Folsom City Council
November 12, 2024

11/12/2024 Item No.21.

Folsom River DistrictVision Plan
View of the Historic Truss Bridge and existing river overlook area from above Key Site 4 - Preliminary Environmental Assessment
Refer to discussion in Section B above.

Key Site 5 - Preliminary Environmental Assessment
The Corporation yard site is already developed and used in a light industrial capacity and includes minimal environmental constraints. Primary considerations for this site are related to land use compatibility. The site abuts a residential neighborhood along Young Wo Circle and Forrest Street. Care should be taken to minimize dust and noise impacts on adjacent residential areas during construction, and the site design and programming should consider the potential for long-term noise and traffic impacts to residential neighborhoods.

Because of its current use as a corporation yard, there is a risk of soil contamination from leaks or spills of fuel, oil, paints, lubricants, solvents, or other commonly used hazardous materials. While there is no evidence of contamination, soil testing may be appropriate prior to construction to determine if any remediation is necessary.

The State park land between the site and the river includes sensitive natural communities. Trail connections between the site and the adjacent State Park should be designed to provide access while minimizing disturbance to native vegetation. Like the Trader's Lane Site, this site has a limited risk of including previously undiscovered archaeolJgical resources, but excavation could encounter buried historical or archaeological resources. Subsurface aichaeological investigations and/or monitoring of excavation during construction should be considered to minimize risk to these resources' 77 Public Draft - September 12,2024

11/12/2024 Item No.21.

Chapter 3 - Design Concepts for Key Sites
D. Preliminary Economic Considerations for Key Sites Concepts

KEY SITES WITH PUBLIC REALM IMPROVEMENTS
Key Sites 1,2 & 3 - Preliminary Economic Considerations New park and open space improvements, such as those proposed in this Vision Plan, drive both direct and indirect economic activity, creating jobs and stimulating local economies. They increase property values, particularly for homes and businesses close to well-maintained parks and trails, which boosts property tax revenues. itarks and open space also attract tourists who spend money on accommodations, dining, and retail, contributing to increased sales and transient occupancy taxes. High-quality parks and open space enhance the quality of lifl for employees, which makes areas more attractive for businesses looking to relocate or expand, ultimately generating new jobs. Additionally, park and trail improvements encourage health, wellness and social cohesion, which can help lower public healthcare costs overtime.

KEY SITES WITH PRIVATE IM PROVEMENTS
Key Site 4 - Preliminary Economic Considerations
Referto discussion in Section B above.

Key Site 5 - Preliminary Economic Considerations
The proposed development of the Corp Yard includes opporlunities for commercial/visitor uses, residential units, entertainment space, artisan/maker space, along with open space. As indicated in Chapter 2, the Riverfront Area can enhance the local atiractions for locals and tourists already in the area visiting the existing attractions such as State Parks and the Zoo. Market trends for retail reflect consistently low vacancy indicating demand for retail, ente*ainment space, artisan/maker space, and commercial/visitor space; however, at this time lease rates may not be sufficient to offset the high costs of construction in the current market.

Residential market trends indicate the need for housing in the City of Folsom with increaslngly low vacancy rates coupled with increasing housing costs reducing supply for existing and future residents. While, the Folsom Plan Area has and will continue to provide additional residential units relieving some of the pressure, the proposed housing units in the CorpYard could further bolsterthe City's housing inventory and there will be a continued need for housing at a variety of income levels.

Residential ownership products in the current market achieve highervalues and have lower construction costs compared to the lower achievable market rents and higher construction costs for multifamily rental units.

The iinancial feasibility of rental residential land use types are primarily driven bythe cost of development significantly outweighing current market rents. For rental residential units to realize financial feasibillty, there would need to be significant rental rate increases.

Additional approaches the City could consider for reducing costs and overall development risks include:
o Direct public subsidies
r Provide direct loan or grant funding. The City could secure direct funding through federal, State, and regional grantsto subsidize desired infill projects in the River District. . Obtain gap financing. The City could explore adoption of one or more innovative financing tools that could be used to help fill funding gaps (e.9., revolving loan fund).

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11/12/2024 Item No.21.
a
Folsom River District Vision Plan
lndirect public subsidies
o Waive or defer building and development fees. Jurisdictions have some leverage in instituting policies and programs to address building and development cost constraints. The City also could consider developing a lower fee structure or waiving fees for projects containing affordable housing, infill projects, and other missing housing types to improve feasibility. . Consider land acquisition and disposition. The City could consider the acquisition of real estate and donate to private developers or allow deferred payment to eliminate, reduce, or defer land costs.
o Fund backbone infrastructure improvements. Although this analysis excluded any costs related to offsite infrastructure improvements, intensified infill development often necessitates upgrades to backbone infrastructure, representing another development cost and feasibility challenge. The City could obtain funding for capital investments in infrastructure to support development in the River District.

Strea ml ine development and environmenta I review processes o Streamline development review. Consider streamlining the development review process for infill projectsthat meetobjective standards bygranting ministerialapproval. Streamlined development review processes can save time and money by eliminating discretionary reviews, public hearings, and additional environmental review.
o Streamline environmental review. Consider completing a City-sponsored and City-funded California Environmental Ouality Act (CEOA) analysis for the Project to pre-clear opportunity sites.

Consider regulatory changes
o Reduce parking requirements. Parking is a costly addition to many developments, specifically the high costs of structured parking, and reduces the developable space for residential units.

Reducing parking requirements can reduce the cost of a project while increasing the density. o lncrease building height and density. Consider increasing minimum and maximum allowable densities and zoning requirements to increase the City's housing capacity, ensure higher density projects (which can lead to greater affordability), and make projects more economically feasible. o Support a wide array o{ housing types. Update planning regulations to encourage or require new subdivisions to include two-, three-, and four plexes, or other missing housing types that are designed to look cohesive with adjacent single-family homes. a
a
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11/12/2024 Item No.21.

Chapter 3 - Design Concepts for Key Sites
E. Creating a More Walkable CitY
Each key site described in this chapter individually contributes to the fabric of the River District but considered together they work in concert resulting in a rich interconnected network of spaces and places. When fully reilir"d, theie will be pedestrian-centric arteries from the Corporation Yard to the river and beyond.

By virtue of its central location, the area around Trader's Lane becomes the nexus of this activity, a hub that all these elements eventually feed into. Therefore, the development proposed in Key Site 4 has a critical role to play; the proposed deueiopment accomplishes the goal of creating a strong gateway statement for people upfrou.hing from Greenback Lane, and activating a space that currently has a distinctly "back-of-house" feel.

T'his idea wiii effectively complete the block, re-establishing the urban street frontage of Leidesdorff Street and expand the.pedestrian circuiation network throughout the historic commercial core, as illustrated in Figure 24.

One of the most compelling features this plan envisions is the completion of a walkable spine that connects the river promenade through the middle of the block to the railroad plaza and beyond to the Corporation yard. As new private develJpment occurs along this corridor - such as around Folsom Station Plaza - it could further strengthen and engage with pedestrians by designing buildings to {ace the middle of the block and including paseos to allow more porosity between Leidesdorff and Sutter Streets.

The River District Vision Plan, through the five key site concepts and other district-wide initiatives, emphasizes pedestrian connectivity with ideas that will enhance peoples'experience as they live, work, and recreate in the River District.

By virlue of its central location, the area around Trader's Lane becomes the nexus of this activity, a hub that all these elements eventually feed into. Therefore, the development proposed in Key Site 4 has a critical role to play; the proposed deveiopment accomplishes the goal of creating a strong gateway statement for people uppiou.nlng from Greenback Lane, and activating a space that currently has a distinctly "back-of-house" feel.

T'his idea will effectively complete the block, re-establishing the urban street frontage of Leldesdorff Street and expand the pedestrian circulation network throughout the historic commercial core, as illustrated in Figure 23.

One of the most compelling features this plan envisions is the completion of a walkable spine that connects the river promenade through the middle of the block to the railroad plaza and beyond to the Corporation Yard.As new private devetopmentoccurs along this corridor-such as around Folsom Station Plaza- itcould further strengthen and engage with pedestrians by designing buildings to face the middle of the block and including paseos to allow more porosity between Leidesdorff and Sutter Streets.

The River District Master Plan, through the {ive key site concepts and other district-wide initiatives, emphasizes pedestrian connectivity with ideas that will enhance peoples' experience as they live, work, and recreate in the River District.

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11/12/2024 Item No.21.

POWERHOUSE

LIGHTRAIL

CORPYARD
Folsom River District Vision Plan
--_*r
JJJJJ
tr
ltlal
-
Current pedestrian traffic flow, along streets
Current pedestrian traffic flow, mid-block
Expanded pedestrian traffic flow around Trader's Lane site Expanded pedestrian traffic flow through Trader's Lane (alley) Pedestrian connections to other River District sites
Primary pedestrian spine
Proposed new buildings/points of interest
T
*
Figure 24. Enhanced pedestrian network
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11/12/2024 Item No.21.

11/12/2024 Item No.21.

Folsom River District Vision Plan
Chapter 4

VISION PLAN IM PLEMENTATION
This Vision Plan will be implemented through a combination of public and private investment, with many components potentially eligible for grant funding due to-their pedestrian and bicycle-friendly nature and their relationship to places of cultural and historical significance. Funding will be required for both capital improvements and the ongoing maintenance and operational costs associated with these improvements.

This chapter outlines strategies for implementation and recommendations to encourage and incentivize new improvements in the River District area.

A. lmplementation Recommendations
For planning purposes, the River District Vision Plan implementation recommendations have been divided into three blsic categories. A list of considerations for prioritizing the proposed River District improvements are listed below in Section B and summarized in Table 6-1:
o Major Capital lmprovements - include the {ive key site areas described in Chapter 3 and key.potential prdects identified during the Vision Plan planning process and generally align with the City of Folsom's Capital lmprovement Plan efforts.
r Districtwide lmprovements - trail and access improvements, wayfinding, interpretation and education elements, gateway features, streetscape enhancements, and la n dscapin g. . Strategiclnitiatives-facilitate,partner,orengageinsubsequentpropertydevelopmentorlmprovements consisient with City and State Parks plans, processes, and environmental review.

The {ollowing recommendations provide strategies to begin implementing individual components envisioned in the Vislon Plan, and they are listed by order of priority.

Recommendation 1: lmplementthe KeySite Concept Plansto achievethevision and planning principles for the River District and help to sPur reinvestment in the River District:
r prepare a pro forma financial evaluation to assess the economic feasibility of design prototypes o Prepare refined concept plans and analysis, as needed r Develop construction documents and obtain building permits Recommendation 2: Focus on defining and attrasting development opPortunities for key sites. This could include the following efforts by the City:
o Outreach to individual property owners to identify specific candidate sites for renovation, reuse, or redevelopment
o Prepare additional design prototypes to determine ieasible redevelopment (or intensification) options for additional key sites
. Ccnsider establishing a merchant or business organization to advocate for programs, projects, and priorities in the River District.
r Consider pursuit of public/ private partnerships and/o RFP process on City owned land to solicit developable opportunities.

Recommendation 3: Set the stage for future investment with improvements to the physical setting in the River District by implementing the programmatic opportunities in Chapter 2. These investments could include, but are not limited to:
. Develop and consistently apply a design language for the district to reinforce its identity and presence in the city. This could include things like branding, furniture, signage, construction materials, and design details
. Add River District gateway monuments, banners, and wayflnding/directional signage B3 Public Draft - September 12,2024

11/12/2024 Item No.21.

Chapter 4 - lmplementation
. lmprove streetscapes with enhanced paving at key areas, landscaping, lighting, and pedestrian amenities
o Encourage outdoor dining and gathering spaces
r Enhance public park and recreational spaces
r Encourage installation of placemaking elements such as public art pieces . Provide widened and repaired sidewalks, and improve crosswalks Recommendation 4: Pursue federal, state, regional, and local funding sources for infrastructure and planning projects.
. Work with agencies with interests in, or have jurisdictional responsibilities within the River District, to explore dedicated source(s) of funding. The implementation of the River District Vision Plan will require significant, long-term funding.
. Ensure significant, upfront capital and long-term maintenance funding is available from both existing and potential new sources of public and private funding. The implementation of the River District Vision Plan will require ln addition, implementation will require time and support from City staff and the broader communitY.
. Utilize existing sources of funding such as the City's General Fund or the Capital lmprovement Plan (ClP). These funding sources can be used to fund a range of activities, including ongoing operations and maintenance, economic development projects, and infrastructure improvements, including streetscape, parks and open space, and other capital improvements. However, these funding sources rely on annual authorization by City Council and include a variety of {unding streams that can vary on an annual basis.
. Seek new funding sources include grants, taxes and assessments, public-private partnerships, and other commonly irsed public funding and financing tools. These sources can be used to fund parks and open space and oiher infrastructure improvements, historic preservation, environmental cleanup, public art, and other economic development projects. There are differing levels of funding capacity and benefits and drawbacks for each source, which should be considered before pursuing a particular funding source.
r A new sales tax measure, Measure G, is a citizen's initiative placed on the November 2024ballot.lf a pproved by voters, th is new sales tax rate could provide fund ing for pa rks and other infrastructu re projects, as determined by City Council action.
. Work with agencies with interests in, or have jurisdictional responsibilities within the River District, to explore dedicated source(s) of funding.
r Explore public-private partnerships as opportunities arise' Enlarged view of the proposed improvements forTrader's Lane key site concept Public Draft September 12,2024 B4

11/12/2024 Item No.21.

Folsom River District Vision Plan
lmplementation Categories
There are three overarching categories which contain organize the proposed River District improvements.

These categories are not iniended to be implementation priorities, but they are provided to group projects with similar land ownerships, and in some cases costs.

Category 1
Projects on properties that the City owns and controls, and would be publicly funded:
r Rodeo Park (Key Site 2)
r River Promenade - City Owned (Key Site 3): improvements to portions within the public right-of-way and City owned proPerty
Category 2
The projects requiring collaboration and/or approval of State Parks or other agencies:
o River promenade - State Parks Owned (Key Site 3): porlions within State Parks lands, including the passive park and boardwalk
o CanalTrail Loop and Bridge (Key Site 'l)
Category 3
Public-private partnership projects, both of which are complex and expensive to develop:
r Trader's Lane (Key Site 4)
r Corporation Yard (Key Site 5)
B. Capital Project Priority Considerations
Attempting to prioritize the list of Vision Plan projects is challenging because so much is dependent on funding. Riditionally, City priorities are not static - this is a long-term plan, and trends, attitudes, and values continuously evolve.

The more ambitious ideas - Key Sites 4 and 5 - would be immediately transformative and would provide a catalyst for private investment and economic stimulus. However, these would also require favorable market conditions attractive to private parties, and substantial City investment including potentially significant off-site utility i nfrastructure u pgrades.

The River Promenade project - Key Site 3- addresses arguably the most immediate need for the community; the congestion and safety of this corridorwere of the highest concern to both the CAC and general community through-out the Vision Plin process. lf constructed, this project will functionally connect the Historic District to the river and form a critical link between other key sites.

There are numerous smaller projects that would be less impactful, but significantly easier to accomplish. These include things such as new traiiconnections and design elements that start'to deiine the district's character and identityilf completed, these could help to generate excitement and momentum to advance the River District vision.

The following table contains a list of projects that emerged from the Vision Plan process. This table does not attemptto 1-u"nkth" projects in order of piiorityforthe reasons discussed above.The relative costs are provided to give future decislon".ak"rs a basic underitanding of the project scope in terms of anticipated magnitude cos-ts, and the listed in a very general relative scale from low to high for comparison. 85 Public Draft - September 12,2024

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Chapter 4 - lmplementation
Figure 24. River District proiect summary table
(Continued on next page)
Can be divided into
numerous smaller
projects
NotesRelative
Cost
Moderate/
High
Alignmentwith
State Parks Goals?
Outside SRA
Proiect
Rodeo Park.

Phase 1
Potential
Funding
Source
Public2
Vision Plan
Goal?
Recreation
I
2 Part
of Key
Site?
Can be divided into
numerous smaller
projects
Outside SRAPu blic2 High/ Rodeo Park,
Phase 2Recreation
High Outside SRATrader's Lane
Site
Public-PrivateEconomic
Development 4
Moderate/
Hish
Generally supported
(RTMP: ULN #3)
River
Promenadel Public2Recreation/
Access
Generally supported
(RTMP: ULN #3)Public2
Low/
Moderate3
Passive Park
(bottom
end of River
Promenade)1
Recreation/
Access
Contingent on
River Promenade
and Passive Park
development
Moderate
Generally supported
(RTMP: ULN #3 & 4
FLSRA GP: Powerhouse #1 5)
Boardwalk
under
Rainbow
Bridqel
Pu blic2Recreation/
Access
J
Moderate
Generally supported
(FLSRA GP: Visit #52)
1 Bridge
at North
Segmentl
Public2Recreation
Can be divided into
numerous smaller
projects
Generally supported
(RTMP: ULN #3)Public-Private HighEconomic
Development
5 Corporation
Yard Site
Low Outside SRA
District
Gateway -
South End
Public2
Outside SRAPublic2 Low4
District
Gateway -
Trader's Lane
Moderate
Highly supported
(RTMP: LLN #11
FLSRA GP: Natshores #S-18)
lmprove
Willow Creek
parking lot
and amenitiesl
Public2Recreation/
Access
River District Project 5ummarY
{, :,q.rj i;.]i i I t.i1.1,i11,:

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11/12/2024 Item No.21.

Recreation/
Access
Docks under
Folsom Blvd
Bridgel
Public2 Low/
Moderate
Generally supported
(FLSRA GP: Visit #22 &
Natshore #N-3)
Recreation/
Access
Trail
connection -
JCTto Canal
Trail (near
North Bridge)l
Public2 Low
Highly supported
(RTMP: ULN #3 & LLN #18
FLSRA GP: Visit #63 &
Natshore #N-2)
Recreation/
Access
Trail
connection -
Rodeo Park to
CanalTraill
Pu blic2 Low
Highly supported
(RTMP: ULN #3 & LLN #18
FLSRA GP: Visit #63)
Recreation/
Access
Trail
connection -
Rodeo Park to
Sutter Street
Public2 Low Outside SRA
Project crosses
private property and
would need to be
negotiated.

Recreation/
Access
Recreation
ffi
Trail
connection -
CanalTrail to
Passive Park at
Truss Bridgel
I nterpretive
Exhibitsl
Public'z
Public2
Low
Low
Highly supported
(RTMP: ULN #3 & LLN #l I
FLSRA GP: Visit #63)
Highly supported
(RTMP: ULN #10 & LLN #16
FLSRA GP: Culture #27 & 28,
lnterpret #1 , 7, B,10,14, 15.

Visual #2, Powerhouse #1 1 & 13,
Natshore #S-3 & Aldercreek #13 &
Riparian #1 1 & Marsh/Pond #1)
Recreation
Wayfinding/
directional
signagel
Public2 Low
Generally supported
(FLSRA GP: lnterpret #1 &
Powerhouse #1 6)
Recreation
Habitat
restoration
(e.9. invasive
plant
removal)1
Public2 Moderate
Highly supported
(FLSRA GP: Plants #2, 6 & 8,
Chaparral #9, Woodland #5 & 6,
Grassland #5, Ruderal #1, Riparian
#2 to 5 & 7, Natshore #N-6, N-B
to N-1 0 & #s-5 to s-7 & s-9 &
Aldercreek #4, Marsh/Pond #2)
Recreation
Trail
furnishings
(e.9. benches,
bike racks)1
Public2 Low
Recreation/
Access
Trail
improvements
(e.9. between
Corporation
Yard and
river)1
Public2 Low
Highly supported
(RTMP: ULN #3 & LLN #18
FLSRA GP: Visit #63)
Footnotes:

1. project is panially or entirely in State Parks jurisdiction and would require approval and coordination with State.

2. lncludes public funding such as the City general fund, grants, bonds, and/or special tax measures' Folsom River District Vision Plan
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Chapter 4 - lmplementation
C. Recommendations for Next StePs
The next steps in the River District's planning process can take many forms and this chapter provides a guide to move the vision forward. The review process will entail more thorough site studies and analysis of traffic conditions, utility services, flood plain concerns, and propefty and easement restrictions. Subsequent steps will include subitantial additional public review, the preparation of construction documents and permitting for key site projects. and site and project specific CEOA environmental review. Potential Future River District Programs and Measures.

Fotential Future River District Programs and Measures
The following programs and measures are recommended to bring more visitors into the River District area, enhance the sense of place, and increase safety:
r Promote River District bridge tours, public art walks, and water tours. . Work with State Parks to facilitate additional programs and community events and work together to better integrate the Powerhouse SHP into the Historic District. . Coordinate with State Parks to implement public art along the trail system in key locations, such as the Pillar Mural Project at the Lake Natoma Crossing. o Work with State Parks to provide vehicle access improvements such as line of sight, vegetation clearing, and incorporating accel and deceleration vehicular travel lanes at:
r Willow Creek
r Black Miners Bar
. Coordinate with State Parks to install a Welcome Center/Visitor Center/Cultural and lnterpretation Center potentially at Black Miners Bar and./or "Museum Flat" (Folsom Blvd and Hwy 50).

Create incentives to facilitate renovation/reuse of existing commercial and office buildings in the River District. These incentives could include:
o Provide matching g ra nt prog ram by the City to help finance the cost of faqade improvements . Reduced/waived City fees for planning and/or building permits . Provide low-interest loan program for major building renovations o lnclude some incentives as a "limited time offer," or having a first-come first-served orientation, to encourage early adopters
Review the Vision Plan annually during the city council's strategic planning sessions, and the long-term capital improvement program (ClP) deliberations, and identify funding for prioritized projects. This process should allow for regular and ongoing community input. lt is recommended thatthe City Council andCityManagermakeaspecificassignmenttol ormorestaffoftheCommunityDevelopment,Parks and Recreation and Public Works departments to be responsible {or ongoing implementation of the River District Vision Plan.
ii. Fartnering with State Farks
The City desires to build upon its relationship wlth State Parks for both the advancement of master plan objectives and concepts, and also objectives contained in the FLSRA General Plan and the Road and Trall Management Plan. Programs and improvements common to State Parks' documents and the River District Master Plan have been identified by both the public and the CAC. These represent opportunities to create additional partnerships between the agencies to advance proposals that mighi otherwise be overlooked or bypassed. This River District implementation chapter is intended to be a fluid and responsive to community interests, and updated periodically over time. The following are recommended actions to enhance partnerships with State Parks:
r Commit to regular meetings (not less than annually) with State Parks Gold Fields staff to review Vision Plan implementation progress and project objectives Public Draft - September 12,2024

11/12/2024 Item No.21.

Folsom River District Vision Plan
Provide city council direction to staff regarding annual city strategic initiatives, Vision Plan objectives, budget directives, and expected outcomes
Develop program and project definitions aligned with city and community interests and based upon the Vision Plan
ldentify capital funding feasibility strategies on an annual basis ldenti{y long-term operations and maintenance costs, feasibility and strategies as parl of each project's site specific Master Plan
Review the Vision Plan annually during the city council's strategic planning sessions, and the long- term capital improvement program (ClP) and identify funding for prioritized projects iii. Fotential River District Phase 2 ftoiects
ThisVision PlanprovidesanoverviewoftheentireRiverDistrictareawiththeintenttoprovideincreased recreational opportunities and access, enhance economic growth opportunities, and protection of environmentai, cultural, and historical resources. As the conceptual plans in this Vision Plan move forward, further studies may be required by qualified professionals. Additionally, future studies and planning are recommended to further enhance the River District area:
. Futu re site specific, or p roject specific, M aster Pla ns a nd a Rive r District Specific Pla n with associated CEOA analysis, such as a traffic study and more focused environmental documentation' o A River District Specific Plan would contain a more detailed analysis of the area and would be required by law to contain at least the following key elements:
r Land Use planning and regulatory provisions
r Mobility and circulation analysis
r lnfrastructure and public facilities analysis
r lmplementation measures and financing mechanisms
> Specific Plan administration, enforcement, and amendments requirements r Potential refinements to the River District Master Plan boundary - there was interest from some CAC members in potentially expanding the River District Master Plan boundary in five locations which are shown on the following pages. These adjustments to the River District boundary are subject to future consideration and will require additional studies. The potential future additions to the boundarY include:
> Areas 1 and 2 -The CDCR Old Folsom Prison property and a small City-owned park site adjacent to the Prison
r Area 3 - Crawdads on the Lake restaurant site ({ormer Cliff House) r Area 4 - Folsom Junction/Wye Property
> Area 5 - Natoma Ground Sluice Diggings area
o As the community of Folsom changes in the future, the City should consider creating a secondary River District planning boundary for existing and future land uses located immediately outside the River District boundary, The creation of this boundary would acknowledge the multiple land uses immediately outside the River District boundary that would benefit from the River District planning principles, furthering the influence o{ this Vision Plan and beautifying the community. a
a
a
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Chapter 4 - lmplementation
Areas 'l & 2: Old Folsom Prison & City-Owned Park
Area 3: Crawdads on the Lake (former Cliff House)
Figure 26. Potential future refinernents to the River DistrictVision Plan boundary (continued on the nert page)
l.rr i:,r;r t I
)t'o[)(]rr I y
I t:c1,,rc-y l"ur l< !iitt: (.JCI )
Fr-rtrttor Clif { l-Jori:;t:
l't-cilrcr ty
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11/12/2024 Item No.21.

Area 4: Folsom Junction
Area 5: Natoma Ground Sluice Diggings
Folsom River District Vision Plan
I ol:-;c.rrIr ..lrt r r(.t i,:)r)
( irotrrrc l !ilt.t ic't: Dir ytyirrq:;
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Chapter 4 - lmplementation
iv. Fossible Additional Future River District Studies and Master Plans . Wayfinding Plan - Work collaboratively with State Parks on the creation of a cohesive brand and theme for the River District and directional system that is clear, intuitive, and efficient. Use technology where appropriate, and assure accessibility and inclusivity. o lnterpretive/Education Plan - Work collaboratively with State Parks, Native American Tribes and other historical, cultural and environmental stakeholders to develop a district-wide o Public Art Plan - Work collaboratively with Folsom's Art Commission and State Parks to integrate temporary and permanent art exhibits within the River District. Consider creating a comprehensive 'Art Walk;' with a network of public art placed along trails and primary public roadways. o Trails a nd Access Plan U pdate - Work with State Parks to determ ine the most appropriate locations for trail improvements, new trail connections, highlighting scenic vistas, and water access enhancements, such as:
r Future bridge feasibility analysis should be completed to evaluate the bridge placement in Key Site 1 with an alternate upstream location in a previously quarried area of the river. r American River Canyon Drive and Greenback Lane usertrail > Shoreline Trails along BMB shoreline and FPSHP shoreline r Emergency Access Plan - Work with State Parks, the Folsom Fire Department, and Police Depahment to prepare an analysis of emergency access points and needed improvements, inciuding the most feasible locations for future emergency boat-launching facilities within the River District.

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11/12/2024 Item No.21.

Appendix

APPENDICES
i. OPPORTUNITIES AND CONSTRAINTS MEMORANDUM
ii. ECONOMIC CASE STUDIES
iii. SUMMARY OF COMMUNITY OUTREACH DATAAND SURVEY RESPONSES iv CORPORATION YARD - PLANNING STUDIES
v. ClTlzEN'S ADVISORY COMMITTEE (CAC) MEETING AGENDAS
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11/12/2024 Item No.21.
i: OPPORTUNITIES AND CONSTRAINTS MEMORANDUM Folsom River District Vision Plan 455 Capitol Mall, Suite 300
Sacramento, CA 95814
916.444.7301
Memo
Date:

To:

From:

Subject:

December 6,2023
Lief McKay and Debbie Jewell, RRM Design Group
Lily Bostrom and Adam Lewandowski, Ascent Environmental Folsom City River District Opportunity and Constraints

1.1 PURPOSE OF THIS MEMO
This memorandum describes the potential environmental opportunities and constraints related to development and redevelopment of public lands in the Folsom City River District. ldentified environmental opportunities and constraints in the River District are mapped and summarized below. For mapping purposes, the River District was divided into three segments, the Northern Reach, the Central Reach, and the Southern Reach.

1.2 ENVIRONMENTAL OPPORTUNITIES AND CONSTRAINTS
A summary of the level of environmental constraints for public parcels in the Folsom City River District and are shown on Exhibits 1a through 1c below. Environmental considerations that were used to develop the constraints ratings include 100-year flood zones, 500-year flood zones (including the 200-year flood zone), areas with very high landslide susceptibility, areas with high soil shrink-swell potential, and sensitive habitats (i.e., wetlands, protected wildlife habitat and plants/vegetation). The relative level of constraints are organized into four categories: redevelopment unlikely, least constrained, moderately constrained, and highly constrained. Each of these are described in more detail in Table

1. Constraint categories were applied to City-owned property and state/federal-owned properties within the River District, as shown on Exhibits 1a through 1c. City-owned property could be developed with new buildings and structures, while development on state or federal land would more likely be limited to trails, parks, and open space.

