03/28/2023 Item No.13.
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Folsom City Council
Staff Re rt
RECOMMENDATION / CITY COUNCIL ACTION
The City Manager recommends that the City Council move and adopt Resolution No. 11015 - A Resolution Adopting the City of Folsom Strategic Plan, FY 2023-24 through FY2027-28 (Attachment 1).
BACK / ISSUE
The City Manager and the City Council sought to develop a Clty strategic plan and correlating implementation plan to provide City leaders with a road map to capture opportuniiies and address challenges over the next five years. The City Manager committed to delivering a strategic plan for adoption by the City Council by March 31,2023.
The City Manager worked with the City Council on foundational strategic planning activities throughout the last year, including during two special Clty Council meetings. Later in the process, the City Manager retained consulting firm Baker Tilly to help guide the City Council through to completion of the draft strategic plan (which can be found in Attachment 2).
The strategic planning process included gathering input from members of the City Council, the City's Executive Management Team, community stakeholders, and businesses:
1 MEETING DATE: 3t2812023
AGENDA SECTION: Old Business
SUBJECT: Resolution No. 11015 - A Resolution Adopting the City of Folsom Strategic Plan, FY2023-24 through FY2027-28
FROM: City Manager's Office
03/28/2023 Item No.14.
Early City Council Input
A first step in the planning process was interviews with each member of the City Council to gather their input about challenges and key priorities for the future.
Gap Analysis Questionnaire
A gap analysis questionnaire was completed by the City's Executive Management Team, providing input about strengths, weaknesses/limitations, opportunities, and threats (SWOT analysis); goals; and mission, vision, and values. Significant plans and projects were identified.
Community and Business Input
Input from the community was gathered through a survey conducted in March 2022by Godbe Research. A qualitative survey was also sent out to all City residents, with assistance by CliffordMoss. Input from the business community was gathered by Baker Tilly through an online survey conducted in January, 2023.
Workshops
A full day workshop with the City's Executive Management Team was held in December, 2022to discuss the information gathered. A City Council workshop was held in February, 2023 to discuss goals and strategies and to decide on top priorities.
POLICY / RULE
Section 2.02 of the Charter of the City of Folsom (General Powers of the City Council) states that all powers of the City shall be vested in the City Council, except as otherwise provided by this Charter.
ANALYSIS
The Strategic Plan contains a renewed vision and mission statement, along with a set of values for the organization. Our vision is aspirational, a statement of the future for the City of Folsom. Our mission represents the purpose of the City of Folsom organization Our values reflect expected behaviors of all members of the City of Folsom - including staff and appointed and elected officials.
The City of Folsom Strategic Plan contains four high-level goals:
(A) Financial Stability and Sustainability,
(B) Public Safety and Infrastructure,
(C) Economic and Community Development, and
2Page 1176
03/28/2023 Item No.14.
(D) Organi zation Effectiveness'
Each goal contains a set of strategies for implementation over the five-year period.
To further help drive direction through the current fiscal year, FY2023-24, andFY2024-25, the City Council examined all of the strategies and identified five top priorities, known as the City Council's Priorities. These include:
Identifu a funding plan to expand police department facilities to meet department needs. (Goal B, Strategy 3)
Identifu funding to increase police department staffing to meet community needs (Goal B, Strategy 4)
Initiate technology solutions to streamline organization and improve efficiency. (Goal B, Strategy 9)
Complete the River District Master Plan to enhance the City's waterfront and waterfront-adjacent recreation and development opportunities. (Goal C, Strategy 1) Develop funding/sponsorship plan for the Johnny Cash Trail (JCT) art trail to increase tourism focused on Lake Natoma. (Goal C, Strategy 5) An Implementation Action Plan correlates with and supports the Strategic Plan. The Implementation Action Plan is an internal staff document that will contain a schedule, roles, *d r"rporsibilities and key steps toward achieving the plan. Upon adoption of the Strategic Plan, staff will use the Implementation Action Plan to carry out the Strategic Plan and monitor progress, reporting back to the City Council and the community at least twice each fiscal year. A strategic planning website will be developed to assist with communicating the plan to the community and the region.
The Strategic Plan will guide financial, operational, and policy decisions starting now and through FY2027-28, with oversight by the City Manager, in partnership and cooperation with the City Council and staff.
