All right, there we go.

All right, good morning, everyone.

We will call to order the special meeting

of the Folsom City Council for Friday, February 28th, 2025.

Madam Clerk, would you please call the roll?

Racial.

Larry.

Here.

Roarbaugh.

Akino.

Here.

And Kausowski's absent.

And just for the record, Council member Kausowski

is representing us at a connector JPA meeting this morning.

And he will get here when that is over.

So if you'd all please rise and join me in the pledge of allegiance.

I'm Meu climbed at theragen her hand.

Un Bos fond of the

between the council members of our city and the executive management.

You're being recorded.

I'm asking for this.

I'm just going to repeat all of what I just said.

You have to turn that one on at the top.

I'm going to turn that one on at the top.

So this morning we have from right now until about new.

Thereabouts to talk about some important matters.

Part of our work together is relational.

It's building strong working ties between the executive management team and council as well.

I think that leads to great success over the next weeks, months and years hopefully.

As we bring ideas to you, you share your ideas of the future with us.

Together we try and make as many of those ideas happen for the benefit of the citizens,

the visitors to this city and to the business community as well.

So this morning and today we're going to begin with the relational piece.

Trying to get into our council members just a little bit better.

At our last meeting, the executive management team individually came up and shared some of their personal lives and why they have the passion for doing the work in their specific field that they do.

And that was I think that was a great way to get to know the executive management team.

And today it's your turn.

And so we look forward to getting to know you a little bit better as well.

After that, I'm Stacy's going to lead us through finance 101, maybe 110.

I'm not sure.

Let's start with a lot of what we'll see how complicated it gets for us.

And so we look forward to that.

And then as part of kind of a follow up to Stacy's presentation, Marcus is going to present on purchasing, which I understand he's dealt into very deeply in the past.

And so we'll kind of skim through some of that today a little bit and get the highlights of purchasing.

And then following that, Pam will lead us through land use planning.

And then we'll see everything about community development.

Now that contributes to the development of our city.

And then after that, we actually are going to roll up our sleeves a little bit and spend some time working on the application of co alignment theory.

And so we'll do a little bit of a refresher so that we're all together on what that means.

And then we'll ask you to create to think about where areas of the co alignment theory, you know, our networks, our agenda, the domain that we serve and our organizational structure.

How and if any of those are out of alignment.

I can I guarantee you we are out of alignment in different areas. So it won't be difficult.

What will be difficult is trying to contain the conversation, I think, to the time that we have.

It's a little bit like strategic planning with a different lens on it.

It's not intended to take the place of a strategic planning session for the city.

It's intended to kind of take a fresh look through this particular analytic tool co alignment theory and see what that produces.

And so many questions before we start.

Expectations. Now we're good to go.

Okay. Mayor, I ask you to please.

I'm working the song.

It's our vice-best. It's self-service.

We've come ahead and do what I can do.

No, it's okay. I'll do it. I think we've got.

Should be.

Okay.

Okay.

Okay.

All right. Well, I have to say that learning about all of you was my favorite part of the last study session.

Thank you for giving us the opportunity to do the same.

You're going to get to see some fun family photos here.

So you probably all heard the term plane Jane.

Let me introduce you to simple Sarah.

My life is simple and uncomplicated.

And that is, that's, and that is because that's the way I like it.

So I am the youngest of three girls.

You can see me there on the right hand side.

I pretty much had the same haircut my whole life, which is what happens when you have as much hair as I have.

So I was born in San Diego and my family moved from San Diego to Sacramento County in 1976 when I was four years old.

And I have not left.

So the photo of me on the right hand side, that is me and my kindergarten teacher.

I was at a twin Lakes food bank dinner a few years ago.

And I saw this woman and I said, Mr. Shidler, is that you?

It's me Sarah Cox.

And so anyway, I grew up in Faroaks.

I went to Bella Vista High School.

And when it was time to go to college, I applied to a lot of different places and got accepted.

If I had chosen differently, I might have met council member Roarbot, the University of Washington.

But I chose to get a sack state instead.

And my dad said great, but you need the full college experience.

So you're living in the dorms.

So I moved out to Jenkins Hall, room two, 14.

I was a team and I was a sociology major, which if I could go back, I would have done something else.

And while I was there, I worked in the athletics department and made the travel arrangements for all the teams.

And then when I was done with college, I was the only one of my sisters who didn't go away.

And so I was asked if I would join the family business.

My dad had been in the insurance business since the 60s, and was the reason that we moved from San Diego to Faroaks.

And my mom had kind of started working more as he got into politics.

And so I said yes, that I would do that.

So I am a licensed life and health insurance agent.

I can assure you nobody grows up dreaming of a being an insurance agent.

But it has worked out well for me, not only providing me with an income, but it gave me a lot of flexibility.

I was able to stay home with my kids when they were younger.

And then as they started to go to school, I started to do a little bit of work.

And now that I spend so much time on city council things and my husband's retired,

I want to get and limit how much insurance work I do.

So I no longer have an outside office.

I work from home.

Don't do any large groups anymore, but I do have small group clients, individuals, and Medicare.

So next slide please.

So my husband, John and I met at the Sac State Aquatic Center.

This is going to sound more scandalous than it is, but I was 16 and he was 27.

We did not get married at that age, but anyway, long, long, long time before he became my husband.

So we've been married 25 years.

We have two kids, Ellie and Andrew.

As of next Monday, we will be empty nesters.

So we just meet John and our very spoiled Labradoro Theo.

So Ellie, graduate from college, she's a musician and she's moving to Los Angeles.

She is fluent in Spanish and she's a violinist and she plays in an all-female mariachi here in Sacramento.

And she's joining kind of the premier one in Los Angeles and then Andrew is at UC Irvine.

And so in our spare time, we do do a fair bit of traveling.

That's us a couple years ago in Venice.

But no matter whether my vacation is three days or three weeks, I am always, always happy to come home.

And I love to garden and I love to entertain.

And so those are some pictures from our backyard.

Originally had some more photos from my backyard in there.

And if you didn't believe me when I told you that my life is simple and uncomplicated, it would have been very clear.

I only plant in shades of blue, purple, green and white.

That is it.

And that would have been obvious from all those other pictures I have in there.

Next slide.

Oh, too far.

All right.

So in terms of my entry into elected office, I think most of you know that I grew up with a dad who was in elected office for 22 years.

He first got elected to this mudboard when I was 16 in 1988.

And that was prior to the internet, prior to email.

And so he gave everybody his home phone number.

And we had people calling our house occasionally asking, you know, for help of things.

And so I was, you know, kind of always had an interest always around politics.

And for the school board in 2014, because I got mad when I was frustrated.

Our daughter had gone to regular elementary school.

And then in middle school had some challenges, anxiety and things like that that I will not get into.

But so she did the home school program through the district's charter school, which was a really good fit for her for middle school.

And at the end of seventh grade, she kind of talked about going back to regular school for eighth grade.

And she just kind of wanted to ease into it.

And maybe take a class or two.

And so I emailed the principal at the time at Folsom Middle and the counselor and introduced myself and said, you know, this is what we're trying to do.

And the counselor wrote right back and said, nope, can't do it full time is the only option.

And I knew that wasn't true because I had done my homework.

And so I was at a meeting at the district office just sitting in the audience one day.

And the principal at the time for Folsom Middle was there.

And he said, hey, I'm Sarah Aquino. I wrote you an email. This is what I'm trying to do.

And to his credit, he made it work. And so she went to one English class in eighth grade at Folsom Middle, while she did the rest of the stuff through the home school program.

But I told him at the time. And I told this to every principal once I joined the school board.

I said it was very bothersome to me that the automatic answer was nope, can't do it.

And I said, I would have said, that's an unusual request. Give us a week or two. Let us see.

Let us do a little research and see if we can figure something out.

Or, hey, we've tried that before and it doesn't work. And here's the reason why.

But I was just dismissed and that was bothersome to me.

So fast forward to May of 2023.

I was working at Backbistro, which I still do work at most Friday and Saturday nights.

Kind of a fun job that I took during the pandemic to help them out.

And that man who was the principal at the time at the school whose long since left the district, he came in for dinner.

And he's the first thing he said to me was, how is your daughter?

And I said, my daughter is graduating summa cum laude tomorrow from European.

And I thanked him. And as you know, I get emotional when I talk about family.

But I thanked him because I said, you know, because you're willing to be a little bit creative and think outside the box and do something that was in the best riches of my daughter, especially long term.

She got always through high school, always through college, and she's thriving today.

And so I think that very much informed and influenced kind of my approach to public office and that trying to be accessible and responsive.

And, you know, we can't always do everything that somebody wants us to do or sometimes we can't do anything that they want us to do.

But I think more than anything, people just want to be heard and they don't want to be dismissed.

They want to know that you're listening and that you care.

So I was elected in 2014. I actually ran unopposed, which is a great way to get elected to public office.

That picture up at the top, that was my last school board meeting in 2018.

And Folsom Cordova used to have a really great tradition. They've actually stopped doing it. And I hope they'll go back to it.

But they would give outgoing board members a piece of student art.

And one of my most favorite district events is the annual special education art show. And I still go to it to this day, even though I'm not on the school board.

And so that painting that I'm holding, that was done by a special education class at Nautoma station. And it's hanging in my house, where I get to see it every day.

And then the bottom photos, I had some chocolate bars made for my last school board meeting, which is a little bit of cheekiness on the back, something that I was interested in on the school board just because we can't take ourselves too seriously in this job.

So anyway, I elected the city council in 2018 and here I am.

You have a question there.

I'm just curious what years you were in Jenkins Hall.

Oh, well, I graduated in my school in 1990s. I don't live there my first year, but let's just say I do my homework now. And I didn't exactly when I was in college.

I wasn't my priority. So I spent so many years at Sac State. I'd appreciate it if you all refer to me as Dr. Sarah.

I think we were in Jenkins Hall.

Sometimes I feel like you know, six degrees of cat and bacon. Well, it's like six degrees of Sarah, you know, it's Sacramento.

Thanks Sarah. That was great.

You definitely set the bar for accessible and responsive to our residents.

So I just did one simple slide. Sorry.

You got the clicker there. Perfect.

And I started out with a bunch of bullet points, which is really boring.

And you guys didn't want to read. So I switched it over to logos. So I'll see if I can remember everything I had on the bullet points before.

I kind of split it up and did different things are our current president of our rotary club has actually been giving people stories in different ways like their rotary journey, their professional journey, their personal journey.

And I thought that's really kind of a cool way to do it. So I stole his idea, which I try to do as much as I can. You know, not create my own ideas, but steal other people's really great ideas.

So my professional journey, I actually grew up in Houston, kind of split between.

It's probably early childhood, actually in Chicago, but I was born in Texas, ended up back in Houston, where the oil industry has quite big.

And when I was in high school, I was, I actually didn't take early release my last year, because there was a course that was physics to in this teacher of this course.

And then my first time as Robert slowed, he actually said, hey, if you want to be in my class and you're interested in being an engineer one day, then you'll want to stay instead of leaving like most high school seniors do you'll want to stay for this last period.

We don't really want you here. And so it worked out and I think literally every member of that class became an engineer after that. But at that time, I was also on the debate team.

And so I went around, I talked to a lot of people, because I was thinking maybe I'll be an attorney, maybe I'll be an engineer. So I went out as a, you know, as a high school kid and started interviewing people.

But the engineers were generally more excited. And so I went to engineering school. I went to Colorado School of Minds. Small engineering school is actually smaller than the high school that I went to.

But the beautiful thing is that it was about an hour from the ski slopes. So I got a lot of skiing in there in Colorado.

I went to work for anodarko petroleum out of school. I'd done a couple of summers with them.

And I went with them because I could go work overseas. One of my real dreams was to go and live in other cultures.

And spend some time actually living there and not just traveling. So I got to spend a couple years in London. And then I spent four years rotating back and forth to Algeria.

So I'd live in Algeria for a month. And then I would come back out. At that point, I'd moved to California. When I left London, I moved out here. And so I'd fly back and forth from California to Algeria.

So I did that until I was 31 and decided it was time for a career change. While I was rotating back and forth, got married and started revolutions, natural, pathic, originally over by Cooper's coffee.

Now a big wave coffee right there started that was our first location and then expanded here in Folsom. Got a little frustrated through the permit process.

Just a little bit. And then we did ground up construction in Roseville. And got a little lot more frustrated with Roseville and ground up construction. So that gave me an interest in in government and local government.

So kind of switch over to the civic journey there during that time. I went through the leadership Folsom program and really got involved like interested in what was going on city government. So I had the permit experience.

And then also that experience with the chambers program there. So started serving on city commissions at that point. I've served on a library commission. You got appointed to the planning commission.

I served on the historic district commission throughout there. And so that was kind of my civic journey getting involved through there. Back to my professional journey.

During this time of medical. We did this construction projects. And then I went to UC Davis's boot camp, coding boot camp.

I had a piece of software that I had created and people kept trying to buy this piece of software when they would come in doctors and other folks would come into our office and they would say, how do I get this software that you created. And I said, there's no way I can support the software.

So ended up going to UC Davis's continuing boot camp. I worked with a couple of friends and we created a company called doseray systems, which has a product called drip that provides that service to medical clinics now.

And then I had a couple of years over at symmetry as a part time COO kind of stayed in the health space. And then now you see the things without logos are the construction property company team, Rathole LLC.

And then Justin Rathole consulting. I have never stood up a website never created a logo. But people keep coming and asking me to do work for them. And so.

That's the logo of Justin Rathole consulting. I'll eventually get around to it, maybe start a company. But right now I just take clients when they come and off my door, some email and says, any some work.

Guy, I put the honors there, not because it's I want to brag about my honors, but it kind of talks about my journey. So I was when I when I came out here, I ended up getting involved as a young professional.

I really wanted to take an interest in the community and learn everything about and be part of it. Part of the thing of leaving for a month at a time back and forth.

I did feel very disconnected. It's like I was living two separate lives going back and forth to Africa to California, Africa to California.

And so when I came out here full time, I really wanted to be immersed in my community. So got young professional of the year and then got involved in the business, right?

So really focused my energy on the business and got small business to the year. And now the phase of my life, I'm in. It's really volunteer of the year.

So that was kind of the progression really getting involved for the volunteer side of things. You guys know I've been involved with community service day since the inception of service day.

I've got a family picture there. So I am getting married for a second time this year. Those are my two stepkids there, Ari and John and my fiance Tara.

They're 10 year old twins, amazing kids. They're going to Folsom Hills Elementary. They'll be going to Folsom Middle next year.

So we're practicing that bike ride back and forth now between Folsom Middle School. They're trying to convince me, you know, and answer to drop them off every day and we're telling them that they're going to ride their bikes back and forth to middle school.

And that kind of brings me to passions. You know, my real passion. When I talk about, you know, health and environment, it's getting people out of their cars, getting people out into nature. Those are the things that, you know, one of the reasons I live in Folsom is this our great trail system and our connection to nature.

So that's that's oftentimes what my first and focuses and priority community obviously is very important to me and then participatory democracy.

Spending time overseas and seeing countries that are governments didn't work really instilled that passion in me that our government works because of the participation.

And so that's like really core to what I do every single day is is I really want what people to be engaged in to participate because I think it makes us better.

I talked a little bit about commissions. I normally ended up as the chair of commissions not because I was the smartest guy or I knew the most about this subject, but it's because I often I wanted to listen to all sides.

I really wanted to encourage people to speak up. Speak their minds. Even if they disagree with me. I really appreciate that. I think it makes us all better.

You'll hear me talk a lot about efficient government. I think you guys already know that I don't need to say hammer on that and then culture of yes, right? It's like where can we work when we make things happen and really make things better together.