Therefore, the constraints ratings are slightly more conservative on City-owned land than on state/federal land' As shown on Exhibits 1a through 1c, the least constrained areas include the area west side of Lake Natoma north of the Rainbow Bridge, parcels in the Historic District and near/within the City's corporation yard, the area between Glenn Light Rail Station and Lake Natoma, and the area immediately west of lron Point Light Rail Station. The most highly constrained portions of the River District generally include the areas immediately adjacent to Lake Natoma (due primarily to high landslide susceptibility), and other areas with high landslide susceptibility (e.9., the northwest portion of Black Miners Bar) and/or areas with wetlands and other waters present (e.g., the wetland near Willow Creek in the Southern Reach). Refer to Table 1 below for a summary of each of the environmental constraints ratings and associated appropriate development and uses for each. 95 Public Draft - September 12,2024

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Appendix

Table 1 Environmental Opportunities and Constraints Ratings Environmental Constraints Rating Uses / Development
Redevelopment Unlikely (white) N/A (continuation of current uses) Least Constrained (green)
Structures/buildi ngs, trails,
recreational amenities
Moderately Constrained (Yellow)
Trails, recreational amenities;
structures/buildings possible but
may require specialized design or
mltigation
Highly Constrained (orange)
Trails, recreational amenities;
structures/buildings would only be
possible with specialized design
and/or mltigation
Note: a stricter system for rating city-owned land was used because it is assumed that proposed development could involve new structures; environmental constraints atfect the ability to build new structures more than they do for new and/or improved recreational amenities such as trails or benches.

As shown in Table 1, the most flexibility with regard to redevelopment in the River District occurs in the areas that are least constrained, shown in green in Exhibits 1a through 1c. From an environmental perspective, any type of development (e.g., trails, buildings) could be appropriate in these areas. As constraints increase, the ability to develop new buildings and structures decreases. The 'Highly Constrained' areas shown in orange contain wetlands, high landslide susceptibility, or three or more other overlapping environmental constraints. While developing a building or structure may be possible in these areas, it would be more difficult due to the need to mitigate for the presence of several environmental resources and/or hazards.

As a part of the opportunities and constraints analysis, Ascent reviewed a variety of environmental constraint types, including potential hazards (geologic, flooding, and hazardous materlals), natural and biological resources, sensitive receptors, scenic resources and scenic views, cultural resources, as well as opporlunities for enhanced recreation.

Ascent created maps depicting each of these opportunities and constraints (see Appendix A). Each category of opportunities or constraints are discussed in detail below. Cultural resource investigations determined that the entire River District has the potential to contain significant cultural resources. All developmentwould require site-specific cultural investigations prior to construction. Due to the need for site-specific cultural investigations and the confidentiality of site-specific cultural resource information, information on known resources is not included in this memo.

Summary of Rating
These areas are already developed with established land uses that are unllkely to change (e.9., Folsom City Zoo, cemetery, developed areas of Black Miners Bar)
No environmental constraints identified on city owned
ProPertY
Zero to one minor constraint ldentified on state/federal property
One or two minor constraints identified on city-owned
propert}/
Two minor constraints identified on state/federal property (no wetlands or high landslide susceptibility areas present) These areas have wetlands present, high landslide
susceptibility, or three or more overlapping environmental constraints
Public Draft - September 12,2024 96

11/12/2024 Item No.21.
,.j- j.:
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Folsom River DistrictVision Plan
Exhibi* 1s i Envlronmenlol Opportunities ond Conslroints Mop: Norlhern Reoch Exi:lin9 Environmenlol Conshoinl:

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97 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Exhibit I b I Envtronmenlol Opportunlller qnd Conslrolntr Mop: Cenhol Reoch H
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Public Draft - September 12,2024 98
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11/12/2024 Item No.21.

Folsom River District Vision Plan
Exhibit I c I Envlronmenlol Opporlunllles qnd Gonclrqlnls Mop: Soulhern Reoch Elue
Exirling Environmntol Conrlroinl:
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99 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix

Potentia[ Hazards
potential hazards to development in the River District include geologic hazards, flood hazards, and known hazardous materials sites. Ascent identified areas with very high soil shrink-swell potential (i.e., unstable soils), high landslide susceptibllity, 100-year flood zones, 500-year flood zones (including the 200-year flood zone), and known hazardous materials sites from the State Water Resources Control Board's GeoTracker and the Department of Toxic Substances Control's EnviroStor websites. While 10 known hazardous materials sites were identified within or immediately adjacent to the River District, none of the sites were active or had any current land use or development restrictions; therefore, they are not shown on the map or discussed further.

As shown on the hazards maps in Appendix A, there are areas with very high shrink-swell potential, high landslide susceptibility, 100-year flood zones, and 500-year flood zones (including the 200-year flood zone) throughout the River District. Areas with very high shrink-swell potential and/or high landslide susceptibility would be more difficult to develop due to the need to incorporate building design standards that consider these potential soil hazards.

Specifically, development would need to adhere to the California Building Standards Code (CBSC, California Code of Regulations ICCR] Title 24.rhe cBSC includes regulations for seismic safety, excavation of foundations and retaining, walls, and grading activities. Particularly in high landslide areas, certain types of development are not appropriate, such as new residences, schools, or other areas where people may congregate. Development in floodplains is possible and would need to meet the requirements of the Federal Emergency Management Agency's (FEMA) Natlonal Flood lnsurance Program (NFIP), the flood provisions in the CBSC, and local floodplain management regu lations.

Sensitive Receptors, Scenic Resources, and Natural Resources Ascent reviewed and mapped sensiiive receptors to air quality emissions and noise within 0.25-mile of the River District, and city-designated scenic resources and scenic views, sensitive natural communities and habitats including wetlands, and documented special-status wildlife occurrences within the River District (and immediately adjacent in the case of the known wildlife occurrences). Given the complexity of regulations around natural and biological resources, a separate Biological Resources Constraints Memo has been prepared and is attached as Appendix B.

Detailed descriptions of the sensitive natural communities and habitats including wetlands, and documented special- status wildlife occurrences are included in Appendix B, along with detailed mapping and a discussion if development constraints and regulatory requirements. Therefore, detailed discussion of natural and biological resources is not included in this memo.

As shown on the maps in Appendix A, there are several sensltive receptors (e.g., residences, schools) located immediately adjacent to the River District in the Northern Reach and Central Reach. While the presence of sensitive receptors would not prohibit development, potential impacts to sensitive receptors from air quality and noise associated with development would need to be considered during review under the California Environmental Quality Act (CEeA). In cases where noise and air quality emissions thresholds would be exceeded, mitigation measures to reduce lmpacts would need to be implemented.

Scenic resources and scenic views are present throughout the Folsom River District. Scenic views are areas that have been identified in adopted plans and from which a scenic vista is available, such as from Greenback Lane above Black Miners Bar. These include views from city-designated scenic corridors. Scenic resources are both landscape and built features of interest, some of which provide panoramic views. Examples of scenic resources in the River District include the Truss Bridge and the Rainbow Bridge. Although the presence of scenic resources, corridors, and views likely would not pr"ilud" development, development that is visible from designated scenic views and corridors would need to consider to what degree it may alter the existing scenic view and avoid substantially degrading the view. ln addition, development in and around scenic resources would need to avoid damaging the scenic resources and qualities that qualifythem as scenic. These aspects of developmentwould need to be considered during CEQA review.

Public Draft - September 12,2024 100
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Folsom River District Vision Plan

RecreationaI Opportunities
There are multiple existing trails and recreation areas within and surrounding the Folsom River District, which are shown on the Opportunities Map in Appendix A. Given this, there are several opportunities in the River District to improve trail connections, enhance existing trails, and make other improvements to existing recreational areas.

Recreational opportunities on City-owned lands include creating a continuous trail connection between Powerhouse State Historic park and the existing trails to the east and west, improving connections from existing light rail stations to the River District and existing trails, and providing additional trail connections into open space areas surrounding existing development. Textboxes with identifying City recreational opportunities and California State Parks recreation improvement proposals are included on the Recreational Opportunities maps in Appendix A. There are also opportunities for restoration within the River District, which is described in detail the Biological Resources Constraints Memo in Appendix B.

1.3 REFERENCES
Hazards
California Department of Toxic Substances Control. 2023. EnviroStor: A & S Custom Plating Co (34340107). Summary.

Available: https://www.envirostor.dtsc.ca.gov/public/profile report?global id=34340107. Accessed September 29,2023.
2023. EnviroStor: City of Folsom Corporate Yard Landfill (60000962). Summary. Available:
https://www.envirostor.dtsc.ca.gov/public/profile report?qlobal id=60000962. Accessed September 29' 2023. 2023. EnviroStor: Woodbridge Site (34150008)' Summary. Available:
https:/iwww.envirostor.dtsc.ca.gov/public/profile report?global id=34150008.AccessedSeptember29,2023. 2023. EnviroStor: R Squared Circuits, lnc. (71003111). Summary. Available:
https://www.envirostor.dtsc.ca.gov/public/profile report?global id=71003111.AccessedSeptember29'2023.

DTSC. See California Department of Toxic Substances Control.

State Water Resources Control Board.2023. GeoTracker: Village Cleaners (S10606761416). Summary' Available:
https://geotracker.waterboards.ca.gov/profile report?global id=S10606761416&mytab=esidata&subcmd=edf su m ma rytab le#esidata. Accessed Septem ber 29' 2023. 2023. GeoTracker: Willow Creek (T0606799076) Summary. Available:
https:U/geotracker.waterboards.ca.gov/profile report.asp?global id=T0606799076. Accessed September 29, 2023.
2023. Georracker: shell service station (10606797486). Summary. Available:
https:Z/geotracker.waterboards.ca.gov/profile report.asp?global id =T0606797486. Accessed Septemb'er 29, 2023.
2023. Georracker: Nimbus Flat state Park (T10000001706). Summary. Available'. https://geotracker.waterboards.ca.gov/profile report.asp?global id=T10000001706. Accessed September 29, 2023.

SWRCB. See State Water Resources Control Board.

Recreation
California State parks. 2023 (lanuary). Folsom Lake State Recreation Area & Folsom Powerhouse State Historic Park.

Road & Trail Management Plqn. Available:
https://www.parks.ca.gov/pages/1324lfiles/Final FLSRA RTMP 50B.pdf. Accessed August 30,2023- @
101 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Page B
2010 (June). Folsom Lake State Recreation Area & Folsom Powerhouse State Historic Park. General plan/Resource Management PIan. Volume 7: Chapters t-tll: Final General Plan & Resources Management Plan' Approved October B, 2009. Available:
https://www.parks.ca.gov/pages/21299lfilesiFLSRA GP RMP Voll Final Plan.pdf. Accessed August 30,2023.

City of Folsom. 2018 (March) .2035 General Ptan l.)pdate Draft PEIR. Chapter 16: Public Services and Recreation Resources. Available: https:Zzwww.folsom.ca.us/home/showpublisheddocument/l1509i637963449709500000.

Accessed August 30, 2023.
2021. Folsom General Plan 2035. Adopted August 28,2018; Amended August 24,2021. Available:
https:z/www.folsom.ca.us/home/showdocument?id=12958&t=638100643766099105. Accessed August 30, 2023.

Scenic Resources
City of Folsom. 2018 (March) .2035 General Plan L)pdate Draft PEIR. Chapter 6: Aesthetics. Available:- https://www.folsom.ca.us/home/showpublisheddocument/11529/637963449743100000. Accessed August 30, 2023.
2021. Folsom General Ptan 2035. Adopted August 28,2018; Amended August 24,2Q21. Available:
https://www.folsom.ca.us/home/showdocument?id=12958&t=638100643766099105. Accessed August 30, 2023.

Sensitive Receptors
City of Folsom .2021. Folsom General PIan 2035. Adopted August 28,2018; Amended August 24,2021. Available:' https:/lwww.folsom.ca.us/home/showdocument?id=12958&t=638100643766099105. Accessed August 30, 2023.

Graphic/GlS Sources
. Shrink-swell potential: Data downloaded from NRCS in 2022. r Landslide susceptibility: Data downloaded from the Department of Conservation and the California Geological Survey in 2020. Data is based on Wills C.J., Perez, F., Gutierrez, C., 2011, Susceptibility to deep- seated landslides in california: california Geological survey, Map sheet 58. r 10O-year and 500-year floodplains: Data downloaded from Federal Emergency Management Agency in 2023 . Opportunities (e.9., parks, trails, bike lanes):
o Data received from CA State Parks in2023
o Data received from the City of Folsom in 2023
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11/12/2024 Item No.21.
@
ii: ECONOMIC CASE STUDIES
Economic & Planning Systems, lnc.

The Ecohomics of Land Use

INTRODUCTION
Folsom River District Vision Plan
455 Capitol Mall, Suite 701 . Sacramento, CA 95814
916.649.8010 i www.epsys.com

CASE STUDY LOCATIONS
r Bend, OR
r G ree nvi lle, SC
r Asheville, NC
r Martinez, CA
lfs lPl Presenratior lt:cononric & Plannrnq Systerns, lnc. itrPS) 103 Public Draft - September 12,2024

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Appendix

BEND, ORECON

OLD MILL DISTRICT - DESCHUTES RIVER

BEND, OR

OLD MILL DISTRICT ALONC THE DESCHUTES RIVER
Year Adopted: 1 998
City Population at Adoption . 34,1 54 il -,_
H istory:
- 1920s: 5 operating mills; depletiorr ol Oregon's
forests and a changing economy, the last mill
closed in the 1980s
- I 994r public access to I 4,000 feet of riverfront
- 19q5: river trails created for public use
- 1997 a fish ladder installed in the Colorado
Street brldge for fish rnigration
- I 998: approval of Oregon's land use laws and
city zoning requirements to develop the site
Economic DeveloPtnent.
- Historic preservation,'adaptive reuse
- Private Developer led
- Phased develoPment
j,:,,'r:-l', rr,-: .. r'r" ii'
Public Draft - September 12,2024 104
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r

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Folsom River District Vision Plan
OLD MILL DISTRICT _ BEND, OR
180,000 sq. ft. of commercial (retail, dining, office, hotels) 1 5O+ residential units
I 1 adaptively reused historic buildings
8,000-person maximum-capacity outdoor amphitheater
31 ,000 sq. ft. approved additional retail
9 approved residential units in the pipeline
of open space
public riverfront for walking/bicycling' connecting to Downtown and the regional trail network
include tubing, rafting, paddle boarding, swimming, and fly fishing
include art, music, food, and seasonal festivals
the public about the District's history
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10s Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix

CREENVILLE, SOUTH CAROLINA

FALLS PARK ON THE REEDY RIVER/HISTORIC WEST END OF DOWNTOWN

GREENVILLE, SC

FALLS PARK ON THE REEDY RIVER/HISTORIC WEST END OF DOWNTOWN Year Adopted.2A04
City Population at Adoption. 56,764
History:
- 1989: Downtown Development Strategy identified
the Reedy River as a priceless asset to the
downtown and tourism and identified the need lo
remove the Camperdown Bridge
- I9BOs-l990s: City used TIF to revitalize many
publicly owned buildings, streetscapes,
landscaping, and infrastruclure
- 2000s: Falls Park on the Reedy Master Plan was
brouqht to fruition, the bridge was removed'
pedestrian bridge installed, landscaped, two plaza
levels with private restaurant and public restrooms
Economic Development:
- Public-Private Partnerships led to revitallzation and development
- Repurposed surface parl<ing lot into residential
development
- Branding of 5 key corners, streetscape
improvements
!
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IPS PPT Presentniion 6
Lconorrr. & I'lann nl Slslems lr. 1EPS)
Public Draft - September 12,2024 tuo

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Folsom River DistrictVision Plan
FALLS PARK _ WEST END _ CREENVILLE, SC
The $ I 3M cost of Falls Park helped revitalize south Main street by spurring $100M+ in private investments
Peace Center: 2,1 oo-seat concert hall, 400-seat theater, outdoor amphitheater Bon Secours Wellness Arena: I 5,000-seat sports and entertainment venue Fluor Field: 5,700-seat ballPark
NOMA Square: largest outdoor plaza downtown
One City Plaza: mixed-use office, retail, and university RiverPlace: 73 residential units,2l7 hotel rooms, 230,000 sq. ft. commercial space suspension LibertY Bridge
green space in downtown's historic West End
multiuse trails to landscaped gardens, Cleveland Park,
Greenville Zoo
public art installations
Historic wall from the site's original grist mill
Saturday market with local vendors, live music
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107 Public Draft - September 12,2024

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Appendix

ASHEVILLE, NORTH CAROLINA

FRENCH BROAD RIVER - RIVER ARTS DISTRICT

ASHEVILLE, NC
I
I

FRENCH BROAD RIVER - RIVER ARTS DISTRICT
Year Adopted: 1 990
Population at Adoption: 66,'l 84
H i story:
- I 880s new industrialjresidential area near the river following Asheville's connection to the western North Carolina railroad - 1 9l 6: Flood washed away existing attraction Riverside Park - I 92Os 1 930s: residents moved: the industrjal area stayed - I 940s-l 9BOs: neglected and abandoned ard then
home to public housing Proj€cts
- I 989 1 990: the RlverLink committee and Rlverfront Plan were established to reincorporate the riverfront into the fabric of the commu nity
- I 991: Carolina Pcwer & Light donates land that becomes French Broad River Park
- I 994: French Broad River Park opens
- 2000s: The Wilma Dykeman Riverway Master Plan & the CreenwaYs lvlaster Plan
Economic Development:
- "One more day" implemented as a strategy for developmenti revitalization to help keep tourists that are there to visit the Biltmore Estate to stay one more day in Asheville
- Link the river to Downtown
- How to make the river the region's most salient characteristic Nronthly bus tours visitirg Ashev:lte's olcler neighborhoods and othel attractions along the river tconomic & Plafl.in.i Syalems. inc (EPS)
Public Draft - September 12,2024 108
It'S PPT Presentation : 9

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Folsom River DistrictVision Plan

FRENCH BROAD RIVER- RIVER ARTS DISTRICT - ASHEVILLE, NC ".. l2,0O0l- sq. ft. of marketplace space for antiques, vintage, and imports .': Form-based code applied to the River Arts District
'-! Pipeline includes 237 residential units,7O-room boutique hotel, ($ 16,000 sq. ft. of retail, new campground
River Arts District Transportation lmprovement Plan
transformed a stretch of roadway along the riverfront
of existing and projected greenway systems
open green space and park; recently completed
Phase 1 includes grading to create a paved path, landscape plantings and wetlands, educational signage, and fencing' Farmers markets, river activities, street art, live music, second r
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200+ Artist Studios/Artists
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Iconorrlc & Plafning 5\'stelns ]n' (EPSl
109 Public Draft - September 12,2024

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Appendix

MARTINEZ, CALIFORNIA

WATERFRONT MARINA

MARTINEZ, CA

WATERFRONT MARINA
. Year lmplemented: Est. adoption December 2023
. Current Population: 37,300
. Hlstory:
- A large portion of the area is Public Trust Lands held in a trusl by the State, limited to regional- and water-
dependent or related uses that serve public purpose
- Current uses include the Martinez Marina, Ba:t Shop, Yacht Club, amphitheater, dog park, disposal pond, picnic area, parking lots, Sea Scouts, Eagle Marine, and Waterfront Park - Amtrak runs along the boundary with a station nearby
- Waterfront Marina Trust Lands Use Plan Public Review
Draft, August 2023
. EconomicDevelopment:
- Devclop a regional recreational destinaticn by activating the waterfront and marina areas
- Create flexible space for a variety of experiences and users - Aliqrr with downtown plans and investment to achieve
shared goals
- Connect Martinez to the watel
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Public Draft - September 12,2024 1 '10
I lr') l)?f D !::5enlriior a::

11/12/2024 Item No.21.

Folsom River DistrictVision Plan

WATERFRONT MARINA - PROPOSED - MARTINEZ, CA
[P5 PPT Presenlnlron I ]l.onomic & Flannir!J Svslenrs, lnc. (FPS) 111 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Appendix iii: SUMMARY OF COMMUNIry OUTREACH DATA AND SURVEY RESPONSES Slide 2 RIVER DISTRICT MASTER PLAN I Citizent Advisory committee zrzerza llllfffiiffi F(}n-son4Engagement Statistics
Website was active for 8 weeks
. lndividual participants: 300
. Comments on map:526
. Ouestionnaire responses: 1 65
Public Draft - September 12,2024 112
zzerz+ lflffffi!ffiRIVER DISTRICT MASTER pLAN I Citizens Advisory CorrmitteeSlide 3

11/12/2024 Item No.21.

Online Questionnaire Flffi
Folsom River District Vision Plan
rFon s@M
What statement best describes You?
I am retired
I have older children living at home (12+)
I have no children living with me
I have a family with young children (1-12 years)
I am single
None ofthe above

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0 5 10 15 20 25 30 35 40
Slide 4
Exercise (such as biking or walking)
Dining or shoPPing
Aquatic recreation (such as kayaking, floating, or paddle.

Visit public parks
Community events
Other recreation (picnicking, bird watching, fishing,.

Children's activities
Personal services (bank, salon, etc.)
RIVER DISTRICT MASTER pLAN I Citizerr's Advisory Commitee zzarza lllffffiiffi Online Questionnaire gW
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Why do you usually visit the River District area?

I I I I I I I T

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Slicle 5 RIVER DISTRICT MASTER ptAN I Citizen's Advisory Commitee zzetz+ lfiffffiiffi 113 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Online Questionnaire tw-i
Moreoutdoor events (activities in the parkway, festivals, etc ) Waterfront uses and activjties alongthe lake/river in the evening Kayak and canoe landing areas and increased paddling oPpodunities way tindlng and inteipretive signage
covered areas for outdoor gathering
Publican
outdoor event space (such as an amphitheater/performance venue) Public dock or pier
Watertrail and/or inlerpretive paddling loop in Lake Natoma lagoons Additional vehicle Parking
Play areasfor children
Additional recreational concessions(such as kayak and bike rentals) Watertaxi
Bicycle valet parking
Boathouse for private vessel storage
rF(}r,go}d
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What new recreational uses/amenities in the River District would you support? Slide 6 RIVER DISTRICT MASTER PLAN I Citizen's Advisory Committee ln the future. where should enhanced trail connections to the water be prioritized? zzatza lllffffiiffi
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Online Questionnaire MI
Historic Disirict @ RileY Street
Folsom Auburn Road
Hi$oric District @ Leidesdorff Street
Rainbow Bridge
Johnny Cash Trail
Greenback Lane
Powerhouse vicinity
Folsom Blvd @ lron Pt. Road
Btack Miner's Bar shoreline trail
Rodeo Grounds
Folsom Blvd @ Willow Creek (*ate park entrance)
Folsom Blvd @ Parkshore Drive
American River Bike Trail
American CanYon Drive
Pioneer ExPress Trail
Natoma Canyon
- - - -
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r
- - - - -
- - - -
-
- - -- - -
I
- - -
I
- - -
I
- - -
I
- -
n
I-
-
rrrnrr tr 5B
Public Draft - September 12,2024 114
uzerza lfiffffilffiRIVER DISTRICT MASTER PIAN I Citizen's Advisory CommiteeSlide B

11/12/2024 Item No.21.

Online Questionnaire W
Folsom River DistrictVision Plan
s'@rLgoM
Which of the following would attract you to the River District more often? Looped trail connedions + trail imProvements
More restaurant and dining oPtions near the water
Seasonal events and festivals
Outdoor gatherin g spaces/family-oriented activities
Evening entertainment
Additional recreation opportunities (e.9. bike rentals, watercraft rentals, bocce courts, corn hole, etc )
More shoPs and seruices
lmproved parking or rideshare locations
10 20 30 40 50 60 70 80 90
I+ I I I II
I II + I
I + I I
I rrF T
I r* I
I Its I
I
re
I
Slide 9
Passive Parks
Visitor serving uses (such as welcome center, museum, nature center, cultural center, etc.)
Areas for food concessions, such as temporary food trucks and vendors Facilities to suPpoft fishing and paddle-craft
Lodging for visitors {hotels)
Housing
Conference Center
Professional office sPace
Online Questionnaire il81
Which of the following do you believe would be appropriate additions to the River District? RIVER DISTRICT MASTER PLAN I Citizei's Advisory Commiftee zzerza lll(f(\!ffi $'(}n-soM

I I I I I I I I I I

I T I I I I I

I I I I I I I

I I I I I I
I I I
T T
*e
0 to 20 30 40 50 60 70 80 90 100
RIVER DISTRICT MASTER PLAN I Citizen's Advisory Commiftee uzetza lllffffiffiiSlide 10 115 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Online Questionnaire
' What specific areas would you most prefer to see economic development occur? 50 60
rF(}tLS@nd
70 No economic development is needed in the River District Historic District
City Corporation Yard
Rodeo Park area
Glenn Drive/Parkshore Drive area
Northern end (near Folsom Auburn Road and lnwood Drive) 10 30 40

I I I I

I I I I
I I
I I
I
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Slide 'i1
Engagement Statistics
RIVER DISTRICT MASTER PLAN I Citizen's Advisory Commitee Distribution of Map Comments by Topic
zneu lflf(ffi}ffi
rFOn-S(}M
Other Comments
20"/"
Comnrunity Gathering
4 40/I t/o
Parks and Recreation
22"/"
Trails and Access
34"/"
Economic Opportunity
1 )O/tJ/o
Public Draft - September 12,2024 116
ztzana lffffffilffiSlide 12 RIVER DISTRICT MASTER PLAN I Ci:ize,r's Advisory Committee

11/12/2024 Item No.21.

Engagement Statistics W
Distribution of Map Comments by Location
Folsom River District Vision Plan
lF@lLg(}M
ztzuz+ lflffffi!ffi
s'(}rLgoM
RIVER DISTRICT MASTER PLAN I Citizen's Advisory Commitee ldea Prioritization W
PROCESS FOR PRIORITIZING THE MAP COMMENTS:

1. Similar ideas grouped together by topic and sentiment

2. Assigned a numerical value for each of the followinq criteria a) Consistency with State Parks Goals
b) Consistency with City Master Plan Goals
c) Environmental Constraints
d) Property OwnershiP
e) Supported by the CAC
f) Net "likes" ("dislikes" subtracted from "likes")

3. Scores added together to give overall score
RIVER DISTRICT MASTER PLAN I Citizent Advisory Committee zzatzn lfiff(\|ffiSlicle 1 4 117 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
fdea Prioritization W
Methodology Example
0 High 100
tFo[-g@]iI
Yeg
RTMP: Construct ADA
accessible trail at
Folsom Powerhouse
State Park & lncrease
trail connections and
access (ULN #3 & #4
+ Figure 8)
RMP: Class l trail
from Lake Natoma
Crossing Bridge to
Truss Bridge
(POWERHOUSE,l5)
create an improved tr.il
under R.inbow Blidge to
connect uaers to the
Walker (Truss) Brldge.

This would align nicely
with other suggestions for
continuing the trail past
the lake side ofthe
Powerhouse, but ifthat
idea is not approved this
should still be a priority
and can connect up with
the existing trail along the
road and through the
Powerhouse parking lot.
104 100 Yes 100 Yer 0No
Recreation
and Access
Overall
Score
ldea
(similar comments
combined)
Net
Likes
Supported
by CAC
Consistent
with City Goals
Property
Owned by
City
Environmental
Constrai nts
Apparent Consistency
with State Parks Goals
Slide 15 RIVER DISTRICT MASTER PLAN Ctize.'s Advisory Commiitee uzarza lllf(ffi17Y; Wldea Prioritization
High Scoring ldeas/Sentiments from Social Pinpoint FOIL6@$1i Overlooks of the lake
lmprove Willow Creek
launch area
Provide Native
American
interpretation
Education about
nature
Waterfront trail in front of
Powerhouse ("Brid ge-to-Brid ge")
lmprove safety and connectivity
between Historic District and
Rainbow Bridge
Add public docks for personal
watercraft (kayak, SUP, etc.)
Much interest and varying
perspectives in CorpYard site
lmprove and extend CanalTrail,
including footbridge across river
lmprove Rodeo Park area to
make it a multipurpose facility
lmprove access to Black Miners
Bar boat launch area
Enhance area near south end of
Truss Bridge, with water access
South Central North
Public Draft - September 12,2024
'1 1B
:mla lllffffiiffiRIVER DISTRICT MASTER PLAN Citrzen's Aclviscrt ConlmtteeS licle i 6

11/12/2024 Item No.21.