Each fiscal year, the City Manager will bring the Strategic Plan to the City Council for review, and updates and changes will be made as needed.
FINANCIAL IMPACT
There is no fiscal impact associated with adopting the Strategic Plan. Future City Budgets will contain the City Council Priorities, and the City Manager will seek to align the Preliminary Budget along those priorities.
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03/28/2023 Item No.14.
ATTACHMENTS
1. Resolution No. 11015 - A Resolution Adopting the City of Folsom Strategic Plan, FY 2023 -24 through FY 2027 -28
2. Draft City of Folsom Strategic Plan, FY2023-24 through FY2027-28 Submitted,
Elaine Andersen, City Manager
4Page 1178
03/28/2023 Item No.14.
ATTACHMENT 1
Resolution No. L10L5
03/28/2023 Item No.14.
RESOLUTION NO. 11015
A RESOLUTION ADOPTING THE CITY OF FOLSOM STRATEGIC PLAN, FY 2023.24 THROUGH FY 2027.28
WHEREAS, the City Manager and the City Council sought to develop a City strategic plan to provide City leaders with a road map to capture opportunities and address challenges over the next five years; and
WHEREAS, the strategic planning process included gathering input from members of the City Council, the City's Executive Management Team, community stakeholders, and businesses; and
WHEREAS, the City Manager worked with the City Council on foundational strategic planning activities throughout the last year, including during two special City Council meetings.
Later in the process, the City Manager retained consulting firm Baker Tilly to help guide the City Council through to completion of the draft strategic plan, with Baker Tilly consultants facilitating day-long workshops with both the City's Executive Management Team and the City Council; and
WHEREAS, the City's strengths, weaknesses/limitations, opportunities, and threats; goals; and mission, vision, and values were critically examined and refreshed, and major projects identified;
WHEREAS, the City Council identified four strategic goals which are memorialized in the Strategic Plan: (A) Financial Stability and Sustainability, (B) Public Safety and Infrastructure, (C) Economic and Community Development, and (D) Organization Effectiveness; and
WHEREAS, the Strategic Plan also includes the City's vision, mission, values, goals, City Council priorities, and strategies; and
WHEREAS, the Strategic Plan will guide financial, operational, and policy decisions starting now and through FY2027-28; and,
WHEREAS, staff will use an Implementation Action Plan to carry out the Strategic Plan and monitor progress, reporting back to the City Council and the community at least twice each fiscal year; and,
WHEREAS, each fiscal year, the City Manager will bring the Strategic Plan to the City Council for review, and updates and changes will be made as needed' Resolution No. 11015
Page I of2 Page 1180
03/28/2023 Item No.14.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom adopts the city of Folsom strategic Plan, FY2023-24 through FY2027-28.
PASSED AND ADOPTED this 28th day of March,2023, by the following roll-call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Councilmember(s):
Councilmember(s):
Councilmember(s):
Councilmember(s):
Rosario Rodriguez, MAYOR
ATTEST
Christa Freemantle, CITY CLERK
Resolution No. I l0l5
Page2 of2 Page 1181
03/28/2023 Item No.14.
ATTACHMENT 2
Draft Strategic Plan
03/28/2023 Item No.14.
DRAFT
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City of Folsom
Strategic Plan
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FY 2023-24 through FY 2027-28
03/28/2023 Item No.14.
Table of Contents
Statement from City Council
Message from the City Manager
About Folsom
Opportunities and Challenges
Vision, Mission and Values
Multi-Year Goals
City Council Priorities
Goal A: Financial Stability and Sustainability
Goal B: Public Safety and lnfrastructure
Goal C: Economic and Community Development
Goal D: Organizational Effectiveness
I mplementation and Tracking
Conclusion
Attachment A: Strategic Planning Process
Attachment B: Organizational Chart
1 2
3 4
5 6
7 8
9 11
13 14
15 16
17
03/28/2023 Item No.14.
The Folsom City Council is dedicated to ensuring Folsom's high standards for public health, safety, and quality of life.
Through responsible leadership, the City Council provides policy direction and financial oversight to the City Man ager, who is hired by and is accountable to the City Council. The City Manager is responsible for the day-to-day operations of the City organization under the Council/Manager form of government. With an eye to the long-term, the City Council serves as careful stewards for residents and businesses as they guide the direction of the City.