So that was a little probably long for one slide, but hopefully that leaves you guys with more of who I am.

Hello. Good to see you all this morning. I think this is working. Is that correct? Okay. Anyway, I took that slide myself and have to have that added to the website for the city for because there was previously a construction zone up there.

And I just didn't match my district or where I like to be.

So I titled this, how did I get here from there? I have a much longer history on the planet than some of the other council members. You can probably all tell that.

I my dad was in the Navy during World War II in the Korean War. And I was born in Maryland where I lived for three months before we were restatio in Sunnyvale, California.

We made several trips back and forth across the country until I was 10 years old about every two years.

So the slide on the far left is me sitting on a stone wall at the Grand Canyon with my dad's binoculars. And I'm still doing that exploring our national parks, nature throughout the country and the world.

And I guess that's where I picked that habit up.

We lived in Washington, DC the first time we moved out of California when I was about three. And that's me sitting in front of Congress where I guess I picked up my passion for politics.

And I went through a lot of old slides to figure out, you know, what what I could show that I thought were the most interesting parts of all the moves.

And we finally landed in Sunnyvale, California. My dad retired from the Naval Air Station there in Mountain View. And I managed to spend seven years in one spot.

That was Sunnyvale and graduated from Sunnyvale High School. So there's a little collage of things that I put together for one of our high school reunions with my little high school pass Sunnyvale High School Jets, the Jets were our motto.

During my time there, I didn't really pick up any kind of ideas about a career for myself. I was interested in art. Took a lot of art classes did photography classes.

I still like to do those kinds of things. After leaving high school there, I went to the junior college, foothill junior college in Los Altaos Hills where I remained an art major.

And at that point it was the late 60s. I spent a lot of time up in San Francisco listening to the bands at the time for free in the park. And I'm sure that nobody's going to be afforded that kind of luxury in the future because it's about $1,000 to see most of the bands that people want to see these days.

At any rate, I was kind of floundering around with what I wanted to do and had an aunt who lived in Portland, Maine where we'd visited several times when I was growing up. And she encouraged me to move back there.

And so I lived in Portland, Maine with her and worked a variety of odd jobs and like a department store or coffee shop, actually one point in a bank processing checks, just part time not earning a lot of money.

And she then encouraged me to continue to try and find myself and decide what I wanted to do with my life. And I ended up moving to Hawaii to live with a cousin who was there.

So while in Hawaii, I again continued to work a lot of different odd jobs in a daycare center for the Colt University of Hawaii in the library.

And and still was an art major for a while. And I had a friend who talked me into signing up to for the nursing program.

The reason part of my family had ended up in Hawaii was that I had an aunt who was an Army nurse. And she had passed away there, but the others had stayed on. And I thought, well, that sounds like a good profession. And I'd already at that point taken a lot of the classes that were needed to to qualify to get in.

To qualify to get into the program. I signed up on the very first day of registration. You had to go in person and stand in lines to register there at that time. And I went to the nursing table and said, I'd like to do this.

I said, well, we have a waiting list, you know, but check back with us tomorrow. Well, by the next day, nobody had showed up for some of their spots on the nursing program when I was in.

Which actually turned out to be, you know, one of the greatest serendipitous times of my life, because I took easily to the program. I enjoyed the work.

I ended up being a straight A student through nursing school, which hadn't happened in my prior career.

And really been all that interested, you know, in some of the subjects I'd had to take. And I continued to work on jobs.

My parents did not put me through school. I worked a lot of different jobs. Like I said earlier, had to get food stamps for a while, because I was living in various houses with five or six other people to rent a room for 60 to $80 a month.

And anyway, I graduated from the nursing program there went to work at Queens hospital in Hawaii. And really enjoyed it there. I started out on the cardiac care unit.

Actually, some of my patients were local actors who were working on a show that's resurrected itself recently Hawaii 50.

One of the chief actors was ended up having a heart attack and ended up being one of my patients.

At any rate, I got a little island bound after a few years and decided to come back to the mainland and got a job at Stanford University Hospital.

And worked there on the intensive care unit doing work with the transplant team for heart surgery. And that was something that was new at the time.

It was an exciting job. I learned a lot and I learned that I loved working at teaching hospitals because there's always something new and different to engage in and work on.

So after a couple of years there, I ended up moving to Mantika. And during my time there, I was enrolled in the UC Davis nurse practitioner program, which had just started two years previously.

I was run by the School of Medicine at UC Davis. So the reason that they had people training in places like Mantika was the effort was to provide medical care for people who lived in underserved and rural communities.

I finished the program there and then decided I wanted a little more excitement and moved to Sacramento where I got a job at UC Davis Medical Center. So I'm a long time. UC Davis student and employee. And when I worked there for 31 years on various services.

And after living in Sacramento for a while, I had friends that lived up here in Folsomon thought I would be nice to move to a smaller town. So you can do the next slide.

Some of this I've already covered, but these are a few other pictures. So that's me graduating from nursing school and that's when nurses had to wear white and caps.

And the caps are always a real challenge because when you, you know, how they have the little curtains around a lot of patient rooms, you know, cap would always have caught in the curtain pull your hair out.

So that's my long list of employment since I graduated from nursing school.

After retiring from UC Davis, I ended up volunteering for the Sierra Club because one of my passions is health and the environment. And I know Justin kind of alluded to that, but that's one of the reasons that I've very attracted to working on environmental issues is the fact that there is a huge interaction between our environment and people's health.

So the projects that I worked on during my 12 years as chair of the Sacramento group were air quality water quality conservation of lands because it's important that we continue to maintain that habitat.

And I think we hear that a lot from people here in Folsom. And that is that we moved here because we like having nature surrounding us. And that's something that I thought very hard to protect for the entire time that I've been in Folsom.

I was not engaged in Folsom politics early on in my move here. I had mentioned my friends lived in the historic district and there were some big impacts happening in Folsom at that time because in the late 80s and early 90s, there was a huge impact of more growth.

I wish to build a bridge over Lake Natoma, which was not a popular idea with a lot of my friends in the historic district because of its impact on a big section of the historic district and the state park.

So at that time I met soon to be Mayor Glenn Fait, who I worked with with some of the people there. And though we sort of lost this battle in the bridge and it ended up going there, there were a lot of mitigation measures that were put in place to make sure that it was less impactful and didn't prevent people from accessing the river or enjoying it.

So it was really appointed me at the time I was a single mom, I remained a single mom all along and my daughter was four years old and Glenn appointed me to the Parks and Recreation Commission.

So that was my first engagement with working for the city and with the residents of the city.

I guess go to the next slide I think that I have to tell this whole story and pictures because photography is still my favorite pastimes and anyway my daughter has kind of grew up in the back of City Hall because I remained engaged after being on the Parks Commission afterwards and various development proposals that were coming through got to know the planning staff really well showed up regularly with a lot of my neighborhood.

So it's a lot of my neighbors at council meetings who one of them ended up a tree sustainly on the school board and she and I would bring our kids who would sit in the back of the room and do their homework while we would be here justifying my daughter hated doing that at the time but eventually went on to be an attorney and had a job at least for a short period of time here as an assistant city attorney after she graduated while she was looking for a more permanent position.

So I always enjoyed public service some of that I learned from my parents growing up in Sunnyvale my dad had been on the planning commission there my mother was always active in trying to get local people elected to office.

So those things apparently are genetic might have it in your blood Sarah.

So aside from doing working on various projects around town I love to do photography I spend a lot of time traveling three or four trips a year up until the last couple of years and during that time my daughter has gotten married and has two kids so I love to spend a lot of time on the weekends with the two and a half year olds who.

Actually came and helped me judge the Lego contest at the library recently we enjoy spending time in the library and in our local parks and particularly at the zoo he knows where all the animals are at the zoo at two and a half and every time we end up walking in the gate he says I want to see the peacock on the roof because there's a little book that I've been reading to him called peacock on the roof and the.

Peacocks over at the zoo are very obliging there's almost always one on a roof over there so those pictures are some of my travels i've probably.

I've been to a large number of countries throughout the world I spend a lot of time in bone air house sitting two weeks a year when I was scuba diving because it's one of the best scuba diving spots in the world.

But I like to go anywhere where I can spend a lot of time in nature moving around and getting.

Getting a lot of photographs taken so that's I think the story thank you.

I didn't know I was going to be standing so we'll start at the first slide so I did I didn't want to do this but i was like do we really have what slides together but.

Anyways I had some fun doing it so I decided to focus on the things that define me i'm just going to share a challenge what legacy means to me where I go to for strength and what I'm most grateful for so we'll go to the next first slide.

This is something that was a challenge and really define me you can see my up on the left is my dad.

I had my mom and I share that picture because my dad was a commercial fisherman for most of my life or his life and I don't know why he'd come back after three or four months but it always seemed like it was two a.m.

So he'd be fishing for three or four months and come back and snuggle me wake me up in the in the early morning with that soft beard so it's one of my favorite pictures and then my dad and I my senior year dancing and then my two brothers and my mom.

I have a lot of brothers on the left who you've heard some about recently but I'm in my older brother and I share these pictures because he left i'll talk about legacy in a minute but this was one of the first challenges I really faced that we faced as a family was two weeks after college it's still hard 30 years later.

And it completely I think it didn't realize it at the time but changed my focus in my life at 22 so we'll go to the next slide.

What he gave us was a lasting legacy to the right is a picture I'm related by blood to almost every single person there except one and those are I have 21 cousins on my dad's side and my kids are in there too and that such a legacy he left for us and such a string.

I'm just a thing of support and then my mom and myself and my cousins on the left just a testament to where my my strength and my.

How important family is to me they surprise me on my 50th two years ago and you know just how dedicated we are as an extended family so that's the legacy my dad left for me and you'll hear that throughout the rest of the slides of how important that is to me I think what go ahead yeah what happened is I shifted from.

After I graduated from college and about my career and what I wanted to do and accomplish to what kind of legacy do I want to leave in the world and where can I serve the best so this picture on the left is my husband and why almost anyone recognize we're so young that was 1992 we met in college at the University of Washington I graduated in 95 with economics and political science and then we when we got married in 98 my husband had taken a job and I was like, I'm not sure if I'm going to be able to do that.

My husband had taken a job with granted construction who he still works for today and he had started his career in Utah and so when we got married in 98 we moved there and that's where we the picture in the middle is where we started our family and they're just so cute at that age and then just to show a fun picture of we like to have fun we had annual parties in Utah.

We are not of the prominent religion in Utah and so we would have annual parties and this was our annual Halloween party so that was one of our costumes so at the first so yeah graduated started my career in Utah started our family started as a financial consultant started my own business and that carried through as we moved as we continue to move and into coaching training and speaking so we'll go to the next one.

So this is our time after 2010 we moved back to Washington on the right this is the beach the right out in McElteo and on the bottom right is a property we own in Washington and the mountains and it looks just the same now and that's just a picture of one of our favorite places to go as a family to connect.

Those years were all about we were nine or they were nine and six when we moved to walk back to Washington and so they really grew up there and they were incredible soccer players my son played all four years at varsity and he would not like this picture but this is constantly in the car and this is him sleeping in there I decided to be nice to my daughter and not show her picture of her sleeping in the car but this is when you know that fruitful fun really active time of your life.

And the picture on the top was a reconnection to faith and this is where I get my most strength from so that is my uncle my dad's only living brother and my son and this was I actually kind of forget the year but my son had requested I want to get baptized mom was I baptized and I said no and so my uncle said I want to baptize Harrison so so we went to the sound and.

My uncle encouraged me to get baptized again since I had only been baptized a baby and I really think that this leads into then being so active in the community in Washington on many regional boards and in my own business it was encouraged to run and lead in the city and that's obviously the picture on the bottom but I really think the strength and my worth doesn't come from any titles or what I do it comes from.

But comes from above so we'll go to the next picture.

So Folsom now is our home and we love it and as soon as we landed in Folsom unfortunately I was 2020 and you remember those years we try not to remember them but I really fell in love with Folsom really fast and on the top left is my niece Charlotte who came out to visit the summer and the top three things are three of the funnest things that I love to do in the summer.

One is when it's the peak of the summer July August beginning August and it's so hot out there and make sure pull about 85 to 90 and it's my favorite time to do a night swim and so this was us swimming at night plus you know then it's all dark and you know it feels post.

So then the middle is myself and my daughter and every time we have guests every time we have anyone you visit paddle boarding on like in Toma is one of the first things I want to pull them to do and it's just I just think it's the best thing in the world.

We're so blessed to have that so that's just a picture of that and then every once in a while my husband can still have and I can still have fun we just tend to do it in the backyard on a Saturday afternoon with a fruity drink so that's one of the ways to do it.

That's one of the ways that we can reconnect our son graduated cow poly almost two years ago on the left carousen for mechanical engineering he had already been at cow poly when we moved and so now he is self sufficient on his own working hard and really making his way in in his life.

So so proud of him our daughter graduated from Vista log Del Lago in 2022 and she's a junior now at cow poly and construction management and yeah not worried about that one at all so anyways that's us so we'll move on.

And this is one of the things that I'm or the thing that I'm most grateful for I know this is all about my kids here but the middle picture is this fall in October when my daughter finally turned 21 and my son surprised her and flew down to be with her because we had we were going there that weekend so we're all together as a family celebrating and I think when I look back at my life in the legacy I want to live it's the relationship they have with each other.

They were almost always into mischief which you can see by some of their looks up there and they're still the biggest source now they're probably the second biggest source of strength that I have and really how I go forward in serving in full son the next slide.

The best advice I ever received in Washington when I was starting to consider getting into politics was to never let anyone else define you and I think that makes it easier when you have a faith in something bigger than you but the way I will always choose to define myself is that right there and the legacy that they will leave after you know as they go forth in their life so you know as far as applying that to full son.

For me the number one priority for me and serving.

If we put family first we think both of us successful so anything that serves families serves both of them.

Thank you very much for that really appreciate you opening your lives up for us to see where your passions for your life are.

I'm going to go.

Okay so I do have a lot of information for you today we'll see how much we can get through before I feel that I've lost your attention.

I know so I was asked to give an overview of municipal finance and particularly the key financial policies that the city has and then our current budgeting process so you do have that agenda but I'm not following it exactly there so I'm going to start by going over what guides our policies and our processes and what we currently follow as we work towards our budgeting process.

I know a lot of words on these slides just because I thought if somebody was looking at them later it would be more relevant to have everything on here so I don't expect you to read it but just so that it was there for the record.

So we follow a hierarchy of authority for government finance municipal finance overall is governed by the governmental accounting standards board or gas we and it sets the accounting and financial reporting standards for state and local governments.

We've accepted accounting principles that's called a gap so everything we do we have to make sure we're following those standards for anything accounting related.

And then in full some we have financial management governed by our municipal code and there are rules in there outlining what we should be doing for budgeting accounting and our fiscal procedures and chapter 3.02.

So, unfortunately the city council plays a key role in our financial policies and has a book of financial policies that we have been maintaining and reviewing with the city council and made some updates lately and then to ensure that we're putting best practices in place and staying up to date the city also follows the recommendations of the government finance officers association the GFA way.

The organization provides guidance and standards to help the governments continue to create excellent financial reporting for the public.

We submit our annual budget and our audited financial report to the GFA to be evaluated in their award programs.

It's just another way that we can be sure that we're providing a really high standard of financial information to the council and the public throughout the year.

That just sets the framework for us for what we're going to go through for the rest of the presentation we have those very technical accounting requirements that are determined by gap we have our municipal code and our internal policies that we do discuss fairly frequently.