Appendix iv: CORPORATION YARD - PLANNING STUDIES
Corporation Yard
Land Use Concept Refinement
Folsom River DistrictVision Plan
tFo[,gos{
Slide 2 RIVER DISTRICT MASTER PLAN I Citizen's Advisory Comrnitee . Group Exercise:6 Options
. Blended Concepts:3 options
. Single Option
. Judah Map Overlay
. Refined Concept
wzuza lfrffffilffi
lFo[,gon{Corporation Yard Process
RIVER DISTRICT MASTER PIAN I Citizen! Advisory Commitee wzarza lfiffffilffiSlide 3 119 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Six Concepts with a lot in common
5lide 32 RIVER DISTRICT MASTER PLAN Citizerr's Advisory Conrmitee anuu lllffffiiffi Parkland I Open Space
Public Draft - September 12,2024 120
uzaza lfffffiiffiRIVER DISTRICT MASTER PLAN Cilizen's AcJvisory CommineeSlicie 33

11/12/2024 Item No.21.

Folsom River DistrictVision Plan
Residential
Slicle 34 RIVER DISTRICT MASTER PLAN Citizerr's Advisory Committee uzuza lllffffiiTJil Mixed Use
Slicle 35 RTVER DISTRICT MASTER PLAN i Citizen's A.ivisory Commiftee atzuu lll(fffiiffi 121 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
Commercial Visitor Serving
Slide 36 RIVER DISTRICT MASTER PLAN I Citizen's Advisory Commitee atzatza lfiffffilffi Entertainment
Public Draft - September 12,2024 122
atz+rzr lfiffffilffi)RIVER DISTRICT MASTER PLAN i Citizen's Advisory CommifieeSlrcle 37

11/12/2024 Item No.21.

Folsom River District Vision Plan
Green Edge
Slide 3B RIVER DISTRICT MASTER PLAN I Citizerl's Advisory Committee arz+rza lflffffigffi; 123 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
iwi
lFolLs@M
Slide 39 RIVER DISTRICT MASTER PLAN I Citizerl's Advisory Commifiee atzatza lll(fffiiffi rF(}lLSos{
iWi
Public Draft - September 12,2024 124
atzarzr lllffffiiffiRIVER DISTRICT iqASTER PLAN I Citizen's Advisory ComrnitteeSlide 40

11/12/2024 Item No.21.

Folsom River District Vision Plan
lFolLsosf
IWI
Slide 41 RIVER DISTRICT MASTER PLAN I Citizei's Advisory Committee arzrrza lllffffilffi rF@lLso}d
i[,ryi
RIVEQ DISTRICT MASTER PLI\N I Citizen's Aclvisory Commifiee 4/r4/r4 lnrrmSmSlicle 42 125 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
:W
tFotLFio)1,1I
trt*allh,st
Slicie 43 RIVER DISTRICT MASTER PLAN I Citizeris Advisory Comrnrttee ttrrr
4/14/24 lllrrrl]||j.xi:
]F(oILg@:']I
W
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os-P
Public Draft - September 12,2024 126
41r4/r4 lllrrmlix;RIVER DISTRICT MAS'I ER PLAN Citizen's A.lvisory CommiteeSlicie 44

11/12/2024 Item No.21.

Folsom River DistrictVision Plan
rF@n goM
Concept A Concept B Concept C
o@@o@ oo@o@@ o@
Slicle 24 RIVER DISTRICT MASTER pLAN I Citizerr's Advisory Commiftee ttzt,z+ lfrffffiffi -l
t-l Vehicular Circulation
I r-r t= l= E Pedestria n Promenade
3l:arc=a State Parks - Suggested
RIVER DISTRICT MASTER PLAN I Citizen's Aclvisory Commitee arzatzn lfrff(\!ffiSlicle 4 127 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
W
rF(}TLS(}s{
-r-rx
Refined Option
Slide 5 RIVER DISTRICT MASTER PLAN I Citizen's Advisory Commiltee arurza lfiffffilffi Refined Option
Public Draft - September 12,2024 128
atz+rza lflffffilffiRIVER DISTRICT MASTER PLAN I Citizen's Advisory CommitteeSlide 6

11/12/2024 Item No.21.

Folsom River DistrictVision Plan
jEi
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Refirred Optiorr
4 ft,-ba
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,*i
34d00
Suggested
Pedestrian Trail
Pedestrian Prqmenade
h\: .e?aqa
pEnhanced
Connections
to Water
Parking for
5late Park
accesS
.,;,2+,:r l[[[ffiS'SielVEn DlSTelCT MASTEP PLAN i'l'rea: Ad'.'rst!y Commiiee iwi
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RIVER DISTRICT MASTER PLAN I Citizerr's Aclvisory Commitee atzarza lflffffiiffiSlicle 7 129 Public Draft - September 12,2024

11/12/2024 Item No.21.

Apporad,ix v: CAC MEETING AGENDAS
River District Master Plan Citizens Advisory Committee
Meeting Agenda
Folsom Public Library Georgia Murray Building Meeting Room 411 Stafford Streeto Folsom, CA
August 3102023
6:00 p.m.

F()LS(}III
Committee Members:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

1. Call to Order

2. Roll Call

3. Business from the Floor - Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

4. Discussion Items
a. Welcome and Introductions
b. Purpose, Scope and Ground Rules
c. Brown Act Overview
d. Election of Chair/Vice Chair
e. Future Meeting Schedule and Time

5. River District Video Introduction

6. Committee Member Perspectives - Review of Committee Worksheet (attached) a. What does success look like. . .fast forward l0 to 20 years in the future? b. What are our collective goals?
c. What are you most excited about?
d. What are you most concerned about?
Public Draft - September 12,2024 130

11/12/2024 Item No.21.

5. Informational Items
Folsom River DistrictVision Plan

6. Next Meeting Date

7. Adjournment
NOTICE: Members of the public are entitled to directly address the Committee concerning any item that is arurit"a i" the notiie of ihis meeting, before or during consideration of that item. Ifyouwish to address the Commifrce on an issue which is on tiis agenda, please complete a blue/green speaker request card, and deliver il to a staff member prior to discussion of the item. When your name is called, stand to be recognized by the Chair an} rhen proieed to the podium. If you wish to address lhe Committee on any olher item of interest to the public, when thL Chnir ast<s if'there is any "Businessfrom the Floor," follow the same procedure described above. Please limit your comments to three minutes or less' In compliance with the Americans with Disabilities Act, if you are a person with a disability and you need a disabiiity-related modification or accommodation to participate in this meeting, please contact the City Managir's Office at (i16) 461-6010, 67 [email protected]. Requests must be made as early as possible and at least two full business davs before the start ofthe meeting.

A"y d*".r"tt pr"drced by the City and distributed to the Commitlee regarding any item on this agenda will be made Nailable at the City Clerkb Counter at City Hall located at 50 Natoma Steet, Folsom, California during normal business hours.
131 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
River District Master Plan Citizens Advisory Committee
Meeting Agenda
RG Smith Room, Folsom Community Center
52 Natoma Streeto Folsom, CA
September 27,2023
6:00 p.m. F(lL. ()td
Committee Members:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerj ee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

1. Call to Order

2. Roll Call

3. Business from the Floor - Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptionso the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

4. Discussion ltems
a. RRM Design Group Scope of Work and Milestones (5 min) i. Potential mid-project review with the City Council
b. What does amaster plan look like? (10 min)
c. Preliminary River District Master Plan Tabie of Contents (5 min) c. Common themes from the August 31't worksheet exercise (10 min)

5. CA State Parks Presentation - Folsom Lake State Recreation Area General Plan and Road and Trail Management Plan (30 min)

6. Opportunities and Constraints (60 min)
a. Citizens Advisory Committee
i. Process and Ground Rules (use ofthe "dust bin, parking lot, continue/approve" voting blocks for celtain discussion items)
b. Interactive committee work group discussion and identification of potential district assets, areas and unique opportunities to meet the intent of the General Plan, as well as district elements such as hazards, cultural and environmental resources that represent project constraints or opportunities for protection and enhancement' Public Draft - September 12,2024 132

11/12/2024 Item No.21.

Folsom River District Vision Plan
River District Citizens Advisory Committee Agenda - September 27 ,2023 page2

7. Informational ltems

8. Next Meeting Date

9. Adjournment
NOTICE: Members of the public are enlitled to directly address the Committee concerning any item lhat is described in the notice of this meeting, before or during consideration of that item. If you wish to address the Committee on an issue which is on this agenda, please complele a blue/green speaker request card, and deliver it to a staff member prior to discussion of the item. Ihhen your name is called, stand to be recognized by the Chair an|d then proceed to the podium. If you wish to address the Committee on any other item of interesl to the public, when thb Chatr asks fthere is any "Businessfrom the Floor," follow the same procedure described above. Please limit your comments to lhree minutes or less In compliance with the Americans with Disabilities Act, if you are a person with a disability and you need a disabiiity-related modification or accommodation to participate in this meeting, please contact the City Manager's Ofice at (916) 461-6010, sr [email protected]. Reauests must be made as earlv as possible and at least tvvo.full business davs before the start ofthe meetinq.

Any documents produced by the City and distributed to the Committee regarding any item on this agenda will be made available at the City Clerk's Counter at City Hall located at 50 Natoma SteeL Folsom, California during normal business hours.
133 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
FoLsobl

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
October 25, 2023, 6:00 PM
Folsom Gommunity Center, RG Smith Meeting Room
52 Stafford Street, Folsom' CA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specilic eicepil6ns, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

DISCUSSION ITEMS

1. CAC Process and Ground Rules - 5 min

2. CAC Tentative Advanced schedule and Agenda Topics (outline attached) - 10 min a. RRM ScoPe of WorUDesign Process
cAc woRK GROUP ACTIVITY/DlScUssloN

1. Opportunitv and Constraints - lnteractive discussion and identification of potential district assets, areas @ettheintentoftheGeneralPlan,aswellasdiStrictelementssuchashazards, cultural and environmental resources that represent project constraints or opportunities for protection and enhancement.
a. Continue with River District North Area Group Discussion - 30 min i. Group report back on priority Opportunities and key Constraints - 10 min b. River District South Area Group Discussion - 50 min
i. Group report back on priority Opportunities and key Constraints - 10 min

INFORMATIONAL ITEMS
1 . CAC Meeting Notes - September 27 , 2023 (attached to email)

2. Cultural Resource Constraints Memo from Ascent Environmental (attached to email)

3. Summary of State Parks Stakeholder Meeting (outline attached)

4. Online Community Survey - Folsom Blvd Overcrossing https://www.survevmonkey.com/r/FolsomOc Public Draft - September 12,2024 134

11/12/2024 Item No.21.

Folsom River DistrictVision Plan

NEXT MEETING DATE
Wednesday, December '13, 2023 - 6:00 pm; Folsom Community Center, RG Smith Room

ADJOURNMENT
NOTTCE: Members of the public are entitled to dircctly address the Committee conceming any item that is descr'tbed in the notice of ihis meeting, before or during considention of that item. If you wish to address the Committee on an issue which is on this agenda, ptease complete a blue/green speaker request card, and deliver ittoastaff memberpriortodiscussionoffheitem. Whenyournameiscalled,standtoberecognizedbytheChair and then proceed to the podium. If you wish to address the Committee on any other item of interest to the public, when the' Chair asks if there is any 'iBusiness from the Ftoor," follow the same procedure described above. Please Iimit your comments to three minutes or less.
tn ampliance with the Ameicans with Disabilities Act, if you are a person with a disability and you need a disabil'tty-retated modffication or accommodation to participate in this meeting, please contact the City Managels Oltice at (916) 461-6010, or [email protected]. Reouests must be made as eadv as possible and at least two futt business davs before the staft of the meetind.

Any documents produced by the City and distributed to the Commiftee regarding any item on this agenda will be mide avaitable at the City Clerk's Counter at City Hall tocated at 50 Natoma Street, Folsom, Calffornia duing normal business hours.
135 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix

F()I-SOM

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
December 13, 2023, 6:00 PM
Folsom Community Center, RG Smith Meeting Room
52 Stafford Street, Folsom' CA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Wll Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

ACTION ITEM

1. Folsom Blvd Overcrossing, Preferred Alternatives Review and Recommendation to City Council - 30 min presentation from Parks ind Recreation Department - Brett Bollinger, Sr. Trails Planner (included with agenda)
INFORMATION ITEMS - 15 MiN

1. Environmental Constraints Technical Memorandum (included with agenda)

2. Orangevale Notilication (discussion only)

3. Social Pinpoint lnteractive Mapping Tool (discussion only)

4. CAC Meeting Notes from October 25,2023 meeting (included with agenda)

CAC WORK GROUP ACTIVITY/DISCUSSION

1. Oooortunitv and Constraints - lnteractive discussion and identification of potential district assets' areas @ettheintentoftheGeneralPlan,aswellasdistrictelementssuchashazards, cultural and environmental resources that represent project constraints or opportunities for protection and enhancernent.
a. River District Central Subarea Group Discussion - 75 min i. Group report back on priority Opportunities and key Constraints - 25 min Public Draft - September 12,2024 136

11/12/2024 Item No.21.

Folsom River DistrictVision Plan
NEXT MEET]NG DATE
Wednesday, January 10,2024 - 6:00 pm; Folsom Community Center, RG Smith Room

ADJOURNMENT
NOTICE: Members of the public are entitled to directty address the Commiftee conceming any item that is -described
in the notice of this meeting, before or duing consideration of that item. lf you wish to address the Committee on an issue which is on thi agenda, ptease complete a blue/green speaker request card, and deliver it to a staff member prior to dlscusslon of {he item. Vvhen your name is called, stand to be recognized by the Chair and then proceed to the podium. lf you wish to address the Committee on any other item of interest to the public' when the Chair asks if there is any ":Business from the Ftoor," follow the same procedure described above. Please limit your comments to three /nltutes orless.
tn comptiance with the Americans with Disabitities Act, if you are a person with a disability and you need a disabiliy+etated modification or accommodation to pafticipate in this meeting, please contact the City Manager's Office ;t p16) 461-6010, q7 [email protected]. Reauests must be made as early as oossible and at least two futt business davs before the start of the meetinq' Any documents produced by the CW and distributed to the Committee regarding any item on this agenda will be mide available at the City Clerk's Counter at City Hall located at 50 Natoma Street, Folsom, Califomia during normal business hours.

11.1 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
F()I-S(lM

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
January 24,2024,6:00 PM
Folsom Community Center, RG Smith Meeting Room
52 Natoma Street, Folsom, GA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

INFORMATION ITEMS
j . CAC Meeting Notes from the January 10,2024 meeting (included with agenda along with the Corporation Yard conceptual land use plans created by individual CAC work groups)

GROUP DISCUSSION/RECOMMENDATIONS
1 . RRM Desig n Group will prepare and present for discussion a synthesis of prior CAC opportunities and constraintJissues ior the various subareas of the River District identified during prior meetings - 30 min.

2. RRM Design Group will prepare and present for discussion two to three alternatives, representing a synthesis o=f CRC Corporation Yard conceptual land use plans completed atthe January 1oth meeting (included with the agenda) - 45 min.

WORK GROTJP ACTIVITY/DISCUSSION
1 . lnteractive discussion and identification of potential Rodeo Arena and surrounding area assets, areas of unique opportunities to meet the intent of the General Plan, as well as district elements such as hazards and'potential constraints, cultural and environmental resources, adjacent residential areas, and nearby existing uses that will influence reuse ideas for the Rodeo Arena and its surrounding area. a. Group discussion regarding key opportunities and constraints and "general" land use categories and/or facility programming ideas to increase use - 30 min b. Group report back on conceptual plans - 15 min
Public Draft - September 12,2024 138

11/12/2024 Item No.21.

Folsom River District Vision Plan

NEXT MEETING DATE
Wednesday, February 28,2024 - 6:00 pm; Folsom Community Center, RG Smiih Room

ADJOURNMENT
NOTTCE: Members of the public are entitled to directly address the Committee conceming any item that is described in the notice of this meeting, before or during consideration of that item. lf you wish to address the Commiftee on an issue which is on this agenda, please complete a blue/green speaker request card, and deliver it to a staff member prior to drscussion of the item. When your name is called, stand to be recognized by the Chair and then proceed to the podium. tf you wish to address the Committee on any other item of interest to the public, when the Qhair asks if there is any "Business from the Ftoor," follow the same procedure described above. Please limit your comments to three minutes or less.

In compliance with the Americans with Disabilities Act, if you are a person with a disability and you need a disability-retated modification or accommodation to pafticipate in this meeting, please contact the City Manager's Office at (91 6) 461-6010, or [email protected]. Reouests must be made as earlv as possible and at least two full business davs before the start of the meetino.

Any documents produced by the City and distributed to the Committee regarding any item on this agenda will be made available at the City Clerk's Counter at City Hall located at 50 Natoma Street, Folsom, California during normal business hours.
1ao Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
FOI,SO}I

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
February 28, 2024, 6:00 PM
Folsom Community Center, RG Smith Meeting Room
52 Natoma Street, Folsom, CA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
\Mll Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific excepti;ns, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

INFORMATION ITEMS - 1O MiN

1. CAC Meeting Notes from the January 24, 2024 meeting (included with agenda along with the three refined Corporation Yard conceptual land use plans discussed by the CAC)

2. Email communication received by the City from residents and interested parties (included with the agenda).

3. River District Organizing Committee summary recommendations (lncluded with the agenda).

GROUP DISCUSSION/RECOMMENDATIONS

4. RRM Design Group will prepare and present for discussion a synthesis of the comments received from the Social Finpoint public engagement platform regarding the public's interests and concerns within the River District - 30 min.

S. RRM Design Group will prepare and present for discussion, based on CAC comments, a refinement of the preferred Corporation Yard general land use plan concept - 30 min.

6. RRM Design Group will prepare and present alternatives, representing a synthesis of CAC Rodeo Park conceptuailand use plans completed at the January 24rh meeting (included with the agenda) - 30 min.

7. CAC discussion with RRM Design Group regarding recommendations for design/planning work on the "Key Sites" as defined in RRM's scope of work - 15 min.

Public Draft - September 12,2024 140

11/12/2024 Item No.21.

Folsom River District Vision Plan

NEXT MEETING DATE
Wednesday, March 27 ,2024 - 6:00 pm; Folsom Community Center, RG Smith Room

ADJOURNMENT
NOTICE: Members of the public are entitled to directly address the Commiftee concerning any item that is described in the notice of this meeting, before or during consideration of that item. lf you wish to address the Committee on an issue which is on this agenda, please complete a blue/green speaker request card, and deliver ittoastaff memberpriortodr'scussrbn oftheitem. Whenyournameiscalled,standtoberecognizedbytheChair and then proceed t6 the podium. lf you wish to address the Committee on any other item of interest to the public, when the Chair asks if there is any "Businessfrom the Floor," follow the same procedure described above. Please limit your comments to three minutes or less.

In compliance with the Americans with Disabilities Act, if you are a person with a disability and you need a disability+elated modification or accommodation to pafticipate in this meeting, please contact the City Manager's Office at (916) 461-6010, or [email protected]. Reauests must be made as earlv as possible and at least two full business davs before the start of the meetino.

Any documents produced by the City and distributed to the Commiftee regarding any item on this agenda will be made available at the City Clerk's Counter at City Hall located at 50 Natoma Street, Folsom, California during normal business hours.
141 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
I.'()Ls()lu

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
March 27,2024, 6:00 PM
Folsom Community Center, RG Smith Meeting Room
52 Natoma Street, Folsom, CA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Wll Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

INFORMATION ITEMS - 20 min

1. CAC Meeting Notes from the February 28, 2024 meeting (included with agenda)

2. Social Pinpoint and Online Questionnaire Summary (included with agenda)

GROUP DISCUSSION/RECOMMEN DATIONS

3. RRM Design Group will prepare and present for discussion, based on CAC comments, additional refinementi of the evolving Corporation Yard general land use plan concept - 30 min.

4. RRM Design Group will prepare and present for discussion, based on CAC comments, additional concepts for Rodeo Park and surrounding areas. -40 min.

S. CAC discussion with RRM Design Group regarding recommendations for design/planning work on the "Key Sites" as defined in RRM's scope of work - 25 min.

NEXT MEETING DATE
Wednesday, Aptil 24, 2024 - 6:0lpm; Folsom Community Center, RG Smith Room Public Draft - September 12,2024 142

11/12/2024 Item No.21.

Folsom River District Vision Plan

ADJOURNMENT
NOTTCE: Members of the pubtic ate entitled to directly address the Committee conceming any item that is aescri-escri1ea in the notice of ihis meeting, before or during considention of that item. lf you wish to address the Committee on an issue which is on thii agenda, ptease complete a blue/green speaker request card, and deliver it to a staff member prior to discussion of {he item. When your name is called, stand to be recognized by the Chair and then proceed to the poctium. If you wish to address the Committee on any other item of interest to the public, when the Chair asks if there is any "Business from the Floor," follow the same procedurc described above. Please limit your comments to three minufes or /ess.
ln comptiance with the Ameicans with Disabilities Act, il you are a person with a disability and you need a disabitity-rclated modilication or accommodatbn to pafticipate in this meeting, please contactthe CW Managefs Offrce 6t ptAl 461-6010, sr [email protected]. Reouests must be made as earlv as possible and at ieast two fult business davs belore the start of the meetinq.

Any documents produced by the City and distibuted to the Committee regarding any item on this agenda will be mide availabte at the City Cterk's Counter at City Hall located at 50 Natoma Street, Folsom, California during normal business hours.
143 Public Draft - September 12,2024

11/12/2024 Item No.21.

Appendix
}'()LSOb{

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
Apti124,2024,6:00 PM
Folsom Community Centor, RG Smith Meeting Room
52 Natoma Street, Folsom, CA
COMMITTEE MEMBERS:

Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

DISCUSSION ITEMS
,t. Master plan Project Expectations and Schedule (memo from Pam Johns, Community Development Director included with agenda) - 5 min

2. Surplus Land Act (discussion with Pam Johns, Community Development Director, summary presentation slide deck from League of California Cities/Kosmont Companies included with agenda) - 15 min

3. River District Master Plan Boundary Comparison of General Plan vs Organizing Committee - 15 min

GROUP DISCUSSION/RECOMMENDATIONS

4. cAc recommendation of corporation Yard general land use plan concept - 20 min.

S. RRM Design Group will prepare and present for discussion, based on CAC comments, additional refinementJ of the evolving Rodeo Park general land use/recreation program. - 30 min.

6. CAC discussion with RRM Design Group regarding recommendations for design/planning work on the "Key Sites" as defined in RRM's scope of work - 30 min.

INFORMATION ITEMS

7. CAC Meeting Notes from the March 27,2024 meeting (included with agenda) Public Draft - September 12,2024 144

11/12/2024 Item No.21.

Folsom River District Vision Plan

NEXT MEETING DATE
Wednesday, June 5, 2024 - 6:00 pm; Folsom Community Center, RG Smith Room

ADJOURNMENT
NOTTCE: Members of the public arc entitted to directly address the Commiftee conceming any item that is described in the notice ol this meeting, before or during consideration of that item. lf you wish to address the Committee on an issue which is on this agenda, please complete a blue/green speaker request card, and deliver it to a statr member prior to discussion of the item. When your name is called, stand to be recognEed by the ChaE and then proceed to the podium. ff you wish fo address the Committee on any other item of interest to the public, when the Chair asks if there is any "Business from the Floor," follow the same procedure described above. Please limit your comments to three minutes or less.

In comptiance with the Ameicans with Disabilities Act, if you are a person with a disability and you need a disability-related modification or accommodation to participate in this meeting, please contact the City Managels Office at (916) 461-6010, or [email protected]. Reauests must be made as earlv as possible and at least two full business davs before the staft of the meetino.

Any documents produced by the City and distributed to the Commiftee regarding any item on this agenda will be made availabte at the City Clerk's Counter at City Hail located at 50 Natoma Street, Folsom, Calilornia during normal business hours.
145 Public Draft September 12,2024

11/12/2024 Item No.21.

Appendix
F()r-Ft()lllr

RIVER DISTRICT MASTER PLAN

CITIZENS ADVISORY COMMITTEE MEETING AGENDA
July 24,2024, 6:00 PM
Folsom Community Genter, (RG Smith Meeting Room)
52 Natoma Street, Folsom, CA

COMMITTEE MEMBERS
Lynne Bailey
Jennifer Cabrera
Bruce Cline
Claudia Cummings
Brian Dulgar
Pat Flynn
Joe Gagliardi
Deborah Grassl
Rita Mukerjee Hoffstadt
Karen Holmes
Lisa Horton
Will Kempton
Jennifer Lane
John Lane
Barbara Leary
Jim Lofgren
Krystal Moreno
Scott Muldavin
Brian Murch
Mike Reynolds
Edward Roza
Devin Swartwood
Crystal Tobias
Srinivas Yanaparti

CALL TO ORDER

ROLL CALL

GROUP DISCUSSION/REVIEW AND GOMMENT
RRM Design Group will prepare and present for discussion, the final-draft illustratives of the Key Sites (location diagram included with the agenda) prioritized from the May 22nd meeting. The illustratives will be included in the master plan as examples of potential design/planning solutions to achieve the objectives of the General Plan - 60 min.

The Key Sites include:
a. Rodeo Park
b. North Subarea Pedestrian Bridge
c. River Promenade
d. Traders Lane

2. RRM Design Group will prepare and present for discussion, a matrix of the goals and guidelines from the Folsom Lake State Recreation Area General Plan summarized and focused specifically on the River District Master Plan, Lake Natoma, and public feedback previously received - 30 min.

3. CAC discussion with RRM Design Group regarding the draft outline of the River District Master Plan document (included with the agenda) - 15 min.

4. CAC consideration of adding a committee meeting in August (Thursday, August 15th or Monday, August the26ih)_5min.

INFORMATION ITEMS

5. CAC Meeting Notes from the June 5, 2024 meeting (included with agenda)

BUSINESS FROM THE FLOOR
Members of the public are entitled to address the Committee concerning any item within the Committee's subject matter jurisdiction. Public comments are limited to no more than three minutes. Except for certain specific exceptions, the Committee is prohibited from discussing or taking action on any item not appearing on the posted agenda.

Public Draft - September 12,2024 146

11/12/2024 Item No.21.

Folsom River District Vision Plan

NEXT MEETING DATE
To Be Determined

ADJOURNMENT
NOTICE: Members of the pubtic are entitled to directly address the Committee conceming any item that is -described
in the notice of this meeting, before or during consideration of that item. lf you wish to address the Committee on an issue which is on this agenda, please complete a blue/green speaker request card, and deliver ittoastaff memberpriortodiscussrbn oftheitem. Whenyournameiscalled,standtoberecognizedbytheChair and then proceed t6 the podium. If you wish to address the Commiftee on any other item of interest to the public, when the Chair asks if there is any "Businessfrom the Floor," follow the same procedure desilibed above. Please Iimit your comments to three minutes or less.
ln compliance with the Americans with Disabilities Act, if you are a person with a disability and you need a disability-related modification or accommodation to participate in this meeting, please contact the CW Manager's Ottice ;t p16) 461-6010, or [email protected]. Reouests must be made as earlv as possible and at least two full business davs before the statt of the meetinq.

Any documents produced by the City and distributed to the Commiftee regarding any item on this agenda will be mide available at the City Clerk's Counter at City Hall tocated at 50 Natoma Street, Folsom, Califomia during normal business hours.
147 Public Draft - September 12,2024

11/12/2024 Item No.21.

ATTACHMENT 4
Traders Lane Concept Plan General Fund Revenue Estimate by EPS

11/12/2024 Item No.21.

MenoRANDUM
To:

From:

Subject
Date:

City of Folsom
Amy Lapin and Kate O'Beirne
Folsom River District: Trader's Lane Conceptual
High-Level Annual General Fund Revenue
Estimate; EPS #232039
October 2,2024
'l'1rc Econarn.ics oJ'Lutd Lise
Economic & Planning SYstems,Inc'
455 Capito! Mall, Suite 701
Sacramento, CA 95814
916 649 8010 tel
916 649 2070 fax
Oakland
Sacramento
Denver
Los Angeles
Introd uction
The City of Folsom (City) requested Economic & Planning Systems, Inc. (EPS) prepare a high-level estimate of key General Fund revenues that may be generated by the proposed Trader's Lane project (Project), included in the September 2024 Folsom River District Vision Plan, prepared by RRM Design Group and EPS. This memorandum summarizes select City General Fund revenue sources resulting from the proposed Project. It is important to note this analysis does not include certain minor City General Fund revenues or the cost of City services funded by the General Fund (e'9., public safety, planning) associated with the Project'
Proposed Project
Trader's Lane is a proposed retail and hotel project on a

1.3-acre City-owned surface parking lot in the River District.