03/28/2023 Item No.14.
Strategic Planning Gu idance
Provided By
. Elaine Andersen, City Manager
. Allison Garcia, Human Resources
D i recto r
. Christa Freemantle, City Clerk
. Christine Brainerd,
Communicatlons Director
. Ken Cusano, Fire Chief
. Lorraine Poggione, Parks and
Recreation Director
. Marcus Yasutake, Environmental
and Water Resources Director
. Mark Rackovan, Public Works
D i recto r
. Pam Johns, Community
Development Director
. Rick Hillman, Police Chief
. Stacey Tamagni, Finance Director
. Steve Wang, City Attorney
. Thomas Gruneisen, Library Director
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A Message from the City
Manager"
This Strategic Plan sets the path for the City of
Folsom for the next five years. lt contains the
City Council's guidance regarding top policy
priorities and establishes the frarllework lor
allocating resources to achieve important
objectives.
Many people participated in developing this
Strategic Plan. We started with seeking early
input from members of the City Council through
individual interviews conducted by our
facilitators. The executive team provided
detailed information about current and future
plans and projects, as well as participated in a
day-long workshop. Community input was
obtained through the Godbe Research survey
conducted in March2022, and business
community input was gathered through an
online survey conducted by Baker Tilly in
January 2023. See Attachment A for more
information about our strategic planning
process.
As we implement our Strategic Plan, we will
continue to strengthen ties between the City of
Folsom and our many community members
and partners.
Success of the City of Folsom will always be a
team effort.
Elaine Andersen
City Manager
2Page 1186
03/28/2023 Item No.14.
About the City of Folsom
The City of Folsom was founded in 1856, incorporated
in1946, and chartered in 1990. The City is located
approximately 1 10 miles northeast of San Francisco,
and 20 miles east of Sacramento. A full-service Charter city, Folsom covers approximately 30 square miles and
serves over 81,000 residents.
City services include police, fire, public works, planning, parks and recreation, library, water, wastewater, and
solid waste utilities. The City is known for its high water quality, which has helped attract major corporations to Folsom. Major employers in Folsom include lntel,
Kikkoman, Kaiser Permanente, Toshiba, Micron, Kioxia,
Gekkeikan, and Safe Credit Union.
Folsom is rich in history and has connections to
California's Gold Rush, the Pony Express, and the first railroad in the West. Folsom's revitalized Historic District includes the Folsom History Museum and the Folsom
Hotel (a landmark since 1885), and offers premier
dining, shopping, and historic architecture.
Folsom's Zoo Sanctuary, aquatic center, 48 parks, 50
miles of paved recreational trails, Folsom Lake, Lake
Natoma, and American River are just a few of the
attractions offering outdoor recreational and
educational activities to residents and visitors.
I
Committees and Commissions
The City of Folsom has long benefited from the involvement of residents in many civic activities.
One of the ways that residents can be involved is by serving on one of the City's commissions and committees, which are listed below.
. Arts and Culture Commission
. Historic District Commission
. Landscaping and Lighting Districts Advisory Committee . Library Commission
J
. Parks and Recreation
. Planning Commission
. Traffic Safety Committee
. Utility Commission
03/28/2023 Item No.14.
Cha llenges
. Lack of financial capacity to provide
existing and future needed services and
infrastructu re
. Outdated technology
. Need for greater planning for future
needs
. Employee retirements and turnover
. Lack of affordable housing
. Growing population with new needs
. lnability to maintain current service
levels
Opportun:ties
. Abundant historic and recreational
amenities
. Strong interest in the River District and
Central Business District
. Strong interest in creating a Folsom Plan
Area town center
. Prominent healthcare and high-tech
industries
. Capacity for revenue enhancement
. Strong community sense of volunteerism
. Greaterefficiencythrough use of new
technologies
. Grow public-private partnerships
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Opportunities and Challenges
The City of Folsom has numerous opportunities and several challenges I
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Major Factors lnfluencing Folsom's Future
Significant changes have occurred in recent years and other factors will influence the next 10 and more years. Some are listed below.
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Effects of the
pandemic
Folsom Plan
Area
Threat of
wildfires
Unfunded state
mandates
o
B tft $
4 Tight labor
ma rket
Rising housing
costs
Financial
capacity
03/28/2023 Item No.14.