But that I want to start this presentation going over the GFA ways best practices and their recommendations because we don't talk about those quite as often but that really is what guides the policies that we have in place in our municipal code and in our city's financial policies.

So the GFA way has created a framework for government finance that serves as a foundation for cities like Folsom of how we can manage our financial operations and they created this guide here that's called the government finance for elected officials.

And I think it's really helpful and I could get copies of these for you guys if anybody's interested in it.

But I thought I would explain some of the ideas in a way that they explain them here because it's focused on helping elected officials grow in their understanding of government finance.

And so I thought it was a perfect format for today.

So the framework covers six key areas and I'm only going to cover the first two today because we just don't have time.

But the areas are financial policies and management and operations planning and budgeting capital improvements and economic development accounting auditing and financial reporting treasury debt and investment management and then retirement and benefit plans.

And so by following these guidelines and we seek to do this in every area the city ensures that taxpayer dollars are managed responsibly and that financial planning supports both current and future needs.

So as I mentioned for the sake of time I'm just going to cover the first two. I do think that those are the most relevant to our budget process that we're moving into at this time of year.

But there is a lot of very thoughtful information in the guide. The way the guide is laid out is they have a principle that they have at the top and then some discussion about it.

So I'm going to go through some of the principles and then I pulled out the relevant information from their discussion.

So these aren't my ideas. They're just coming pretty much directly from the book.

So we'll begin with financial policies. The financial policies management and operation section of the guide and one of the most important responsibilities of elected officials is ensuring that we have strong financial policies in place.

To achieve this the guide states that officials should adopt sound long term financial policies to guide management.

And fortunately we do do that. We have that comprehensive set of financial policies that we've been periodically reviewing and updating where necessary.

The second principle is that the city council should promote competent and professional financial management.

And what the guide says about that is that government should seek to retain trained experience professional financial managers to ensure that vital financial policies are implemented.

And that there should be a continuing investment made in proper organization, staffing, training, compensation, certification, technology and support facilities for finance professionals.

And they're just emphasizing the importance of this in the structure of government overall.

The third principle is to ensure that the city's financial structure is well organized and that there's a coordination, efficiency and communication within the organization to promote accountability and professionalism.

The fourth principle is that we should schedule regularly schedule regular financial study sessions.

They suggest that we do that once or twice a year. And so we've been trying to do that.

And also conduct orientation briefings for new council members so that we can keep you informed on the city's financial responsibilities.

So we're doing an orientation now. And one recent example of a study session was the presentation I was asked to give on the CalPERS pension obligations and the OPEB obligations.

So that's the type of thing that we could do on another topic if anyone was interested.

So these steps help to ensure that when you're making financial financial decisions, you're making them with a full understanding of their long term impact.

And that can help you to have a better understanding of kind of the complex issues that we're dealing with every day, but you might not be as familiar with.

The fifth and sixth principles here are pretty straightforward.

First, the council should have a technology funding plan for the city's financial software systems.

They're very complex, expensive systems and they can become obsolete rather quickly.

And planning for the replacement is not something that we're doing right now as far as funding for it.

We do have our current system.

We've been doing the regular updates to it and it's working fine for now.

But there is no funding being set aside for a major upgrade in the future.

And then the last principle, excuse me, in this category is to provide financial information and reports online, which we do do.

So the next section is planning and budgeting.

And the first principle for effective planning and budgeting is that the budgeting process should begin with a long term financial plan.

And that would help us to align the annual budget process with that plan.

And we do have a strategic plan, but that's not necessarily a financial plan.

And the point that they're making here is that the budget could be more useful if we had an established directional path for financial decisions.

And it could help with citizen and employee understanding also of decisions that are made.

Somebody might be able to say, okay, I can see why they made that decision because they were focused on that long term goal that they have in mind rather than just looking at decisions year to year.

Kind of one out of time.

As we move down the list, a key focus should always be on long term financial sustainability, ensuring that our financial resources are managed in a way that allows for continued operation into the future.

They point out in the guide that the budget should be developed with a clear focus on long term solvency and sustainability.

And they give some key examples of how you might do this.

So they say commitments to continuing costs should be avoided unless there's an ongoing supporting revenue growth that is assured.

And we've talked about that a lot that we do worry about adding something new that might grow at a faster rate than our revenues are growing.

They mentioned that you would you wouldn't want to add anything to the budget that's going to continue year to year if you don't have a certain revenue source that's going to match it.

The next point is non-recurring revenues should not be used to finance current recurring operations.

They mentioned that employee benefits should be funded when they are earned.

And they say that cost items that persistently outpace revenues such as employee costs must be monitored and managed to assure long term sustainability.

And they give a little more description on some of these.

They point out that it's inequitable to leave a burden of deferred costs to future generations to benefit the present.

Kind of that kick the can down the road approach.

And an example of that could be the employee benefits being funded now while they're earned.

We shouldn't have an employee that's earning a benefit now and we don't pay for that fully.

And then future taxpayers are paying for an employee that's already gone not in service.

And that's what they're talking about.

So we should be trying to fully fund those benefits right now.

Additionally in this principle of concentrating on long term sustainability they mentioned the importance of elected officials understanding how economic cycles work.

Those periodic recessions or downturns because they're going to happen.

You see it through history all the time.

And that impact can impact future revenues and they state that you should be planning for downturns during periods of prosperity or growth.

As we continue down the list here the budget should not just serve as a financial document that has a tool for policy making.

Their additional notes with this principle is that the city manager should prepare, present and administer the budget.

And the elected officials should focus on policies and other macro problems that are addressed by the budget.

And now that if elected officials end up spending too much time going over every detail of the budget it could take away from more important discussions about your big picture policies that really should be the focus of that public decision making.

And then the next one here is to use the budget to communicate and that means communicating key economic issues and fiscal policies.

And we have to make sure that we can evaluate the budget document that we submit our budget document to the GFOA's Distinguished Budget Presentation Award which we do do.

And they can evaluate the document and be sure that it communicates effectively.

And so we have been receiving that award for many years following the criteria that we are communicating effectively in the budget document and we expect that we'll continue to be able to do that.

And so that's the key to the public's transparency or essential during the budget process by involving the community and financial decision making.

The guide states that we can ensure that taxpayers are allocated in ways that are important to the public.

And Christine's offered this year to help us do a little more of that so we can make sure that we have even additional outreach than we have done in the past.

The main principle that they point out is that we must pay careful attention to revenues.

In the guide they state that revenue estimates should be based on reasonable expectations.

And that conservative revenue estimates are preferable and that has been the practice of the city.

They go on to state that overly optimistic revenue projections often proceed a financial crisis.

And that inflating revenue estimates in order to add expenditures or to avoid cutting only defers and aggravates any fiscal problems that you might be experiencing.

And in the first edition of the guide they taught that section off with a statement that revenue estimates do not pay bills.

I thought that was a good quote.

Just a few more here to finish up the planning and budgeting section.

The first is that we should be monitoring the budget and we do that with our quarterly financial reports that we present to the city council.

And related to that they say that we should be aligning the budget and the financial reports.

And we do do that when I bring the quarterly reports to you we are comparing it to your budget documents so that you can see what we had projected for a revenue and what now we think it's going to be at the end of the year.

There are some jurisdictions that have a completely different format for their budget than they do for their financial reports and then it's difficult to compare.

So we follow the guidance here and do align the budget and our financial reports as recommended.

The next essential practice is establishing a fund balance policy which which helps during our financial downturns or any unanticipated major emergency expenses.

The city council does have a fund balance policy. We recently updated that in December of 2023 to a range of 17 to 20% of general fund expenditures as a percentage of your unassigned fund balance.

And as the best practice the guide states that if you have any surplus over that policy amount it should be used prudently for capital equipment or facilities replacement or be used to reduce long term commitments such as your unfunded pension liabilities or retiree medical benefit obligated.

And that is the key to the financial indictment of the budget.

And we have a lot of financial statements. Our current policy follows that recommendation. Right now our policy says that anything over that 20% cap will be transferred to the city's capital fund to be used for capital expenses.

And then the last important financial management management tool is performance measurement.

We do include some of these in the budget document. There are some tables in the department pages that are tracking some of these performance measurements.

And then the department's develop realistic performance targets and reliable relevant measures for assessing and reporting performance.

So as I mentioned a couple times now the guide has more chapters and it could be useful for you if you wanted to get into some more of the details.

But that's just an overview of the high level policies that we're using as we move into the budget process.

So we have a couple of years here.

And discuss the city by budget and operations and then we'll finish up with the budget process.

So first we're going to start with the different fund types of the city maintains.

This is where we start because this is where the resources are.

So you need to have an understanding of all the different resources that are available.

And then once we know that we have to think about well what are the restrictions on these different funds.

And it can be a little confusing and I get a lot of questions on well we have money in all these other funds. Why can't we use it to help out the general fund.

And so hopefully we'll get a little bit understanding of why we can't do that.

So this slide here shows our total city wide budget.

And this is a slide that I use during the budget presentation.

This is all of the fun types that we maintain.

A total budget of $247 million was appropriated for fiscal year 2425.

This is the combined figure. You see the general fund at the top $117 million.

And then the six other categories here.

And in those six other categories I have about 120 active funds that we're maintaining in those.

So it's not one fund for each category. There are a lot of different activity going on throughout these funds.

So most are familiar with the general fund. That's all our activity for general city operations, including public safety, parks and recreation, public works,

community development, the library and all of the administrative departments.

And most of the revenue there comes from property tax, sales tax and charges for services.

Then we have enterprise funds, special revenue funds.

And I'm going to go over the definitions of those in the next slide.

debt service funds, capital projects funds, internal service and fiduciary funds.

And all of these are reported in our annual budget document and in our audited financial report.

So enterprise funds here at the top, they account for services like water, wastewater and solid waste.

And they operate sort of like a business. They generate their own revenue.

Revenue comes from rates and those rates pay for the operations and the capital expenses for that utility service only.

Rate revenue cannot be commingled between the different enterprise funds and it cannot be used to support general fund operations.

The next is special revenue funds. They're designated for specific uses.

They have a legal restriction and examples of that are things such as gas tax, our lighting and landscape funds or something like affordable housing fees that are collected.

debt service funds are used to pay off long term obligations and for us this is mostly related to the CFD debt obligations.

Capital projects funds are used to finance major infrastructure and development projects and they're often funded by developer impact fees.

And this one's worth just explaining a little bit more because I do get questions about impact fees that are coming in from construction in the full some plan area.

Wow, that must be a lot of money. How does why isn't the general fund getting some of that.

And so I wanted to explain how the impact fees work. They are collected with each permit.

They cannot be used for general fund operations. They are there to mitigate an impact that is happening because of the additional development.

And that impact was calculated in a big study of what it needs to be used for and what it's collected for.

And so for collecting something that is for parks trails, it has to be used to add additional new parks and trails.

It cannot be used for anything else.

So the major fees that we have coming in is actually a combined fee right now for the full some plan area.

And it is for the parks, trails, fire stations, police facilities, library, etc.

And it has to be used specifically for those new facilities, nothing else.

Internal service funds are the next category. Those cover the cost of services that different city departments provide to one another.

So an example of this is the risk management fund that we go over in our quarterly reports.

So the way that works is the general fund and the enterprise funds have employees.

We do an allocation per employee that gets transferred out of those funds to then cover the cost of the benefits for those employees.

The risk management pays the bills. And so that's how an internal service fund works.

And then we have fiduciary funds. Those hold money and trust for specific purposes.

They're legally restricted once it's in that trust fund, such as our OPEB trust.

It can't be used for anything else besides what it was put there for.

So we've got millions of dollars going in and out of these funds every year.

But it's not in the general fund and it cannot be used to enhance general fund operations.

They're all legally restricted for specific purposes.

So that was a summary of the city funds as a whole.

But now we're going to look more just at the general fund because that is usually the primary focus of the budget.

And that's where you have the most leeway to make decisions in the budget.

So here we have the city's major revenue sources in the general fund.

These were your budgeted amounts for fiscal year 25.

And I'll go through the major categories here.

And just a reminder that the total revenue here at $115 million doesn't tie to the total budgeted appropriations that we saw a few slide back.

I'm $117 million because the city council approved a use of fund balance this year.

So revenues are expected to be less than total expenditures this year.

I want to do this slide just to show the percentage of each source that the general fund has for property tax.

It's about 39% of our general fund.

And so that's growing.

It used to be a little closer to the sales tax amount where they were both around 25, 25.

But property tax is becoming our bigger source as sales tax becomes a smaller source.

So 25% for sales tax, trainsing and occupancy tax gives us about 2% of our revenue.

Charges for services, 12% licenses permits and BLF at 13%.

Transures in at about 5% and all other revenue at about 4%.

So just giving a little more definition so that we can be clear on what's in each of these categories.

I think everyone is familiar with property tax and sales tax.

But for transient occupancy tax it's a percent that's charged on all hotel stays in the city of Folsom.

So we have a total 12% tax that's charged on a hotel stay.

8% of that goes to the city and 4% of it goes to choose Folsom for their tourism activities.

And that was done as a part of a business improvement district that they decided on to charge at extra 4%.

So we get 8% of it here at the city.

Charges for services, examples of that are engineering fees, plan and map checks coming from community developments, activity.

We have fire services including the ambulance fees and then all of the recreation programs are included in Charges for services.

Licenses permits and vehicle license fees.

This is made up of business license certificates, building permits, encroachment permits, any other fire or miscellaneous permits.

And then the majority of that is our vehicle license fees.

Transures in.

This is an overhead allocation.

So we take the administrative departments and those are covered by all of the other funds.

So it's an overhead allocation to all of the other funds come in to provide coverage for their portion of the city attorney's office,

HR, finance, all of the administrative departments.

So the general fund has to cover its portion of it which is about 75% but then the other funds help to pay for the other 25% of that or so.

And then the last one is all other and it's kind of miscellaneous if there's reimbursement one time type of things donations, some kind of recovery insurance recovery those types of things would go into all other all other.

Okay, so now we have a pretty good understanding of the budget principles that we should be following as per our policy, the municipal code, GFOA's requirements.

We know what the resources we have are the different funds, the revenues in the general fund.

So that takes us to an overview of our budget process.

So the budget preparation process is a critical component of your financial planning for the entire year.

And according to the city's municipal code, the annual budget must be prepared by the city manager with support from the finance director.

And the budget is then presented to the city council no later than the first working day of June.

I also thought as I went through this, I was going to incorporate some of the policies we already went over so you can see that we're following the best practices as we implement the budget.

So I just put the little GFOA emblem there so you can see where that's coming from.

So the GFOA recommends as we're doing that the budget preparation and administration be the responsibility of the chief executive so that agrees with our municipal code.

And this ensures that the city council can remain focused on high level policy decisions rather than getting caught up in excessive details.

They state that by maintaining this focus, the council can engage in thoughtful discussions about broader policy issues.

The key principle guiding the budget process is the requirement for a balanced budget.

The city's municipal code and financial policies mandate that the city manager must propose a budget in which expenditures do not exceed projected revenues.

This ensures fiscal responsibility and prevents any deficit spending.

The GFOA further recommends that the operating budget be designed with a strong focus on long term financial solvency.

This means that the city must be cautious about taking on financial commitments that extend beyond its ability to sustain revenue growth.

And we cautioned about employee costs growing faster than our revenues since that is our biggest expense.

We have to be sure that it's not growing faster than our ability to pay for it.

And so we would always seek to present a balanced budget that lives within our means and has a focus on long term solvency per these budget principles.

Another important budget principle is the city's financial policy on the responsible use of one time revenues.

The city requires that if we have one time revenues, it must be used exclusively for one time expenditures rather than ongoing costs.

