10/14/2025 Item No.8.
3 deepest average level of affordability. City staff thereafter moved forward with negotiations with Habitat with respect to its project proposal and purchase offer.
As part of the 300 Persifer Street land negotiations, the City solicited land valuation prior to subdivision of the parcel. Based on comparisons in the area at that time, the estimated value of the
0.91 acre site zoned for residential development was $ 625,000. On December 14, 2021, City Council adopted Resolution 10777 approving the sale of surplus land at 300 Persifer Street to Habitat for the discounted sale price of $10,000 with the following conditions:
1. The vacant surplus property will be subdivided by the City into five individual residential lots in keeping with the historic Theodore Judah lotting pattern each with 7,000 square foot lot size, 50-foot lot width, and 140-foot lot depth.
2. The vacant surplus property will be sold to Habitat for a total sum of $10,000 for the purpose of creating at least one for-sale affordable housing unit on each of the five lots, with an additional smaller secondary or accessory dwelling unit on each lot along the adjoining alley consistent with local zoning and State housing law.
3. Transfer of ownership of the Property to Habitat is subject to Habitat entering into a Regulatory Agreement and Declaration of Restrictive Covenants to ensure affordability of the units for 55 years as required by law.
4. The City will support Habitat’s efforts to secure future grant funding and/or fee reductions for off-site infrastructure improvements, design and permitting.
To repay the General Fund for subsidizing the Habitat affordable housing project, the proposed Resolution No. 11467 authorizes the one-time transfer of $615,000 from the Folsom Housing Fund (Fund 238) to the Capital Facilities Fund (Fund 602) for the estimated land value of the 300 Persifer site ($625,000) less the sale price of $10,000 as a qualifying expenditure of the Folsom Housing Fund.
POLICY / RULE
The City Council has the authority to approve the sale of surplus C ity-owned property (FMC Section 2.36.270). Surplus City-owned land is subject to the requirements set forth in the Surplus Land Act (Government Code sections 54220 -54234). Specifically, Government Code Section 54226 establishes that a local agency may sell or lease surplus land at or less than fair market value as a way of providing additional subsidy to build more deeply income-targeted projects.
ANALYSIS
The City ’s current Housing Element was adopted in 2021 and establishes the local plan to implement the City's "fair share" of the regional affordable housing needs allocated to the City by SACOG. The Housing Element calls for 2,226 very low-income units and 1,341 low-income units over the eight-year period from 2021 to 2029. The Housing Element assumes that the vast majority of affordable housing opportunities in Folsom will be multifamily rental units. The Habitat for Humanity project on the City’s land at 300 Persifer creates ten for-sale affordable housing units in
10/14/2025 Item No.8.
4 Folsom. In fact, the project implements Housing Element Program H.16 to Facilitate Affordable Housing Development on City-Owned Land.
August 2025, staff presented to City Council mid-term report on the implementation of the City’s Housing Element . As part of that update, staff reported on the City’s progress in meeting its Regional Housing Needs Allocation and outlined approved and qualifying expenditures for the various housing funds. The Folsom Housing Fund ( Fund 238) has a current cash balance of approximately $22 million. Since 2019, the City Council has approved $13.7 million in long-term low-interest loans to help with gap financing for over 550 deed restricted affordable units in six multifamily affordable housing projects in the City of Folsom. In addition to affordable housing loans, the Folsom Housing Fund (Fund 238) can be used for programs, policy implementation, and the purchase and/or sale of land for affordable housing purposes. At that meeting, the City Council stated their interest in utilizing the Folsom Housing Fund (Fund 238) to reimburse the General Fund for the lost revenue related to the discounted sale price ($615,000) for the Habitat for Humanity project at the 300 Persifer Street site.
Unlike other housing loans funded in Folsom for affordable rental housing, H abitat’s land acquisition model relies on obtaining land for its projects at little to no cost to produce affordable homeownership opportunities for low -income families. Habitat homes are constructed as “sweat equity” projects with each purchasin g partner family required to contribute 500 hours of sweat equity building their home and the homes of other partner families. Upon completion, each of the homes will be purchased by the partner family qualified by Habitat with a zero-interest equivalent 30-year mortgage with a monthly payment that is structured at no more than 30% of their monthly income. Under Habitat’s model, the sales price of each home is based on the appraised value of the home at the time of sale, and “the gap” between the sales pric e of the home and the homeowner’s “affordable” first mortgage is made up from a combination of grant funding and a forgivable affordability subsidy. Under this model, Habitat provides an equity share provision that allows the homeowners to build and capture equity over time.