Vision, Mission
and Values
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Our vision is aspirational, a
statement of the future. Our
mission represents the
purpose of the City of l-olsom
as an organization. Our
values reflect expected
behaviors of all members of
the City of Folsom - including
stafl appointed and elected
officials. We are proud of
where we are going as a city,
and how we go about our
work.
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VISION
The City of Folsom serves as a role model and regional leaderthat blends its rich historical roots and diverse cultural, recreational, and business resources into a great community.
MrssroN
The City of Folsom provides a safe, healthy, and vibrant community through inno_vative, responsive, and effbctive delivery of public services to maintain and enhance the quality of life of our residents.
VALUES
lntegrity: Demonstrating honesty and strong ethical principles in all actions and decisions. professionalism: Delivering high-quality services based on the skills and competence of trained employees, and best industry practices.
Financial stability: Planning for the long term and making decisions in the short term to ensure the necessary resources are available to deliver City services and achieve goals established by the Council.
5Page 1189
03/28/2023 Item No.14.
Multi-Year
Goals
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We have ambitious goals as we respond to
community interests and organizational needs.
Our Strategic Plan contains four multi-year goals
covering a range of important initiatives intended
to position the City well over five years.
Goal A: Financial stability
and Sustainability
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Goal B: Public safety and
lnfrastructure
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Goal C: Economic and
Community Development
Goal D: organization
Effective n ess
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Each of these goals has an associated set
of strategies.
The City Council's top priorities for the first
two years are shown on the next page.
03/28/2023 Item No.14.
a ldentify a funding plan to expand police department facilities to meet department needs. (Goal B, Strategy 3)
ldentifu funding to increase police department staffing to meet community needs. (Goal B, Strategy 4)
lnitiate technology solutions to streamline organization and improve efficiency. (Goal B, Strategy 9)
Complete the River District Master Plan to enhance the City's waterfront and waterfront-adjacent recreation and development opportunities. (Goal C, Strategy 1) Develop funding/sponsorship plan for the Johnny Cash Trail (JCT) art trail to increase tourism focused on Lake Natoma. (Goal C, Strategy 5)
7 a
03/28/2023 Item No.14.
Goal A:
Financial Stability
and Sustainability
Support fiscal health through long-term
planning, cost control, heightened efficiency,
increased revenue, and cost recovery.
The following table contains nine strategies intended to help the City achieve the goal of financial stability and sustainability over the next several years. For each
strategy, the time frame that work will begin has been
noted. ln a number of cases, the strategy is a
continuation of work that began previously but
significant effort will be needed to complete the
strategy.
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STRATEGIES
Yeor to Begin Strotegy
FY2A22-23, FY2025-26and
FY2023-24and FY2026'27
FY 2A24-25
1. Evaluate current policies for cost recovery and actual revenue received and modify as needed to implement increased cost X .__-te-99Y9ry._-_
2. ldentify and prioritize services needed, and determine the costs of those services, to meet current and increased X population.
3. Assess the procurement process for contracts to streamline processes, i d entifo i nefficiencies, ach ieve cost savi ngs. X
4. Prepare and implement updated financial policies that incorporate a minimum emergency reserve and policy for use X of any surplus funds at year-end
5. Create a long-term funding plan that includes a fund-balance policyfor deferred and ongoing infrastructure needs including asset replacement (e.g., drainage, parks, vehicle replacement, city facilities, technology, and other).
X
6. Develop new funding sources and strategies to build new facilities or expand and enhance existing facilities to meet the X demands of a growing poPulation.
7. Develop additional revenue sources for consideration to provide sufficient revenues to deliver services to the
community.
X
8. Quantify the costs of and resources assigned to carry out major special events to ascertain any potential changes needed, and determine the economic impacts of such events
9. Update the Public Facilities Financing Plan for the Folsom Plan Area.
X
X
8Page 1192
03/28/2023 Item No.14.
Goal B: Public Safety and
Infrastructure
Enhance provision of public safety resources,
invest in technological solutions, and maintain,
repair, and improve public facilities and
i nfra stru ctu re.