And we would call that out in the budget proposal.

When we've done that before with the ARPA revenue, it didn't just get blended into the general fund and then possibly be used for additional positions.

We knew that it was one time revenue and so the city council very thoughtfully made a list of the one time expenses that it would be used for.

The GFOA supports this approach advising that non-recurring revenues should not be used to finance continuing operations.

And this principle helps to prevent budget shortfalls by ensuring that the city does not become dependent on non-recurring revenue to source your essential services.

Instead, they state just as we do that one time revenues should be allocated to projects or could be used to pay down long term obligations, something that doesn't create an ongoing financial obligation.

So again, our policy matches with the GFOA's best practice.

So those are kind of the general budget principles.

As part of our overall preparation strategy, the city of Folsom follows a really structured approach in preparing our budget.

We start with our revenue estimates for all of our general fund revenues.

According to the city's financial policies, revenues should be monitored throughout the year to identify trends that could impact revenue sources into the next year.

And this helps us to be ready with our estimates for this year because we're following all along to see what things are happening during the current year.

For major sources such as our sales tax and property tax, we consult with outside financial experts to ensure that our projections are accurate.

And we're having to make these projections 18 months in advance of the revenue coming in.

So I'm projecting right now in February of 2025 for sales tax revenue that we're not going to receive until September of 2026.

So it's not an easy task. It's never going to be right on, but we do use the resources that we have out there with our consultants to help us to make it as accurate as possible.

And this collaboration helps they have different information on the market or housing, trends, or economic shifts that I may not have.

So as a team, we're trying to do our best with those major revenue sources there.

The government finance officers association recommends that cities use conservative estimates to avoid financial crisis.

We've talked about this already a little bit.

They say that it's better to plan for lower revenue and then adjust if collections come in higher than expected rather than face unexpected shortfalls.

And by following these best practices, the city maintains a stable well planned financial outlook throughout the year.

And it ensures that the essential services that you funded in the budget can be funded throughout the entire year.

It wouldn't require any mid-year budget reductions or use of the emergency reserve for your ongoing operations when we handle it this way.

Once we know what our estimated revenues are for the year, then we can move on in the process of determining what the appropriations will be for expenditures.

And we have to follow a few requirements per our policies first for expenditures that have to be included in the budget before we can begin allocating additional department expenses.

And the first one is that the financial policies require that we include a general fund contingency of at least 1% of total expenditures each year.

This contingency amount is designed to address unforeseen financial needs that may come up during the fiscal year.

And having this contingency helps us to ensure that the city remains stable, even if we face a little bit of an unexpected expense or we have a bit of a revenue shortfall.

If the contingency funds are not used and it's been about a million dollars a year that we've been allocating right now, they roll into your unassigned fund balance at the end of the fiscal year per the policy.

So when I come to you at the end of the fiscal year with a financial report showing that revenues are expected to exceed expenses by a little bit, that was on purpose.

That was the tool that we have right now to maintain your required unassigned fund balance range. It's the only tool that we have.

And we must add to that fund balance every year because as our expenditures grow, that fund balance has to grow in order to keep up and keep within that range.

So it's not a windfall when we add to fund to fund balance. It's a requirement so that we can stay within that 17 to 20% range.

And I just wanted to circle back a little bit to the GFA principle that we addressed a few minutes ago of concentrating on long term sustainability.

The GFA way guide had mentioned the importance of elected officials understanding how economic cycles work.

But I have a report sent to me on lack of inv일 fallaiters. It's in the current manager data department.

And a professor and said what will happen when you discuss last night near the timeline.

Can this happen 노래� combos we've created on our agenda there's going to but right now.

the city would have been in really bad shape as we went through the great recession.

We had a fund balance of under $5 million at that time.

You can imagine what it would have been like if we had had a lower fund balance to start

with.

Next we have another budget requirement that we should be funding every year per our policies

and municipal code, but unfortunately we are not.

The city's financial policies require that we maintain our buildings and equipment

at reasonable levels to avoid service disruptions and ensure public and employee safety.

Per the policies we are supposed to be allocating maintenance and replacement funding each year

in the budget at a adequate amount to maintain the assets and that isn't happening.

There is a very small amount allocated to building and equipment maintenance each year,

and lately that funding source has ended up being just our emergency contingency funds

for emergency repairs that come up during the year.

The city of Folsom's municipal code mandates that a building and equipment fund, which

is currently our capital fund, and also a computer fund, should be operated with adequate reserves

and we don't have those funds set up with adequate reserves either.

These funds are critical for replacing depreciable assets when necessary and preparing for unexpected

equipment failures.

The city's financial policies further require that the budget provide sufficient funding

for adequate maintenance, renovation, and the orderly replacement of capital assets

such as equipment, fleet, facilities, and parks, and that that be allocated in the budget

each year.

And it states that it shall be maintained at a level that protects the capital investment,

minimizes future maintenance, and replacement costs.

To support these policies that we have in place, the GFWA also recommends that cities should

determine the required funding levels each year to replace assets in an orderly manner,

avoiding future financial strain.

And that we have to be aware that capital facilities and our equipment inevitably age and become

obsolete.

So when we're planning new projects or thinking of adding additional general fund expenditures,

it's critical to ensure that existing infrastructure is properly maintained before we add new costs

to the budget that may require additional funding.

So at this point in the budget preparation process, we would have examined all of our revenue

and had estimates for all the general fund accounts.

We would have allocated our contingency amount.

And then in a perfect world, we would have determined our capital renovation needs and

included those also.

Then we have to add in our employee labor and benefit costs that we're in contract to

pay.

We have ongoing contracts aside from those as well, insurance costs, possibly utility cost

trups, everything that we're obligated to pay at this point gets added in to last year's

base budget to determine our as is expense total.

And then departments go through and scrutinize all of their light items to see is there anything

that we are required to pay next year that we don't have enough budget for?

And so that all gets added in and we have an as is budget.

If the as is expense total is less than the total estimated revenues, then the city manager

will have some funding to prioritize the department requests and recommend budget additions.

So that's where you'll see sometimes, okay, we had $2 million left and these are the $2

million worth of additions that the city manager is proposing in the new budget.

Again, in doing that, the budget must be balanced and the revenues have to exceed or be

equal to expenditures.

And historically, when the city manager has considered budget additions, it's been done

with this approximate allocation of expenditures by department in mind.

So if you did have, for example, the $2 million, it would typically be looked at that possibly

50% would go to public safety and the other 50% to the other departments to keep this balance

in the historical allocation here.

So as I wrap up here, I have the proposed budget schedule that you'll be seeing for the

upcoming month.

So May 27th will be the presentation of the proposed budget and then June 10th will be the

public hearing and the first opportunity for budget adoption.

Per the city's municipal code, the budget must be adopted by the last working day of the

fiscal year, but it's June 30th.

And if the city council does not adopt the budget by June 30th, the budget as proposed by

the city manager shall be deemed adopted.

And then my last slide here, just so you can see how we then continue to communicate

through the year once the budget is adopted.

We have our quarterly financial reports where we give you the budget to actual comparisons

and then do year in projections as we get closer to the end of the year.

We have our annual comprehensive financial report that is as of June 30th and then we start

the cycle again with the next budget process.

And that is it for me.

I'm happy to answer any questions.

I can use my microphone.

Is it okay if I ask a couple questions?

Sure.

Cool.

You mentioned the internal service fund.

I think it was about $20 million.

That's mostly benefits.

That's getting transferred.

Is that my understanding that correctly?

Correct.

That's the risk management fund.

So the cost of all of those benefits that we pay out for medical insurance, retiree

health, all of those benefits go through there.

We pay those bills out of that risk management fund.

So is that roughly like that $20 million?

Is that also included in the $117 million?

Because two thirds of those employees, I'm just kind of rough in numbers here.

This is what I'm back in the napkin math that I like to do.

$15 million out of the general fund, roughly?

Roughly that.

Yeah.

So it would be a charge to each department, depending on their allocation of employees,

gets moved into the risk management fund and then the bills get paid out of there.

So you don't see like the Kaiser bill coming out of the general fund.

You see the allocation for the transfer to the risk management fund coming out of the

general fund.

So it's not really duplicating expenditures in the general fund because we don't have

the medical bills in there.

You would if we didn't have this set up.

Got it, but it's an expense to the general fund.

It's an expense to the general fund.

And it's just neutral.

I would think that the internal service fund is really just neutral, right?

That is the idea.

So why does it show 20?

Why is it a $20 million part of the overall $250 million?

Because it has a $20 million expense, but you're not seeing the $20 million revenue on

that because that was just the budgeted expenses on that slide.

So in general, it's supposed to be neutral.

The issue has been, and it's every year is the same as that we're estimating an appropriate

in that budget long before we get the bills for or know what the rates are going to be for

medical or for the property insurance.

And so that has been an issue where we have kind of missed the mark quite a few years

in a row.

And so the general fund has been, you know, not having to pay the entire bill.

And we're trying to catch up on that.

But the risk management fund is slowly going down.

Okay.

And then you said that we're not great at setting aside enough money for building an

equipment.

What would that dollar amount roughly be?

Oh, that we would be setting aside on an annual basis if we were, you know, if we have

all these, I'm used to this in like a property management association, right?

Where we say, hey, we've got to pay the parking lot every 10 years.

We've got to fix the lights, X number of times, you know, all these, you know, capital replacement

funds.

What is that rough dollar that we should be setting aside that we're not?

That'd be an exercise.

We would need to go through with the major departments that have that public works, parks

and rec specifically.

So like I come up with a figure for you.

I don't have that right here right now.

So that'd be part of the budget process this year because it sounds like that's something

we should be, we should know what that number is.

So we're not caught when it's happened, right?

We should be doing it was one of the first things that just started to get, you know, taken

away to an order to pay for the other central services that the city's paying for.

Okay.

Yeah, I think that would be helpful for, you know, if we are talking about long-term

solvency and trying to meet those initial things, I guess I had more than a couple questions.

So you talked a little bit about balancing the council, you know, the idea is to have

a council focus on larger term, you know, larger policy instead of digging into the details.

This can be personally tough for me.

I'm an engineer.

I like the details as I think you guys know.

And I think also the community has a desire, right?

I hear from folks of like, I want to know where every dollar of my tax dollars goes, right?

So how do you balance kind of that desire for transparency, right?

Knowing where our tax dollar goes down to the, you know, penny, but keeping people focused

on the policy level decisions.

Like how do you give them access to where they can drill down into those dollars in sense?

Does that make sense?

Does it make sense?

And that's a good segue to something that I'll be presenting in probably a few, maybe

in a month or so.

We have a new budgeting software opengov that the City Council approved that we're going

to be implementing this year for this budget document.

And it does have the ability to take a look at those line items, you know, per department

and they can take a look at that.

So somebody's interested in seeing what's in there that will all be available online and

a little more accessible than it was in the book, I feel.

So that's a tool that we can use for that.

As far as beforehand into the details, I think that the point is that we can provide that

kind of information.

But I think what the GFOA is saying is maybe you don't discuss something at a $10,000 level,

you know, maybe you're discussing things at a bigger level and allowing the City Manager

to make the decisions on, you know, maybe the $10,000 things.

Sure.

Yeah.

I guess well, I'll throw out one more.

You said we start with the kind of as is budget, which makes sense to me, but I also look

at, you know, the as is budget where we're doing everything exactly how we wanted to the

previous year.

The answer's probably not right.

Like, probably I always think of things I could have done better, you know, myself in

the previous year and my own personal budget.

Is there some flexibility within the departments to look at their as is budget and say, hey,

I don't want to do what I did last year.

I really want to say, you know, I'm going to do something different with these dollars

that I did last year.

Is that how does that kind of get incorporated in that as is process?

Absolutely.

I think that's happening in every department every time.

So the dollar amounts staying the same, but they're reorganizing it, deciding how are

they going to spend it, what contracts are they is going to be the priority this year.

The only thing they really don't have leeway over is the salary and benefit expenses because

those are calculated by the finance department and don't get moved around down into operations.

But they can use their current operating budget.

However, you know, they see fit.

Okay.

Thank you.

Okay.

I just have one comment that I wanted to make and this is more of a big picture comment.

And that is that I can see where the philosophical predilections of council members and or the

public can influence where our money gets spent and how we make the decisions of where we

want to put that money.

And I think that's one of the challenges that we have ahead of us at this point.

And I don't know whether that's something that gets, you know, taken into consideration

when we look at the long-term goals and objectives for the coming years' budgets.

Does that make sense?

So that I think that's something where we need to come some kind of a agreeable consensus.

Thank you.

So you see, thank you so much for a good report.

And I really appreciate your willingness to just take questions on the cuff like that and be able to answer them.

Appreciate that.

Thank you so much.

As you heard, Stacey's tutorial on the budget and on finance and on the rules of financing,

some we need to be looking forward to this one that's who are exercised today as well.

And so you should have heard within some of her report things that are not in alignment

or not in harmony, right?

And take note of those because those are kinds of things that we can then talk about in

a few minutes about, okay, what is out of alignment?

What is not in the level of harmony that we want for the city itself?

The other thing, you brought up some great questions on facility replacement and restoration.

And this is, you know, facility repair restoration lies within our parks and recreation department.

And I think these are the kinds of questions that keep Kelly up at night and keep her here

at 10 o'clock at night some evenings as she's working through that.

And she can rattle off half a dozen or more immediate need, expensive facility repairs

and restoration that needs to be done.

But you can look at that in a couple of different ways.

There's an immediate need.

So I believe the air conditioner at the library is an immediate need.

A roof at the library also?

Is an immediate need.

Pool filtering system over at the aquatic center.

These are kind of short near term immediate needs for infrastructure replacement.

But then we could turn to Mark and go, Mark, how many roads need to be resurfaced?

How many, you know, everything else in, in, in marks, you know, some of those are near term.

Some of those, you know, you could march out a few or several years as well.

So those are the kinds of things that, you know, I would ask us to kind of consider when

we move into our exercise as well.

Thank you.

Mark is pleased.

All right.

Good morning, Mayor slash Dr. Quinoe members of the council.

Marcus Yasutaki, environmental water resources.

That's just in case anybody is watching or any members in the audience.

At our last meeting, I did hear a lot of, I think, stingers up.

So I will do a quick shout out to Go Mustangs.

So my discussion today is really about the procurement of services and a quick outline.

One, we're always working for the most part with an adopted budget.

I just walked through the process, how we select, how we incorporate any of this information

into the staff reports, ultimately for city council approval.

Some of the consequences and risk if we maybe don't follow the process as we're supposed

to.

And the last slide is just really the references of where I got this information.

So if anybody is ever interested in reading that fund government code, you can do so.

So as I mentioned, we do work in most part, except for the last bullet through an adopted

budget.

So we have operations and maintenance, line items, each department or division within

a department will have this for us.

In our department, it's equipment, chemical supplies that we need just to operate day-to-day,

capital improvements.

These are typically what is known as public works projects.

And there's a requirement in which the city must follow when we are bidding for those types

of projects.

I'll get into that.

A lot of our departments also use professional services.

And there's a very distinct definition of what that covers.

And the bullet point there was private architectural, landscape, architectural engineering, environmental

land surveying or construction project management.

That's what falls under the definition at the state level and the government code.

And then we have non-professional services that we all use as well.

So you can have landscaping services, janitorial, lobbying, et cetera.

And then every now and again, we do have emergency services.

And I know our department uses this maybe every three or four years for different things.

So just outline the process.

I've broken it down into the different types of services.

So you can have a public works project, professional services.

And if you want to know a little bit more about the professional services, I'm not going

into the detail today.

But you can go back to the March 26, 2024 city council presentation.