City Council took th e unique Habitat model into consideration when deciding on the initial discounted sale price of $10,000 for the 300 Persifer Street site, which was well below the estimated land value of $625,000 . The Surplus Land A ct (Government Code Section 54226) establishes that a local agency may sell or lease surplus land at or less than fair market value as a way of providing additional subsidy to build more deeply income -targeted projects. This action simply utilizes the Folsom Housing Fund (Fund 238) for that qualifying discounted land sale by transferring $615,000 from Fund 238 to the Capital Facilities Fund (Fund 602) to be used for general capital projects and facility improvements
FINANCIAL IMPACT
Initial proceeds of $10,000 from the sale of the City property at 300 Persifer Street to Habitat were deposited into the General Fund (Fund 010). Resolution No. 11467 authorizes the one-time transfer of $615,000 from the Folsom Housing Fund (Fund 238) to the Capital Facilities Fund (Fund 602) for the estimated land value of the 300 Persifer site ($625,000) less the sale price of $10,000 as a qualifying expenditure of the Folsom Housing Fund. There are sufficient funds in the Folsom Housing Fund (Fund 238) for this transfer.
10/14/2025 Item No.8.
5 ENVIRONMENTAL REVIEW
The sale of surplus city-owned property is categorically exempt from environmental review under Section 15312 (Surplus Government Property Sales) of the CEQA Guidelines.
ATTACHMENTS
1. Resolution No. 11467 - A Resolution Approving Reimbursement of General Fund Subsidy Toward Affordable Housing by Transferring $615,000 from the Folsom Housing Fund (Fund 238) to the Capital Facilities Fund (Fund 602) Relating to the Discounted Sale of 300 Persifer Street Property to Habitat for Humani ty of Greater Sacramento and Appropriation of Funds
Submitted,
Pam Johns, Community Development Director
10/14/2025 Item No.8.
Attachment 1
10/14/2025 Item No.8.
Resolution No. 11467
RESOLUTION NO. 11467
A RESOLUTION APPROVING REIMBURSEMENT OF GENERAL FUND SUBSIDY TOWARD AFFORDABLE HOUSING BY TRANSFERRING $615,000 FROM THE FOLSOM HOUSING FUND (FUND 238) TO THE CAPITAL FACILITIES FUND (FUND 602) RELATING TO THE DISCOUNTED SALE OF 300 PERSIFER STREET
PROPERTY TO HABITAT FOR HUMANITY OF GREATER SACRAMENTO AND
APPROPRIATION OF FUNDS
WHEREAS, on September 22, 2020 , pursuant to the requirements of the Surplus Land Act, City Council adopted Resolution No. 10531 declaring certain real property at 300 Persifer Street as surplus land and directing staff to subdivide the 0.91 acre residential parcel into five individual parcels for development of up to ten for sale affordable housing units; and
WHEREAS, the City sent a Notice of Availability (NOA) to all required entities and completed negotiations with interested parties for development of affordable for-sale housing at the site at 300 Persifer Street consistent with the Surplus Land Act as confirmed by the State Department of Housing and Community Development (HCD); and
WHEREAS, the City solicited land valuation prior to subdivision of the property at 300 Persifer Street and determined the estimated value of the 0.91 acre site zoned for residential development was $625,000; and
WHEREAS, on December 14, 2021, City Council adopted Resolution 10777 approving the sale of surplus land at 300 Persifer Street to Habitat for Humanity of Greater Sacramento (Habitat) for the discounted sale price of $10,000 with the following conditions:
1. The vacant surplus property will be subdivided by the City into five individual residential lots in keeping with the historic Theodore Judah lotting pattern each with 7,000 square foot lot size, 50-foot lot width, and 140-foot lot depth.
2. The vacant surplus property will be sold to Habitat for a total sum of $10,000 for the purpose of creating at least one for -sale affordable housing unit on each of the five lots, with an additional smaller secondary or accessory dwelling unit on each lot along the adjoining alley consistent with local zoning and State housing law.
3. Transfer of ownership of the Property to Habitat is subject to Habitat entering into a Regulatory Agreement and Declaration of Restrictive Covenants to ensure affordability of the units for 55 years as required by law.