The Project site is located between the Historic District and State Park lands and is bounded by Trader's Lane and
Leidesdorff, Riley, and Wool Streets. The site concept
comprises a new commercial structure totaling approximately 134,OOO square feet. The conceptual project includes 12,300 square feet of restaurant and retail space, a 41,800-square- foot, 3l-room boutique hotel, and a parking structure with 166 spaces. See Appendix A Table A-1 for the Project land use summary used to estimate key General Fund revenues. www.epsys,com

11/12/2024 Item No.21.

Folsom River District: Trader's Lane
October 2,2024
Key General Fund Revenues
EPS estimated key General Fund revenues generated by the proposed Project:
r Property Tax
o Property Tax in Lieu of Vehicle License Fees (PTVLF)
o Sales and Use Tax
r Proposition I72 (Public Safety) Sales Tax
o Transient Occupancy Tax
As shown in Table 1, the proposed Project is estimated to generate about $329,400 annually at buildout to the City's General Fund' All figures are presented in 2024 dollars.

Table 1. Estimated Annual Key General Fund Revenue from Trader's Lane Proiect (2024$)
Item
Reference
Table
Estimated Revenue at Buildout
General Fund Revenues
Property Tax [1]
Sales and Use Tax [2]
Transient Occupancy Tax
Total General Fund Revenues
Table A-2
Table A-3
Table A-6
$62,600
$63,100
$203,700
$329,400

19.0%

19.2o/o

61.8o/o
100.0%
Source: EPS.
[1] lncludes PropertyTax ln-Lieu of MotorVehicle ln-Lieu Fee Revenue (VLF) revenue. [2] lncludes Prop. 172 tax revenue.
2Economic & Planning Systems, Inc. (EPS)

11/12/2024 Item No.21.

Folsom River District: Trader's Lane
October 2,2024
The following sections describe the assumptions and methodology used to estimate each key General Fund revenue source.

Property Tax
Estimated annual property tax revenue resulting from development in the Project is presented in Table A-2 in Appendix A. The estimated assessed values for project land uses are in static 2024 dollars-real growth in assessed value is not estimated. The share of property taxes the City is assumed to receive from the Project is derived from the total assessed value of the Project and the City's property tax allocation share of the 1 percent ad valorem property tax, as shown in Table A'7 in APPendix A.

The Project is in Tax Rate Area (TRA) 004-018. As shown in Table A-2, the City is shown to receive approximately 21.1 percent of the property tax revenue after adjusting for percentage shift to the Educational Revenue Augmentation Fund (ERAF).

Property Tax in Lieu of Vehicle License Fees
A formula provided by the State Controller's Office was used to forecast PTVLF' PTVLF is calculated by taking the percentage increase of the City's assessed value resulting from the Project and applying that percentage share to the City's current State allocation of PTVLF. This calculation is shown in Table A-2 in Appendix A' Sales Tax
Sales tax revenues are based on estimated taxable sales generated by the Project in the City. The sales tax components examined in this analysis are based on the Bradley-Burns 1 percent local sales tax rate. This analysis estimates sales tax revenues to the City's General Fund, as shown in Table A-3.

The analysis uses two methodologies to estimate taxable sales generated by the Project:

1. The Market Support Method measures taxable sales generated from new Project employees.

2. The Retail Space Method measures taxable sales from the Project's retail land uses.
3Economic & Planning Systems, Inc' (EPS)

11/12/2024 Item No.21.

Folsom River District: Trader's Lane
October 2,2024
Market Support Method
New Employees
The sales tax analysis accounts for taxable retail expenditures made by the new employees generated by development of the Project. The number of employees is estimated by using the total occupied building square footage for each commercial land use and applying an average square foot per employee factor for each corresponding land use (see Table A-1 in Appendix A)' EPS estimates employees spend approximately $15 per business day on taxable goods'1 Total sales revenues generated for the City by the Project's new employees and corresponding calculations for the Market Support Method are shown in Table A-4 in ApPendix A.

Retail Space Method
Annual taxable sales generated by retail uses in the Project were calculated by taking an "annual Sales per Square foot" fa6tor, aS Shown in Table A-5 in Appendix A. To prevent double counting, the Project's total taxable sales estimated from the Retail Space Method are reduced by the on-site taxable sales estimated by the Market Support Method (Project employees).

Total sales revenues and corresponding calculations for the Retail Space Method are shown in Table A-5 in Appendix A.

Proposition t72 Public Safety Sales Tax
Revenues from the City's share of the County's half-cent sales tax for public safety are included in the analysis and calculated in Table A-3 in Appendix A.

The City's public safety sales tax share is based on 0.45 percent of the County's

0.5 percent.

Transient OccuPancY Tax
Transient Occupancy Tax (TOT) is estimated based on the number of hotel rooms in the Project, the average daily room rate, estimated occupancy, and the City TOT rate of B percent. The City TOT rate of B percent is applied to the estimated annual nights the rooms are booked to arrive at the annual estimated TOT revenues. Estimated ToT revenues are shown in Table A-6 in Appendix A. 1 This analysis is based on the assumption there are 240 business days per year 4Economic & Planning Systems, Inc. (EPS)

11/12/2024 Item No.21.

Table A-1
Table A-2
Table A-3
Table A-4
Table A-5
Table A-6
Table A-7
ApprruDIX A:

General Assumptions
Project Land Uses and Employment ..""..

Estimated Property Tax Revenue "...'.."..

Estimated Sales and Use Tax Revenue '."
Estimated Annual Taxable Sales from
Market Support
Estimated Annual Taxable Sales from
Commercial Space......

Estimated Annual Transient
Occupancy Tax Revenue....... "... "
Property Tax Allocation ............
........A-1
........A-2
........A-3
.A-4
A-5
.....4-6
.A-7

11/12/2024 Item No.21.

DRAFT
Table A-1
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Project Land Uses and EmPloYment
Land Use
Trader's Lane Conceptual Proiect [2]
Restaurant
Retail
Hotel
TotalProject
Estimated Employment
TotalBuilding
Square Feet at
Buildout
6,500
5,800
41,800
54,100
Employment Density
(Sq. Ft. / Employee)
I1l
Total
Employees
500
500
5001
13 12
28 52
Source: RRM Design GrouP; EPS.
[1] Average square feet per employee assumptions based on EPS research. [21 eroject land uses also include a 80,316-square-foot parking structured parking garage with 166 spaces, which may generate annual General Fund revenue to the City, but is excluded in this analysis to remain conservative.

A-1
zrw\tuoj@E\gc\M@ F&M Btuq DbhwM FA-FM M *tu-@'27'21.xBPrepared by EPS 10/2/2024 Page 741 11/12/2024 Item No.21.

DRAFT
Table A-2
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Estimated Property Tax Revenue (2024$)
Item
Property Tax
Trader's Lane Assessed Value
Restaurant
Retail
Hotel
Total Assessed Value [1]
Property Tax Revenue
Estimated Property Tax Allocation [2]
City General Fund
Other Agencies/ERAF
Property Tax ln-Lieu ol Motor Vehicle ln'Lieu Fee Revenue (VLF) TotalCitywide Assessed Value [3]
Total Assessed Value of Project
Total Assessed Value
Percentage Change in Assessed Value
Propefiy Tax ln Lieu of VLF [4]
Assumption
Assessed Value per
Sq. Ft.
$3s0
$350
$6oo

1.00%

21.10/"

78.90%
Formula
a = $280. 6,500 sq.ft.
b = $280 * 5,800 sq.ft.
c = $660 * 41,800 sq.ft.
d=a+b+C
e: d - 1.00%
f=e-21.10%
9=e-78-90%
Trader's Lane
$2,275,000
$2,030,000
$25,080,000
$29,385,000
$293,850
$61,988
$231,862
$4,672,984,809
$29,38s,000
$4,702,369,809

0.63%
$597
h
i
j=h+i
k=i/h
$95,000 I=k*$95,000
Source: City of Folsom; EPS.
[1] lncludes secured and unsecured assessed values. The proposed Trader's Lane project includes a 166-space parking structure, which may be subject to propefi tax, but is excluded in this analysis. [2] For assumptions and calculations related to tax allocation factors, refer to Table A-7. [S! nettects Assessed Valuation lor FY 2023-24. Assessed value provided by the Sacramento County Auditor-Controller's office. [4] Property tax in-lieu of VLF amount derived from the City of Folsom FY 2023-24 Adopted Budget.

A-2
z l* dP tukclls Acewt M F otu tu q & tunM @a M-F lA-M R tue t D i sft l-@ "27' 24. x bx Prepared by EPS 1 0/2/2024 Page 742
11/12/2024 Item No.21.

DRAFT
Table A-3
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Estimated Sales and Use Tax Revenue (2024$)
Item
Estimated Annual Taxable Sales
AnnualTaxable Sales from Market Support [1]
AnnualTaxable Sales from Onsite Retail
AnnualTaxable Sales from New Development
AnnualSales Tax Revenue [21
Bradley Burns Local Sales Tax Rate
Total Bradley Burns Sales Tax Revenue
Gross Prop 172 Public Safety Sales Tax Revenue [2]
City of Folsom Allocation [3]
Formula Trader's Lane
Table B-5
Table A-5
a
b
e=a+b+c+d
t = e. 1.00%
g = e.48.57%
11 =g"0.45%
$151,104
$6,143,945
$6,295,049
$62,950
$30,573
$138

1.0000%

1.0000%

48.5669%

0.4500o/o
Source: City of Folsom; Sacramento County; California State Board of Equalization; EPS. [1] Refer to Table A-5 for taxable sales from market support for the total project and from market support. [21 State Board of Equalization collects approximately one-half percent sales tax revenue for Measure A, which is distributed back to cities based a formula, but is specific to transportation funding and has been excluded from this analysis.
[3] Estimated per the City of Folsom.

A-3
Prepared by EPS 10/2/2024 z\gdPtoj4ts\sAcv@oew F&fr Ftu &MMo&W-FA tubffi tut Distut @27'24.xbx

11/12/2024 Item No.21.

DRAFT
Table A-4
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Estimated AnnualTaxable Sales from Market Support (2024$) Item
AnnualTaxable Sales from New Employees
Taxable Sales from New EmPloYment
New Employees
Average Daily Taxable Sales per New Employee [1]
Work Days per Year
TotalTaxable Sales from New Employees
Estimated Capture in City of Folsom from New Employees
Estimated Taxable Sales inside Project
Estimated Taxable Sales outside Project
Assumptions Trader's Lane
52 $15
240
$188,880
Capture Rate
8O/"
Eo/JlO
95%
Source: lnternational Council of Shopping Centers; EPS. [1] Based on the average weekly spending per office worker from the lnternational Council of Shopping Centers, "Office-Worker Retail Spending in a Digital Age," 2012; EPS. Adjusted to reflect taxable spending on retail goods and services only.
$151 ,1 04
$7,555
$143,s49
A-4
ztfreedtuaids\gceMg FahM Btu DhtrlMo&IM FA F&M B@ DbM &27'24 xhxPrepared by EPS 10/2/2024 Page 744 11/12/2024 Item No.21.

DRAFT
Table A-5
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Estimated Annual Taxable Sales from Commercial Space (2024$) Item Assumption
Trader's Lane
Taxable
Sales oer So. Ft.
$650
$450
Taxable Sales
l2l
$4,225,000
$2,610,000
$6,835,000
$7,555
$6,827,445
$683,500
$6,143,945
Sq. Ft.
t1I
AnnualTaxable Sales from Commercial Land Uses
Restaurant
Retail
SubtotalRetail
Less Total AnnualTaxable Sales From Onsite Market
Support (within the Proiect)
AnnualSales Less Market SuPPort
6,500
5,800
12,300
Less Potential Shift from Existing Retail [4] 10.00%
Total Annual Taxable Sales from Gommercial Dev.

Source: U.S. Dept. of Labor Bureau of Labor Statistics;California Board of Equalization; BizMiner 2020; ULI Dollars & Cents 2008; Bureau of Labor Statistics, "CPl-All Urban Consumers (Current Series) - West Urban"; Retailsails http://retailsails.files.wordpress.com/201 1/09/rs-spsl.pdf ; eMarketer pulled February 2019; respective annual SEC 1 0-K reports; EPS.
[1] See Table A-1 for occupied square feet.
l2l Reflects estimated annual taxable sales per square foot for neighborhood retail centers. [3] Sales per square foot are estimated based on data from BizMiner, Retailsails, eMarketer, and annual SEC 10-K reports. Some reported figures are from previous calendar or fiscal years and have been escalated lo 2024$.
[4] As a conservative assumption, this analysis assumes it is possible new retail in the Project could shift a small percentage of retailspending in existing stores to the Project.

Prepared by EPS 10/2/2024 ZI&MfuJ@E\SAC\MOW F&ffi Ffu d A-5

11/12/2024 Item No.21.

DRAFT
Table A-6
Folsom River District: Trader's Lane
Fiscallmpact Analysis
Estimated Annual Transient Occupancy Tax (TOT) Revenue (2024$) Item
Annual Hotel Rooms in Proiect
Estimated HotelRooms in Project
Annual Rooms Nights Available
TotalAnnual Room Nights Available
Occupancy Rate [1]
Average Daily Room Rate (ADR) [1]
City of Folsom TOT Rate
Annual TOT
RevenueFormula Assumption
365

75.0%
$300

8.0%
a
b
c=a.b
31 11,315
d
e
f
TotalAnnualTOT to GitY of Folsom 9=c*d*e"f $203,670
Source: City of Folsom; CoStar; EPS.
[1] Assumptions based on hotel trends for midscale, upper midscale, and upscale classes in the City of Folsom as derived from CoStar in August 2024.

Prepared by EPS 1 0/2/2024
A-6

11/12/2024 Item No.21.

DRAFT
Table A-7
Folsom River District: Trader's Lane
Fiscal lmpact Analysis
Property Tax Allocation
Fund
Taxing Entities Used in Analysis
Los Rios Comm. College
Folsom-Cordova Unif
County Wide Equalization
County General
Juvenille Hall
Regonal Occup Center
lnfant Dev-Phys Handicapp
lnfant Dev Mentally Hand
Children lnstitution
County Superintendent Adm
Sacto-Yolo Mosquito
City of Folsom
Folsom Redevelopment
Dev Center Handicapped
Total Property Tax Pre-ERAF
ERAF
Total Gross Propefi Tax
Source: Sacramento County Auditor-Controller's Office; EPS.

Pre-Educational
Revenue Augmentation
Fund (ERAF)
Property Tax Allocation
TRA 004-018
ERAF Shift %

52.6%

20.8%
Post-ERAF
Property Tax
Allocation

3.57%

24.88o/"
0jsh

42.95%

0.05%

0.09%

0.06%

0.06%

0.44%

0.25%

0.85%

26.63%

0.00%

0.14/"
100.0%

3.6%

24.9%
O.1"/"

20.4 0.1%

0.1%

0.1%

0.1%

0.4%

0.3%

0.8o/"

21.1.A

0.0%

0.1%

72.O/o

28.Oo/o
100.0olo
A-7
Prepared by EPS 1 0/2/2024 Page 747
11/12/2024 Item No.21.

ATTACHEMENT 5
Comment Letter from CA State Parks
Dated October 7 ,2024

11/12/2024 Item No.21.

State of California . Natural Resources Gavin Newsom, Governor

DEPARTMENT OF PARKS AND RECREATION
Gold Fields District
7806 Folsom Auburn Road
Folsom, CA 95630
Armando Quintero, Director
October 7,2024
Mike Kozlowski, Mayor
City of Folsom
50 Natoma Street
Folsom, CA 95630
Dear Mayor Kozlowski,
The City of Folsom appointed and convened a Citizen Advisory Committee (CAC)to help guide the development of the River District Vision Plan, which was identified in the City of Folsom 2035 General Plan. City Project Manager Robert Goss, the consultant team and the CAC have been working on development of the plan over the past year. A draft of the Vision Plan is complete and is being reviewed by the City Park and Recreation Commission, the Historic District Commission and the Planning Commission before being presented to the City Council with recommendations from allthree Commissions.

As the Vision Plan nears completion and approval by the City Council, the Gold Fields District wishes to make clear our perspective on the Vision Plan. As you may be aware, roughly 75% of the River District planning area is State or Federal land that is managed by State Parks as part of Folsom Lake State Recreation Area (FLSRA) and Folsom Powerhouse State Historic Park (FPSHP). The FLSRA/FPSHP General Plan/Resource Management Plan and the Road and Trail Management Plan (RTMP) are the guiding documents for the management of the two park units. The portions of Lake Natoma within the River District, particularly Black Miners Bar and Upper Lake Natoma, are currently heavily used by paddle boarders, cyclists and other park users.

The Gold Fields District of California State Parks appreciates having our representative, Devin Swartwood, appointed to the CAC and being able to participate in the process, We also recognize the additional periodic coordination Robert Goss has sought with State Parks over the past year of River District planning, including the opportunity to present the State Parks and U.S. Bureau of Reclamation (Reclamation) FLSRA/FPSHP General Plan/Resource Management Plan and the RTMP directly to the CAC early in the process.

The River District Vision Plan is a City of Folsom planning document for which State Parks has no approval authority and which State Parks is not obligated to follow. We appreciate that the Vision Plan recognizes the State/Federaljurisdiction and identifies the need to coordinate with State Parks and Reclamation. Portions of the River District planning area overlap with key Native American sites and the Plan also highlights the need to coordinate and consult with Native American tribes. The Vision Plan also recognizes that any projects or proposals within FLSRA/FPSHP need to be consistent

11/12/2024 Item No.21.
with our General Plan. While we appreciate the ability to participate and the coordination afforded State Parks, our participation in the River District planning process does not irnply any approval of the Vision Plan nor a commitment to any project or proposal within the Plan.

The CAC members brought a great deal of relevant experience and diverse perspectives to the River District planning and there are interesting ideas in the plan on which State Parks could potentially collaborate with the City. For any projects within FLSRA and FPSHP, State Parks and Reclamation would be the lead agencies including for project planning and design, determination of consistency with our existing General Plan/Resource Management Plan and environmental review and approval. State Parks of course does have its own projects and priorities for the FLSRA/FPSHP lands within the River District.

Within the River District Vision Plan, there are mutually beneficial project ideas that are a priority for the Gold Fields District and could be priorities for implementation. These include:

Vehicle access improvements to Black Miners Bar and Willow Creek including acceleration and deceleration lanes, improved line of sight and other improvements;
a
a
a
a
Developing and improving a shoreline trail at Black Miners Bar; lmproving and better separating trail uses and road traffic from along Riley/Greenback from Scott Street to the Historic Truss Bridge (the River Promenade);
lmproving and formalizing trail access from the intersection of Greenback Lane and American River Canyon Drive down to the paved bike path within Black Miners Bar;
A Welcome Center/Cultural and lnterpretation Center at Black Miners Bar; Conducting further technical and feasibility studies for the Powerhouse Canal Loop Trail and Bridge.
a
Additionally, we have a few specific comments about the Vision Plan The maps in pages 12-13 and 15 depict land ownership and identify State Lands.

These "state Lands" are actually a combination of Federal and state land ownership. lt might have been helpful to include the FLSRA/FPSHP boundary.

Consider additional active park/open space acreage within the Corporation Yard key site plan, including additional buffer area between the commercial/visitor serving and artisan/marketspace areas and the adjacent FLSRA. Access to FLSRA from the Corporation Yard should be limited to specific developed access points and not open access across the entire property boundary. a
o

11/12/2024 Item No.21.
a
a
Regarding the River Promenade key site, the concept renderings include proposed facilities within FLSRA and FPSHP. lf and when furlher planning is initiated for this area, State Parks and Reclamation would have the lead in planning what facilities are appropriate for the FLSRA/FPsHp lands in collaboration with the Native American tribes, the City and other partners, and the public. This area is very popular with people accessing the views afforded by the Historic Truss Bridge. ln planning any additional facilities, it will be important to protect the viewshed, consider the cultural and historic context of the site and assess how best to accommodate the high number and turnover of people using the site. Facilities that accommodate only a few people for an extended'period of time, such as picnic sites, may not be appropriate in this relatively small area.

The Vision Plan proposes many developments, projects and improvements to draw people to the River District and Historic District. We are unsure if the Vision Plan provides for adequate additional parking to accommodate the increased use.

Again, we appreciate the opportunity to participate in the River District Vision plan process and look fonryard to working with the City on areas of mutual benefit in the future. Thank you.

Sincerely,
Steven M. Hilton
Gold Fields District Superintendent
CC
City Council Members Aquino, Chalamcherla, Rodriguez, Rohrbough Robert Goss, Project Manager, River District Vision plan Kelly Gonzalez, Director, Parks and Recreation
City of Folsom Planning Commission (c/o Stephanie Hannum)

11/12/2024 Item No.21.

ATTACHMENT 6
CEQA Bxemption Memorandum
by Ascent Environmental

11/12/2024 Item No.21.

Memo
455 Capitol Mall, Suite 300
Sacramento, CA 95814
916.444.7301
Dote:

To:

From:

Subject:

September 24,2024
Robert Goss, Contract Project Manager for the City of Folsom Adam Lewandowski, Pat Angell, and Lily Bostrom; Ascent Environmental Folsom River District Vision Plan, Feasibility and Planning Studies Statutory Exemption (14 CCR Section 15262) applicability.

Pursuant to 14 CCR Section 15262, the California Environmental Quality Act (CEQA) does not apply to a project involving only feasibility or planning studies for possible future actions which the agency, board, or commission has not approved, adopted, or funded. The action does require consideration of environmental factors. This exemption does not apply to the adoption of a plan that will have a legally binding effect on later activities.

The City of Folsom is proposing to adopt the River District Vision Plan (Plan). As described on page 9 of the Public Draft Vision Plan, "[t]he purpose of this Vision Plan is to establish an achievable vision, shape future growth, and implement an achievable action plan for the City of Folsom. The Vision Plan provides a framework for implementation with key site design concepts to inspire future private redevelopment and incentivize public improvements that reflect the community's values and vision for the River District. Additionally, it documents many other areas of interest for future analysis and consideration for improvements, both programmatic and physical, to the River District area."
The Plan evaluates the feasibility of public and private investment and redevelopment throughout the plan area. lt provides an overall vision for the district based on extensive community and stakeholder engagement. While the PIan includes design concepts for key sites, these design concepts are intended to inspire future public and private investment that reflects the vision for the Plan Area. The Plan does not approve construction of improvements associated with the design concepts or commit any entity to making physical changes to the environment. Any future activities within the Plan Area would require additional planning, design, and environmental analysis prior to approval. As a feasibility and visioning document, the Plan does not alter existing zoning, development standards, or other regulations that would have a legally binding effect on later activities within the Plan Area.

11/12/2024 Item No.21.

During the preparation of the Plan, the City of Folsom considered environmental factors.

Environmental factors including environmental hazards, sensitive natural resources, sensitive receptors, and cultural resources were evaluated in the opportunities and constraints analysis in Chapter 2 of the Plan, and are summarized in Chapter 3, "Design Concepts for Key Sites" of the Plan. The environmental factors considered in the plan identified opportunities for public and private investment that minimize environmental effects, however the environmental considerations in the Plan does not replace the need for site-specific environmental analysis of future projects within the Plan Area. The environmental factors considered in preparation of the Plan provided no evidence to suggest that adoption of the Plan would result in a significant impact on the environment.

For these reasons, the Folsom River District Vision Plan is statutorily exempt from CEQA consistent with 14 CCR Section 15262.
2

11/12/2024 Item No.21.
t '4-$.t ,l.t.'{ {-}113
Folsom City Council
Staff ort

RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends approval of Resolution No. 11294 - A Resolution Approving the Central Business District Vision Plan and Determination that the Proposed Vision Plan is Statutorily Exempt from CEQA. Staff further recommends to City Council approval of the Central Business District Vision Plan Public Review Draft dated November 5,2024 (Attachment 4), unanimously recommended by the Central Business District Citizens Advisory Committee.

BACKGROUND / ISSUE
On April 12,2022,the City Council approved the use of American Rescue Plan Act (ARPA) funds to prepare a plan for the Central Business District. Following a request for proposal (RFP) process and interviews, the Council approved two resolutions on August 22,2023, to allow the project to move forward: 1) authorizing consulting services contract with Jacobs Group for an amount not to exceed $260,000 to prepare the Plan; and 2) a resolution forming the Central Business District Citizens Advisory Committee (CAC).

The Project covers the Central Business District, arr area located between East Bidwell and Riley Streets and Sutter Middle School to Blue Ravine as shown on the next page and provided in Attachment 2 (Vicinity Map).

MEETING DATE: tur212024
AGENDA SECTION: New Business
SUBJECT: Resolution No. 11294 - A Resolution Approving the Central Business District Vision Plan and Determination that the Proposed Vision Plan is Statutorily Exempt from CEQA
FROM: Community Development Department
1

11/12/2024 Item No.22.

Trade.Jet
About the Folsom centrol Buslness Dlstlct:

The study araa ls lntended lo be denslfled by
promotlng mlxed use development ond crcatlng
d wolkoble, blkeoble ond reslllent communlty,
uslng the concept of the lS.mlnute city.
hr
The CAC identified the following key objectives that the Vision Plan should support:

1. Commercial Corridor Revitalization/Economic Development (develop funding incentives and sources)

2. Mixed-Use Residential Development creates a buffer with existing single family residential

3. Placemaking and Design (to create a thriving destination)

4. Improve Circulation/Mobility (improve streets for all to maintain or improve capacity and movement of traffic flow)

5. Safety

6. Lighting and landscaping improvements

7. Infrastructure improvements
The purpose of the Central Business District Vision Plan is to establish a vision and identiff priorities for future district improvements; identify guiding principles for future public and private project proposals; illustrate conceptual solutions to transform the district over time; and, to identifu implementation steps to achieve the future vision. The Central Business District Vision Plan does troi propore specific projects, nor does it rezone any land within Folsom. No specific project proposals are partof the Vision Plan. Transformative ideas have been identified and illustrated to improve the Central Business District and to set it apart from other areas of the city. Any and all future project implementation steps and proposals will be subject to compliance with the City's General Plan, Zoning Code, and environmental review in accordance with the California Environmental Quality Act (CEQA).
2 Page 756
11/12/2024 Item No.22.

POLICY / RULE
Numerous General Plan Policies support the development of mixed-use districts in appropriate areas, particularly along East Bidwell Street. Mixed-use districts consist of three or more different uses, including office, retail, entertainment, civic, and housing. They are nodes of activity that support walkable, urban lifestyles. Mixed-use districts provide a diversity of housing types, the kind that often attracts young, educated workers, a demographic critical to the continued economic vitality of Folsom. Empty nesters, who want to stay in their community but no longer want the maintenance or costs associated with a detached home, are attracted to mixed-use districts. Mixed- use designations give property owners additional flexibility. If they choose to redevelop their property, they can choose a range of uses to meet existing or growing market needs. Or they can maintain the existing site uses until the market demands more diverse and intense land use. The following are specific goals and policies that help provide guidance to the Central Business District:

Land Use Goals and Policies:

LU 3.1.1 Mixed-Use Nodes Encourage mixed-use development in nodes located at major intersections that include housing, open space, and offtces. This development pattern should reflect best practices in mixed-use development, in contrast to strip retail developments along corridors.

LA 3J.2 Districts and Corridors Encourage development of diverse mixed-use districts and corridors that address different community needs and market sectors, provide a variety of housing opportunities, and create distinct and unique areas of the city.

LU 3.1.3 Mixed-Use Design Encourage mixed-use developments to limit the number of access driveways, minimize building setbacks, and require active edges on ground floor spaces adjacent to sidewalks.

LU 3.1.4 Compatibility with Adjoining Uses Encourage development and redevelopment of higher-density mixed-use development within districts and along corridors to be compatible with adjacent land uses, particularly residential uses'
LU 3.1.5 East Bidwell Street Encourage new development along East Bidwell Street by creating a stronger mixed-use development pattern, both horizontal and vertical, with an emphasis on medium- and higher-density housing, while also addressing local and citywide demand for retail and services. RDR Central Commercial District.

LU 3.1.6 Central Commercial District Encourage development of mixed-use projects that create a walkable, vibrant district along East Bidwell Street between Coloma Street and Blue Ravine Road.

LU 3.1.5 East Bidwell Street Encourage new development along Easl Bidwell Street by creating a stronger mixed-use development pattern, both horizontal and vertical, with an emphasis on medium- and higher-density housing, while also addressing local and citywide demand for retail and services.

J Page 757
11/12/2024 Item No.22.

LA 4J.6 Parking Management Develop long-term parking management approaches that decrease the amount of land dedicated to surface parking while maintaining parking capacity.

