) Subscription Program and medical billing process.

Responsible for creating public information materials on the Department’s EMS Subscription Program, public notices, and website updates. Responding to multiple questions from the media and the public each year on this Program. Currently we have 16,000 subscribers to the Program.

Responsible for developing and implementing revenue generating programs for the Department to ensure cost recovery in supporting service levels for an all-revenue funded department, and manage donation funds for the Fire District.

Responsible for preparing all Department agenda reports for City Council, power point presentations for budget overviews, presenting at department retreat, and priority planning.

Worked closely with Command Staff to establish a replacement plan for capital assets such as a ladder truck, fire apparatus, and emergency medical equipment.

Responsible for formalizing the Fire Administration Volunteer Program and working with the elder population which has been a great success in the community.

Served on the County-wide Health and Wellness Committee working with the local hospitals and business leaders to establish community outreach programs to assist the homeless shelters, frail elderly, and youth groups.

Assist in facilitating the Department’s Integrated Mobile Healthcare Program as a result of the Affordable Care Act. Established Fire’s cost recovery analysis for Kaiser’s patient care visits.

Assisted in realigning the Department’s User Fees and developed cost recovery methods in order to establish updated fees in addition to adding user fees for greater cost recovery.

Identified a program that complies with HIPPA to ensure patient care reporting is safeguarded and maintained for compliance regulations.

Senior Development Budget Analyst, Financial Management Department. City of San Diego, CA. (August 2011 to February 2012). Trained and supervised 2 staff.

Responsible for handling City departmental GF revenues.

Organized and administered the citywide Comprehensive User Fee Study and annual adjustments. Overhead rates, direct labor costs, and non-personnel expenses.

Responsible for revenue monitoring, identifying shortfalls, and generating quarterly financial revenue reports for general fund departments.

Responsible for budgetary development and monitoring for various City departments.

Responsible for providing high-level analytical work and addressing budgetary challenges.

Responsible for assisting in updating the City’s Five-Year Outlook, analyzing department submissions, and handling grant administration assistance to various departments.

Responsible for identifying erroneous GL entries each quarter and preparing adjusting journals for the Comptroller’s Office.

Assistant Director, Fiscal Management and Planning Administration. Department of Housing and Community Development. City of Durham, North Carolina. (August 2005 to August 2011).

Oversaw the Fiscal Management and Planning Administration Division.

Responsible for HR Management for 65 staff in the Department. Recruitment process of staff, new hire orientation of job tasks and training, job offer letters, reclassification studies and recommendations, was responsible for handling the department’s compensation study as part of the City’s overall class and compensation study, analysis of lapsed salary savings, grant funded staff oversight and timecards, performance evaluations, oversight of staff coaching, approved PAF’s, and provided departmental HR analytics for employee retention, career development, and efficient team building throughout the Department.

Responsible for developing and managing annual department division budgets and power point presentations to City Council. Responsible for preparing budgetary performance measurements and goals.

Responsible for the compliance of grants, contracts, internal audits for at-risk subrecipients, preparation of monitoring visits with HUD and audits with the City’s independent auditors on federal grants. Responsible for conducting training workshops.

Responsible for Department public notices for public grant funding applications, press releases on programs and projects, public brochures for marketing multiple low-income housing and rental programs.

Prepared the annual CIP budget, management of Department housing bond funds, and bond expenditures to include tacking and expending program income revenue. Provided all financial information and narrative for the annual CAPER to HUD and City Council. Prepared Match Reports.

Oversaw federal and state grants management for HOME, CDBG, ESG, Lead Program, DOJ Weed and Seed Grant, HPRP, CDBG-R, NSP, DOE, EPA, and the Continuum of Care Grant. Responsible for funding housing and community development projects and programs, insuring eligibility of grant expenditures, federal draw downs, and preparation of the grant project ordinances.

Reconciled the GL and the federal system (IDIS) dating back to 1992. Corrected issues with match funds, award amounts, program income, CHDO (developers) set-asides, and draw downs not reimbursed to the City Treasury totaling approximately $4.5 million.

Reviewed Annual Action Plans for proper allocations, reviewed contracts for errors and compliance, approved all budget transfers, resolved budgetary issues, and identified the need for journal adjustments, determined carry-over match funds, annually reconciled the general ledger for grant expenditures and compared with the federal HUD system (IDIS) for expenditure compliances, program income, and accurate records for EOY and CAFR reporting.

Streamlined the match requirements on ESG and Lead Grant subrecipients.

Established and reviewed all documents, contracts, leases, spreadsheets for streamlining and contractual errors. Records management oversight.

Responsible for the teambuilding strategies and career development, administrative policies and internal control duties. Chairman of the City Manager’s Culture of Service Program.

Responsible for budgeting and administering grant funded housing development projects. Preparing RFP’s, contracts, and timelines to meet Annual Action Plan deadlines for grants.

Prepared City Council agenda reports. Advised and provided recommendations to the Director of budgetary issues, operational issues, personnel issues, grant fund non-compliances, and status of available funds in bonds, entitlement grants, and the general fund.

Oversaw the management of the City’s Housing Loan Portfolio of 822 borrowers. Redesigned the Loan Portfolio delinquency report. Developed the revenues collections procedures.

Oversaw the sustainability program for energy efficiency and weatherization of over 600 homes.