There's a discussion by myself and the council at that time.

And you can kind of listen back and forth as to what the dialogue was there, the presentation

as well at that time.

And then we have emergency services.

And then the right is the process in which we have to go and procure those services.

So for public works projects, it's competitive, sealed bidding for professional services.

We do a request for proposals and it's a qualifications-based selection or QBS for

short.

And then we have it for the non-professional services, a request for proposals and that's

non-QBS or sole source.

Now there are requirements for sole source.

And every now and again, we may have to do that because there might be only a particular

company that can offer that service either in the Sacramento area or within California,

or a manufacturer of a product, say a pump, says this is the company that does the replacements

for us and we use them.

And emergency services, like I mentioned, we typically do a waiver of bid because when

we have a pipeline break, we don't have time to put together a whole packet of documents.

So we call up a couple contractors, have them come out and say, okay, what do you think

it's going to take?

And then we proceed with the work once we get approval from the city manager.

So as far as selection, the type of service, again on the left and the process on the right.

So we go with the lowest responsive and responsible bidder for public works projects.

So once we advertise bid the project, we open the bids, we call out the numbers, we verify

all the numbers of staff, if everything's in line and the contractor is responsive and

responsible, then that is typically the contractor we will recommend at a city council meeting.

Every now and again, if the bids are out of alignment, we will recommend that all bids

are rejected and we would rebid the project.

And maybe we find something where we might be able to put a little more detail to refine

the bid to get maybe better costs that align with the budget number that we have.

Professional services, again, based on qualifications and demonstrated a competence.

So this is really important and is why the law was written that way.

It started as a federal statute and then came down to California and the government code

follows that federal statute that was initially written.

Mark could probably tell you about the gentleman.

He has a good picture of Mr. Brooks and how that came about.

Non-professional services, we based on qualifications, demonstrated competence, and then this is

where we factor in cost.

And if you go back to the March meeting last year, you will hear that discussion amongst

council members as to maybe how much we factor in cost depending on the level or type of service

that's being requested and again emergency services waiver of bid.

So once we've gone through that process, then we start preparing our staff reports for

what is ultimately presented to city council.

And in each staff report, a lot of this will look familiar to you, but it authorizes the

city manager to enter an agreement with the selected firm company or contractor.

Within the staff report, we do identify the municipal code section that we use.

It's typically 2.36.

For awarding the contract, we analyze or provide the details of the selection process.

So was it a public works project and we have a breakdown of all the bidders?

Was it professional services and we indicate how we ranked the technical scores from each

of the proposals and then if it's non-professional services, then we have the ranking of the technical

scores plus then the factoring in of whatever cost percentage is and then figure out what

the best value is to the city by using the technical score plus the cost score.

And then we identify in there the budgeting or where the money is coming from.

So is it something that's within our budget and that is in whichever fund we are identifying?

Do we need an appropriation?

So let's say we budgeted 2 million, but the project came a little over 2 million at 2.1

million.

Or we were requesting then city council to appropriate the additional 100,000 that

wasn't accounted for in the approved budget.

That would be included in the staff report as well as a resolution.

And if there are any grants or funding that the city is receiving from an outside source

or an outside agency, that information is included in the staff reports as well.

So it gives a picture of how we got there, what we did, and then what we proposed to do

with the project and how we will fund that.

So consequences and risks, I think the first one is not being in alignment with state

or federal law, so you open yourself up to potentially a company possibly suing the

city for not following a certain statute, loss of state or federal funding.

So when we are doing some projects, there are requirements into which you have to include

information within the bid package, especially if there's federal or state funding, there

are requirements that the city must follow when you're bidding a project or if you are

obtaining services.

So if you don't do that, you are at risk of not being able to get that money or losing

it all together.

Again, being ineligible for state or federal funding, opening up yourself to potentially

bid protests.

If you aren't careful, you can potentially have increased project costs additional life

cycle costs because something did not go right in the bidding process and something was

potentially missed out.

And then again, the last one, the protection of public health and safety could be compromised.

And that was a key in the Brooks Act is why some of those professional services are listed

that way is because they have a public safety or health and safety component, say you're

designing a building or building a roadway or a bridge, there is a factor of safety that

has to be accounted for and requirements of people who can actually do the work, whether

it's the design side or on the construction side.

These are references used.

I won't list them all, but if I'm sure this presentation will be available, you can

read those if you fill at your own leisure.

But this was also explained in March of last year.

And that was all I had.

So this came up, I was at Tech Week earlier this week and I got the question and I honestly

did not know the answer.

I'm a small business that wants to do some business with the City of Folsom.

Where do I go?

I guess it might depend on the kind of business that you're trying to do.

We have companies that have reached out to us that have asked to be included on any list

when we are requesting services.

Now it might differ for each department or division.

For us, obviously most of the people we work with are engineers or construction management

inspection and if they reach out to us, we sit down.

We talk with them about the projects we work on, the type of design services we're requesting

typically.

And then if they do want to be on our list, we will issue information to them a request

for proposal for a project or a project and ask them to submit a bid.

I don't know for other departments what type of lists they have, but I, you know, they

would probably do something similar for different services that they would need and if a company

is looking to get in the door, then they would put their name in the hat and go through

the same process that everyone else would be in terms of submitting a proposal or submitting

a bid for services.

So I want to add on to that because I had somebody ask me something about that recently too

and I went and looked at the City website and there is an area where we post open request

for proposal qualifications or whatever, but I know you also use the CIP list and stuff.

But just from my own experience in the insurance world, it seems like there are agencies where

you can sign up for something and then you put in these keywords, right?

And so any time that a bid comes out with those keywords, it would notify somebody that

there's this open bid and you can bid on it.

And so I was kind of surprised too that it seems that there isn't a way to do that as

far as I could tell.

I can definitely follow up with our IS team to see how we could create an internal, I guess,

mailing list if you want to call it that whenever a bid goes out that whichever email was

provided would be something pushed out to them.

I don't know how easy or difficult it is, but definitely something I can ask about.

Yeah, I've looked at CIP list and I've looked at our website and it doesn't seem, I would

think we're contracting out a lot more things than I see there.

It seems relatively small list there and so I don't know if it's within other departments,

but it is just one of the things that, you know, right now I really don't know where to

send those folks and we may get more bids, we may get, you know, I don't know, maybe we

were contacting everybody that's in that area, but if we're trying to save funds, I would

think more bids would be better.

So it would be nice to have something where people can register or at least go to one

centralized place to look for, see what the qualifications are.

I know that doesn't fall all on your shoulders.

I'm just kind of, this is an open discussion.

I'm bringing it up as I think it would be, would be helpful.

Right now I'm like, I don't know, called the anavity.

I'm going to send an email to Brian, so tell him you want to work for the city.

All right, thanks.

Let me grab a break time.

Right now, so we'll take about 10 minutes to a refill coffee or a round of snack.

Got it.

At 25,000.

Okay.

GG.

Yay!

Back to composite protocols.

I had that...

you

you

you

I'm going to teach her a ride.

Very nice. Very nice.

All right, we're ready now.

Here. Here.

Oh, we're doing it.

Let's see what the good pictures are.

We're on the pictures.

Yeah.

I have to say for ladies.

Oh, you're not the expert.

You're not giving the presentation.

Thank you.

Thank you.

Thank you.

Thank you.

Thank you.

Here we go.

We're reconvening.

Good morning, mayor, members of the council, Pam John's community development director.

And I'm going to spend about 30 minutes talking to you about some land use and planning issues as it relates to items that come before you.

And other information will be like, oh, interesting.

That changes my perspective.

So that's my hope.

And I will keep myself in check to make sure I wrap up with a few minutes.

So that vice mayor, Ray Thelkin asked questions on the topics before we move into the next section.

So I'll start with the planning framework, just basics of the law and the key instruments that we

have here in Folsom.

So the framework for planning is really established with state and federal laws in the government code.

So planning and zoning laws, subdivision map act, sequa, certainly.

And then as you all know, the Brown Act and then mitigation fee act.

And this is all information that gets woven into staff reports and into the policy and regulatory framework.

When we update our policies and codes with you, we highlight these sections.

We also regularly respond to annual legislative updates and case law as it relates to planning and zoning laws.

This is just a very simple exhibit showing kind of the hierarchy of the planning framework.

And really ultimately, it's the city council that creates policies and adopts plans that set that agenda.

Within the framework of law.

And then we have a lot of other supporting plans and documents, most of which are formally adopted by the city council.

But like the last one on this list, improvement standards, that's something that is done.

You know, we do updates to that through our city engineers and department heads in response to, you know, new information about best practices and materials and methods and things like that.

And our job, I don't want to emphasize this enough, is to implement your policies and then administer and enforce the plans that you adopt.

And sometimes that's super easy to do and other times, you know, it's not so easy because there are some things that kind of fall in between, you know, codes and trades and things like that.

And I think we hear that a lot through customer questions and concerns that come up.

So the law requires that we adopt the general plan, which is again that long, you know, that long term land use policy that sets the framework for physical development within the city.

And then any request to develop or redevelop or change uses, you know, within the city's boundaries have to go through and be determined for consistency.

Sometimes that simply is, you know, there's no application for it. It's just, you know, a call to ask, is this an allowed use? And I'm not making any changes. Can I do this? And the answer is yes, there's no formal document.

Other times, there's a simple ministerial, you know, request that comes through the process. And then otherwise, you know, a discretionary decision that is either of the director or one of the commissions or ultimately the city council.

So the project, if it's determined to, you know, need some type of review and determination is either approved conditionally approved or denied based on not just the rules on the books, but required findings, depending on that type of request.

So you, you have very lengthy staff reports coming on planning and land use entitlements. And that's because we are required to.

And then it goes without saying that the discretionary decisions of the director and commission are subject to appeal within 10 days generally of that decision and then council decisions are final.

And certainly there are additional due process with the law that come into play sometimes, but for our purposes, you know, this is our framework.

So on the left here, just explaining the general plan policy document, it's the 10 to 20 year plan in Folsom. I think when we updated our 2018 general plan, the prior plan was actually 1988. So we had, we were winning on the amount of time between the adoption comprehensive adoption of our general plans.

So that's that is relatively uncommon to have that long a period of time. So now we have a relatively refreshed general plan that has elements on land use circulation, housing, conservation noise, open space and safety.

And then the zoning code is a partnering document, one of the most important implementation documents for the general plan, shaping location function and appearance of land use. I think it's important to say that, you know, it sets, it's expectations, but also guards against conflicts. So when we talk about land use conflicts. I know there's been a lot of question about, you know, why do we put a gas station right next to, you know, single family homes.

And those are things that there's no reason in loss so much as that type of use could be allowed, you know, right next to one another, but you mitigate through conditions, the city council and the planning commission could also make decisions about not allowing those uses within certain adjacency, you know, would require, you know, some level of separation.

So, you know, we can make changes in the city learning grow in our community builds out, we can make changes and improvements to our zoning regulations, you know, for specific public purposes.

And this is just an exhibit I want to highlight one key thing. So the general plan has text document and a land use map. So there are land use designations on every property within the city. And these are big, broader categories. And then the zoning map and corresponding text break those land use designations even for the city.

And so there are typically one or more zoning districts that implement a single general plan land use category, but every property or parcel within the city has one general plan land use designation and one corresponding zoning district designation.

And over time when these things were updated, they weren't always married to be consistent. We kind of in some ways kicked the can down the road for consistency. And then if a property owner comes in to do something in the future.

And that's determined that the zoning is not consistent with the general plan. The burden would be on the property owner to clean that up.

So we're taking care of enduring the general plan update process. We generally took care of all those inconsistencies, but historically that had been a challenge for us where we had, you know, inconsistencies, most of which were in and around the historic district.

And by the way, the law has changed and the law is changing all the time on land use and zoning and policy. So certainly the elements, even when there's consistency between general plan and the school.

So it's good to go. We're not allowed to hold them up in as long as we're just very complicated.

And they're standing there. Thank you, Steve. Please feel free to continue to jump in on those important matters because that's true. We will be, you know, and have brought those items forward where, you know, the zoning may not align with what you think stereotypically or traditionally would be the designation for that property.

And it doesn't have to be cleaned up in order for a development application to move forward.

So this is an area that each jurisdiction is really unique in these area plans that get adopted locally. And so I want to just highlight that and explain a little history on this and false them because it's important.

So predating specific plans, we had a lot of development specific plans are covered in the government code and the content of specific plans to a large extent are mandated and they replace the zoning for that area.

So the specific plan is, is, is, you know, very prescribed and then master plans or vision plans and these other types of area plans are not prescriptive at all in the law.

And other than their adoption procedure. And so in full some we have a long history of kind of master planning or identifying special areas and adopting a plan that sets some rules and framework for, you know,

development and activities within those areas. And so just real quick, I'm going to flip to the next page and show you this is the, we have six adopted specific plans in the city.

And later on in the slides, I'm going to show you kind of the history of the annexation. So you see that all of these areas were annexed into the city, you know, for master plan development over the years.

And so six specific plans that equal about 30, 33% about a third of the city's land area is within adopted specific plan that generally sets the zoning rules for that area.

Now where it's silent, it refers back to the city zoning code. But I think we spend a lot of time thinking about the full some plan area or full some ranch being the only, you know, big master plan development in the community.

And we certainly have a long history of master plan communities and, and a lot of the residents that ask the questions live live in those those specific plan areas.

Okay, I'm going to go back to the slide because I want to talk for a minute about this special area plans. So, Natoma station, perioks, ranch, broadstone, one and two.

And predated the specific plan content laws and were essentially similar master plans for development like you would have in in a specific plan today, but they just predated those regulations.

And they have rules on the books, but they have city city wide zoning that's applied to those districts and then some special rules and regulations within those adopted master plan documents.

Humbug willow Creek is a master plan that talks about land uses or does regulate some of the land uses along that corridor in addition to resource preservation and a lot of other things.

The historic district is is actually a zone, but it was as you may know once a specific plan proposal.

And at the time that that specific plan proposal went through, you know, there was not I mean some of you were in the room. I know yet we have council members like blend fate that were, you know, a big part of that effort, but it essentially got modified into a zoning overlay type of designation with a separate design and development guideline document.

We spend a lot of time on projects in the historic district and it's complicated because there's this overlay zone with sub areas and underlying designations and they aren't always consistent.

And so when we think, gosh, why is it so hard to do development in the historic district, it's complicated because the rules on the books are complicated.

And so I think that's an important one to point out and I think in the coming years, we will be looking to refresh and update that as some of the key stakeholders are saying it's time, you know, we have some antiquated guidelines, we have some antiquated provisions that don't necessarily reflect, you know, our modern historic district.

So I think that's something moving forward, we'll be talking more about with this council. And then recently, obviously the River District Vision Plan and Central Business District Vision plans.

And then I would be remiss if I didn't also identify that there are related plans when development come when development applications come through that we spend time looking through for consistency for opportunities for, you know, what the gaps are.

And those are the parks and rec master plan and the active transportation plan primarily. So it used to be the, you know, the bikeway master plan and the pedestrian master plan, which has all been consolidated.

But we, we look to those documents and rely on our partners in other departments to help, you know, bring those issues to fruition on development applications that come in. So, um, the sequel, I'm not going to spend a lot of time on this.

But I just, I think a couple of things that are important to point out. And this is really the requirement is intended to ensure that we consider environmental consequences of our actions when we and work to find solutions that are the least harmful, you know, to the environment.

That's why we have, when we do environmental impact reports, we have alternatives and things like that. So it applies to most projects.

We either have, you know, exemptions and now by law, there's a lot of automatic exemptions or those have been expanded in recent years.