Solutions may include parking structures or shuttles to nearby parking.

Goal LU 6.1 Allow for a variety of housing types and mix of uses that provide choices for Folsom residents, create complete and livable neighborhoods, and encourage walking and biking.

LU 6.1.1 Complete Neighborhoods Encourage the establishment of 'ocomplete neighborhoods" that integrate schools, childcare centers, parks, shopping and employment centers, and other amenities.

LU 6.1.3 Efficiency Through Density Support an overall increase in average residential densities in identified urban centers and mixed-use districts. Encourage new housing types to shift from lower-density, large-lot developments to higher-density, small-lot and multifamily developments, as a means to increase energy efficiency, conserve water, reduce waste, as well as increase access to services and amenities (e.g., open space) through an emphasis of mixed uses in these higher- density developments.

LU 6.1.10 Enhanced Walking and Biking Where volume-to-capacity analysis demonstrates that bike lanes and pedestrian improvements can be included in the public right-of-way, encourage opportunities to promote walking and biking in existing suburban neighborhoods through improvements such as:
o introducing new pedestrian and bicycle connections;
. adding bike lanes and designating and signing bike routes; o naffowing streets where they are overly wide;
o introducing planting strips and street trees between the curb and sidewalk; or o introducing appropriate traffic-calming improvements.

LA 7 J.l Standards for Commercial Uses Require new commercial uses to be subject to design and parking standards for:

1. The number and location of allowed curb cuts;

2. Landscaping or parking areas;

3. The location, size, number, and construction of signs; and

4. The configuration and design of commercial buildings.

5. Provision of designated, defined bicycle routes from public right-of-way to bicycle parking/pedestrian corridors.

LA 7.1.2 Enhance Vitality of Commercial Areas Encourage development of underutilized and vacant parcels in commercial zones to improve the aesthetic appearance and enhance the vitality of commercial areas.

LI.I 7.1.7 Hotels Encourage the development of hotels and related convention facilities within commercial and mixed-use districts, with an emphasis on high-quality development.

Goal LU 9.1 Encourage community design that results in a distinctive, high-quality built environment with a character that creates memorable places and enriches the quality of life of Folsom's residents.
4 Page 758
11/12/2024 Item No.22.

LU 9.1.1 Combine Driveways Encourage property owners in retail corridors to reduce the number of driveways along arterial roads. When possible, property owners should cooperate through reciprocal access and parking or similar agreements linking parking lots to minimize traffic congestion on the arterial road.

LU 9.1.2 Retail Development Design Standards Develop, maintain, and implement design standards for retail development to ensure retail districts have well-developed landscape buffers, decorative treatments to building facades, and a variety of building heights and roof lines.

LU 9.1.3 Eliminate Large Blocks Encourage the insertion of new streets or pedestrian ways in large "super blocks" that do not have public streets bisecting them. These large blocks are common in retail corridors and can reduce pedestrian and bicycle connections to these areas.

LU 9.1.4 Gateways Continue to establish key gateways to Folsom through landscape design, appropriately scaled signage, building form, and historic themes to create a unique sense of place.

LU 9.f.5 Pedestrian-Friendly Entrances Encourage automobile-oriented business districts to provide clear and legible entry features, connected by pedestrian friendly walkways.

LU 9.f.6 Community Beautification Encourage the landscaping of public rights-of-way and planting of street trees to beautiff Folsom consistent with water-wise policies.

LU 9.1.7 District Identity Encourage efforts to establish and promote district identities (e.g., urban centers, East Bidwell Street) through the use of signage, wayfinding signage, streetscape and building design standards, advertising, and site-specific historic themes.

Mobility/Transportation Goals and Policies:

Goal Ml.L Provide a comprehensive, integrated, and connected network of transportation facilities and services for all modes of travel that also incorporates emerging transportation technologies and services to increase transportation system effrciency.

M 1.1.1 Compete Streets Develop its streets to serve the needs of all users, including bicyclists, public transit users, children, seniors, persons with disabilities, pedestrians, motorists, and movers of commercial goods.

M 1.1.2 Adequate Rights of Way Ensure that all new roadway projects and major reconstruction projects provide appropriate and adequate rights-of-way for all users including bicyclists, pedestrians, transit riders, and motorists, except where pedestrians and bicyclists are prohibited by law from using a given facility. Dedication and improvements of full rights-of-way shall follow City design standards by roadway classification except in existing developed areas where the City determines that such improvements are either infeasible or undesirable. Other deviations from these standards shall be permitted upon a determination that safe and adequate access and circulation are preserved by such deviations.
5 Page 759
11/12/2024 Item No.22.

M 1.1.3 Accessibility Strive to ensure that all streets are safe and accessible to people with limited mobility and other disabilities. New and reconstructed facilities shall meet the requirements of the Americans with Disabilities Act.

M 1.1.4 Existing Streets Retrofits Actively pursue frrnding to update existing streets and intersections with new bikeways, sidewalks, and exclusive transit lanes, where these facilities are designated in the Bikeway Master Plan, Pedestrian Master Plan, or Transit Master Plan.

M-9 Safe Routes to School Coordinate with the Folsom Cordova Unifred School District to pursue Safe Routes to School grants to fund programs and projects that ensure Folsom children can walk or bike to school safely.

M 1.1.5 Connected Neighborhoods Require the continuation of the street network between adjacent development projects to promote walkability and allow easier access for emergency vehicles.

M2.1.4 Sidewalk Network Strive to fill gaps in the city's existing sidewalk network.

M 2.1.15 Funding Identify regional, State, and Federal funding programs and attempt to secure as much funding as possible for pedestrian and bicycle facilities and programs.

M 2.1.16 Safe Routes to School Encourage the construction of facilities and provision of programs that ensure Folsom children can walk or bike to school safely through coordination with school administration and parent organizations and participation in State and Federal grant programs.

M 4.2.3 Shared Parking Consider the use of shared parking programs as conditions of approval in mixed use and transit-oriented neighborhoods and districts as a part of the overall parking management strategy. Shared parking may reduce the amount of parking spaces needed in new developments.

Economic Prosperity Goals and Policies:

EP 3.z.2lnfill Sites Coordinate with interested developers and relevant public agencies to develop infill sites identified in the land supply inventory.

EP 5.1.3 Existing Commercial Centers Support the viability of commercial corridors (e.g., East Bidwell Conidor) and community retail centers by promoting a business mix that responds to changing economic conditions and provides well-targeted services to surrounding neighborhoods and businesses.

EP 5.1.6 Retail Appearance Encourage property owners and businesses to improve the appearance of aging retail shopping centers and buildings, where needed.

EP 6.1.2 Outdoor Recreation Promote new outdoor recreation facilities and maintain existing facilities (e.g., trails and water-sport facilities) and promote existing outdoor recreation facilities at a high level to solidiff Folsom's position as a leader in outdoor recreation. 6 Page 760
11/12/2024 Item No.22.

Sustainability Goals and Policies:

SN 7.1.2 Comprehensive Cool City Strategy Develop and implement a Cool City Strategy, in coordination with the Sacramento Metropolitan Air Quality Management District, to reduce the impacts of the Urban Heat Island effect through various measures including increasing the urban tree canopy and use of cool roofs and cool pavements as well as increasing green space in the city.

Public Facilities and Services Goals and Policies:

PFS 5.1.4 Green Stormwater Infrastructure Encourage "green infrastructure" design and Low Impact Development (LID) techniques for stormwater facilities (i.e., using vegetation and soil to manage stormwater) to preserve and create open space and improve runoffwater quality.

Implementation Programs :

LU-4 Properfy Owner Outreach on Overlay Designations Reach out to property owrers within the East Bidwell Mixed Use Overlay and Transit Oriented Development Overlay areas to explain the options available to property owners and developers in this area, and provide technical assistance, as appropriate, to facilitate development within these areas.

ANALYSIS
The Central Business District was originally called a Master Plan, but at its October 2I,2024, Central Business District Advisory Committee (CAC) meeting, the Committee unanimously voted to change the name to a Vision Plan. This is similar to the River District, which also renamed their document to a Vision Plan. The CAC felt the change better identified what the document is intending to do and acknowledged that additional work will be needed to implement the plan in the future.

The Vision Plan chapters are organized into existing conditions, transformative ideas with examples from other jurisdictions or design features, and implementation strategies (recommended actions). No specific development is proposed at this time. As development is proposed in the future, it is envisioned that staff will use the document for guidance to ensure that development supports the community's vision for the District.

Public Outreach
Public engagement in the planning process began with the l7-member City Council-appointed Citizens Advisory Committee (CAC). The CAC was made up of stakeholders representing businesses, property owners, housing developers and advocates, residents, recreation and tourism, transportation and accessibility advocates, students, economic development and schools. The CAC met 8 times from October 2023 through October 2024' AIM Consulting coordinated outreach efforts which included provided pop-up events, an online survey, newsletters and handouts and other opportunities for public engagement included:
o Business interviews
o Posting information to the City's website:
o Questionnaire responses: 800+
o Constant Contact List: 100+ (notification of meetings and correspondence) 7 Page 761
11/12/2024 Item No.22.

Information from the public mirrored what the CAC would like to see in the district, including additional personal services and economic development opportunities for shopping, dining, and recreation. They would like to see enhanced landscaping and more entertainment opportunities.

As far as housing they'd like to see more townhouses, condominiums and senior housing. Desired mobility improvements included continuous sidewalks, enhanced traffic calming and reduced cut- through traffic and better street and pathway lighting.

Economic Analysis
As part of the Vision Plan, Bay Area Economics (BAE) provided an economic analysis that showed that the continued growth in the city and the high spending power of residences provides an opportunity to capture additional spending in the District. However, E-commerce is disrupting the retail sector resulting in a need for less physical space and more efficient use of existing space' Therefore, the study identifies that the City's zoning code and development standards should be revised to better support the flexible demands of today's retailers, and the District should consider how to differentiate the District from other areas of the City.

The document identifies market opportunities and discussion of positive influences on tourism, providing better connections to Lembi Park, and potentially establishing hotel use that can support sports tourism and the existing business climate are included. Similarly, various implementation sirategies and measures are suggested to initiate community enhancement projects and public/private development opportunities. Ultimately, these are policy decisions that must be directed by future City Council actions.

Land Use Concepts and Design
One transformative idea that the CAC identified in order to establish a unique identity in the district to set itself apart from the Historic District or the Palladio is to consider a mid-century retro theme.

Examples include the South Congress District in Austin Texas and the Funk Zone in Santa Barbara.

As part of this, a retro sign park could be established that showcases retro neon signs. This could assist with branding and identity by:
o Supporting tourism
o Support local business
o Act as an event venue
o Increase community engagement
o Provide creative and artistic expression.

Mobility and Access
The CAC expressed concern that any future mobility improvements prioritize maintaining through traffrc, and were concerned with proposals that might reduce travel lanes. The Vision Plan includes the following ideas and recommended actions:
o lJtilization of roundabouts consistent with Council direction, the City's new Roundabout Prioritization policy, and the Roundabout Feasibility Study. o Conduct a District-wide traffic operations analysis to allow for on-street bike lanes, on- street parking, andlor gateway features/pedestrian refuge areas. o Restripe Wales Drive and Glenn Drive to add on street bicycle lanes. o Enhance District walkability by closing sidewalk gaps, reduce curb cuts, and enhance landscaping.
o Evaluate middle school pedestrian safety and access.
8 Page 762
11/12/2024 Item No.22.

Placemaking
The City polled both the pubtic in an online survey and the CAC to determine a better name that would resonate for the District. Many people continued to support the Central Business District name and no single alternative District name suggestion received strong support. Therefore, a recommendation of the Vision Plan is that the City hire a design/branding consultant in the future, to better explore and articulate branding and place making for the District, and to identiS signage and wayfinding in support of that branding/district identity with a retro theme.

Infrastructure
Constraints were identified to both the sewer capacity and infrastructure in the area and storm drain facilities. More detailed studies are under way or planned for the near future. As funding becomes available the City should upgrade sewer capacity and storm drain facilities to facilitate future densifi cation opportunities.

PUBLIC COMMENTS
Staff provided email notices to more than 80 people requesting notice of Central Business District public meetings and hearings and posted a notice in the Folsom Telegraph. At the time of this staff report, City staff received no additional comments. All material developed throughout the planning process have been posted on the Central Business District Vision Plan webpage: Central Business District RevitalizationEfforts I Folsom- CA

COMMUNITY ADVISORY COMMITTEE RECOMMENDATION
As described in this report, the City Council appointed the CAC which met throughout the course of the project and provided input, direction, and ultimately recommendations to create the Central District Vision Plan. On October 21st, the CAC considered the Draft Central Business District Vision Plan and recommended several modifications, which are listed in Attachment 3 (CAC Final Recommendations). These changes included several additional comments to better reflect the Committee's input, adding several implementation measures, and providing direction that action items include yearly staff review with measurable action items to make sure the Vision Plan is actually implemented. These changes have been made to the Vision Plan Public Review Draft dated November 5, 2024 (Attachment 4). With these changes the CAC unanimously recommended to the City Council approval of the Vision Plan.

COMMISSION CONSIDERATION
The Planning Commission considered the Central Business District Vision Plan at its October 30, 2024,meeting and unanimously recommended City Council approval' In addition, the Vision Plan was brought forward to the Parks and Recreation Commission at its November 5,2024, meeting and presented for informational purposes. Lembi Park is within the boundaries of the Central Business District, but no formal projects or specific changes to Lembi Park are proposed at this time. However, several transformative ideas/recommended actions could support Lembi Park including:
9 Page 763
11/12/2024 Item No.22.
o New hospitality/hotel uses in the District could support sports tourism. This could include a beer garden on public park site with flexible outdoor space for temporary recreational amenities (corn hole, portable pickle ball, skate area etc.) andlor semi-permanent areas for event space in large parking areas.
o Capitalize on Lembi park- a design consultant should look for ways to improve connectivity and marketing to take advantage of this important resource and draw visitors into the Central Business District
. Riley Street needs to be improved between the Middle School past Lembi Park for safety purposes.
. Consider phasing roundabout improvements on the Riley Street corridor first before the East Bidwell Street corridor.
o The City should consider additional opportunities to improve access and connectivity between Lembi Park and the rest of the District. As part of District traffic analysis, capital improvement projects qualification, or grant opportunities, evaluate the frontages along Lembi Park to on Riley and Glenn to establish additional controlled crossings for bicycles and pedestrians
o The City should commission a landscape and open space plan or guiding document for the district to guide and enhance the aesthetic beauty and branded experience of being in the District. The plan should establish standards for public realm areas including streets, sidewalks, plazas,pathways, trails, pocket parks and rights of way. o Partner with Visit Folsom to work with local sports organizers and sponsors to explore potential for partnerships with District businesses for post-game events. o Consider expansion of sports amenities, temporary or pennanent improvements to Lembi Park-such as street soccer, or sand volleyball or other measures particularly in off-season times of the year to further bring folks into the District.

As part of the Central Business District Vision Plan dated November 5, 2024, staff has updated the ImplementatiorVAction Plan in the appendix to include all of the modifications to implementation actions recommended by the CAC. That action table in the Appendix (Chapter 8, Section 8.4) identifies responsible parties/leads, potential funding sources, and establishes opportunities for City Council to identifr priorities/timelines and summarize actions as part of an annual review process.

ENVIRONMENTAL REVIEW
Staff has determined that the project qualifies for a Statutory Exemption in accordance with Section 15262 - Feasibility and Planning Studies of the California Environmental Quality Act (CEQA) Guidelines. As a visioning document, the Vision Plan does not alter existing zoning, development standards, or other regulations that would have a legally binding effect on subsequent activities within the Plan Area. No specific project is proposed at this time. As future development/redevelopment is proposed in the District, future projects would be subject to compliance with CEQA as applicable.

FISCAL IMPACT
Approval of the Central Business District Vision Plan does not in itself create any fiscal impact; however, several future actions and implementation steps are recommended which will individually and cumulatively have future fiscal impacts. These impacts will include both costs 10 Page 764
11/12/2024 Item No.22.
and expenditures for project and program implementation, as well as revenue to the City from increased tourism, retail spending, and property taxes. All future programs and projects will be evaluated for short and long-term fiscal impacts as part of the public evaluation and approval process.

The City will review its Capital Improvement Program on an ongoing basis to determine mobility and infrastructure improvements. The Appendix to the Vision Plan includes a table of a list of potential grant funding opportunities that could support some of the implementation measures. In addition, potential future funding could include private/public partnerships, or private funding such as formation of a Business Improvement District, or Business Association that could fund marketing/special events etc.

ATTACHMENTS

1. Resolution No. 11294 - A Resolution Approving the Central Business District Vision Plan and Determination that the Proposed Vision Plan is Statutorily Exempt from CEQA

2. Vicinity Map

3. Final Citizen's Advisory Committee Recommendations for the Central Business District Vision Plan

4. Central Business District Vision Plan, Public Hearing Draft dated November 5,2024 Submitted,

PAM JOHNS
Community Development Director
11 Page 765
11/12/2024 Item No.22.

ATTACHMENT 1
Resolution No. 11294

11/12/2024 Item No.22.

RESOLUTION NO. 11294

A RESOLUTION APPROVING THE CENTRAL BUSINESS DISTRICT VISION PLAN

AND DETERMINATION THAT THE PROPOSED VISION PLAN IS STATUTORILY

EXEMPT FROM CEQA
WHEREAS, the 2035 Folsom General Plan contains numerous General Plan Policies that support the development of mixed-use districts in appropriate ateas, particularly along East Bidwell Street within the Central Business District which are supported by preparation of a Central Business District Vision Plan; and,
WHEREAS, the Central Business District Vision Plan process included robust community engagement to understand community interests for the District and outreach including popup events, fliers, business outreach, print and digital information and notifications, an online public survey; information posted to the City's website on an ongoing basis, and public meetings; and,
WHEREAS, the Central Business District Citizens Advisory Committee met several times over the course of a year to provide input into the process, and recommended renaming the project from a Master Plan to the Central Business District Vision Plan because a Vision Plan better identified what the document is intending to do and acknowledged that additional work will be needed to implement the plan in the future; and, WHEREAS, the project is consistent with the mrmerous goals and policies of the General Plan, particularly land use Goal LU 3.1.2 which encourages the development of diverse mixed-use districts and corridors that address different community needs and market sectors, provide avariety of housing opportunities, and create distinct and unique areas of the City; and, WHEREAS, the Central Business District Citizens Advisory Committee considered the Central Business District Vision Plan on October 21,2024 and unanimously recommended to the City Council approval of the Vision Plan with specific revisions that have been incorporated into the Central Business District Vision Plan dated November 5,2024; and, WHEREAS, the Planning Commission considered the Central Business District Vision Plan and recommended to the City Council approval of the Central Business District Vision Plan dated November 5, 2024; and,
WHEREAS, the Central Business District Vision Plan is statutorily exempt from further environmental review in accordance with Section 15262 - Feasibility and Planning Studies of the CEQA Guidelines.

NOW, THEREFORE' BE IT RESOLVED that the City Council of the City of Folsom hereby approves the Central Business District Vision Plan dated November 5,2024.

PASSED AND ADOPTED this 12th day of November 2024,by the following roll-call vote:

Resolution No. 11294
Page I of 2

11/12/2024 Item No.22.

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:

Councilmember(s)
Councilmember(s)
Councilmember(s)
Councilmember(s)
Michael D. Kozlowski, MAYOR
Christa Freemantle, CITY CLERK
Resolution No. 11294
Page2 of2

11/12/2024 Item No.22.

ATTACHMENT2
Vicinity Map

11/12/2024 Item No.22.
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11/12/2024 Item No.22.

ATTACHMENT 3
Finat Committee Recommendations for the Central Business District Vision Plan
(Octobe r 21,2024)

11/12/2024 Item No.22.

FINAL COMMITTEE RECOMMENDATIONS FOR CBD VISION PLAN 10/21/2024 The Community Advisory Committee for the Centrat Business District Ptan hetd their finat meeting on Monday, October 21"1 2024 and unanimously recommended approvat of the Gentrat Business District Vision Plan to the Ptanning Commission and City Councit with the fottowing revisions, which have been incorporated into the hearing draft ptan. Once approved by City Gounci[, the consotidated lmplementation: Recommended Strategies/Action Plan attached to the Gentral Business District Vision Ptan will. be updated to reflect finat changes in the document for implementation purposes.

Specific Recommended Ghanges to Draft GentraI Business DistrictVision Plan Specific Recom mendations for GAG Gonsideration
Ghapter 1 lntroduction
lncorporate the fottowing edits into the existing List of Committee recommendations:
. Support conversion of targe parking areas for housing and to accommodate people for events. Considerfarmers market in targe parking areas.
o A[[ow Retro Pyton signs, and consider developing a sign graveyard park as a tourist attraction. Consider changing the zoning code to
atl.ow neon/retro signs in the District which may not be currentty atLowed irtffiity. . For distinct District
tighting to be impactfut, it must be part of a comprehensive landscape ptan. a
Lembi Park for safety purposes. @.@ivtston
@
o
o Under the Land Use header, add a new buttet to read: "Provide a transition between future multifamily and existing residentiaI uses."
o Under the Mobitity header, add a new butlet to read: "During construction of roadway and intersection improvements, sma[[ business accessibility should be taken into consideration."
Document Section

Recommendations from
the cAc)

11/12/2024 Item No.22.

FINAL COMMITTEE RECOMMENDATIONS FOR CBD VISION PLAN 10/21/2024 Revise Action 4.4.2to focus on zoning retated changes for outdoor dining and [and uses as shown betow. Remove parking area references as covered etsewhere' Consider estabtishing a District-wide overtay zone or speciat zoning standards appl.icabte in the District for outdoor dining, events, and music with a streamtined permitting process for appticants with proposed activities in conformance with these standards. Once the overa[[ standards are approved by the Ptanning Commission, then individuat projects can be approved consideradministrativeLy
Add descriptive headers/short sentences to each action item throughout Chapters 3 through 7 and Access)Mobiconsistent with Chapter 5
Add a new Action 3.3.3 to read: Encourage/lncentivize Strategic Transformation. Encourage acquisitions, [and assembly, partnerships, incentives, and/or investments in improvements to pubtic and private property in the District to enhance key assets/opportunities.

Add a new Action 3.3.4 to read: Develop an Action Plan to ensure imptementation of the Vision Ptan. The Action PLan shoutd identify measurabte goats and milestones. establish annuat review/monitoring and reporting by dedicated staff, and en9a9e Gity Gouncil in s ecific Recommendations for GAG Consideration
Revise the Vision Box tanguage to read: A unique and vibrant destination District that is economically sustainabte with events, entertainment, art, and mix of uses including --L:t:^..
^-L-
Revise the tanguage in the discussion of transformative ideas to ctear up confusion about goal.s vs transformative ideas and refer to the fact that the related actions are atso found in the rs.chaland use and ptacemaki
Cha 4 Land Use Conce and Des

Strategies/Recom mend ed
Actions)

Cha r 3 Distr:ct Revitalization and Economic Gonditions

ldeas/Opportu nities for
lmprovem

Sections Throu

Strategies/Recom mend ed
Actions)
Specific Recommended Ghanges to Draft Gentral Business District Vision Plan Document Section
ch 2 District Vision and Guid Pri

11/12/2024 Item No.22.

FINAL COMMITTEE RECOMMENDATIONS FOR CBD VISION PLAN 1A/2112024 ln Section 5.5.1, modify cross sections for East Bidwett, Glenn, and Wales cross section to in that section.show dimensions consistent with other roa Revise Section 5.1 .2 (Bicycte/Pedestrian Facitities) to add a new sentence to paragraph two to ys66; "ln addition to sidewatk gaps, the District includes additional barriers to pedestrian safety and comfort inctuding Long btocks, stretches of narrow sidewalks adiacent to ,,
Revise Section 5.1.2 (Existing Bikeways) to add a new sentence to the first paragraph that reads: rrExisting conditions for bike facitities in the District (e.g., discontinuous se9ments, speed and votume of traffic on Ril.ey and East Bidwel[ Street. sight distance, drivewaY curb ,t
ReviseAction4.4'5firstSentenceasfo[[ows:Partnerwithffi
ffi Visit Fotsom to work with sports event organizers and sponsors to CX re potentiaI for with District businesses forrtnershi me events.

Revise Action 4.4.6to focus on the tandscape ptan/guide and create a new separate item 4.4.9 regarding relocation of the Post Office to read "The Gity should consider opportunities to redevetop the Post Office site and other prime opportunity sites centrally located in the District."
Recommendations for GAG Gonsideration
altowhrospitatit#hotehefieoufagefood hat[, incubator restaurants, rooftop bars, beer gardens, srdistitl.eries, and hospitatity/hoteL uses in support of sports tourism. This coutd incLude a beer garden on pubtic park site with flexibte outdoor space for temporary recreationatamenities(cornho[e,portabtepickl'eba[[,skateareaetc.)ffi and/or semi-Permanent
rking areas.in [a

Conditions)
c 5 and Access
Pages 58 and 59 (Existing
Conditions

Conditions)
Document Section

Strategies/Recom mend ed
Actions)
Specific Recommended Ghanges to Draft Gentral Business District Vision Ptan

11/12/2024 Item No.22.
10/21/2024FINAL COMMITTEE RECOMMENDATIONS FOR CBD VISION PLAN Specific Recommended Ghanges to Draft Gentral Business DistrictVision Ptan Specific Recommendations for GAG Gonsideration
Amend Figure 39 to show both Roundabout Feasibitity Study intersections under current study (5 totat) and the other togicat CBD intersection locations that shoul.d be considered moving forward.

Add the 5 additiona[ "dots" for the intersections of Wales/East Bidwe[[, Wales/Riley, Orchard/East Bidwelt, Orchard/Riley, and East Bidwett/Btue Ravine in a different cotor and add a legend that the existing green dots show "Roundabout Feasibility Study lntersection" and the other color dot reDresents "Other Potential Roundabout lntersectionl' Revised the bottom paragraph on page 65 to read "The above-noted (Figure 39) intersections withinlhc; District are logicaI areas for considering roundabout applications. Five of these locations are overlap intersections with the Feasibility Study. and the other five [ocations are logical to accomplish corridor-wide treatments and a more even distribution of this traffic controI strategy throughout the District."
Move Figures 40-43 right after Page 65. Change the last sentence on Page 65 to read "Figures 40-43 on the fol.towing pages feature graphics showing preliminary feasibility analysis findinEs at the Ritev Stre
ln Section 5.2 regarding Opportunities within Existing Rights-of-Way, modify the Language about decision making authority in two paragraphs (second paragraph of Roadway Segments and first paragraph of "Through Route" Designation) to modify road segments and through routedesignationtoread,..ifsupportedbydetaitedtrafficana[ysis,ffi community outreach/engagement, and
ultimatelv Citv Gouncit direction, consider..... "
Replace the roundabout case study image on page 74 with the attached image from Kings Beach (State Route 28) with AADT about 14,000 (simil.ar to Ritey).

Modify Action 5.4.1 (Were feasible, utitize roundabouts in tieu of traffic signats for intersection traffic control.)to add a new last sentence that reads: " Consider phasing roundabout imorovements on the Rilev Street corridor first before the East Bidwet[ Street corridor." Document Section

ldeas/Key Opportu nities)

ldeas/Key Opportunities)
Page74 (Examptes/
SuccessfuI Case Studies)

ldeas/Key Opportu nities)

11/12/2024 Item No.22.
10/21/2024FINAL COMMITTEE RECOMMENDATIONS FOR CBD VISION PLAN Specific Recommended Ghanges to Draft Central Business DistrictVision Plan Specific Recommendations for GAG Gonsideration
Modify Action 5.4.41o read "The City should also pursue opportunities to close the €aps with capitaI projects and/or grant funding."
Remove Action 5.4.12 as repetitive.

Add new/replacement Action 5.4.12 to read: "lmprove access to Lembi Park/connectivity to connectivity between Lembi Park and the rest of the District. As part of District traffic analysis, capital improvement projects qualification, or grant opportunities, evaluate the frontages atong Lembi Park to on Ritey and Glenn to establish additionat controlled crossings for bicycles and pedestrians."
Document Section

I d eas/Key O p portu niti es)

ldeas/Key Opportu nities)

ldeas/Key Op portu nities)

11/12/2024 Item No.22.

ATTACHMBNT 4
Central Business District Vision Plan
(Dated November 5, 2024)

11/12/2024 Item No.22.
,/ ,,,_
Folsom Central Business District Vision Plan
FINAL CIW COUNCIL DRAFT DATED NOVEMBER 5, 2024

11/12/2024 Item No.22.

11/12/2024 Item No.22.