4. The City will support Habitat’s efforts to secure future grant funding and/or fee reductions for off-site infrastructure improvements, design and permitting; and
WHEREAS, the Surplus Land Act (Government Code Section 54226) establishes that a local agency may sell or lease surplus land at or less than fair market value as a way of providing additional subsidy to build more deeply income-targeted projects; and
WHEREAS, initial proceeds of $10,000 from the sale of the City property at 300 Persifer Street to Habitat were deposited into the General Fund (Fund 010) and the ten for-sale affordable
10/14/2025 Item No.8.
Resolution No. 11467
housing units have been constructed and are nearing completion for ownership transfer and occupancy prior to the end of calendar year 2025; and
WHEREAS, there are sufficient funds in the Folsom Housing Fund (Fund 238 ) for the transfer, and it has a current cash balance of approximately $22 million that can be used for the purchase and/or sale of land for affordable housing purposes.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom approves reimbursement of General Fund subsidy toward affordable housing by transferring $615,000 from the Folsom Housing Fund (Fund 238) to the Capital Facilities Fund (Fund 602) relating to the discounted sale of 300 Persifer Street property for affordable housing.
BE IT FURTHER RESOLVED that the Finance Director is authorized to appropriate $615,000 in the Folsom Housing Fund (Fund 238) for the transfer-out and $615,000 in the Capital Facilities Fund (Fund 602) for the transfer-in.
PASSED AND ADOPTED this 14th day of October, 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
__________________________________
Sarah Aquino, MAYOR
ATTEST:
______________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.8.
Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
New Business
SUBJECT: Resolution No. 11471 – A Resolution Authorizing the City Manager to Execute an Agreement with California Wood
Recycling, Inc., DBA Agromin, for an Estimated $45 Million for up to 15 years from the Solid Waste Operating Fund (Fund 540) for Long-Term Organic Waste Diversion Services
FROM: Public Works Department
RECOMMENDATION / CITY COUNCIL ACTION
The Public Works Department recommends that the City Council pass and adopt Resolution No. 11471 - A Resolution Authorizing the City Manager to Execute an Agreement with California Wood Recycling, Inc., DBA Agromin, for an Estimated $45 Million for up to 15 years from the Solid Waste Operating Fund (Fund 540) for Long-Term Organic Waste Diversion Services.
BACKGROUND / ISSUE
California’s Senate Bill 1383 (SB 1383) aims to fight climate change by diverting organic waste from landfills and thereby reducing short-lived climate pollutants such as methane, which are released when organic matter breaks down in landfills. The regulations require all residents and businesses in California to sort organic material from their other waste and divert it from being landfilled. To comply with SB1383, which became effective in 2022, the City of Folsom Waste and Recycling Division (Division) provides weekly collection of organic waste for Folsom residents. Organic waste includes loose yard trimmings, bagged food scraps , and food -soiled paper.
To prepare for the SB 1383 requirements, in January 2019, the County of Sacramento, the City of Sacramento, and the City of Folsom (the jurisdictions) jointly released a Request for Proposals (RFP) for Organic Material Diversion Services for their residential curbside organics collection operations. Pooling tonnages allowed the jurisdictions to leverage a lower cost, which , as the smallest participating jurisdiction , is especially beneficial to Folsom. The RFP requested both
10/14/2025 Item No.9.
2 near-term and long -term submitta ls. Nine submittals were received, all of which were deemed responsive.
In October 2019, the jurisdictions completed their evaluation to identify the preferred scenario, which included three proposers: Recology, California Wood Recycling, Inc. (Agromin), and Yolo County Central Landfill (YCCL). In early 2021, the jurisdictions independently executed contracts for organics diversion services with one or more of the three selected vendors. Based on Folsom’s tonnage and proximity to the facilities, t he City of Folsom contracted exclusively with Agromin.
The near-term contracts secured capacity through June 2027.
After securing near -term contracts, the jurisdictions continued the procurement process to seek long-term organics diversion services from the origin al nine proposers. A Request for Revised Proposals was issued in January 2022, and six submittals were received in May 2022.
Beginning in the fall of 2022, after review ing the revised proposals, the evaluation committee conducted interviews and site visit s with each proposer. Follow -up questionnaires were issued, and proposers were given the opportunity to provide clarifications and revisions to their proposals.
All proposers responded to questionnaires and provided best -and-final term and tonnage commitment pricing. The jurisdictions completed the analysis of the final proposals and selected a scenario that again includes awards to Recology, Agromin, and Y CCL, with all of Folsom’s material being processed by Agromin.