The following table contains 19 strategies intended to
help the City achieve the goal of public safety and
infrastructure over the next several years' For each
strategy, the time frame that work will begin has been
noted. ln a number of cases, the strategy is a
continuation of work that began previously but
significant effort will be needed to complete the
strategy,
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STRATEGIES
Year to Begin Strategy
FY2022-21 FY2025-26and
FY 2023-24and FY 2026-27
FY 2024-25
Fire ond Police
1. Complete plans for a new, second fire station in the Folsom Plan Area, including an initial staffing plan of nine additional employees for a single engine company.
2. Develop a plan to meet future fire department needs including review of need for additional stations, apparatus, and
ad m i nistrative and training facil ities.
X
X
3. ldentify a funding plan to expand police department facilities to meet department needs. X
4. ldentify funding to increase police department staffing to meet Xcommunity needs.
E nvi ron m e nto I S usto i no h i I itY
5. Establish a plan and identifu a funding source for completing a transition to full electric fleet by 2035. X
6. Conduct a full inventory of greenhouse gas emissions on the City's fixed assets. X
Technology
7. Conduct an organization-wide lT needs assessment that could lead to an lT strategic roadmaP. X
8. Establish a funded replacement schedule for updating and replacing outdated hardware and software. X
9 Xlnitiate technology solutions to streamline organization and improve efficiency. IPage 1193
03/28/2023 Item No.14.
Yesr to Begin Strategy
FY 2022-23- FY 2O25-26 and
FY 2023-24and FY 2026-27
FY 2024-25
STRATEGIES
Technology
10. Assess what would be involved in becoming a "Smart City' and establish a plan that matches resources as feasible.
X
11. lmplement a robust Human Resources lnformation System (HRIS) that allows HR staff to track important employee information such as recruiting and talent acquisition,
compensation, and organizational and absence management.
X
12. Create a city intranet for all forms, processes, templates, contracts, approved City documents, and internal files to increase efficiency and security of file and document use.
X
13. Create new ways for the public to access information and records for increased transparency and to meet Public
Records Act req uirements.
X
Public Works
14. Establish a method of assessing and comparing the relative costs and benefits of roundabouts in lieu of traffic signal controls and create criteria to apply in determining which alternative to em oy.
X
15. Establish an asset management plan and program forfleet ma and parts procurement. X
16. Study, design, and construct capital improvements to enhance traffic flow and improve safety citywide. X
Psrks qnd Recredtion
17. Update the Zoo Sanctuary Master Plan to provide focus for future operations, funding, and development. X
18. Prepare an update to the Parks and Recreation Master Plan. X
19. Update the Arts and Culture Master Plan.
03/28/2023 Item No.14.
Goal C: Economic and
Community DeveloPment ":: '- h *:-..-
Promote effective use of existing amenities
and resources to create future opportunities
that enrich the communitY.
The following table contains ten strategies intended
to help the City achieve its economic and community
development goals over the next several years. For
each strategy, the time frame that work will begin
has been noted. ln a number of cases, the strategy is
a continuation of work that began previously but
significant effort will be needed to complete the
strategy,
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STRATEGIES
Yeqr to Begin StrotegY
FY 2022-21 FY 2025-26and
FY 2023-24and FY 2A25-27
FY 2024-25
Preporotion of Plons
1 Complete the River District Master Plan to enhance the Citys waterfro nt a nd wate rfront-a dja cent recreatio n a nd X development opportu n ities.
2. Complete a master plan of the Ciq/s central business district with the goal to revitalize land use and infrastructure and set the foundation for future investments.
X
3. Create a plan for relocating the corporation yard, including funding and timing. X
Outreoch and Business Development
4 Evaluate market opportunities in Folsom to create
opportunities to leverage existing high tech, healthcare, and other significant local industries.
X
5. Establish a long-term vision for the Wye property and the Placerville and Sacramento Valley Railroad. X
6. Develop funding/sponsorship plan for the Johnny cash Trail (JCT) art trail to increase tourism focused on Lake Natoma. X
7. Devel
bicycl
op a narrative plan (e.g., QR codes) along walking and
e trails, and historic sites for self-guided tours. X
8. Partner with choose Folsom to market Folsom as a premier recreation and competitive events destination in northern California (e.g., Folsom Lake, Lake Natoma, the Historic District, scenic trails, bike trails, etc.).
X
11Page 1195
03/28/2023 Item No.14.