Folsom Central Business District Vision plan was created for the City of Folsom and sponsored by the Community Development Department, Planning Services' W
City of Folsom
City Council
. Mike Kozlowski, Mayor
. Sarah Aquino, Vice-MaYor
. YK Chalamcherla, Councilmember
. Rosario Rodriguez, Councilmember
. Anna Rohrbough, Councilmember
City Staff
. Elaine Andersen, City Manager
. Pam Johns, Community Development Director
. Mark Rackovan, Public Works Director
. Kelly Gonzalez, Parks and Recreation Director
. Marcus Yasutake, Environmental Water Resources Director . Christine Brainerd,Communications Director
. Desmond Parrington, Planning Manager
. Stephanie Henry, Senior Planner
. Brad Nelson, Principal Park Planner
. Ryan Neves, Senior Civil Engineer
With special thanks to Kathy Pease, Contract Project Manager with Management Advisory Services.

Comm u nity Advisory Committee (CAC)
. Edward lgoe
. Tom Econome
. Gary Eckhardt
. Dan Deher{eremy Deher
. Julie Lofgren
' Jen Lee
. MarkJohnson
. Anthony Powers
. Margie Donavan
. Tim Kuntz/Dean Williams
. Brian Wallace
. Joe Gagliardi/ Shannon Rob
. Ardie Zahendani
. Kris Steward
. Monica Flores Pactol
. Elija Tiglao
. Anuva Shekar
. Liz Ekenstedt

F()LS()M

11/12/2024 Item No.22.

11/12/2024 Item No.22.

Prepared by:
.laCObS Jacobs
Kimley*llorn KimleY Horn
Steve Morton, Principal in Charge
Ximena Atterbury, Project Manager
Michael Odum, Senior Planner
Neerja Dave, Planner
AjJlrW Aim consulting
consulting
bag BayArea Economics (BAE)
Matt Weir, Vice President
Gladys Cornell, Principal
Katie DeMaio, Principal
Portia Mansanet, Assistant
David Shiver, Principal
Olivia El-Sadr Davis, Associate
Jenna Fairman, Analyst

11/12/2024 Item No.22.

Table of Contents

1.0 lntroduction

1.1 Project Overview and Context

1.2 Project Purpose

1.2.1 General Plan's Guiding Principles

1.2.2 Cammunity Advisory Committee

1.3 List of Previous Plans / Studies / Documents
'1.4 Community Outreach

1.4.1 Community Outreach Overview

1.4.2 What does the CommunitY want?

2.0 Guiding Principles

2.1 Vision Statement for the District

2.2 Guiding Principles for the District

3.0 District Revitalization and Economic Development
Opportunities

3.1 Existing Conditions

3.1.1 Study Purpose

3.1.2 Key Findings and lmplications

3.1.3 Retail Market Findings and lmplications

3.1.4 Office Market Findings and lmplications

3.1,5 Residential Market Findings and lmplications
3,1.6 Hotel Market Findings and lmplications

3.2 Transformative ldeas/Key Opportunities for
lmprovement

3.3 lmplementation Strategies/Recommended Actions

4.0 Land Use Design and ConcePts

4.1 Existing Conditions

4.2 Transformative ldeas

4.2.1 Capitalize on Lembi Park

4.2.2 lmprove Connectivity between Lembi Park
and the District

4.2.3 lncentivize Strategic Private Re/Development

4.2.4 Near-term Private Re/Development Strategy

4.2.5 Long-term Private Re/Development Strategy

4.2.6 Big Box Retail Redevelopment

4.3 Successful Case Studies

4.3.1 Open Air Pedestrian Environment

4.3.1.1 Vineyards at Porter Ranch

4.3,2 Harizontal Mixed Use

4.3.2.1 Fourth Street in Berkeley, CA

4.3.2.2 Main Street Cupertino in Cupertino, CA

4.3.3 Vertical Mixed Use

4.3.3.1 Woodin Creek Village in Woodinville, WA

4.4 lmplementation Strategies/Recommended Actions
2 4
4 4
6 7
7 9
24 25
29 30
32 12
13 18
1B
18 20
21 22
23 33
34 35
36 37
38 38
39 42
43 46
50 51
54

11/12/2024 Item No.22.

Table of Contents
5,0 Mobility and Access

5.1 Existing Conditions

5.1.1 Typical Street Sections

5.1.2 Bicycle/Pedestrian Facilities

5.1.3 Crash Data

5.2 Transformative ldeas

5.2.1 lntersection at Riley Street and Glenn Drive

5.2.2 Proposed Street Cross-Sections/Segments

5.3 Examples/Successful Case Studies

5.3.1 Bird Rock (LaJolla Boulevard), San Diego, CA

5.3.2 Before: Rocklin Road at Pacific Street

5.4 lmplementation Strategies

5.0 Placemaking

6.1 Existing Conditions

6.2 Transformative ldeas

6.2.1 Key Elements for successful Placemaking

6.3 Examples/Successful Case Studies

6.3.1 Types of Public Spaces

6.4 lmplementation Strategies/Recommended Actions

7.0 lnfrastructure

7.1 ExistingConditions

7.1.1 Wastewater ConveYance

7.1.2 Storm Drainage ConveYance

7.2 Key Opportunities for lmprovement

7.3 lmplementation Strategies/Recommended Actions

8.0 Appendix

8.1 Grant OpportunitY Table

8.2 List of Figures

8.3 List of Tables

8.4 Action Plan
58 58
61 64
65 68
72 74
74 75
76 82
83 83
94 94
104
108
108
109
110
110
114
118
119
vllPage 784
11/12/2024 Item No.22.

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11/12/2024 Item No.22.

1.1 Project Overview and Context
The Central Business District is in the western part of the City of Folsom, centered on East Bidwell Street between Coloma Street and Blue Ravine Road. Figure 2 below shows a map of the District. lt is comprised of several shopping centers-including a Walmart Supercenter, TraderJoe's, and Target-and parking lots. lt also includes the Sutter Middle School and Lembi Park, a large community park and aquatic center. lt serves as a hub for Folsom sports and recreation activities, providing athletic courts and fields that accommodate soccer, softball, baseball, tennis, basketball, and volleyballgames. Outside of the District, much of the surrounding development consists of single and multi-family residential, light lndustrial development, schools. other parks, and a hospital.

The District is generally located along East Bidwell and Riley streets between Sutter Middle School and Blue Ravine Road (see Figure 3).

Revitalization of the District has been a priority of the City for some time and is memorialized in the 2018 Folsom General Plan. The Central Business District was an original commercial service area of the City, which continues to provide vital services to the community. The District is an underutilized development area. Current constraints to future development include transportation/circulation systems, safety issues, inconsistent lighting and landscaping. and limitations with utilities (storm-water, water, sewer capacity). The area provides vital commercial services, but walkability is constrained by narrow or missing sidewalks, lack of shade in some areas, and absence of multi modal connectivity systems. Headway waiting times at bus nodes within the District are lengthy and not conducive to encouraging ridership during inclement weather and excessive heat periods.

Regional Context
The City of Folsom, located in Sacramento County within the Sacramento metropolitan area, is strategically positioned along the American River (Figure'l). The city's significance is underscored bythe pivotal role played by the Folsom Central Business District, serving as a vital economic and commercial hub. This District contributes substantially to Folsom's economic vitality and community development within the broader Sacramento region.

Figure '1 | City of Folsom - District area focus zones
East Bidwell Mixed-Use Overlay Zone
I Central Commercial/Business District
Creekside District
,::rr:: College/Broadstone District TOD
-
Glenn Station District
. lron Point District
Folsom Plan Area Specific Plan
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:::: Folsom City Limits
j LiSht Rail Station
---- Light Rail Line
- . - CountyLine
Community Context
The Folsom Central Business District stands as the economic heart of the city of Folsom, playing a crucial role in fostering local commerce and community development. As a commercial hub, it serves as a focal point for businesses. cultural activities, and social interactions, contributing significantly to the vibrancy and identity of both Folsom and its immediate surroundings. 2, t.. ::,'.::-i::. Ii.,, i.. :' rir-::': ",r'.i:-: -''' til'-l .. :' Nr.t:.qqt,)t
Folsom District Study Area

11/12/2024 Item No.22.

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F()LS()M:E JPage 788
11/12/2024 Item No.22.

1.2 Project Purpose
The primary goal of the Central Business District Vision Plan is intended to activate the business district with new economic development strategies, encourage infill housing. and identify community based needs, design ideas and solutions. The Central Business DistrictVision Plan is intended to create a vision and key principles with actionable steps to better guide and inform future actions and priorities within the District.

The goal of the planning process is to conclude with a vision for the District that will slimulate and guide future land use decisions, create for increased commercial and housing opportunities, increase transportation and alternate mobility (pedestrian and bicycle) access, and create a cohesive identity for the study area.

The Vision Plan should be used as a guide for City Staff, elected and appointed officials, property owners, tenants, developers and community members, when considering future capital improvements, public and private investment in the development and redevelopment of property within the District, and programming of events and activities' The City has been open to exploring the most effective process and products that will result in a plan that implements both near and far-term projects to achieve the General Plan's goals for the area. Key policies to achieve that result are as follows:
. Policy LU 3.1.5- Encourage new development along East Bidwell Street by creating a stronger mixed-use development pattern, both horizontal and vertical, with an emphasis on medium- and higher- density housing, while also addressing local and citywide demand for retail and services.
. Policy LU 3.1.6- Encourage development of mixed-use projects that create a walkable, vibrant District along East Bidwell Street between Coloma Street and Blue Ravine Road.
. Policy LU7.1.2- Encourage development of underutilized and vacant parcels in commercial zones to improve the aesthetic appearance and enhance the vitality of commercial areas.
. Policy LU9.1.7- Encourage effortsto establish and promote District identities (e.g., urban centers, East Bidwell Street) through the use of signage, wayfinding signage, streetscape and building design standards, advertising, a nd site-specific h istoric themes.

1.2.1 General Plan's Guiding Principles
The City's General Plan Guiding Principles should also be considered important building blocks of future development in the District:

1. Promote mixed-use, walkable districts that serve as social gathering places for the community.

2. Encourage pedestrian-oriented infill and redevelopment of Folsom's aging commercial corridors.

3. Promote healthy lifestyles by enhancing opportunities for physical activity, healthy eating, and sustainable living.

4. Support transportation improvements that allow and encourage more residents, workers, and visitors to walk, bike, or use transit.

5. Build a thriving innovation-based economy that creates new jobs and welcomes businesses and entrepreneurship'

6. Provide a range of housing choices to ensure Folsom is a community for all generations, where children can grow, raise families, and age in place.

7. Signif,T arrival into Folsom by enhancing the major entryways into the com m unity with context-appropriate solutions including landscapi ng, public art, and design that strengthens Folsom's unique identity'

8. Commit to high-qualitY design.
g. Preserve and enhance Folsom's small-town charm by ensuring Folsom remains a safe, attractive, family-friendly community with social gathering places where neighbors can meet and interact. 1 .2.2 Community Advisory Committee
The City Council appointed and sanctioned a Citizen's Advisory committee (cAC) on August 22,2023.|t was comprised of 19 stakeholders representi ng economic development, local business, property owners, residents, recreation, transportation, mobility, tourism, and education/ student advisors to review, comment, and make recommendations to city staff, the consultant team and the City Council regarding the Vision Plan priorities, concepts, designs, etc. The CAC was an integral part of the vision planning effort and played an important advisory role to the planning team through the vision planning process; this included working with the CAC at key milestones i.e. cAC Meetings for which they met seven times from October 2023 with final recommendations in October 2024. 4 i;fL),,:ri,,i,:[\iil?,t,l_ iijsi\iES! .]i!r;ilaT\Iitia\l ir1./iri.i i6i:ii,t,,s,.t-)'Page 789 11/12/2024 Item No.22.

Key recommendations from the CAC are summarized below
Land Use
Consider one or more strategies for hospitality/hotel.

Encourage food hall, incubator restaurants, rooftop bars, beer gardens or distilleries. Zoning Code may need to be amended.

Post office should be relocated and DMV center is ripe for redevelopment.

Expansion of sports amenities, temporary or permanent
improvements to Lembi such as street soccer and/or sand volleyball.

Consider district-wide mid century theme, "retro" like South Congress Austin or Santa Barbara's Funk Zone.

Support conversion of large parking areas for housing and to accommodate people for events. Consider farmers market in large parking areas.

Allow retro pylon signs and consider deveoping a sign park as a tourist attraction. Vision Plan can direct change to the zoning code to allow neon/retro signs which may not currently be allowed in the city Provide a transition between future multifamily and existing residential uses.

Placemaking
For distinct district lighting to be impactful, it must be part of a comprehensive landscape plan.

Gateways should be at three major locations (East Bidwell/Riley, overcrossing at Blue Ravine, south entry at Glenn Drive).

Public art - like placing a heart of Folsom.

Riley Street needs to be improved between the Middle School past Lembi Park for safety purposes.

Safety of kids crossing busy intersections is critical. Provide enhanced cross walks.
lncentives ior streetscape, bike racks.
lmprove pedestrian and bicycle environment.

Like idea of breaking up large block between Sutter Middle and Glenn Drive with pedestrian and/or future vehicle connection' For roundabouts make sure accessibiliry improvements are considered for safe pedestrian and bicycle crossing.

Potential pedestrian paseo to provide connection between E.

Bidwell Street and Riley Street.

Reciprocal access agreements should happen sooner rather than later, consolidation of driveways. improve flow' Help with circulation between businesses.

Beautification is critical for sidewalks, landscaping and pedestrians East Bidwell needs better traffic flow, connected sidewalks, landscaping and lighting for pedestrian safety and access' Consider reduction of width of lanes to allow bike lanes' Remove obstructions in sidewalks (utility boxes/poles in the middle of the sidewalk).
lnstall pedestrian safety measures flashing lights, signage' During construction of roadway and intersection improvements, small business accessibility should be taken into consideration.

Consider ways to reduce scale and improve circulation within large blocks.
ln considering public gathering spaces think of teens to college students who need a place to gather with free wifi.

For roundabout median features, consider a community art project or competitions to create interest and lower costs. Landscaping should be drought tolerant and low maintenance.

For landscaping in the district green and shade are important with continuity throughout the district and not disconnected.lmprove landscape in both right of way and frontages of private property. lnclude both grants and incetrtives for property owners.

Lighting standards should be unique in the district to improve aesthetics, allow for banners, improve safety, but also pay attention to light pollution so that light is not directed up.

Consider themed banners, themed light poles. cohesive colors/ logos so folks know when they are entering the District.

Mobility
Wayfinding
Fi):.i r,r i :l.j ln:i, lli_r;iIra!., l)11;rif - '/r:iillrl Lrl ai\ 5 NiQ"+,lt

11/12/2024 Item No.22.

1.3 List of Previous Plans / Studies / Documents
A number of studies have been conducted in the past decade to aid the overall planning and development of the City of Folsom. These include:
i Folsom Strategic Plan March 28,2023
2 Folsom General Plan 2035 Adopted August 28;
Amended August, 2021
;
:
i East Bidwell Street Complete Street
i Corridor Plan by Kimley Horn February 13,2015
'1
3 7
8 4 Active Transportation Plan
Framework for Objective Standards,
r
: by Opticos Design lnc.
,
5 Spring, 2022, by the
City of Folsom
September 2023
ULI Advisory Services Panel Report
- Folsom and Sacramento County,
California
2035 General Plan Amendments for
lncreased Residential Capacity Draft
Supplemental EIR
Table 1 | List of previous studies
, November,2022
April2O24
I |t .\, ,r. r'
Figure3 | Previousstudies-collage
(( f ost Bidwell Street \ ..\\
,1' //
H

ADVISORY SERVICES PANEL

BRIEFING BOOK
Alatilao t lt1rtiqi Aie\g tann \ciar [otddat!
SACOG
th
Nitii,r,*.:,lt
Date PubLishedStudy
6 la,-Si:r .,i i:i! -:ii1;r- l,.ii' ili:): ilil-::i, 'iid i.ri.r ,;-r:,i'., Page 791 11/12/2024 Item No.22.

1.4 Community Outreach

1.4.1 Community Outreach Overview
The consultant team hosted various public engagement events and activities online and in person. These outreach efforts informed the community about the plan and gathered community input on a variety of topics focused on the existing conditions and revitalization efforts of the Folsom Business District.

The community engagement methods consisted of an online questionnaire, social media posts, Constant Contact email blasts, flyers with QR codes, City weekly newsletter articles, project website updates, and pop-up activities/ tabling events at various businesses in the area.

Figure 4 | Advertisement Questionnaire
Figure 5 | Building Community Awareness: Interactions with the community tNFcir-sorr
39o/o
work in
Folsom
9Oo/o
live in
Folsom
821
participants

SURVEY STATISTICS
The City of Folsom Central Business District
Revitalization SurveY
December 12to December 31st, 2023

TAKE OUR

COTNMUNITY

OUESTIONNAIRE
On Folsom's Central
Business District
The City of Folsom wants to hear from you
regarding the Centra[ Business District
revitalization efforts.

DISTINCTIVE BY NATURE
FOLSOl\{

CITY OF
I
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Take the questionnaire today
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Project Website: https://bit.ty/Fotsom-
Ce ntrat- Busin ess-District
7Page 792
11/12/2024 Item No.22.

Pop-Up Events
The consultant team organized numerous tabling events at prominent locations throughout the project area. On the morning of December 16, 2023, the team hosted two pop up events. One was located outside Karen's Bakery and another at the Historic Folsom Farmers Market. The purpose of these was to raise awareness about the Folsom Business District vision planning effort, to encourage participation with the online community questionnaire, receive feedback on the uses/amenities desired for the area and gather ideas on creating a unique identity or sense of place for the District. At the events, the team members talked with community members about the study and encouraged them to take the online survey and interact with project sticker boards. There were two interactive boards with questions from the survey. Participants answered questions by placing sticker dots on their preferred amenities. The consultant team members interacted with approximately 125 members of the community and 1 13 stickers were placed on the boards.

Figure 6 | Building Community Awareness: lnteractions with the community What uses/ amenities would you like to see expanded or
created in the project area?
Entertainment
urants 13
1 i Puotic gathering spaces 14
Public art 11
Play areas for children
I Housing options
Landscaping and green spaces 10
se buildings 5
Specialevents 2
Table 2 | Community SunreY Table '1
Targeted Social Posts
A sociol medio post wos distributed through several platforms, torgeting people living in the City of Folsom. lt provided informotion on the project qnd tink to the survey. The post ron for q week during the survey activotion, reoching 5,228 Focebook users ond engaging 712 people with the post.
4 3
4 8 i,-,]-cat-iir,i-lir. :,.,tfiir.!ii t):i-iiial i,r!r1\l i:ri.,rr.l Preferred Amenities No. of input
stickers
N!r!i.t'qqyPage 793
11/12/2024 Item No.22.

Preferred Destinations No. of input
stickers
What ideas could support the area as a'destination'with a unique identity and'sense of place'?
Create Civic Center or "hearf'of the area 2
Enhance public art 5
Online Questionnaire
One of the first community outreach activities consisted of an online community questionnaire, hosted on the Cit/s project website in December of 2023. The questionnaire was made available to the community from December 12th to December 31", and had a total of 821 participants .9oo/o of participants were residents of Folsom, and every age demographic was represented in the input collected and consisted of 14 questions exploring desired improvements within the Central Business District, as well as specific concepts related to housing, mobility, and other amenities.

1.4.2 What does the Community want?
The community weighed in on various topics including what they liked most about the project area, the uses and amenities they would like to see and what they would like to see changed or removed. Some of the findings included mobility improvements, creating a sense of identity in the area, and adding more landscaped green spaces. Participants were also asked the main reasons they visit the Central Business District. The top three reasons, were for dining and shopping, personal services (bank, salon, etc,) and recreation. Similarly, the top three things they most liked about the area were retail shopping, indoor entertainment and outdoor recreation/ entertainment. There are some gaps in the amenities that the community wanted to improve. These included enhanced landscaping, additional restaurants,and more opportunities and variety of entertainment. The community also voted on what housing options appealed most to them.

Townhouses, single-family housing, condominiums and senior housing were among the top types of housing most wanted in the area. Mobility improvements were also a popular topic among the participants and included continuous sidewalks, enhanced traffic calming reduced cut- through traffic, and better street and pathway lighting. Last of all, the community gave their input on what ideas could support the area as a destination with a unique identity. The top choices were to create a themed urban landscape that celebrates Folsom's identity, create a civic center or 'heart' of the area, and create more community events for all ages.

Themed urban landscape
Community events
13 10
6 : Local artisan/craft establishments 7
Flea Markets
Pop-up food courts 3
Tournaments 0
Table 3 | Community Survey Table 2
i Flyer Delivery
As part of the effort to educote ond inform business owners ond employees about the project gools, the consultant visited 50 businesses within the Central Business District proiect drea. At each location, the teom members gove an overview ofthe projectto business representotives, leoving behind survey flyers snd comment cards. The site visit oimed to get constituents who directly work in or own o business in the Centrol Business District to porticipote in the questionnoire ond provide input.
:it::>i.liii /-ii',:'i:lr,t ltl:!ifl:<:i rli!ii:r1:T !.::ir-i\l i:: .l\\ glNlrQrq.tll Page 794 11/12/2024 Item No.22.

11/12/2024 Item No.22.

11/12/2024 Item No.22.

2.1 Vision Statement for the District
Consistent with the General Plan, the vision for the District is:

A unique and vibrant destination Distri
that is economically sustainable with
events, entertainment, art, and mix of
uses including mobility enhancements
to support safety, traffic flow, and all
modes of travel.

Key areas of focus include:
. Retain existing businesses and provide space for new
enterprises within the District;
. Provide safe, accessible and efficient traffic flow through the area by integrating proven and innovative traffic management strategies;
. Consider planning strategies to provide equity/ equality/ accessibility to a wide range of visitors, guests, and residents; . Make the area safe and inclusive for public activities throughout the day (and night) by providing best-in-class public space design through landscape, lighting and wayfinding and signage.

Wiilir.q.:.)tPage 797
11/12/2024 Item No.22.

2.2 Guiding Principles for the District
Susta i nable Revita I ization:

Support the redevelopment, revitalization, and
economic activation of the District.
. Promote development and redevelopment of vacant and
underutilized space, including a vibrant mix of residential, retail, entertainment, office, civic, and mixed uses.
. Support business retention, entrepreneurship, and attract new innovative business opportunities to create jobs, support the local economy and increase the tax base.
. Enhance and create partnerships and collaboration between residents, property and business owners, City officials, policy makers and developers to ensure a collective vision for the growth of the District is carried out.

Destination Oriented:

Develop the District into a thriving destination for
living, working, shopping, and recreation.
. Promote the creation of a variety of unique, attractive, and vibrant memorable social destinations for all (civic events, plazas, sports fields, amphitheater, parks) while enhancing the existing attractions.
. Promote a variety of well-designed public and private open spaces that will encourage the local community and visitors to stay and explore the District.
. Broaden and enhance the mix of services, shopping, dining, and entertainment opportunities and experiences.
v:..-
FOI-34t4 a:NrRAr'jU!lhlEii llL!TqiCr Vl:1C['j r-1-''\r\'j 13Page 798 11/12/2024 Item No.22.

M ultimodal Connectivity:

Expand and advance accessible transportation for all
residents and visitors.
. Establish a family-friendly, pedestrian and bicycle-oriented district that provides a convenient and safe mobility network for all ages and abilities.
. Encourage a transportation network with more connections throughout the District with dedicated and integrated facilities for pedestrians, birycles, vehicles, micro-mobility, and transit (such as a trolley).
. Design a transportation network that incorporates traffic calming techniques prioritizing pedestrian and bicycle safety.

I d e ntity I Place m a ki ng:

Create public spaces that support a vibrant social life and foster a sense of communitY.
. Design a district that reflects the heritage/ culture of Folsom embracing its diverse population and creates the 'heart of the community'.
' lncorporate placemaking done in collaboration with residents that includes gateway monuments, public art, and wayfinding to create a sense of arrival in the District.
' Create an attractive and appealing aesthetic environment with landscaping and well-designed architecture that offers residents and visitors an enjoyable experience.
14 FCi-!OM CINl"1"nAi i]UglNe55 il{S-i'llCr ViSltf \L PLAIr N i'0.1,*tt)fPage 799 11/12/2024 Item No.22.

Housing:

Encourage high quality housing that supports a
variety of incomes, market preferences, households,
and ages.
. Meet the residential needs with an attractive mix or residential types and attract new residents that can support sustainable economic and social benefits.
. Support a wide variety of affordable housing products for young professionals, young families, aging seniors, empty nesters, and members of the local workforce.
. Encourage development of new infill housing to include amenities such as well shaded shared use paths and private open space. f(:
i,
Fl!'rit,q.:lt
i:i]i:jai,/i a;irj"1.1,. - i,_,i;irl!!5 i) !;rlalrr'tilit\ r' "..r.\r 1SPage 800 11/12/2024 Item No.22.

11/12/2024 Item No.22.

11/12/2024 Item No.22.

3.1 Existing Conditions

3.1.1 Study Purpose
BAE (Bay Area Economics) prepared a market analysis in July 2024.fhe analysis indicates that E-commerce has disrupted the retail sector, resulting in the need for less physical space and more efficient use of existing space.

The Central Business District retains large parking fields and reliance on the automobile; a retail model of the past. The BAE report indicates that only the most compelling sites will be attractive to retail developers and tenants. Therefore, it will be initially important to define how and where to build new retail space in the District.

This study includes an evaluation of potential demand for new residential, retail, office, and hotel uses. Key findings from the market study and the resulting implications for the Vision Plan are as follows.

3.1.2 Key Findings ond lmplicqtions
Demographic and Economic Findings and lmplications
. The City of Folsom added approximately 16,000 residents between 2010 and 2023, growing to a total of 88,139 people. This growth outpaced the rate of growth in Sacramento County and the Sacramento MSA overall, which both grew moderately over the same time period.
. Household size across Folsom, Sacramento County, and the MSA remained mostly steady between 2010 and 2023. As of 2023, the average household size in Folsom was2.64 persons per household, slightly smaller than the Sacramento County and MSA household sizes of 2.74 and 2.70 persons per household, respectively' . Demographic experts expect the City and region to continue to grow in population. The City's estimation of its housing capacity in its Housing Element suggests that its population could grow by approximately 22,000 by 2029. Many forecasts for the City and county are problematic or unreliable due to reliance on top- down models or outdated base year data. The Folsom Plan Area will significantly contribute to this growth by establishing a new community on 3,520 acres south of U.S, Highway 50.

Table 4 | Population and households(2010^2023)
The City has a large population of parent-aged adults (35-64) and children (under age 18), comprising an estimated 65 percent of the total population of Folsom. Many families are raising children in Folsom, which can shape consumer preferences towards family- oriented retail and experiences.

The City is predominantly Non-Hispanic White but has grown increasingly diverse over the last decade. Folsom's household population is 56 percent Non-Hispanic White, but since 2010 the Non-Hispanic Asian household population has more than doubled and the Hispanic/Latino population grew by over 60 percent.

Overall, the City is home to an extremely well-educated labor force. ln Folsom, 97 percent of the population over the age of 25 years graduated from high school, while 62 percent have at least a bachelor's degree and 27 percent have a graduate degree.

The City's households have a higher median income compared to Sacramento County and the Sacramento MSA. Folsom's median household income was estimated to be just under $138,000, compared to $83,000 in Sacramento County and $88,000 in the Sacramento MSA.

The City has a high rate of homeownership that supports community stability and spending on home goods and services' Overall, the City has an estimated 71o/o of householders that own their home, higher than that in both Sacramento County and the Sacramento MSA.

Pogul6don
city of Folsom
Cily ot Fdsom 6x6r.rdrng gtbup quarters (a)
SacEmenlo County
SecBmento MSA (bI
Houtrhfis
City of Folsom
Saclamenio County
SacEmento MSA (bl
Averaqe Household size
Cily ol Foteom
Secmmetrto Counly
Sacramenlo MSA {b}
tlra!9!.?9L0-29?1-
ilumber Percrnt

15.976 22.10h

16.914 25.9%
195.983 ',r3.E%
299.680 13.9%
Ghsnse, 20'10-2f2il
Numbcr Per$nt_*-?9!0 __ fi23

24.S25 31,1 15
513.945 570.145
787.607 890.070
20to

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1.418,788

2.149.127
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8t1.139
62,'117
1,614.rr1
2,448.813

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2010 2023

2.84 2.74

2.70 2.62
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Ni'r{t,sq,:rPage 803
11/12/2024 Item No.22.

The Manufacturing, Retail Trade, and Professional, Scientific and Technical Services industry sectors play a large role in Folsom's economy and together account for 45 percent of the total jobs in the City. The largest employers in the City are lntel, Merry Hospital, Kaiser, the California State Prison, PowerSchool, Verizon Wireless, and the City of Folsom.