There are mitigated negative declarations and then EIRs and this also includes supplemental EIRs, addendums to EIRs and things like that.

So we, we don't have in house, sequel expertise, we outsource this and it's essentially paid for by the developer.

It's passed through funding, but they're contracted with the city and we are the, the responsible or lead agency for the preparation and review of these documents and the exceptions to that as we've, you know, realized recently as we are not the lead or responsible agency for things like certain utilities or, you know, you see Davis project.

That went through school districts because they are the, the agency that's responsible for acting on that environmental document along with whatever project is being proposed.

Okay, next I'm going to talk briefly about the entitlements and decision making authority.

Some of that's prescribed by law and some of it is kind of local preference. And so as I mentioned earlier, we have ministerial actions where there's no discretion exercised like business license building permits.

If someone comes in, they want to do a home occupation. We have a simple checklist that says you either comply with these things or you don't and same with like accessory dwelling units, right?

So no discretion in those types of actions. And then for the discretionary actions, there's, there's kind of three levels. And by law, the council has certain legislative requirements.

So when you look at the review authority table on the right, you'll see that that the authority, you know, for city council on many things is, you know, is required.

And in other areas, you have the authority to be able to delegate some of those things to your, your commissions.

And then again, the director, if we have proper findings and review criteria for making decisions that can be done, you know, at a staff level, which certainly streamlines the process for, for the city's customer.

And then we come through with the zoning code update. We will educate the commission and council about opportunities where we may be able to, you know, incorporate some efficiencies so long as the decision makers are comfortable delegating that authority.

And so we'll talk to you about that with with the zoning code update.

I want to remind you about the typical application process for development. Sometimes we just get an application submitted and we've never heard anything about the project.

But more often than not, someone has called and reached out to us and said, I have an idea. I'd like to do this. I'm thinking about buying a property. I have this really big idea. And I want to start vetting it, you know, with the city.

So usually we hear from, you know, from someone before they walk in and submit their application. We give them advice. We sometimes say that's a really bad idea. Most often we say, you know, we're helping, you know, we'd like to help you get to yes.

So how do we, you know, how do we work on doing something and helping you navigate some areas where we see there could be some concerns.

And then we do our, our once the application is submitted and gets routed internally and externally and we, we go through our review analysis and and have back and forth with the applicant or developer and talk about, you know, how the project may need or how we would recommend that it be refined in order to support that project moving forward.

So it's public review and decision and then once a project is approved, then, you know, they can immediately start through the development engineering and permitting side of things. Usually it starts with the site and then moves to the building, but not not always sometimes that's concurrent.

So you can see that in full some like many other jurisdictions that intend to be customer friendly. We have said that, you know, once your project is public ready, you can submit your permits at risk so that you can start the process of going through more detailed engineering.

So maybe there was a gap of time where after you got your project approved, you regrouped, you hired additional consultants and you came through the process and submitted all your engineering plans. Now they're really being done pretty simultaneously and it may be because we spend that time during the project review really vetting some of those bigger issues, which allows someone to move forward more quickly.

So it's just a way of being a shorter period of time between city decision and development actually moving forward. It's almost no time.

This is just a reiteration of what I just talked about and how we route it. I want to say something we don't get to say very often, which is every department in this room participates in one way shape or form with the review and input.

I appreciate that. That's something that is time that they participate above and beyond kind of their day to day responsibilities and they dedicate staff to come and, you know, meet regularly and review plans and provide written comments all with the goal of, you know, no surprises identify the issues early, you know, discussing, refine them so that we, you know, we can move forward with a recommendation to approve the project.

We can approve the project with with conditions.

All right, next role of commission and council.

This is really something where you understand the, you know, kind of the very basics, but I want to highlight a couple of things by law, we are required to notice and have a review period before any public meeting or hearing is held.

And that's the majority of public meetings and hearings are held with with our decision making bodies on discretionary decisions.

And that's something that your staff takes care of and that's a period of time when the public would be able to come in and ask questions about the project, look at the information and then obviously see the details once those staff reports are published.

So, again, decision making bodies hold the hearings and then render a decision.

So, again, more often than not, we are recommending conditional approval of these projects with findings.

Every now and again, we agree to disagree with the applicant or developer and we've said we can't support this project and we're recommending, you know, denial.

So, again, we do a lot of work to, you know, get to, to yes and then certainly the city council or the planning commission, whoever the final or that decision making body has the authority to to review and decide oftentimes you'll add conditions along the way or ask them to make a concession, you know, that's requested by, by a member of the public.

You don't have to take action, you know, on something that's in front of you can certainly continue it.

And I think those are the kind of the key items commission decisions again subject to appeal.

Council decisions are final. I think you all understand that appeals are denovo.

So, anytime we get an appeal, you hear from the city attorney's office saying, please don't talk about this, you know, you need to look at the information that's in front of you and consider it fresh.

And so, there, it's a little bit unique and why we encourage you not necessarily to come in and engage on all these projects as they're going through the process.

So, I'm going to talk just briefly about special projects. So, we talked about development applications.

So, we bring special projects forward to commission and council to implement the general plan.

Again, either adopt or consider any area plan special studies that need to be done.

Sometimes we're, we're asking about or recommending guidelines. There's community wide projects.

And these are sometimes mandates like the state says you have to update this element of your general plan by a certain point in time.

Other times those are directed or prioritized by council like the river district and the central business district plans.

And then sometimes we come to you and say there's a grant opportunity out there. You know, we'd like to do this new bus route partnership with RT to get to all of our medical complexes now and in the future.

We, we, we, we, we support us moving forward on that, that application. So, those are things that come before you that are not kind of the traditional physical development, but they're related to land use and planning in the city.

And then you are really in the vast majority of the cases, the city council is the, the final action on those special projects.

Sometimes it requires that we go by law to our commission first, but if it does require that we go to the commission first, we follow the law.

So we don't typically go to the commission on something if it's not required unless the city council asks us to.

So sometimes when you're considering a project, you may direct, you know, their involvement. So you take like, you know, the river district and the central business district are, you know, big planning documents and it does require, you know, them to take a look and provide, provide input on that.

So, so we certainly did that, but others would not and, and just as a matter of course, we wouldn't necessarily do that unless it really ties directly to something that the commissions are doing.

So changes to policies and standards are municipal code and state law identify kind of who can and how you go about amending the general plan.

So more often than not, it's the city council directing it or staff saying, you know, there's a mandate to bring something forward, but you could also get a request for a general plan amendment or a zoning code amendment from a member of the public from a group within the public.

The commission can recommend to the city council that you consider an amendment and so I think that's important to remember as we are going through and talking about the priorities and strategic initiatives of the city council.

So, you know, it's easy for you to direct, you know, some of that work to be done, sometimes your commission or members of the public would do it and sometimes will be before you asking asking you to consider it.

So, finally, other planning considerations, I'm going to just touch on a few of these things in the last five minutes and I expect that these are a little complicated, but I'm just going to.

Yeah, exactly. So, just a reminder that that California requires every jurisdiction to house their fair share of the regional needs.

So, I think that's the reason why we are here from Saikog at the council meeting Tuesday, you know, that that's that's lots of different types of housing. It's not all affordable, but the requirement for the city is to zone land in higher residential density categories to meet the lower mob needs of the community because that's a consistent direct correlation.

The exception to that is like habitat for humanity building for sale affordable housing that's, you know, that's at a lower density and it's still meeting, you know, our regional need.

So, every eight years we, you know, we come to you and we work on, you know, identifying how we're going to meet that allocation and a lot of times it's creative ways that we're going to meet that allocation and then we have to track it over time.

So, housing laws now like no net loss or limits on down zoning and housing accountability. There's a lot of related laws that challenge us to navigate the eight years in between the cycles and set ourselves up for success to bet as best we can.

So, we're not affordable housing builders, but we're trying to establish, you know, programs to make it happen. So, this is just that direct correlation between density and affordability that the state has adopted.

So, I want to give a quick update on where we're at. So, we're about three and a half years into our eight year cycle. I think we're doing pretty well.

So, if you look at the bottom line numbers which were just hot off the press at 530 yesterday, we're about halfway through the overall unit allocation. So, let me see, I have a pointer here that I can use.

So, you know, this is the total number of units that Folsom is expected to provide over the eight year period. From a total units perspective, you know, we're above, you know, we're more than halfway through the process and we're not quite halfway through the time period.

The good news here is we are also making a dent in our affordable housing units. Small as it is, we're making a dent. From an above moderate perspective, we've provided all the housing that we're expected to provide.

Okay, the last item here in the five minutes or two minutes remaining is just on kind of related agreements that come before you primarily connected to development. So, development agreements and amendments, these, these are really a measure that's in law intended to create some certainty. And that's, that's exactly, you know, what it does. We do it for a few minutes.

It does. We do it for a wide range of things, but it's really tied to financing, the timing of development, infrastructure, and other related issues. I think the most recent ones we've had have been about amending agreements to did restrict affordable housing on certain properties.

So, we've started with a memorandum of understanding and then is moving into the development agreement. We did it for, you know, kind of determining the details about electronics reader board signs on the freeway. So, we probably have two dozen development agreements in the city and most of them don't get amended over time. Some of them do.

They have to be consistent with the general plan. We bring these before you unless it's connected directly to a physical development application. We don't typically go to our commissions with development agreements. They go right to to the city council for consideration.

So, it's something that is a little bit of an unusual item that comes before you when we bring final maps. So, you're approving development applications with subdivision maps. And when a final map comes before you, it's, it's the city engineer is saying, you know, it's ready to come forward because they've met the conditions getting to this point. Now they can record the map.

And the subdivision improvement agreement is the guarantee that the city needs that those improvements that are required can actually be built. So, there's a financial component and a, you know, kind of the details of what it's required of what is required of that subdivision once it's recorded and moving forward.

It's a, it's a protection measure that we put in place, but it also protects the developer. And I would say that of both of these planning tools. But they're unusual and we come to you. And a lot of times the subdivision improvement agreements are with final maps on consent. It's because all the details have really been worked out, but we have identified that the city council is the, the final authority to check the box and say, yes, we can curve with the city and the city.

So the general plan is required to show not just the current boundaries, but what's called a planning area. So general plan document has to include all territory within the boundaries of the incorporated area and any land outside its boundaries, which the planning agent.

area and any land outside its boundaries which the planning agencies

judgment bears relation to its planning. So right now you'll see this is our

planning area map in the general plan and it shows the existing boundaries with

this kind of green green boundary and then the one area that's included as our

planning area is about 5600 acres south and southwest here that is Glen

Borough and a portion of eastern which are master planned and the idea is that

that is does bear relationship to what happens in the city given its proximity

and you know infrastructure and services that that we provide in proximity

here and so we don't have any any additional area for growth identified and

we at the time we talked about the community health and independence

application last year we we explained that there's good reason why we have an

identified growth area down here because it's it's a conservation area it's a

it's a designation in the county that doesn't have services it's not

designated for for urban growth but what I do think you know moving

forward is that our general plan doesn't have any policy about when or how we

will grow in the future and I do think that's something that that probably in

the next few years in the tenure of this council there should be some

discussion maybe just to establish a policy about that and so here's just a

quick history of the annexation in the city over time I had mentioned that when

the specific plan map was up I mean really all of all of these areas were were

annexed at some point in time and the relatively I say recent past the last

20 or 30 years and then just a reminder of the annexation process that we

talked about it's just designating a planning area does not initiate any any

process moving forward certainly the city can be the initiator of you know any

future growth consideration landowners can and the voters of Folsom can can

do that and then it starts a very lengthy process to evaluate you know the

impacts and merits of that that type of change so with that thank you for your

time I'm sorry I ran over for a few minutes I'm asking any questions by smager

wathel what questions do you have for us oh my there we go I've just got

some sequel questions I don't think we'll be here very long we can go I'm just

good thank you thank you I have one question and that would be about deed

restrictions for low-income housing I know that city and county of Sacramento

have been moving to identify spaces for that and would that have to have taken

place when the entitlements were granted for south of 50 or is that something

that can take place at any point before sites developed if I understand

correctly I mean we so we are both right so oftentimes when we get a request

for to develop we don't have a an inclusionary requirement that certain sites

be developed with lower income housing but all of our multi-family

high-density sites are assumed that our undeveloped or underdeveloped are

assumed to have the potential for that and so when somebody comes in and

develops a market rate housing project that's that's certainly allowed they're

allowed to move forward with that what we know is that it creates a bigger

challenge for us to meet those needs in the future so we're paying attention

and tracking it when someone comes through and wants to build an affordable

housing project then we work with them on the deed restriction if they want

finances from the city or they want a low interest loan from from us for using

our our housing trust fund we require it we say you must have a deed

restriction for affordability for a 55-year period that's a condition of this

loan right sometimes nonprofits or for-profit affordable housing builders

will finance on their own and they don't require it of us and then we can't

deed restrict the property if they're not asking for for money from us so we do

have a couple of circumstances where there's no development proposed but when

we did the general plan density project increase last year the general

plan amendment city council approved that project which gave some more

development opportunity in the plan area south of highway 50 and those landowners

agreed that as part of that effort they would deed restrict property for future

affordable housing and so that is exactly what's happened is that there are

sites sprinkled throughout the plan area now that will have a deed

restriction so that it will only be sold to someone who either you know who

comes in and builds consistent with that requirement or they could come to the

city and say boy we really want to use this site for something else but how

about we we give you this site instead and then that would have to come

forward to you know ultimately the city council for approval does that make

sense yeah thank you yep

so we're going to change from the projection to the overhead projector if we could

you could stay with me so this shows my age just a little bit but they're not quite

transparency there's no thing you got to in here use transparency is that that's

what we used to do too big there we go so we're going to move into this

co-enlightenment theory we introduce this at our last workshop at the end of

January and I'm just going to do a very brief overview as we move through this

so that we can get to the exercise but co-alignment theory is based on it

comes out of systems theory open systems theory where we take the notion that

what we do in every almost every aspect of an organization has an

interdependent relationship both internally and externally so there are things

outside the organization that affect what we do and we do things that affect

the environment outside the organization as well next slide please and co-alignment

there's this inference that we need to co-alignment theory is based on the

on the notion that things work better when they are in alignment or in harmony

with one another you can take that to your own home right it's you know when

our relationships with our spouse and our children are going well we're in

harmony with them and so that's just a you know a simple example that we all have

within our within our own family relationships but it also works for the

organization as well and so this model depicts this concept of modified

co-alignment so I'll break it down for us what we do is in the center circle

that's what we do most of the time we have an agenda setting process we have

task accomplishment process and we have network building processes so our

agenda setting process is not one thing it's not one act what what Stacy

presented today in specifically in the budget process is an agenda setting

process the agenda of the the budget's agenda sets policy as she so well

taught us this morning it has a direct effect on what happens in executing

policy over the next 12 months and beyond right but also there are other

agenda setting processes so when Pam brings a and as council you approve of a

land use plan I'm talking large citywide land land use planning you are setting

an agenda for the development and the build out or the preservation of lands in

this domain called the city of Folsom right every time she brings a property

for or and we've seen these large lots come to you for they're splitting them

up what's that called again large life plan okay it makes I thought it was

familiar and every time she brings that she she is asking you to refine that

land use plan just a little tiny bit and it's going to be refined further and

further and further as those lots get split into smaller lots and eventually get

built out into commercial buildings open space properties oak preservation

legacy areas for for trees or single or multi-family dwellings so that's also an

agenda setting process as each department executes or implements its

budget throughout the course of the year it is simultaneously implementing your

agenda as council and also refining your agenda at the micro level within

its within its own department how it actually implements I want to harken us

back to the last time we met I introduced a very simple slide to you was a

rectangle with a diagonal drawn through it on the top of the on the top of the

image was the question what and that's the council's area of responsibility and

at the bottom section was how that's the staff's area of responsibility so

you're thinking big picture in what we should do as a city as an

organization and staff is thinking okay they've told us what to do how are we

going to do that how are we going to implement their direction so that plays

into the agenda throughout the organization as well task accomplishment is

done mostly within the department level but you also do it at the council

level as well as you conduct hearings as you listen to your constituents both

in the private realm you know at coffee houses or you know some of you have

opened your office hours so you're you're accomplishing some of your task by

continually receiving input and pushing that input over to staff so that in

hopefully in many cases we can actually do something about the how how are we

going to fix the problem or whatever it was I know again going back to community

development they have over the years refined their processing of applicants so

that it becomes more and more streamlined and takes less and less time to make

that process happens from application to giving a permit and building a

structure network building process is kind of interesting when how do we do

that well and when we go to a chamber of commerce function choose Folsom

function we are building networks when Pam spoke out the luncheon last week

representing the city and representing these two great vision plans that we have

both for the river district as well as for the central district she is building

networks while she's doing that this morning councilmember when you are at

your JPA you are building networks there on behalf of the city these networks are