Yeor to Begin Strotery
FY2O22-21 FY2O25-26and
FY 2023-24and FY 2A26-27
FY 2924-25
STRATEGIES
Outreach ond Business Development
9 ldentify fun
large scale,
provide rec
ding and other factors to determine feasibility of
high! visible facilities and events that could
reational and tourism benefits to the community.
X
10. conduct community outreach and collaborate with private developers to implement the vision-concept for a town
center.in the Folsom Plan Area (preliminary plans submitted and under review).
X
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03/28/2023 Item No.14.
Goal D: Organtzalion
Effectiveness
Build strong connections and support for the
community and employees through a
commitmeint to local government best
practices and employee development, support,
and retention to meet communtty needs.
The following table contains five strategies intended to help the City achieve the goal of organizational
effectiveness over the next several years' For each
strategy, the time frame that work will begin has been
noted. ln a number of cases, the strategy is a
continuation of work that began previously but
significant effort will be needed to complete the
strategy.
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STRATEGIES
Yesr to Begin StrstegY
FY 2022-23, FY 2025-26 and
FY 2023-24and FY 2026-27
FY 2024-25
1. lmplement multi-year staffing and succession planning for each department in consideration of projected retirements and turnover.
X
2. Establish an enhanced employee training program that includes the latest tools in technology, local government best practices, and new customer service approaches (e'9., Folsom University 2.0, lunch and learns, "how to" videos).
X
3. Establish customer service standards and corresponding . - - -r-e-s-oj l9e- lY l-dj l-e,
4. Establish a diversity, equi$t, and inclusion (DEl) program to support an environment welcoming to people of all X
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5. Actively promote continuous improvement in City operations. X 13Page 1197
03/28/2023 Item No.14.
lmplementation Action Plan
An lmplementation Action Plan, contained in a separate document, provides further information. This includes the starting year, lead person and key tasks for each strategy. Timelines may be adjusted based on changing priorities, budget and personnel availability.
Tracking and Reporting Progress
Progress reports will be provided to the City Council on a regular basis. 14Page 1198
03/28/2023 Item No.14.
* "tr
This Strategic Plan is designed to guide the work and future of the City of Folsom.
The plan articulates ourvision, mission, and values and establishes a set of goals, strategies, and City Council priorities to guide the work of the City over the next five years.
The plan will be updated periodically as we accomplish our priorities and as needs change.
The City of Folsom is committed to continuing collaboration with our many partners in achieving the goals in this Strategic Plan.
Thank you to everyone who contributed to this important planning effort. 15Page 1199
03/28/2023 Item No.14.
AttachmentA:
Strategic Planning Process
The strategic planning process included gathering input from members of the City Council, executive leadership
team, community and businesses.
Early City Council lnput
A first step in the planning process was interviews with each member of the City Councilto gather their input
about challenges and key priorities for the future.
Gap Analysis Questionnaire
A gap analysis questionnaire was completed by the
Citys executive team, providing input about strengths,
wea knesses/l i m itatio ns, opportu n ities, a nd th reats (SWOT); goals; and mission, vision and values.
Significant plans and projects were identified.
Community and Business lnput
lnput from the community was gathered through a
survey conducted in March 2022by Godbe Research,
lnput from the business community was gathered by
Baker Tilly through an online survey conducted in
January 2023.
Workshops
A full day workshop with the executive team was held in December 2022to discuss the information gathered. A
City Council workshop was held in February 2023to
discuss goals and strategies and to decide on top
priorities.
Regular Updates
City staff will be providing updates on progress of the Strategic Plan, An lmplementation Action Plan
accompanies this Strategic Plan. Each year, the strategic plan will be reviewed, and updates and changes will be
made as needed.
16Page 1200
03/28/2023 Item No.14.
Attachment B:
Organtzational Chart
The City of Folsom is organized as shown in th following chart. The largest departments are police, fire, public works, library services, environmental and water resources, parks and recreation, and community development.
Citizens
City Council
City Attorney City Manager City Clerk
Human Resources Management and
Budget
Environmental
and Water ResourcesPolice
Parks
and RecreationFire
Library Services
Public Works Community
Development
03/28/2023 Item No.14.
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to facilitste double- sided printing .
6IT Y OF
FOLSOl\{
OI9TIHCTIVg BY NATURE
03/28/2023 Item No.14.