The majority of those who work in the City of Folsom commute from outside the City. Folsom residents make up 38 percent of the Cit/s workers, while 62 percent commute from outside of Folsom, suggesting that any new residential development could be attractive to people seeking to live closer to work'
Households in Folsom spend an average of $50,000 a year in select retail categories, approximately 50 percent more than the average US household. There is a strong consumer base in the City, but the District retailers are competing with e-commerce and other commercial Districts for spending.

According to Esri's Tapestry system, 80 percent of households in Folsom are part of The 'Affluent Estates," "Upscale Avenues," and "Family Landscape" LifeMode groups. These are generally higher- income and well-educated families with school-aged children that spend money on technology, cars, home goods, and family- oriented purchases.

Other Non-
Hispanic
8%
Non-
Hispanic
Black
ZVo
129t
FigureT I Population by ethnicity in the City of Folsom, 2023 Spending Patterns in Folsom
Folsom households spend neorly $50,000 onnually on retail goods and services*
. Top 5 spending categories:
' #1: Food at Home = $332M
. #2: Entertainment & Recreotion = $192M
. #3:Food Away from Home = $190M
. #4: Household Furnishings & Equipment = $92M
. #5: HousekeepingSupPlies= $46M
*Excludes spending on housing, heolth care, insuronce, transpaftotion & travel, financiol services.
:CtiCl,1 Ci:l''lrRAL llUSli'.iESS DlSrRli-i tr'i!iCl\i !-LAl\'l 19 I lor-r-
t-lispanic
Wlrite
tAo.:
l,lon-
Hispanic:

Astan
aall r^
i3 , !
Eir{.r,*rt,.l

11/12/2024 Item No.22.

3.r.3 Retoil Morket Findings ond lmplicotions
Population growth in general will generate new retail spending power that can potentially be captured in the District. Each new affluent household willgenerate approximately $50,000 in retail spending power. Attracting additional residents to the District may be critical for attracting new retailers to the site, and therefore early phases of implementation of the Vision Plan should actively consider residential development.

E-commerce is disrupting the retail sector, resulting in the need for less physical space and more efficient use of existing space. Given this environment, only the most compelling sites will be attractive to retail developers or retail tenants. As such, it is critically important to refine how and where to build new retail space within the District. Future initiatives should also explore how the Cit/s zoning code and development standards can be revised to better support the flexible demands of toda/s retailers'
The proposed new retail in the Folsom Plan Area includes "town center"-style retail development and a "Community Commercial" zoning designation intended to serve nearby residents. This new development could compete with the District redevelopment to attract shoppers and visitors. The District Vision Plan should take this into account and consider how to differentiate the District in a positive manner from the Folsom Plan Area.
2A i:ClSOll aIii]-iiAi, i]Lril"'iF!! )i!liifr \r!Sll\l r',a\ Ninrir'=.:),r FigureBlUrbanRetail

11/12/2024 Item No.22.

3.1.4 Office Morket Findings ond lmplicqtions
. Office tenants prefer physical settings that offer an 'urban'feel, even if situated in a suburban location. The completion of a walkable and amenity-rich mixed-use development project in the District will greatly improve the area's attractiveness as a potential office location.
. Currently, much of the existing large office space in Folsom is directly adjacent to or near Highway 50. while the District is further from the highway and doesn't offer the same level of regional visibility. lnstead, the District could be home to local-serving businesses and co-working spaces for self-employed and remote workers.
. The office vacancy rate in the District is lower than that of the City as a whole, indicating that there could be demand for additional office space in the redeveloped District.
. The proposed large-scale development in the Folsom Plan Area includes retail, industrial park and office, adding almost 8'000 jobs to the area. This new development could compete with the District redevelopment to attract new employers. The District Vision Plan should take this into account and consider how to differentiate the District from the Folsom Plan Area.

Figure 9 | Office Market findings and implications
it,^lt.or_s()tl Page 806
11/12/2024 Item No.22.

3.r.5 Residentiol Morket Findings ond lmplicotions
Although the majority of all housing units in Folsom are single- family homes, the City also has a sizeable inventory of multifamily housing units. Of the 32,083 housing units in Folsom approximately 74 percent are single-family units while 26 percent are multifamily u nits.

Median home sales prices in Folsom are significantly higher than in Sacramento County, indicating demand for living irr the City as well as a strong consumer base.

Providing a range of housing types in the District at a mix of price points, including multifamily rental housing, condominiums, and townhomes, could address demand from various segments of the community, including seniors seeking to downsize but desiring to stay in Folsom.

Attracting market-rate residential development to the District is likely to require implementing placemaking strategies to complement residential uses, creating a sense of community, and provide dining and entertainment for new residents' Much of the planned development in Folsom is concentrated along Highway 50 and in the Folsom Plan Area, so the DistrictVision Plan should consider ways to create a distinct identity for the District.

The District offers a large site with the potential for a mix of uses that can create a sense of place with a mix of complementary uses that will support demand for new residential development. istri ct
NtQtr",qt.r';l
Figure'10 | Bird's eye view of some of the properties in the Central Business D

11/12/2024 Item No.22.

3.r.6 Hotel Mqrket Findings ond lmplicotions
Folsom currently serves primarily as an upscale hotel market with some business travel. Ensuring that the Central Business District includes a mix of uses and amenities could be critical to attracting new operators in the District.

The redeveloped Central Business District could include leisure- focused hotel uses for travelers visiting residents.

Hotels in Folsom may seek to increase leisure travel stays in part by enhancing connections with local and regional attractions and experience-focused stays.

One market with potential would be families and teams
participating in regional sports events in Lembi Park. A hotel would support sports toursim for both current activities and potential' expanded activities in the park.

FiBure '1 '1 | Boutique Hotel with architectural character f :r_Sll,,/ a:i\.'i.li l t,lill,iirti!. :rai -i:fiii-'i- r|rinNl : l-Al. 23 ffiiqt.q.ll:l

11/12/2024 Item No.22.

3.2 Transformative ldeas/Key Opportunities for lmprovement Folsom's Central Business District ("District") is a business community, offering a broad and diverse range of restaurants, small businesses, and regional and national retailers. lts central location makes it convenient for Folsom residents. With a highly educated and affluent trade area, the District has enjoyed low vacancy rates and strong demand for retail space.

However, along with its many successes, the District faces challenges' The City's overall inflation-adjusted taxable retail sales have been flat over the past few years, and the retail sector has experienced disruption due to the rise of e-commerce and the recent COVID-19 pandemic'
The District lacks a cohesive sense of place and many of its retail centers, while occupied and active, do not offer a unique experience or reason to linger. The Folsom Historic District and Palladio compete for consumers.

Potential new retail competition is likelywith the development of new community and regional commercial uses in the Folsom Plan Area (south of Highway 50).
lnspired by Folsom's S-Year Strategic Plan, this section of the Vision Plan presents a set of ideas and a roadmap to realize five primary revitalization and economic development goals for the District, as shown in Figure

12. First, it identifies strategies and actions designed to support existing businesses. Second, it sets forth strategic actions to help promote the District as an attractive place to shop and do business. The third goal is to engage in place-making and enhance quality of life -what it takes to retain and attract new business and talented employees in today's competitive economy which in turn creates new business opportunities. The fourth goal is creating new business opportunities in the District, and the fifth is enhancing fiscal sustainability.

These transformative ideas are discussed in subsequent chapters of the vision plan with corresponding strategies and actions.

Figure 12 | District Revitalization and Economic Development Goals 24 FOiiOh,t Cf \inAr- irtjjilj[5_i l)l5TnlCT i,'151,:]\i PLAri iE t.ri,r,*.,.5t Create New
Business
Opportunities
Boost Place-
Making &
Quality of
Life
Promote the
District
Support
Existing
Businesses
Enhance
l-rsca I
Susta ina bility

11/12/2024 Item No.22.

3.3 lmplementation Strategies/Recommended Actions
This section of the Vision Plan presents initiatives and direct actions the City can take to transform the Districfs image and economic performance to benefit businesses, property owners, and the Cit/s residents, workers, and visitors. Several additional actions related to the economic development goals are listed in the land use, mobility and access, and placemaking chapters of this plan.
) g.S.r Partners with Economic Development
Organizations
Continue partnerships with regional and local economic
development organizations to keep them informed of potential new business opPortunities.
) E.Z.ZPartner to Market and Promote the District
Collaborate with commercial real estate brokers to prepare marketing materials focused on the Districfs brand, amenities, trade area, and City incentives to promote the District to new retail, entertainment and hospitality businesses.
) S.g.S Encourage Encourage/lncentivize Strategic
Transformation
Encourage acquisitions, land assembly, partnerships, incentives, and/or investments in improvements to public and private property in the District to enhance key assets/opportunities.
) z.g.aEncourage Develop an Action Plan to Ensure
lmplementation of the Vision Plan
The Action Plan should identify measurable goals and milestones, establish annual review/monitoring and reporting by dedicated staff, and engage City Council in setting funding priorities as appropriate.
rotSOlr crhi"rRAL 3LjSiN[s5 L-rlSiRiC'i VlSiOh] Pl_AN 25Page 810 11/12/2024 Item No.22.

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Landuse
Existing land use designations provide the framework for development that regulates the types, location, and level of development. Land uses are established by the General Plan and Zoning Code. Nothing in this Vision Plan changes the land use designations and no specific development is proposed at this time. The purpose of the Vision Plan is to ensure future development and public investment support the vitality and vision of the District. As development is proposed in the future, this document will be a tool to help guide the development community, businesses and city. Concepts introduced may require flexibiliry and refinement moving forward as part of land use entitlements and environmental review.

This Vision Plan will be implemented through a combination of public and private investment, with many components potentially eligible for grant funding. Funding will be required for both capital improvements and ongoing operation and maintenance. Roadway and utility improvements will be funded by the city's capital lmprovement Program (clP). District improvements could be funded by private development, or funding mechanisms such as a lighting and landscape district or Business lmprovement District (B.l.D), etc.

4.1 Existing Conditions
city of Folsom's 2035 General Plan and Folsom Plan Area specific Plan (FPASP) Amendments
ln response to state housing requirements and consistent with City Council direction, the city recently made amendments to the city of Folsom 2035 General Plan and Zoning Code. To increase housing capacity for mixed-use, multi-family, and affordable development in three targeted areas of the city. These areas include the East Bidwell Street corridor (includes Central Business District), the transit priority areas around the Glenn and lron Point light rail stations, and the Folsom Town Center area'
The amendments create capacity for up to 6,046 additional residential units in the city to meet the goals for the state's housing element requirements.

By increasing capacity in targeted areas, the city will maintain an adequate supply of land for multi-family housing without rezoning land in established residential neighborhoods. The types of housing that are identified as multi-family housing are any housing with more than two units including apartments, condominiums, and townhomes. Residential mixed-use development is office space or retail with housing located above, adjacent to, or attached to it.

The initial impetus for these General Plan amendments came from the Targeted Mixed-use and Multi-family Housing Study prepared by Opticos Design, lnc., which focused on a market feasibility analysis of and appropriate designs for higher density residential and residential mixed-use development in the identified targeted areas' Based on these recommendations, community input, and City Council direction, results from the study formed the basis in identiffing the development assumptions and determining the appropriate development standards associated with the amendments to the citys 2035 General Plan, FPASP, and Zoning Code.
r.:r,*!ai?i af l'11,1'i i':ull\r:!q liS.'ira"i 1''r{l''r\ i:,.1\l ZgPage 814
11/12/2024 Item No.22.

4.2 Transformative ldeas/Key Opportunities for lmprovement District Development Strategies
The transformation of Folsom's Central Business District from a car-centric series of large strip malls to a pedestrian and bike-friendly live-work-play destination will be a process of incremental change that will take place over many years. The first signs of transformation will likely occur in the public realm on City-owned property and public rights of way.

Private development will follow and could vary widely in both its form and location within the District. The Citywill need to be strategic in how it incentivizes private investment such that all new development contributes to a comprehensive, long-term vision for the District. The following sections provide a more detailed description of this sequenced approach. 30 FO r,!a !,,1 ai\l rirAi'll-i5i i.l [1:; l] iSrP I C"i'v'i5 i (L] \i ir i,Ar'i lNir{r,*.lllPage 815 11/12/2024 Item No.22.
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11/12/2024 Item No.22.

4.2.1 Capitalize on Lembi Pank
Lembi Park is the single largest city-owned
asset within the Central Business District. lt is
approximately 36-acres of public open space at
the heart of the Riley Street/East Bidwell Street
corridor. lf leveraged properly, the park's scale
and location could dramatically impact the
character of the District.

Lembi park is also the City's most heavily used
park and is used by a large number of people
with informal and formal programmed activities
including soccer, baseball, softball and pickleball,
as well as aquatics. These uses host local/regional
and national tournaments and swim meets at this
location. ln addition, community events occur at
the park. While these uses bring folks to Folsom
in the thousands each year, the Central Business
District is not necessarily maximizing capture
of tourist dollars. The City in conjunction with
appropriate consultant experts should look for
ways to improve connectivity and marketing to
take advantage of this important resource and
draw visitors into the Central Business District.

Some of the most iconic public parks in cities
across the country have become successful
urban spaces due to their effective management
(often by a local non-profit or third party), diverse
programming, and community engagement.
'|
I
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Figirre 14 1 lerlbi Park as il is today
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NS6r-souPage 817
11/12/2024 Item No.22.

4.2.2 lmprove Connectivity between Lembi Park and the District The next most important city-owned asset(s)
within the District are the public streets and
intersections. The intersections along Riley Street
at Glenn Drive, Wales Drive, and Orchard Drive
should be considered vital links between a more
vibrant Lembi Park and the future destination
retail experiences within the Central Business
District. The connection between the park and
the District should be so seamless and effortless
that one could not imagine visiting one and not
the other. Placemaking solutions such as district-
specific gateways, unique crosswalk markings,
and branded lighting/wayfinding would all
reinforce the identity of the District as well as
enhance pedestrian connectivity to the park.

Similarly, the public streets Glenn Drive, Wales
Drive, and Orchard Drive are important links
between Lembi Park and the surrounding
neighborhoods on either side of the Riley StreeV
East Bidwell Street corridor. These streets should
be so bicycle and family-friendly that residents
prefer to walk and bike than drive to the District.

A modest reduction in vehicular travel lane
widths has been proven to significantly reduce
automobile accidents. By simply re-allocati ng
space within existing right of ways at Glenn
Drive, Wales Drive, and Orchard Drive from wide
vehicular lanes to dedicated bike lanes and/
or more generous parkways/sidewalks, the City
could dramatically change the character and
quality of life within the District.

Enhanced Neighborhood
Connections
U nique Crosswalk Markings
Riley Street
Lembi Park
Figure 15 I Strategy to improve connection between Lembi Park and the District East Bidwell Street
o
:i'.lii,i..;i il\i rtr,i- 1;-_rlirJS'i9 !lrrfiiri; '!ri5ii\l )i i5 33 ffii rrt.;qlr Page 818
11/12/2024 Item No.22.

4.2.3 lncentivize Strategic Private Re/Development
The traditional strip malls that comprise the current Central Business District present a uniform and uninspired retail experience. The linear layouts, extensive parking lots, lack of pedestrian-friendly features or public gathering spaces fail to create the memorable destination experience necessary to compete with the nearby lifestyle centers and the convenience of online shopping.

However, by enhancing design aesthetics, improving walkability, i ncorporating mixed-use elements, u pgrading amenities, and foste ri ng community engagement, these strip malls can evolve into vibrant environments that benefit both businesses and visitors. To incentivize property owners to invest in placemaking and mixed-use redevelopment, a city can employ a variety of strategies:

1. Financial lncentives such as tax credits/deductions, grants/subsidies, low-interest loans, and reduced fees.

2. Regulatory lncentives such as expedited permitting and design/ planning assistance.

3. Partnership and Support Programs such as public-private partnersh i ps a nd ma rketing/bra nd i ng support'

4. Community and Design lncentives such as placemaking grants and recognition programs.

5. Long-term Benefits Support such as economic development incentives and long-term lease and revenue sharing.

Streamli ni ng Permitting
Overly restrictive permitted uses in the zoning code, inflexible development standqrds, and uncertoin building permitting process con often discourage investment by existing and new businesses. Folsom has o streqmlined permitting process for outdoor dining on City-owned property, but retoil uses on such as bors, toverns, breweries, wineries, live entertainment incidental to a bar ar restourdnt, bollrooms, and alcohol sales are subiect to minor conditionat use permits or conditional use permits, processing fees, depending on specific use, locqtion, and the commerciol/mixed use zoning designation.

Much of the District is within 500 feet of residential zones or 1,A00 feet from the Sutter Middle school which meons thot new businesses in these cotegories would be subiect to a conditional use permit thot goes before the P!anning Commission. The purpose of these regulations is well justified; they protect children ond limit noise ond troffic impocts to the odjacent neighborhoods. However, they can work against revitolizing the District by effectively limiting the range of retoilers and discouraging outdoor uses thot ore criticol for sustoining ond revitolizing the District's retail centers.
34 Ntiit'+sltPage 819
11/12/2024 Item No.22.

4.2.4 Near-term Private Re/Development Strategy
All new private development within the District
will require careful consideration of the City's
long-term vision and goals. As previously
mentioned, transforming the very large,
si ngle-p u rpose, car-centric developments into
smaller, more dynamic, pedestrian and bike-
frie nd ly envi ronme nts that i ntegrate resid ential, commercial, and public open space will be an
incremental process.

The addition of modest amounts of new outdoor
seating and small public gathering spaces will
en han ce existi ng reta i I frontages tre mendously.

Further reldevelopment of retail frontages
from single-sided strip malls to double-sided
open-air pedestrian malls or potentially new
internal streets would significantly improve the
walkability of these extremely large parcels. The
challenge and the goal will be to concentrate retail
storefronts a long d ense, a menity-rich shopp i ng
streets rather than parking lots at the core of the
parcels while consolidating parking in shared lots
and introducing housing at the edges of parcels.

Shared Parking Lots
Retail/Commercial
Residential
Riley Street
U nique Crosswalk Markings
Figure 1 6 | Strategy for near-term private reldevelopment forthe District Enhariced Neighborhood
Connections
POLSO\4 CEI{TRAL NUSINESS DISTRICT VISION PLAN 35Page 820 11/12/2024 Item No.22.

4.2.5 Long-term Private Re/Development Strategy
Concentrating retail and proposed public realm
along dense pedestrian malls and/or new internal
streets and strategically locating shared parking
lots at parcel edges will also achieve two other
important outcomes.

First, disadvantaged retail spaces further from
the retail core and underutilized surface parking
lots become prime opportunity zones for new
residential developments.

Second, over time, as a thriving horizontal mixed-
use development emerges, property values
should increase to the point where structured
parking becomes feasible. lf carefully planned,
this would set the stage for long-term vertical
mixed-use development to occur precisely where
it makes the most sense - along East Bidwell
Street.

The higher traffic volumes supported by East
Bidwell Street and Riley Street make adjacent
parcels the ideal choice for the densest mixed-use
developments within the District.

Vertical Mixed Use.

Building
Rooftop Courtyard
East Bidwell Street
Residential Retail/Commercial
Riley Street
Enhanced Neighborhood
Connections
36 " {) t-!,:) iJr f ;i'iri.'Al, rliji i I r!'j i,risTn l a-i \l15ic i'.i ir r-ANl Figure 17 I Strategy for long-term private Re/Development for the District

11/12/2024 Item No.22.

4.2.6 Big Box Retail RedeveloPment
While incremental infill and selective
redevelopment may be the most feasible
approach to transformation of smaller parcels
within the District, the larger big-box parcels
present a very different opportunity.

For the past decade, big box retailers have
suffered dwindling sales, bankruptcies, and store
closures. Demolished square footage of vacant
big box stores and malls continues to climb at
an unprecedented rate. These large parcels,
covered mostly in surface parking lots and
relatively inexpensive buildings, lend themselves
to larger, more comprehensive live-work-play
neigh borhood developments.

Each of the big box retail parcels within the
Central Business District holds this potential. Any
one of them could be completely re-imagined as
a thoughtfully branded mixed-use development
arranged around a central public open space
with low-rise residential at parcel edges adjacent
to existing single-family residential and denser
mid-rise residential over retail/structu red parking
at parcel edges adjacent to high-volume arterial
streets.

Vertical Mixed Use
Building
Rooftop Courtyard
Neighborhood Park
East Bidwell Street
Residential
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Figure 18 I Strategy for Big-box Retail Redevelopment

11/12/2024 Item No.22.

4.3 Examples/Successful Case Studies/Transformative ldeas Several project case studies and scale comparisons from the following three development typologies were discussed in CAC meeting #2. . Open-Air Pedestrian Mall
. Horizontal Mixed-Use
. Vertical Mixed-Use
Below is a recap of the material presented.

4.3.1 Open Air Pedestrian Environment
An open-air pedestrian mall is a designated area within a commercial district where the streets are closed to vehicular traffic and designed for pedestrian use only. These malls are lined with shops, restaurants, and other commercial establishments, and they include amenities such as benches, landscaping, publlc art, and entertainment spaces to create a welcoming environment for visitors. They offer a much more vibrant, attractive, and community-oriented alternative to traditional single-sided strip malls, benefiting both businesses and visitors through increased foot traffic, aesthetic appeal, environmental benefits, economic gains, and enhanced cultural engagement.
. Modest renovations at retail frontage can transform a traditional strip mall into a vibrant destination
. Amenities and small gathering spaces build community and create a sense of place
Figure 1 9 | Open-air pedeslrian environnlents with abundant green space and retail opportunities
Ni:f,t,qqtltPage 823
11/12/2024 Item No.22.

4.3.1.1 Vineyards at Porter Ranch
neyards at Porter RanchFigure 20 | Variety of spaces and placemaking elements make up a very engaging outdoor pedestrian environmeht at Vi FOTSO\I CTNTRAL BUSINESS DISIR|CT VISION PLAN 39Page 824 11/12/2024 Item No.22.
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11/12/2024 Item No.22.
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Case Study
Folsom Pro ect Site
Figure22 | Scale Comparison
FOLSON/ CTNTRAL BUSINFSS DISIRICT VISION pLAN
41Page 826
11/12/2024 Item No.22.

4.3.2 Horizontal Mixed Use
Horizontal mixed-use development refers to a type of urban planning where different types of land uses - in this case commercial and residential, are arranged adjacent to each other rather than stacked vertically within a single building. Many of the parcels that make up the Folsom Central Business District are currentlyvery large and inefficient.

A pattern of horizontal mixed use will take shape by concentrating retail and public realm along dense pedestrian malls and/or new internal streets at the core and replacing disadvantaged retail spaces and underutilized surface parking lots with residential development at the edges. This development pattern will provide economic diversity, increased foot traffic, enhanced quality of life, environmental benefits'
. New residential development addresses the need for additional housing and increases foot traffic
. Dense retail cores and shared parking lots improve land use and enhance the pedestrian experience
42 ;,:.:,iair.'l :i1,,'il.i\r.:l!ril:l:-5r: ;lr:f iril-'i r'.i iiri-ri!.i :i:-i.r!:

Figure 23 | Horizontal mixed use

11/12/2024 Item No.22.

4.3.2.1 Fourth Street in Berkeley, CA
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Figute24 l Outdoorseatir-rgforeateries,plaza,richsidewalklil'eatFourthStreet,Berkeley,CA WtQt-q.2ll
Figure 25 I Integration ol'landscape and urban Iife on sidewalks and outdoor spaces 43Page 828
11/12/2024 Item No.22.

Plqn: Fourth Street, Berkeley, CA
Figure 26 | Site Plan
Shared
Parking
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Parking Lot
Fourth Street
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44 FOLSOM CFNTRAL BUSINESS DISTRICT VIsION PtA.N Page 829 11/12/2024 Item No.22.

Scole Comporison: Fourth Street in BerkeleY,CA
Case Stu
Folsom Pro ect Site
or o
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45 Ftgure2T I Scale Comparison

11/12/2024 Item No.22.

4.3.2.2 Main Street Cupertino in Cupertino, CA
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Figr-rre 28 I Variety ol'outdoor spaces, with diiferent textures and landscape treatemerrls at Main Street, Cupertino, CA Wnp"*q,e.|.t46 Page 831
11/12/2024 Item No.22.
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11/12/2024 Item No.22.

Plqn: Moin Street, Cupertino, CA
Figure 29 | lllustrative Plan
48 FOLSOM CENIRAI- ilUSii'li:5S LriSTnlCT \'rl5iOi\l i'LAN Sul &
MyungRang SomiSomi
Philz Coffee
Oren! HummusHot Dog
Main Street Cupertino Lofts Leasing Office
lppudo Pressed Juicery
Original Facial BarThe
Level 2: BYD Electronics America Corp,
Cirrus Logic, Postman lnc.
; HaiDiLao Hotpot
Pelicana Chicken Orangetheory Fitness
Pizza My Heart
Bishop
Meet Fresh
Capezio
Howards Shoes
Meriwest
Golden Vision
85"C
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Alexander's
Steakhouse Koi Palace Lazy
Dog
TD Ameritrade
rmellino Alexander's
Main Street Cupertino
Lofts Leasing Office Pineapple
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l$lirir,"..t).rPage 833
11/12/2024 Item No.22.

Scqle Comporison: Mqin Street, Cupertino, CA
Case Study
Folsom Project Site
Figure 30 | Scale Comparison
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11/12/2024 Item No.22.

4.3.3 Vertical Mixed Use
Vertical mixed-use development refers to a type of urban planning where different land uses - in this case commercial, office, and residential - are integrated within a single building, typically stacked on different floors' For example, a building might have retail stores on the ground floor, offices on the middle floors, and residential apartments or condominiums on the upper floors. Vertical mixed-use developments also often rely on structured parking. Over time, as a thriving horizontal mixed-use development raises property values to the point where structured parking becomes feasible, vertical mixed-use development becomes possible.

Benefits of this development pattern include efficient use of land, increased convenience, economic vitality, aesthetic appeal, sustainability, and social benefits.
. Structured parking wrapped housing over retail maximizes land use and builds econornic resilience
. Vertical mixed-use supports larger public open spaces 50 i:Ci,5Olri f INTiiA'L i]i.iiiNtSS ll!'iRlii \i iSlCi\l ,rr-ni.'j Figure 31 | Examples of Vertical Mixed-Use development

11/12/2024 Item No.22.

4.3.3.1 Woodin Creek Village in Woodinville, WA
Figure 32 | Residerrtial buildingwith ground l'loor retail/conrrnercial and outdoor public art, landscape elenrents atWoodin CreekVillage, Woodinville, WA

11/12/2024 Item No.22.

Plqn: Woodin Creek Villoge, Woodville, CA
NE 1?Srd Street
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52 '"i..ilirl CEi.i;l-tt:r: :ri,j;11\ii:i! ili:.illri -i ii i;iii\j ir,/t,l'i trNiili1,,=.:ltPage 837 11/12/2024 Item No.22.

Scole Comporison: Woodin Creek Villoge, Woodville, CA
Case Study
Folsom Project Site
Figure 34 | Scale Comparison
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:i,iii 1:i allllil\i, i:r,irt,;:i l)i:irlii i rrr-1la'ri'. iLrlf', 53Page 838 11/12/2024 Item No.22.

4.4 lmplementation Strategies/Recommended Actions
I m plementation Strategies
To ensure the continued growth and vitality of the Central Business District, it is essential to implement strategic land use and concept design initiatives. These strategies will focus on enhancing the retail environment, supporting co-working spaces, and integrating new residential developments.

Folsom should build upon its existing retail diversity by retaining, expanding, and attracting new enterprises. A well-branded, physically refreshed, and improved District will serve as a magnet for additional businesses.

To create a more dynamic and appealing environment, the City can take proactive steps to facilitate permitting for tenant improvements, including outdoor seating and eventvenues, streamlined permitting processes to reduce bureaucratic hurdles to make it easier for businesses to make necessary improvements.

With the rise of remote work, many employees seek flexible co-working spaces that provide professional meeting areas and opportunities for interaction. Strategies to support co-working spaces include, integrating mu ltifamily residential developments. Adding new multifamily residential units in the District will bolster market support for co-working spaces and contribute to the area's overall vibrancy.

By implementing these strategic land use and concept design initiatives' Folsom can ensure the Central Business District remains a thriving, dynamic area. Enhancing retail offerings, facilitating tenant improvements, supporting co-working spaces, and integrating new residential developments will create a vibrant, sustainable community that attracts businesses and residents alike.

Reco m mend ations

4.4.1 Monitor vision plon progresy'implementotion.
lmplement the Vision Plan and monitor investment and
revitalization progress a nnually.