critically important for getting the job done today in the audiences

Mr. Martha Loughman Martha is is on a team that is drawing the city into a whole

new set of networks in professional sports and the Folsom sports complex

those are new networks that are are being brought into our world if you will

and because of that our agenda needs to start meeting that new set of

networks and so there's going to be some changing that's going to have to

some change that's going to have to happen there hopefully for the positive on

that so those are the city the city's behavioral pattern as it's as it's

stated there those are the things that we can tweak that we can do to bring

things into alignment in agenda domain network and structure so let's talk

about those areas just a little bit I've kind of alluded to what agenda is and

how many different really different kinds of agenda that we have now you can

imagine I told you that there's an internal inference in this co-alignment model

so I've spoken about land use about budget agendas themselves internally

those need to be in alignment as well as well as how our external agenda is

in terms of delivering the services and everything that the city does domain

the easiest way to think about domain is the map that Pam showed us there's a

geographic domain that we have but we need to remember that's not the only

domain that we have so as council members when you participate in the

commissions JPAs the boards that you sit on as a respond as a role as council

members you are extending our domain into those other areas wherever that

jurisdiction is so say cogs six counties is that right six counties for say cogs

so as a say cogs board member you personally as a council member are

extending our domain into the rest of those other five those other five

counties as well as beyond the city of Folsom into Sacramento County in a

very real way so each one of you does that but you're not alone in those tasks

are our executive staff and others in support staff are doing the same thing

within their own areas they're extending their domain you know Marcus is very

involved in reclamation districts and at the national and regional level so

he is extending our our ability to influence the water supply for this city and

the region by his movement out into that domain the water reclamation and

other areas as well so and then network I've kind of spoken about network how

that works and how vitally important that is in order for us to achieve the

goals and the changing agenda that we want and then structure as well how

to you know how does our structure actually work let's take a look at maybe

the fire and police departments in this and apply it to co-alignment so before

fire station 34 was built out in Folsom Ranch we were out of alignment in our

services of fire rescue and EMS services south of highway 50 because the closest

fire station was 37 behind behind home depot so we were out of alignment there

the structure of the fire department was a little bit out of alignment and the

fire department is a very structured organization so when the station was built

when you funded that and and approved its the development of that station and

the personnel that are staffing the apparatus out there the responders you

brought the strep both the structure the agenda and satisfying the domain

that we serve back into alignment the only thing we didn't I don't think that we

impacted out there was the network very much maybe at the micro level but so

that's an example of how things were out of alignment in structure agenda

and domain and you brought them back into alignment with the building of the

station and staffing the of the apparatus you could look at our other public

safety or police department today its structure is with the deployment of

police officers throughout the city at a given time the chief has a specific

way to deploy his officers and other resources into the community and and he

stretches those out to satisfy the service demand in an expanding domain

South of Highway 50 again so the agenda that we have for the police department

is to provide police and law enforcement services throughout our jurisdiction

in an an equal way if you can and and yet you know we're out of alignment

there just a little bit because the force itself hasn't expanded in terms of

police officers on the street doing that kind of work so so those are

examples of how our structure agenda domain and network kind of fit together

and how internally our behavioral pattern has an impact and effect on on all of

that I'm going to stop there for just a minute any questions

okay let's see about the next page thank you so we've talked about the

relationship of all of these different factors and I've given you some

examples I'm going to blow through this pretty quickly so networks of

individual networks and agenda need to be in alignment we can see that the

I think the best example that I have of that again I'm going to go back to

Martha in terms of the Folsom Ranch Sports Complex out there our network is

expanding into professional sports out there it's expanding into areas of

national finance that's that are going to have an impact on the success both

for the building and for the continued operation of that particular project

today we do not have really an agenda for doing that and so we're creating

that agenda kind of day by day and I anticipate it's going to ramp up your

precinct pretty fast all right structure and agenda we've talked about that in

terms of the public safety examples domain and agenda I can go back again to

public safety the domain expanded and we're trying to expand public safety into

that area as well but perhaps an even closer example is what Marcus is doing

currently as he be his his department begins the water the water pipe project

it's going to move water through a 24-inch line from the water treatment center

down to South of Highway 50 and not only provide water additional water for

today's buildings out there in the people but the future as well next page

please then it continues the again relationships between network and domain

structure network we've talked about and structure and domain we've talked

about too in terms of the examples for public safety that I've given okay so

yeah we'll go to the next one so the model for identifying where things are

out of alignment is this and it's what I have on our two flip charts and I'll

ask our very capable city clerk's office to help us as we start to come up with

some ideas here I'm asking us to think at a high level today not down in the

weeds necessarily it's easy to do that to look at what's wrong today but I

introduce this model to us so that we can think about you know what are the

big ticket items that we really that we could be placing some resources

focus and some thought and discussion deliberation public input on for the

future of this city in terms of alignment and as you see by the that little

the three notes on the bottom things can be like okay kind of out of alignment

you know there's nothing really critical it's happening but we'd like to fix

that something that is moderately out of out of alignment and then something

that's like man if we don't fix this pretty soon you know we should probably go

home and do something different and because we're not doing our job so you can

as I ask you to think about where where things are out of alignment in your

mind you can use these notations to to kind of give it a priority I'm not

asking us how to fix it today okay this is not a complete strategic planning

workshop this is a tool an analytic tool for us to get started with that

kind of thinking all right what's out of alignment and then over time you know

you could you know with Brian here you could go into how are you gonna fix it

I get the easy I get the easy job today so I'm gonna ask you each each of us

the executive staff as well as council members to think about just one thing

that is out of alignment one relationship that's out of alignment so you have

six different possibilities here right of relationships it can be out of

alignment what is it and then just give us in your own words a little

description of it and is it like way out of alignment or just it's kind of a

year or two yes sir you what I'm sorry oh that's one of them okay yeah so

write it down right yeah you ready to go right now I was gonna I was gonna give

you 10 minutes but I'll take what you got so that's fine so let's we can

we can write council member Kuzlowski is down on that so between two where is it

you know think about where is it out of alignment according to the model here

and then we'll we'll include it on one of those lines for you might all right so

let's take our let's take 10 minutes think through this high-level thinking and

we'll then we'll start writing stuff down okay we'll come back at 11.31

so one thing that I thought of kind of initially and it'll be reflected actually

in this year's budget request but it's the at least in our department the

agenda and probably city citywide but delivering our capital projects we in my

opinion have been lacking in the recent couple of fiscal years and a lot of

that is due to the fact that we are under new state regulations that take up a

lot more of our engineering staff time for reporting and data collection and

everything else and so that kind of goes to maybe our our network or the

structure side is having the resources at least within our department and it's

really staffing but you could look at it as maybe you outsource some of it that's

not my preference but something that could be considered and you know that

way we can maybe get back in alignment on delivering our capital projects and

the reinvestment in our infrastructure just so that as a lesson for all of us

you're saying between the agenda that you have for delivering new projects and

the structure that you have in terms of your your staffing and if we looked

inside the organization it's probably your task accomplishment process that

you're gonna be trying to do something about is that correct that is correct yes

who's making you actually

so so you're gonna write we're going to write his his out of alignment problem

between

agenda and Stratoon

right now this line

right now

I'm solving the problem today. We're saying there is a problem.

Since your point, we're black out. Yeah.

Yeah, I can set this.

Write it down.

Yes, you're right.

Okay.

Pretty pretty right. C.I.P.

Yes.

Okay, for sure you know, it's from his department.

Okay.

Let's see if you can clear it.

So can I clarify?

So Marcus is halfway between agenda and the middle.

And so that's where you think that or your or I don't think that.

That's not weighted. You're just saying.

Yeah, okay. So yeah, let's do that.

So I'm just talking about.

So the three little triangles.

Is it a huge problem?

If you don't fix it, the world's going to end or is it like a little minor problem?

Yeah.

Two. It's a two triangle.

Okay, so put two little triangles by that.

Thank you.

Thanks for reminding us.

I'll stand here.

So without.

A lot of thought on a specific project, but what occurs to me is that every single thing we do relies on staff resources.

And so the best ideas, the best plans, the best goals always take manpower.

And so I think that one of the ways where not an alignment is our staffing levels do not align with our appetite for project delivery.

It is.

So tell us where that is.

It's like I hear a structure.

Yeah.

And what?

The agenda?

I guess we're lying on you a little bit on where that goes because this is still a little like theoretical for me.

Okay.

So, but.

Right.

Right.

But if I'm looking at what you know, a high level problem that we have to meet up one of them is the staffing resources.

We always want to get to yes, we want to deliver these projects.

You know, we want to put where you can bid for projects online.

All these little things big and small tech staff resources.

So.

And so I think that lack of staff resources is a prevalent problem.

Okay.

So you're giving us the answer, which is staffing.

But what's the problem?

What's the not an alignment for us?

If I'm understanding you correctly, I would say that our staffing levels are not an alignment with our project delivery goals.

Okay.

Our performance goals.

All right.

So we're not achieving the agenda of moving the product through your office.

Right.

The council doesn't.

And the departments have an agenda to move things through your office.

But your structure, the work in the internal organization.

It doesn't meet that need your answer or you think it's our task accomplishment, which is.

Right.

And I'm not just speaking in my department and speaking citywide.

Yeah.

Okay.

You're not talking your party.

Say what?

Yeah.

Okay.

So it's very similar to.

Partises and observations.

Okay.

But we have to put down for.

Okay.

Dan, can I ask the question here because.

I mean, just just based on the kind of sharing that we did over here, it seems like.

That is all of our problems.

You know, we have these things that we want to accomplish that we need to accomplish services that we need to provide, which I think is the agenda.

But our structure, whether it be financial resources, staffing resources, we don't have the necessary resources to complete, complete many of them.

I guess I'm wondering does anybody have an example that we could see that is not that.

I can go down.

Yeah.

Hey.

I have a lot of thoughts about it.

But I think one that kind of falls in the network domain and potentially agenda turf is the historic district.

There's really, I think, a tough balance between a desire for preservation of that area versus, you know, how to grow and continue to see it prosper.

And you saw it in the vision plan for the river district where there's a lot of ideas about, you know, take traders lane and you turn it into this mixed use parking structure with a boutique hotel and a conference center.

And there's just as much enthusiasm as there is for something like that.

There's also concern from stakeholders in that same, you know, network for, you know, preserving and protecting and keeping things the same.

And so, you know, I see that being something kind of more external to the city that impacts, you know, maybe how we move about it.

But I see that being more of a pull and tug in the opposite act.

So historic district preservation, HD preservation versus, you know, growth.

So, I think that being network and domain and then I think it affects the city's city council's ability to set the agenda effectively in keeping with, you know, kind of that network.

Let's say to get to your question, we were going to establish a key there in some place.

Why aren't we doing that today? Because we do not.

So there's an agenda that we want to execute, but we do not have an established network quite yet to make it happen.

So there's something out of alignment between our agenda that is being proposed and the network that we're going to need to have to make the APBID happen.

And that doesn't, it doesn't matter where you were to say that we need to be, right? It's any place.

That has to happen. It will create resources or specific improvements in that district.

But there is no network today established to make it happen. So that's an example.

That's the good one.

So, since that's a reality, let's write it down.

That comes from council.

Okay.

Okay. You got it.

Oh, you got the last one.

Okay.

So, there's a, again, we can, we can agenda and network.

So, it's up there.

I think we're seeing a picture.

I wrote a picture.

Oh, you wrote it.

Yeah, okay, sorry.

All right. Next, next.

All right. Everyone's going to know what I'm going to talk about.

Of course, infrastructure.

When we're developing the CIPs, at least 50% of our CIPs should be renovation and investing in our assets.

But most of it is new, so prioritizing taking care of our current assets and making sure that we have funding to maintain what we currently have.

We've deferred maintenance for 10 years.

So, we're trying to play catch up right now because the expectation of our community and also for safety reasons is like, it's all happening at once.

So, trying to prioritize that has been definitely a challenge.

And I also have within our department, parks and recreation are the yes people.

We want to make it happen.

But we have this, this internal conflict between the social model.

How do we get this done and the business model?

Okay. These are the direct costs.

This is what it costs.

Or you guys can do it.

Just, you know, bring in more volunteers.

Let's get, you know, so there's this practice of, okay, this is best practice as a city organization, but we still want to get it done.

So, that's a constant battle within our department.

And then just hazard and safety mitigation.

So, there's a number of items that haven't been funded or we don't do such as tree hazard or trail maintenance management.

And the expectation from the public is to the point where it's a, it's a big struggle for staff because they want to do an excellent job.

So, just, it all goes back to to that CIP prioritizing taking care of our current assets because that, and playing catch up to that.

And balancing the expectation of our network and our agenda.

I'm trying not to use money as a reason, but making sure that we prioritize our current assets and maintaining them.

And then I wanted to throw in the Parks and Recreation Master Plan because with that, it, it, it, that is how we're going to sustain.

And it's going to have all of our sustainability practices.

It's going to say how we're going to finance our CIP.

So, my experience, if that master plan guides everything that we're doing.

So, we have to look at different types of revenue, not necessarily the general fund.

And how do we do that moving forward in that master plan?

There's new trends.

Our master plan is so outdated and it was done internally.

So, that really, we, there are so many experts that I have worked with in the field.

Having that master plan updated from an outside consultant that has international experience, especially with that financial component.

And when we're going out for grants, our master plans outdated.

So, having that support documentation for the futures, extremely important.

So, we were, we're, you know, the plans that we follow the same.

The CIP, well, that is definitely, what do you mean by the number of triangles?

I'll put five triangles.

I'll put three.

The number of triangles is pretty subjective.

And more importantly, what's out of alignment?

I would say everything.

I would say everything.

That agenda is definitely there, right?

Right.

What's about the master plan?

What you said we don't have in terms of an agenda is a,

the system is making some restoration plan.

Right.

So, our CIP only primarily within our department only includes new, because that's what's currently funded.

But all of the renovations plan, I found, and I was digging, and I found resolutions and plans for renovation.

And they're early 2000s, but it just stopped, and it never returned or came back.

So, definitely agenda, structure, and then a lot of what, Stacey, we have the policies in place.

So, we just haven't been able to implement them, so making that a priority.

I don't know if I answered your question.

So, we're going to put agenda and structure in the end.

Okay.

Thank you.

So, the first item that came to mind was economic development.

We're going to identify by the city council as a priority.

We might be out of alignment when it comes to resources and constraints defining what is our formalized vision and plan for implementation,

what's our role as a city versus what chooseful sentiment outside agencies do, and what does success look like, and what are the steps to get there.