Realigned the GL in preparation of the HUD monitoring visit to avoid findings, identified eligible funding sources to complete the CDBG/bond swap prior to the HUD monitoring visit. Reconciled the HOME/bond match report prior to HUD monitoring visit.

Oversaw the workload and performance of 8 professional staff to include the housing energy retrofit project managers, program managers, fiscal accountants, and administrative staff.

Management Analyst (2-years) City Attorney’s Office, FJC, Property Agent (8-years) Real Estate Assets Department, City of San Diego. March 1996 to August 2005.

Responsible for developing and managing a citywide office space program. Designed a citywide budget that impacted nearly every City department totaling more than $20 million. Preparing brochures on available space owed by the City leased to the public.

Responsible for preparing the annual budget, implementing cost controls, planning construction projects and identifying funding. Advising department directors and senior staff on construction scheduling, staff space needs, preparation of relocation budgets, and negotiating leases and contracts, preparing City Council agenda items, hiring contractors, and overseeing build-outs.

Insured that funds were properly encumbered and expended, contracts were in compliance with grants and met procurement policies. Responsible for the following grants: CDBG, ESG, DOJ, and Lead Grants. Administered the City’s office space leases and insured that City departments adhered to the terms and conditions of these leases. Responsible for leasing and managing City-owned office space buildings leased to the private sector. These were mostly multi-tenant buildings.

Created a new office space lease for the City and developed a delinquency account plan that reduced delinquencies in our Tenant Leasing Portfolio by 10%.

Worked with hotel owners on percentage rate leases and estimated return on revenues. Maintained community relations with the brokerage industry and redevelopment organizations. Attended Community Redevelopment meetings each quarter.

Responsible for supervising 3 professional staff and training.

Responsible for auditing and approving annual operating expense pass-throughs assessed to the City from numerous landlords. In doing so, discovered gross errors made by one large landlord in over-billing the City. The damages amounted to more than $3 million and funds were returned to the City.

Responsible for preparing the fiscal year Office Space Program Budget and detailed assumptions for all downtown City space and various suburban locations citywide. Prepared analysis of projected future income on various city-owned buildings scheduled for construction.

Prepared preliminary operating budget for the Water Department for its new Operations Yard consisting of four buildings.

Special projects included working with the Housing Authority on community housing needs, the City’s Civic Center Master Plan, responsible for the Community Service Center lease accounts, police storefronts, and preparing stacking plans.

Regional Asset Manager, Fujita Corporation, USA – San Marcos, California. Dec 1993 to March 1996.

Responsible for managing a property portfolio of 1.5 million square feet in Southern California Region. Responsible for budgetary and financial management, marketing properties, preparing brochures, updating website information, repositioning distressed properties, developing rent-rolls, negotiating bid packages, selection of contractors, prepared bar charts, construction budgets, and attended community development meetings with non-profits organizations. Oversaw lease administration, approved and signed leases, amendments, and reconciled operating expense pass-throughs. Negotiated lease deals, implemented retention client program. Responsible for preparing and managing annuals budgets, variance reports, mid-year reforecast, approved all invoices to insure proper coding, provided forecast of needed capital improvement. Handled A/R and A/P. Supervised 4 staff and provided annual performance evaluations.

Senior Asset Manager, The Koll Company, Kearny Mesa, California. Oct 1991 to Dec 1993.

Managed a portfolio of office and industrial buildings. Responsible for the oversight of financial management, marketing properties, preparing brochures, prepared website updates, rent-rolls, bidding process, approved scheduled costs and change orders, preparation of leases, assignments, subleases, amendments, reconciling operating expenses, preparing annual budgets, handled A/R and A/P. Repositioned distressed properties and negotiated leased space. Prepared variance reports and end-of-year financial reports. Attended quarterly community meetings with the Downtown Community Development Group. Supervised 3 staff.


Strayer University – MBA – Masters of Business Administration, concentration in Professional Studies

Strayer University – Graduate Diploma in Professional Accounting, concentration in Controllership

San Diego State University (SDSU) - BA Degree – Public Administration, concentration in Fiscal Management

University of San Diego (USD) - Post-Baccalaureate Diploma – Legal Studies, concentration in Real Estate and Corporate Law

SDSU - Construction Management (CM) Certification. Received CM Certification after completing eight semester-long classes in project management, cost control measures, budgeting, program management, contract compliance, and bar chart scheduling.

Building Owners and Management Institute – RPA Designation. Three-year program with nine classes: Development projects, real estate financing, marketing, leasing, policy administration, and property budgeting.

Additional Education:

UNC School of Government - Budgeting and Finance, Community Planning and Development, CAFR preparation, Grants Compliance and Monitoring.

HUD Training for: CDBG, ESG, HOME, NSP, CDBG-R, COC, HPRP, CAPER Preparation

UNC School of Government – Organizational and Community Development, Personnel Management, Performance Budgeting

Certified in Property Budgeting and Accounting, and Certified Grant Writer

Served 3-yrs on the City’s Diversity Committee with the City of San Diego

Served 4-yrs on the City’s Economic and Community Development Committee, City of Durham

Department Liaison for the City of Durham’s CIP Committee

Chairman of Big Picture Committee for implementing City of Durham Culture of Service Plan

Finance Liaison for City of Durham’s Housing and Community Development goals

Completed the People Map training: Including developing high-performing teams, working with a diverse staff, and learning how to implement a culture of service that is conducive to the goals of the organization.

Member of the City of Murrieta Employee Safety Committee.

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