4.4.2Amend zoning stqndqrds ond Progress.

Consider establishing a District-wide overlay zone or special zoning standards applicable in the District for outdoor dining, events, and music with a streamlined permitting process for applicants with proposed activities in conformance with these standards' Once the overall standards are approved by the Planning Commission, then individual projects can be approved administratively.

Additionally consider zoning amendments to allow food hall, incubator restaurants, rooftop bars, beer gardens, or distilleries and hospitality/hotel uses in support of sports tourism. This could include a beer garden on public park site with flexible outdoor space for temporary recreational amenities (corn hole, portable pickle ball, skate area etc.) and/or semi-permanent areas for event space in large parking areas.

4.4.3 Pursue funding opportunities.

Work with District stakeholders and property owners to identify potential funding sources and incentives for revitalization and redevelopment.
54 hal,r!OM lLNr?Al_ lli_l5illEli! DiS-iRiC, \ii!iC\l Fi ait,i lNitii.l'rqrtPage 839 11/12/2024 Item No.22.

I +.q.+Consider Business lmprovement District.
lf there is sufficient stakeholder interest in a BID (Business lmprovement District), commission a BID feasibility study to fully engage District businesses and property owners and determine an initial scope of services. A BID is a defined area within which businesses would pay an additional tax or fee in order to fund projects within the District's boundaries. lt would allow local stakeholders to oversee and fund the maintenance, improvement and promotion of the commercial District in order to provide enhancements outside normal city maintenance activities. This could include things such as lighting, landscaping, banners, uniform Iight poles and seasonal banners, wayfinding, etc.

4.4.7 Creote new qrt instollotions in the District.

The City should work with the Arts Commission to explore art opportunities within the District. The art should play up a "Retro" theme and branding themes developed that are further defined by a Design/Branding firm or study. Possible funding of art could include a requirement for financial contributions from development led projects. The City should support initiatives to integrate public art within public open spaces.

4.4.8 Celebrote District history.

The City should leverage its existing historic resources and organizations to create a District History Telling initiative to feature education-oriented installations. Use these elements to support placemaking, branding and 'tell the story' of the District' Depictions may be in the form of murals for iconic city/District elements, history walls with milestone events, city founder commemorations, expressions of traditional annual/ seasonal events, etc.

4.4.9 Pursue relocotion of the Post Office.

The City should consider opportunities to redevelop the Post Office site and other prime opportunity sites centrally located in the District.
) 4.4.5 Pursue qdditionql sporting events.

Partner with the Visit Folsom to work with sports event organizers and sponsors to explore potential for partnerships with District businesses for post-game events. Expansion of sports amenities, temporary or permanent improvements to Lembi Park - such as street soccer, or sand volleyball or other measures particularly in off-season times of year to further bring folks into the District.

4.4.6 Creqte o District londscope plon/guide.

The City should commission a landscape and open space plan or guiding document for the District to guide and enhance the aesthetic beauty and branded experience of being in the District.

The plan should establish standards for public realm areas including streets, sidewalks, plazas, pathways, trails, pocket parks and rights of way. The plan can offer by example how private property owners can follow the city and apply brand supporting landscaping within their properties.
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11/12/2024 Item No.22.

11/12/2024 Item No.22.

11/12/2024 Item No.22.

5.1 Existing Conditions
The circulation system of the Central Business District (the District) is defined by two primary north-south transportation corrid6rs (East Bidwell Street and Riley Street) and three secondary, east-west corridors (Glenn Drive, Wales Drive and Orchard Drive). Each of these corridors represent opportunities to enhance walkability, access to transit and a safe environment for all transportation modes (vehicles, bicycles, pedestrians). Most transformational opportunities could occur within the public right-of-way but some frontage improvements and intersection traffic controls could require modifications to, or acquisition of, some limited amounts of private property, either along property frontages or at the corners of controlled intersections.

Transportation Corridors. Mobility in the District is provided by five transportation corridors. These corridors are depicted and described in detail below'

5.1.1 Typical Street Sections
East BidwellStreet
Blu, MT
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East Bidwell Street is a major arterial street that extends generally southward from Riley street and links the Districtto residentialand commercial centers further to the south, and ultimately intersects with US Highway 50 and terminates at the Capital Southeast Connector expressway. Within the District, East Bidwell Street typically has four travel lanes and a center turn lane, along with curb/gutter/sidewalk improvements within its 70 foot-wide right- of-way. lt carries approximately 18,500 vehicles daily with a posted speed limit of 35 miles per hour (MPH) and 85th percentile speeds of 38 mph.
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58 r-ii_SOiV i[\lTilAr, B'i]51\li:5! LllSrnlCr VlSiCi\i p!-Ai\l Page 843 11/12/2024 Item No.22.

Riley Street

R/W R/TY
Riley Street is a major arterial street that extends southward from the Rainbow Bridge in Folsom's Historic District and continues southward until it terminates at Oak Avenue Parkway. Within the District, Riley Street has four travel lanes, a center turn lane, on-street birycle la nes a nd cu rblgutte r/sidewa I k i m proveme nts within its 8O-foot-wide right-of-way. lt carries approximately 1 3,000 vehicles daily with a posted speed limit of 35 M PH and 85th percentile speeds of 39 MPH.

Glenn Drive extends eastward from Folsom Boulevard as a four-lane major arterial, but within the District it becomes a collector street comprised of one travel lane per direction, a center turn lane and curb/ gutte r/sidewa I k i m provem ents with i n a 60-foot-wide right-of-way. lt carries approximately 10,000 vehicles daily with a posted speed limit of 35 MPH and 85th percentile speeds of 34 MPH.

Wales Drive is a minor collector street that extends eastward from Riley Street to Natoma Street. Within the District it is comprised of tuo travel lanes, a center turn lane and curb/gutter/sidewalk improvements within a 60-foot-wide right-of-way. lt carries approximately 5,500 vehicles daily with a posted speed of 25 MPH and 85th percentile speeds of 30 MPH' -'- uII
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FOLSOi\4 CTIJIRAT gUSiNLSS I)IS-iR!CT Vi5IOi\] PLANi 59'5ll!rrir.",tlt Page 844 11/12/2024 Item No.22.

Orchard Drive
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Orchard Drive is a minor collector street that extends from Riley Street to East Bidwell Street. lt is comprised of two travel lanes, a center turn lane, on-street bike lanes, and curb/gutter/sidewalk improvements within a 58-foot-wide right-of-way. lt carries approximately 4,000 vehicles daily with a posted speed of 30 MPH and 85th percentile speeds of 32 MPH.

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Existing vehicle lane widths on all five corridors range from 1 1 feet to 16 feet. Vehicle lane widths on arterial and collector streets should ideally be no less than 1 1 feet due to higher vehicle speeds and the presence of larger vehicles such as commercial delivery trucks- t
1 rrli_qiij,:1\l i:r.:, ll1..r:ll.ii5q Ljl5'rlial- ;111i\ v'l-r\iri 60Page 845 11/12/2024 Item No.22.

5.1 .2 Bicycle/Pedestrian Facilities
Existing Sidewalks and Pedestrian
Barriers
The City of Folsom's Active Transportation Plan
(ATP) includes an assessment of all existing bicycle
and pedestrian facilities citywide, as well as
recommended improvements to add new facilities
or close gaps in existing facilities. Figure 36 depicts existing sidewalk and bicycle facilities.

All flve of the District's transportation corridors
include sidewalks that range in width from
four to six feet, which is the City standard for a
commercial development. There are two gaps in
the sidewalk system, both located on the east side
of East Bidwell Street, between Market Street and
Price Way, and between Coloma Street and Price
Way. ln addition to sidewalk gaps, the District
includes additional barriers to pedestrian safety
and comfort including long blocks, stretches of
narrow sidewalks adjacent to heavy vehicle traffic
with no barriers, and lack of shade and lighting.

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Figure 35 I Existing Pedestrian Barriers and Existing Sidewalks it tt
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11/12/2024 Item No.22.

Existing Bikeways
Two of the five transportation corridors (Riley
Street and Orchard Drive) include on-street,
Class ll bicycle lanes; the other three corridors
currently do not have any bicycle facilities.

Existing conditions for bike facilities in the District (e.g., discontinuous segments, speed and volume
of traffic on Riley and East Bidwell Street, sight
distance, driveway curb cuts) are not conducive to
a birycle-friendly environment in the District.
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FOLSOI\r CTNTRAL BUSINESS DISTRICT VISION PLAN 62Page 847 11/12/2024 Item No.22.

Traffic Safety
The City of Folsom's Local Road Safery Plan (LRSP) is a State-mandated assessment of recent severe collisions to determine if corrective safety measures are available to reduce future severity, or to prevent future collisions. The LRSP is updated regularly to analyze the most recent collision history and is critical to obtaining Highway Safety lmprovement Program grant funding to implement corrective safety measures. The current LRSP identified the intersection of East Bidwell Street at Wales Drive as experiencing a higher than average rate of severe collisions, and this intersection is being evaluated to determine if corrective safety measures exist to reduce that severity.

Transit
Access to public transportation is provided to the District by Sacramento Regional Transit. Bus Route 10 provides weekday service with one-hour headways. The Gold Line light rail corridor is located west of the District along the Folsom Boulevard corridor, providing 15 to 30-minute headway service, with stations located at Historic Folsom Station (0.5 miles to the north) and Glenn Station (approximately '1.5 miles to the west). Demand responsive transit, such as SacRT GO and SmaRT Ride, are also available. lntersection Traffic Control
The City of Folsom currently relies on a network of interconnected traffic signals to provide intersection traffic control and corridor traffic progression. within the District, the following intersections are traffic signal controlled:
. Riley Street at East Bidwell;
. Riley Street at Glenn Drive;
. Riley Street at Wales Drive;
. East Bidwell Street at Coloma Street;
. East Bidwell Street at Glenn Drive;
. East Bidwell Street at Wales Drive;
. East Bidwell Street at Montrose Drive.

All other public street intersections along the Districfs five transportation corridors are controlled by minor street stop sign control' ln 2021, the City undertook a study of roundabouts as an alternative to traffic signals for intersection traffic control. ln general terms, roundabouts have been found to be safer, better at managing traffic flow, and have little to no ongoing maintenance costs. However, roundabouts also cost significantly more to construct than a signal, and create challenges for large vehicles, bicyclists and visually impaired pedestrians that must be accounted for in their design. The city has established a General Plan policy that requires that roundabouts be evaluated first when intersection traffic control is under consideration, and that roundabouts must be ruled out as infeasible before traffic signalization can be considered.

The City is currently evaluating thirteen, signal-controlled intersections citywide to determine if roundabouts are feasible from a cost and construction impact standpoint. Five of the thirteen intersections are located within the District:
. Riley Street at East Bidwell Street;
. East Bidwell Street at Coloma Street;
. East Bidwell Street at Glenn Drive;
. Riley Street at Glenn Drive;
. Riley Street at Kohl'sAValmart driveways'
The feasibility study is currently underway and the findings should be presented to City Council later this year at which time the Council will determine which roundabouts should be prioritized for further evaluation, funding, and eventual construction.
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11/12/2024 Item No.22.

5.1 .3 Crash Data
Figure 37 | Crash Data and Trends in Folsom
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11/12/2024 Item No.22.

5.2 Transformative ldeas/Key Opportunities for lmprovement Modern Roundabouts
The application of roundabout intersection traffic control is rapidly gaining popularity across the country. including California and the greater Sacramento region. ln fact, neighboring local agencies (e'9., Lincoln, Rocklin, Roseville, Rancho cordova, and Elk Grove) all either have recently constructed or are broadly considering roundabout policies that will ensure this traffic control strategy is considered as part of the expansion of their transportation networks and as part of development mitigation strategies. To this end, the City of Folsom is concurrently completing a Roundabout Feasibility study in which General Plan policy language and design standards are being developed, along with engineering concepts for thirteen locations throughout the City.

O R,auna"Jbout Feasibility Sti"id'y inietsectians Qthsr patefitit:llRounc'oboui Locorlons Figure 38 I Potential locations for introducing roundabouts The above-noted (Figure 39) five of the thirteen Feasibility Study intersections located within the District are logical areas for considering initial roundabout applications. Five of these locations are overlap intersections with the Feasibility Study, and the other five locations are logical to accomplish corridor-wide treatments and a more even distribution of this traffic control strategy throughout the District' Roundabouts have broad appeal in varying settings as they enjoy a long history and documented performance metrics in which safety for all modes of travel is improved ahd sustained. By requiring vehicles to yield, at a predetermined lower speed, there is no longer the need for rapid vehicle deceleration or acceleration. This change to the vehicles'operating profile thereby enhances a pedestrian-focused environment by improving the balance of how the various modes occupy the public right of way.

An often overlooked benefit of roundabout applications is their dramatic affect on transportation noise. Unlike traditionaltraffic signals and stop control, roundabouts have a natural calming effect on the vehicles in that they are able to more smoothly and without extremes decelerate and accelerate. This operating profile often creates inviting spaces near intersections that were once polluted with excessive and sometimes extreme vehicle noise.

When used in series, roundabouts can truly transform corridors' By providing natural "U-turn" opportunities for vehicles to easily and safely return in the opposite direction, it is common for the roadway segments connecting roundabouts to be alleviated of their need to provide left- turn ingress or egress. once this dynamic is achieved, these "roundabout corridors" have the ability to reclaim the public rights-of-way for truly meaningful multi-modal facilities and community enhancements by using this median space previously dominating by turn pockets for landscape, architectural, or pedestrian refuge areas'
The following four pages feature graphics showing preliminary feasibility analysis at the Glenn Drive and Riley Street intersection- ri-. (,1i,,,1 :ari.': i.,;, ir'ir:t!t!.:.-: ilrl:!rill- '.,'il,-lr.r rr:r r:rr 65 ffinQr-selt

11/12/2024 Item No.22.

5.2.1 lntersection at Riley Street and Glenn Drive
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11/12/2024 Item No.22.

Feasibility Analysis: Overlay
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11/12/2024 Item No.22.

Feasibility Analysis: Right of Way Expansion
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11/12/2024 Item No.22.

Feasibility Analysis: lllustrative Plan
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69Page 854
11/12/2024 Item No.22.

Opportunities within Existing Rights-of-Way
The District's primary transportation corridors present a variety of opportun ities for mu lti-modal tra nsportation enhancements. Both intersection-focused and corridor-wide treatments should be considered individually and collectively to effectively plan for the District's transportation futu re.
. lntersections
As discussed above, consider modern roundabout applications at strategic intersections to support the desire to create a more balanced transportation environment. Along with intersection treatments, mid-block crossings should be considered based on known and anticipated pedestrian flowlines. Considerations for mid-block crossings should be limited to roadway segments with one through lane in each direction, in a manner consistent with historic City application policy.
. Roadway Segments
Based on the findings of a District-wide traffic analysis, consider repurposing a portion of the public right-of-way from through lanes to auxiliary lanes or landscape/refuge areas.

East Bidwell Street, if supported by detailed traffic analyses, community outreach/engagement, and ultimately City Cou ncil direction, consider either restriping the roadway to include narrow lanes and on-street (Class ll) bike lanes, or restriping to include one through lane in each direction. ln the scenario where the through lanes are reduced, the remaining space could be used for median enhancements, auxiliary lanes, and/or installation of wide sidewalks and bicycle facilities.

Riley Street, if supported by detailed traffic analyses, consider restriping the corridor to one through lane in each direction.

Similar to East Bidwell Street, the remaining space could be used for median enhancements, auxiliary lanes, and/or installation of wide sidewalks and birycle facilities.

Glenn Drive and Wales Drive, consider restriping these facilities (between East Bidwell Street and Riley Street) to include three narrow lanes (one through lane in each direction and a continuous two-way left-turn lane) to allow for striped on-street bike lanes (Class ll).
"Through Route" Designation
lf supported by detailed traffic analyses, community outreach/ engagement, and ultimately City Council direction, consider using the Orchard Drive connection to facilitate a meaningful connection between East Bidwell Street and Riley Street to serve as the "through" route for longer trips traveling between the Historic District (and beyond) and areas to the south (including US-50).

The enhancement of this route would create the opportunity to repurpose the remainder of the East Bidwell Street Corridor north of Orchard Drive, and would reassign the background trips (those not destined for the District's uses) to the Riley Street corridor which is better structured (fewer driveways and conflicts) to accept additional volume.
70 ..-r .qi)i.,4 ai\ I f ii :1,-.1;1iNji5: ;) jliilr" i itrq;1;', i]-Ai' N!t01'=..1,)rPage 855 11/12/2024 Item No.22.

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11/12/2024 Item No.22.
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5.2.2 Proposed Street Cross-Sections/Segments
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72 !,ii.llr,i :th; fii,l, 1:r!r,qi'ii t!S ijl!TliCl rii:iar\ t,A\i Page 857 11/12/2024 Item No.22.

Riley Street: lmprovement ConcePt
Glenn Drive: lmprovement ConcePt
Wales Drive: lmprovement ConcePt
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11/12/2024 Item No.22.

5.3 5.3.1
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Exa mples/Successful Case Studies
Kings Beach (State Route 2B), California
Figure 44 | Successful Case Study - Roundabouts at Bird Rock, LaJolla Boulevard, San Diego, CA 74 f,:r,!i rr ili\lTiiAl, ili-r;l\i::-i n:3'i lla, '\il;irl\i :i,li\j lNit{t,..-,.r}tPage 859 11/12/2024 Item No.22.

5.3.2 Before: Rocklin Road at Pacific Street
Figure 45 | Before: Rocklin Road at Pacific Street, April 2024 r
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11/12/2024 Item No.22.

5.4 lmplementation Strategies
I m plementation Strategies
The District is served with numerous streets and intersections that have been evaluated through the development of this vision plan study. The main high-volume vehicular access is provided via East Bidwell and Riley Streets and secondary access is provided with core area cross streets including Wales, Glenn and Orchard streets. The hierarchy and functionality of these streets is distinct and further study is warranted to bring them in alignment with the City's goals for safety, accessibility, and connectivity' The community outreach questionnaire's 821 responses indicated a high preference to increase mobility for walking and using birycles as compared to vehicular uses. lt reinforced the need for traffic calming/ reduced speeds as well as to correct intersections with irregular alignments, complete missing sidewalks, eliminate 'cut through'traffic, reduce large parking lots and enhance overall safety for pedestrians in general and specifically for students in and around Sutter Middle School.

The District's roadways play a key role in not only the movement of patrons, visitors and residents, but also in the aesthetics and overall wayfinding needs of retailers, tourists, guests and residents. Cross streets such as Wales Drive, Glenn Drive and Orchard Drive can play a critical role in connecting existing neighborhoods and Lembi Park to the District.

Enhancing these streets with branded signage and wayfinding, complete sidewalks and bicycle lanes, and proper lighting will transform the experience ofthe users and encourage them to be less dependent on the automobile in lieu of more healthy mobility options.

The City should take actions related to the responses in the questionnaire, but also to reinforce guiding principals expressed in prior sections of this document. The following Action ltems are recommended.

Recommended Actions
) S.q.l Where feasible, utilize roundabouts in lieu of
traffic signals for intersection traffic control.

Building on the findings of the concurrent Roundabout Feasibility Study, advance preliminary engineering efforts at City Council prioritized roundabout locations. This additional engineering should include more comprehensive corridor applications and traffic control and should resolve access considerations and multi-modal continuity and accessibility. As soon as feasible, the City should expand the roundabout feasibility assessment to include the intersections of East Bidwell/Wales, Riley/Wales, Riley/Orchard, and East Bidwell/Orchard. Consider phasing roundabout improvements on the Riley street corridor first before the East Bidwell Street corridor."
) S.+.ZConduct a District-wide traffic operations
analysis.

Conduct a focused analysis of all five District transportation corridors, inclusive of the concurrent Roundabout Feasibility Stud/s findings, to identify opportunities for potential travel lane repurposing to allow for delineation of meaningful on-street bike lanes, on-street parking and/or gateway features/pedestrian refuge areas.
) S.+.g Re-stripe Wales Drive and Glenn Drive to
add on-street bicycle lanes.

Regardless of the implementation of Strategy 5.4.2, Wales Drive and Glenn Drive can be re-striped to accommodate on-street bicycle lanes. Currently Wales Drive and Glenn Drive are striped as two, 16-foot-wide travel lanes and 13-foot-wide center turn lane, between Riley Street and East Bidwell Street. Re-striping these roadways to 1 1-foot-wide travel lanes and an 1 'l -foot-wide center turn lane would allow for the addition of S-foot-wide Class ll bicycle lanes, which would enhance bicycle mobility, potentially reduce vehicle speeds, and create a safer pedestrian environment.

Orchard Drive is already striped in the configuration.
76 ;Cr-5Oil Cj:Nrn,ii i-iuili..rE!! l)l!;illa- Vl5;C\; PLAl.r Page 861 11/12/2024 Item No.22.
) s.q.qEnhance District Walkability by closing
sidewalk gaps, reducing curb cuts and enhancing
roadside landscaping.

All of the District streets include sidewalk facilities with the exception of East Bidwell Street between Market Street and Coloma Street, where there are two notable gaps on the east side of the street. As the properties along these frontages undergo future redevelopment, these sidewalk gaps should be closed to create a safe, continuous pedestrian path. The City should also pursue opportunities to close the gaps with capital projects and/or grant funding.
) s.a.s Enhance access to public transit.

Working with Sacramento Regional Transit, the City should strive for a District that is properly served by regularly scheduled fixed-route bus service and demand responsive (micro) transit, which also includes service between the District and nearby Gold Line light rail stations at Glenn Drive and Historic Folsom Station. Enhanced transit stops, located throughout the District, should be incorporated into future transportation and development projects.

I s.+.oAddress documented traffic safety hazards
through the City's Local Roads Safety Plan (LRSP).

Using the outcomes of the latest LRSP. continue to seek safety grant funding to address district locations with above average crash rates, and those with a propensity for bicycle/pedestrian-involved collisions. ) s.+.1Create a safe and inviting atmosphere
that promotes and encourages walking and cycling. Utilize decorative street light poles with street lighting intensity that is consistent with city safety standards but creates a comfortable atmosphere. lncorporate landscape strips between sidewalks and travel lanes where feasible, including street trees, benches, shade structures, planters and community art' ) S.+.S Re-evaluate parking supply and standards.

Conduct a comprehensive parking study to determine the amount and location of surplus parking. Consider amending the zoning code to establish lower parking standards and encourage shared parking between adjacent properties.
) S.a.g Evaluate middfe school pedestrian safety
and access.

Evaluate pedestrian crossing safety at controlled intersections, and the feasibility of mid-block pedestrian crossings. lt should be noted that City staff does not advise the use of uncontrolled mid-block crossings on multi- lane, high-speed roads (30 MPH and above), but they can be considered on roadways with only one travel lane per direction, particularly if there is an opportunity for a center refuge area.
ilr-qCl'l Cf ilIlAL ijUS'Ni:S! 'rliSTillCr vl!iONj PLAi\j TtPage 862 11/12/2024 Item No.22.
) S.+.r0 Design mid-block pedestrian crossings on
roadways that cross a potential paseo between Ri-
ley Street and East Bidwell Street.

One land use strategythat has been identified is the creation of a paseo, or pedestrian promenade that would be located between East Bidwell Street and Riley Street, extending southward from Sutter Middle School to Orchard Drive- Three transportation corridors would cross the paseo: Glenn Drive. Wales Drive and Orchard Drive. Each of these paseo crossings should be designed to enhance pedestrian safety and should function primarily as an extension of the paseo by incorporating raised pedestrian features, decorative pavement treatments, and traffic control devices that assign right of way to non-motorized traffic.
) s.q.l1 Consider establishing a merchant-funded
trolley system.

Similar to the successful weekend trolley that serves Folsom's Historic District, the District should evaluate the cost and feasibility of a trolley to provide short trips within the District' The shuttle could be funded through a property-business improvement district (PBID) as well as merchant advertising space on the trolley itself. ) s.q.t2 lmprove access to Lembi Park/connectivity
to the District.

The City should consider additional opportunities to improve access and connectivity between Lembi Park and the rest of the District. As part of District traffic analysis, capital improvement projects qualification, or grant opportunities evaluate the frontages along Lembi Park to on Riley and Glenn to establish additional controlled crossings for bicycles and pedestrians.
) s.+.r 3 Building on the findings of the concurrent
Roundabout Policy Grant Project,
advance roundabout preliminary engineering efforts at the City council prioritized locations. This additional engineering should include more comprehensive corridor applications and traffic control, and should resolve access considerations and multi-modal facilities' continuity and accessibility'
) s.+.14 Coordinate focused traffic operations anal-
yses for all five District transportation corridors,
inclusive of the concurrent Roundabout Policy Grant project's findings, to identify opportunities for potential travel lane repurposing to allow for delineation of meaningful on-street bike lanes, on-street parking, and/or gateway features/pedestrian refuge areas.
) S.+.f 5 Continue to seek grant opportunities to
address the District locations
with above average crash rates and those with a propensity for bicycle/pedestrian crashes.
) s.+.f 6 Coordinate all street improvements with
Action 4.4.6
Commission a landscape and open space plan or a guiding document for the District.
78 i{ll_iOl/ al:\jiil},, t-rUSiilf:5 }i5TRiCT ii-tiC\l p:-tr.i.l tS!:l;.r-ltt.1Page 863 11/12/2024 Item No.22.

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11/12/2024 Item No.22.

11/12/2024 Item No.22.

6.1 Existing Conditions
The city of Folsom's Central Business District has plateaued. How did we get here? What has changed? And how might the placemaking of the District adapt to these changes?
After World War ll, there was a significant movement of people from cities to suburbs, driven by affordable housing, the availability of cars, and the development of interstate highways. Strip malls were designed to cater to this new suburban lifestyle, where driving was the primary mode of transportation. As such, these developments feature large parking lots in front of the stores that make them easily accessible by car but not pedestrian-friendly. strip malls were also often built quickly and inexpensively, with a focus on maximizing retail space. This led to the uniform, boxy architectural style that is common throughout the District, with little attention paid to aesthetics or community integration. And finally, urban planning policies at the time favored single-use zoning, where commercial, residential, and industrial areas were separated. Strip malls were purely commercial spaces, disconnected from residential areas and other amenities.

These car-centric strip malls may have been a staple of suburban development during the mid to late 20th century, but they are increasingly failing due to changes in consumer behavior, urban planning priorities, and societal trends. Today's consumers are looking for more than just a place to shop; they want experiences. Strip malls, with their focus on convenience rather than experience, are losing out to mixed-use developments and lifestyle centers.

The rise of online shopping has also significantly impacted brick-and- mortar retail. ln addition to these trends, there has been a resurgence of interest in urban living, with people preferring to live in walkable, vibrant neighborhoods over car-dependent suburbs. This has led to the decline of the Districfs suburban strip malls as urban centers.

Through careful placemaking, we envision a transformation of the District from a series of car-centric strip malls into a thriving mixed-use destination.

What is placemaking? Placemaking is a collaborative process that involves designing and managing public spaces to enhance a community's cultural, social, and economic life. lt emphasizes creating places that people find meaningful and where they feel a sense of belonging. The concept revolves around the idea that public spaces should be designed not just to be aesthetically pleasing but to serve the needs and desires of the community' 82 !r-;!ii'! iil iirAi, tli.,!ir;ii;' i-rl:Tl1a. | 1ji:ii-ll'.r irA.i\ Page 867 11/12/2024 Item No.22.

6.2 Transformative ldeas

6.2.1 Key Elements for successful Placemaking
There are several key elements to successful placemaking:
'1. Community Engagement and Participation:
a. lnvolvement of Local Stakeholders: Successful placemaking begins with involving the community in the planning and design pro.cess. This ensures that the space reflects the needs. desires, and cultural values of the people who will use it.
b. Ongoing Feedback: Gathering and incorporating feedback from the community during the development and after the space is opened helps ensure the space remains relevant and well-used

2. Accessibility and lnclusivitY:
a. Universal Design: Public spaces should be designed to be accessible to everyone, including people with disabilities, the elderly, children, teens, and those with different socio-economic backgrounds. This includes features like ramps, tactile paving, wide pathways, and clear signage.
b. Multilingual and Multicultural Considerations: Signage, public art, and programming should reflect the diversity of the community, with multilingual options and culturally inclusive events.

3. Safety and Comfort:
a. Lighting and Visibility: Adequate lighting and clear sightlines enhance safety and make the space feel welcoming at all times of the daY.
b. Comfortable Seating and Shelter: Providing a variety of seating options, shaded areas, and shelter from the elements encourages people to spend more time in the space.

Figure 46 | Placernakirrg involves end user input to identify their needs arrd desires I
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