So, having more clarity, resources, and resources towards that would help address and to better alignment.

So, the next that came to mind was technology.

I think that's on the heels of Folsom Tech Week.

I've got a lot of feedback from Justin and from Chris Shepherd about finding resources and tools to meet the needs of our tech savvy community,

but then also find efficiencies within our organization.

So, we're more in alignment externally and internally.

Okay. Well, I think the economic development would be through the agenda setting process and allocating resources and defining what success looks like through the budget process.

So, you told us how to fix it.

What's out of alignment?

What's out of alignment?

I think that's the end of the agenda structure.

What do you think is also the end of the development?

The end of the agenda structure.

Yes.

Multiple things can be out of alignment.

The end of the agenda structure.

Everything new.

Mind the same as Kelly's.

So, I will not repeat what Marcus and Chris have said about misalignment between agenda and structure.

I think we're all aware lack of resources.

But because of lack of resources and the last attempt to help the city gather resources, I think there could be a potential huge misalignment between network and agenda.

Because if the city council is not able to, and the city overall, is not able to,

consider gain orEL to have cheap meals, work or business power within a publicuya.

A public office and adolescent businessudding equipment can impair the publicay.

So, the complement of the business model needs to wear a long pickup or Entscheid做 ACOST.

The impact lead the people to the national development room especially the public safety environment and the supporting industrial enterprises choose to stay there.

So agenda is not an issue.

Structurally, you have all heard there's a challenge with staffing to provide and deliver

those services.

So that impacts the domain, the service that the city provides in terms of fire, police,

and also public works with respect to roads and potentially trail maintenance and that

falls within parkour wreck.

So I think there's a missum, maybe a moderate, but probably going to go into a major misalignment

between structure and domain if the resource piece is not addressed somehow.

So I would put it on between structure and domain.

Right?

Okay.

Thank you.

Yeah.

You're safe.

You bet.

All right.

And two main ones, one of them is what Marcus already talked about.

So our goal to provide high level customer service, we feel that, or I agree with Marcus,

that there is a misalignment between the structure and the agenda.

So for human resources, our clientele that we're servicing are the employees.

And so we want to make sure that we're providing high level customer service.

That's our agenda, but I do feel that we're out of alignment with the structure.

And then the second being the out of alignment between the domain and turf and the agenda

as well.

So we consistently have issues recruiting from all departments, all positions with engineers,

finance staff.

And so we have a goal to provide high level quality to the residents of Folsom, which I believe

is the domain, but the agenda being having a pretty deep, rich recruitment pools is where

we're having a misalignment.

So the agenda.

I don't know that I understood the assignment, but two things I've been thinking about is

our alignment, how the library is aligned with the Folsom plan area, and then also with

our telegoo community.

This one over here, I think the big issue for us is that when it comes to delivery library

services, our agenda is pretty clear, right?

It's our mission statement.

It's how do we support learning and literacy?

How do we enrich the lives of our community?

How do we connect our community?

But what we really torpedoed ourselves or been torpedoed is with domain.

Between closing down just a delago, between not having a presence in the Folsom plan area,

our ability to project library services is compromised in all the other dimensions going

down that way.

So there's a misalignment major between our agenda and our domain.

Accordingly, we haven't built our organizational structure to support that part of the domain,

so we have misalignment there.

I think where we show the most promises just with our network.

We were down there at Alder Creek Elementary just yesterday, so we do have some kind of

presence, but it's until we can actually improve our structure and our domain, we're

going to be out of misalignment.

I also prepare for you a kind of worms.

Yeah.

Question, clarifying question?

Sir.

Are you?

I mean, you obviously are presenting the challenge that the geographic location of our

main library is inadequate for servicing people in that area.

That's the opinion of your director.

Okay.

And would you say that library services are better provided throughout the rest of the

county geographically?

Or are they also a hodgepodge like that where some people don't have ready access to

the library because when we get to my turn, my thing is that we say yes to too many things.

And that is a agendomous alignment, generally, that all of you guys have expressed.

I mean, I would respectfully disagree with the council member.

I look at Elk Grove and they have two and a half libraries down there.

I like that Roseville and their general plan, every 40,000 residents, they add a library.

So they have three already.

They're building their fourth or they're considering building their fourth.

Okay.

So best practice metrics may tell you that my comment stands that we are saying yes to

too many things.

Sure.

I mean, of course, that's the domain of the council agenda.

Sure, but we also see that playing out, right?

We know how many of our fossil planning area residents are going to the Eldrottle Hills

Library for their services or going to Carminegall.

He has for this where their third closest library.

Of course, as the council decide how they want to prioritize resources, that's the job

of the council.

But that doesn't remove or improve the alignment we have with those residents.

Your promise is valid.

I just wanted to, you know, share it up.

Sure.

I'm impatient.

I wanted to get mine out there on the table.

I'm going to go back to my chair then.

Thank you.

You put these out there before we took 10 minutes.

I refined it.

Everybody's with fine-dirt form.

Does that better penmanship than you?

Just to show that, like, great minds think alike, I kind of did almost like Tom's.

He's got better penmanship.

And thankfully, going towards the end, a lot of this was already covered by Kelly and

by Steve.

Infrastructure maintenance is top of mind for me.

Clearly we're falling further and further behind for all the reasons that have been stated.

I thought Steve's point about its relationship to our network, to our community, that really

struck a chord with me.

We went to great lengths during the election to try to educate the public about this growing

concern.

And then when the election was over, we stopped.

I think it's a message that needs to keep reverberating as often as possible so that maybe

in the future, if we do consider another run at some revenue that it's already

in their consciousness.

And then I also mentioned just trying to think a little outside the box.

The fleet electrification, advance clean fleets.

It's almost the network being the state, being out of alignment with our structure.

But I'm not sure how that comes to the center.

What can we do about that other than legislative advocacy to say this isn't working?

This might be a great idea, but it's not feasible.

But it's clearly way out of alignment with our structure.

And it's a three diamond dumpster fire waiting to happen.

We're going to need another can for batteries.

I just have to agree with everybody here.

My department can't work as well as we do without all these other departments.

We all work together.

So I agree with everything that's been said, specific to the police department, just

a smart policing method, more towards structure.

Law enforcement has changed a lot.

It used to be that cops would go out to everything.

And I think as we look at the future, we can see that there's other things going on in

my profession that will allow us to police more smartly, such as drones as first responders,

using some other technology to help us provide for a safe community.

And that's working with other partners as well.

For instance, Rayleigh's, they have technology that does facial recognition every time you

walk into a Rayleigh's, you're being recorded.

That's helped us catch criminals.

Now you know that Rayleigh's are Bel Air that you're being watched.

But I would just say smart policing and more towards the structure side of this.

I'll wrap it up with, I really have nothing new to add because it's kind of been the

same thing.

Steve and Allison, mine was a combination.

And it just really dealt with more of staffing issues and recruitment and retention.

It's very difficult to compete with agencies around us.

They are special districts and have seemed to have a ton of money or they have another

source of revenue that comes in, i.e. local tax.

And it's very difficult for us to compete against that.

So I don't know where that would fall.

Eric Mal criical.

Leonie Jun送 me to the

people you did owe her right.

The maintenance of our current existing infrastructure versus building and acquiring new.

And then Barbara and I were talking traffic and then what about traffic congestion or

then I went traffic violations.

I think just in general public safety hit on that.

So I think actually I changed as I was listening to all of you and I really think there's a disconnect

between agenda and domain.

And that is pressure.

But I think it's about those facts.

If I have domain right, what our jurisdiction is, what our church is, what our, and I'm kind

of being targeted incorporated that is what are our core values and what are our central services

that are public lessons to provide.

So I think there's a disconnect between agenda and our church about.

I think there are down and prayers.

What are we really here to serve that?

And what does that look like in the current service that we do offer and are offering too many?

And so that's.

I picked a complicated process problem because when I was out canvassing I heard about traffic a lot.

Traffic covers a number of domains.

So it has to do with enforcement, which has to do with employees and technology.

If you know it can enforcement can be done by both of those mechanisms, probably preferably with both of those methods.

And roadway improvements, which is public works and planning for future because you know with the amount of growth that we've had over the years, you know, there's been, it's been, there's been the need to mitigate for some poor traffic planning over time.

So I'm not a very linear thinker.

So triangles.

A little difficult.

Yeah, more like a circular person.

So I'm thinking that that, you know, I guess the problem is within the network, you know, and we have a series of staff and consultants and stakeholders that are all concerned about those issues.

And you know that impacts the domain.

And it's, and I think in the long run, we may have to adjust our agendas or priorities.

So that's what I've been struggling with how to put that all together because it's not a, it's not a simple puzzle to solve.

It says, I don't think a triangle solves it. It might be more like a regular puzzle that you buy at the store and try to fit together the pieces that don't always put together.

So that's, that's what I came up with.

So if you want to help put that together in a triangle, feel free to jump in.

And the way I hear it, it's more like Tom's model.

So there are implications for a few different things around.

Okay, and yeah, we deal with very complex social, jurisdictional problems.

There is some tool.

I think mine also falls into this agenda structure, non-alignment.

I was thinking about our crushing pension obligation, particularly our unfunded liability, which because we have this issue, it does not allow us to implement our agenda the way that we want to.

I mean, all of these issues that we have with not being able to renovate parks and staff departments appropriately is because we're paying $15 million a year on an unfunded pension liability.

If we didn't have that, we'd have a lot of extra money that we could, you know, we could take care of all these things.

That is a triple triangle problem.

I'm going to say before Mike goes, I'm going to say I'm still on the opinion that we should be saying yes to a lot of things.

But with that, you know, and with what Mayor has said about, you know, long-term solvency and the pension challenges, I kept wanting to put IT and automation kind of in between agenda and network.

But I think despite all of my thoughts, it still falls in between agenda and structure.

I think that's what may be missing.

I think the agenda is we're trying to deliver more services with the same amount of employees.

So in order to do that, the structure, particularly in information technology and automating processes, that's where it needs to change. That's where it's out of alignment.

So I'll start where I'll return to where I start, which is that we do not have great ability to control cost escalation.

And it comes from the three sets of constraints, one for structure, which is the way that employee contracts are negotiated and just the nature of employee contracts.

We don't actually have a lot of control over how those things are put together.

Because they are always in par against what everybody in the other community got.

So we're actually in an escalating competition with all of our neighbor jurisdictions all the time.

There's never the escalation.

Never stasis. It's always an escalating situation.

That's structure issue that we have to do.

Straight comes from structure.

From network, the network of constituents that we all have place expectations.

Those of the constraints that come from the network side of things.

We don't have a lot of control over those. We can try and influence them.

But there are some static ones that have been baked into the pie here in Folsom because of all past experience in Folsom and people's expectation of the American dream.

Domain, we have infinite mark for us, unfunded mandates from state federal government, from state park, from all over the place that puts constraints on what it is that we have to include in our agenda without question.

And then ultimately all of these things feed back into the center and become an agenda issue.

So if we pretend the setting process, I won't say that we don't say no off.

What I will say is that we need to be much more selected by what we say yesterday.

But that's where I think I'm not trying to offer a solution.

I'm just saying that ultimately the agenda setting process is the issue with every good feels like the issue, everything is probably the problem.

But we take on some much responsibility for all of this race.

Thank you for that. You know the first time I picked up my dad's hammer and chisel was very clunky.

I didn't know what to do with it really, which hand do I hold onto it?

The first time you pick up an analytic tool and try and use it is going to feel awkward and clunky.

It doesn't seem to fit my hand very well.

So why do I have an analytic tool that you've never had before?

Well what we've just done is you have now as a larger leadership team in the city,

you've established a set of words and vocabulary that we can share and talk about concepts together.

You also have a tool that you can now put it down on paper as awkward as it may have felt to put it down on paper and go,

okay, where are the relationships between these elements that we have before us that maybe we can do something about over time?

Some of them we can't as councilmember said, you know, there are things that we have to say no to and things that we should be careful about saying yes to.

So you can put it in your back pocket and not use it.

You can put it in your toolbox and bring it out when it's useful and helpful.

We now have things that we can talk about together more clearly perhaps.

So that was the effort. That's why I wanted to introduce it.

I spoke with Ross Clayton yesterday, late afternoon, who wrote the little book that was my Christmas present to you all.

And he was just delighted. He said, I made his day because we were doing this today.

Ross is 90 years old. He spent his whole life serving public administration and education at USC.

And hopefully we have something to take home with this.

I want to thank you for being vulnerable today.

I want to thank you for being here today.

I think we have advanced our relationships together.

And when we do that, we have advanced our leadership together on behalf of the community that we serve.

Thank you so much for today.

I think this is the first of all, big thanks to the An into all of you.

But if you have to go, I say go.

But if you can stay around for five minutes, I think we have to have councilmember Kauselowski tell us a little bit about himself.

You got 1215.

So I was much shorter.

I was born in Chicago.

There until I was 14.

As an infant, I was adopted.

So I lived with my adopted family my whole life.

And luckily, I got amazing adoption parents and three natural brothers of theirs.

My mom was told that she couldn't have kids.

And then probably had three immediately after the adopted.

So I have five of those three brothers that I love dearly.

That family moved to Texas just before I started high school.

So I went to high school.

At a superman in Houston, high school, public high school, and other American kids.

I was a not exactly a track star.

I was kind of pretty good.

Good enough to maybe go run an community college and a fun at the end or a smoke college.

I specialize in running the 400 and the 4 by 400 degree life.

I jump a lot.

Pretty good at those things.

I still do those occasionally and master's track needs.

And many of you know I looked at the track team and just a little logo.

I am most days.

I'm calling it sound community.

After high school, my family, my parents really inspired a little bit of the access.

Too many bugs, too few of it.

Too many long slow conversations and people calls.

And they were from Chicago.

So they needed that really city.

They moved to Michigan.

We had work for the Chicago sometimes at the point where I was going.

When in Chicago, we were in Houston Chronicle.

And then the colonel, the alien, has a press meeting.

So we got a job to try new things.

They moved to Michigan.

I stayed in Texas and went to the University of Texas.

I had received a second, two years of the University of Texas doing everything.

But my mom said, you can do the rest of the homework.

I pain crying out, feeling like I'm making them crazy.

I end this on the stage.

This was Indonesiaoc concurrent to be there.

That was the fun of my friends.

We ended up being bus overloading, and again, Iphone, because that really wasn't real.

Dad will say, I was Conference because I could help his wife.

And I Holly Paul Dickens said, yeah, what kind of child is it?

just like taking a break.

And get my life together.

So I decided to spend the summer in Michigan

which I got my parents and then ended up

staying in Michigan for eight.

That fall, I happened to be my wife in one of the nerds.

So we've been married for a long time.

Now we have three adult kids.

One is living in Japan with his Japanese wife,

who came up on vacation in Thailand.

And then living with the New York

and then going to be great in Tajikana.

The other one lives in San Diego.

It does give a lot of confidence.

And my daughter who was different with Sarah's daughter

actually in high school is a music maker.

And we'll be acting for first time

the Saturday of running steeple chase

so I'm personally on Saturday watching.

Other than that, I have a bunch of ridiculous hobbies

including collecting comic books

of building a legendary house.

That's how people don't believe exists

or that I don't actually love or have poured

everything I ever made into.

So anyway, so I spend part of every day working on the house,

part of every Thursday at A1 Comics.

And most afternoons at this hotel

I go helping kids learn how to run fast,

jump far or high, work growth things.

Any of you ever want instruction on any of that,

I'm your man.

Thank you.

Thank you.

All right, thank you all.

1214, we are adjourned.