Last month , the City of Sacramento City Council and the County of Sacramento Board of Supervisors both voted unanimously to approve long -term organics processing agreements that would allow each of their jurisdictions to use all three of the selected vendors. Despite this approval, all Agromin contracts are dependent on tonnage commitments by all participating jurisdictions; therefore, approval by the Folsom City Council would allow all three jurisdictions to proceed.
POLICY / RULE
In accordance with Chapter 2.36 of the Folsom Municipal Code, agreements costing $75,049 or greater shall be approved by the City Council.
ANALYSIS
In 2019 , the jurisdictions formed an Evaluation Committee comprised of three County representatives, two City of Sacramento representatives, and one Folsom representat ive. The jurisdictions also procured services of a third -party engineering firm , which provided technical assistance and a cost modeling tool to project jurisdictional costs associated with each proposer and scenario. Proposals were reviewed in three phase s: technical analysis, cost analysis, and compatibility analysis.
In 2022, the Evaluation Committee followed the same three phase approach to review the revised proposals. The committee contracted with HDR Engineering, Inc. (HDR) for technical assistance, including updating the cost model developed during the earlier evaluation of near-term proposals.
10/14/2025 Item No.9.
3 The Technical Analysis included seven criteria:
1. The proven, reliable nature of the proposer’s technology and product marketability (2,400 points)
2. The proven and predictable nature of the regulatory framework for the proposer’s technology (2,400 points)
3. The overall feasibility of the proposal (2,700 points)
4. Company financial capabilities (1,200 points)
5. Facility capacity (1,200 points)
6. Facility readiness according to the jurisdictions’ timeframes (1,200 points)
7. Greenhouse Gas Emissions Impact (900 points)
Out of 12,000 possible points, the six proposals received the following ranking on the Technical Analysis:
1. 11,000 Yolo County Central Landfill
2. 10,199 Zanker Road Resource Management
3. 9,795 Agromin
4. 9,780 Recology
5. 8,546 Hitachi-Zosen Inova (HZI)
6. 6,888 True North Renewable Energy (TRNE)
The lower performing scores were largely a result of the facilities offering sites that were not entitled (or only partially entitled) and/or utilizing newer technologies with less demonstrated performance records.
For the cost analysis, th e Evaluation Committee drafted scenarios that maximize tonnage delivery to each proposer, meet the minimum tonnage requirements of each proposal, and balance delivery of any remaining tonnage at other proposers’ geographically logical facilities . From that exercise emerged 10 Core Scenarios. The Evaluation Committee unanimously favors contracting with more than one vendor for the region for numerous reasons, including, but not limited to (1) reduction in risk of having no vendor available and (2) minimizing cross-region transport to ensure efficient operations, lower vehicle-miles-traveled, a nd r esultant fuel consumption and gr eenhouse gas generation. Diversification of technologies as a method of mitigating risk is also valued, but not as impactfully as diversification of service providers, because all technologies demonstrated a basic technological competence.
The cost for each scenario was evaluated using a third-party consultant developed cost modeling tool. Inputs to calculate total cost included proposed per ton tipping fees of each proposal, including consumer price index (CPI) escalation; off -route costs f or hauling from each jurisdiction's waste centroid, and any applicable cost to transfer from an intermediate facility to the processing facility.
The net present value (NPV), including all costs, not just the contract amounts, was evaluated for all scenarios. All six proposers were willing to enter into 20-year agreements; however, only four were willing to provide shorter contracts. Two scenarios were limited to just those offering shorter terms and were evaluated separately. The NPV shown is for all three jurisdictions combined since the pricing is based on tonnage commitments that require a consensus from all participants. Due to the collaborative nature of this procurement and the overall cost saving s achieved by any
10/14/2025 Item No.9.
4 scenario relative to a standalone pr ocurement, the overall cost rankings are not necessarily consistent with the ranking for individual jurisdictions. For example, scenarios including TNRE are lower cost for Folsom because the proposed facility would have been just outside city limits, but this was not a cost-effective option for the other jurisdictions.
Ranking of Total NPV of Scenarios for 20-Year Terms
1. $ 874,497,000 Minimum to HZI w/ YCCL and Agromin
2. $ 880,408,000 Status Quo (Min to Agromin, YCCL, Recology)
3. $ 883,124,000 Minimum to HZI w/ Agromin
4. $ 957,172,000 TNRE & Agromin (no transfer station)
5. $ 990,217,000 Minimum to Zanker w/ YCCL and Agromin
6. $ 991,352,000 Maximum to Zanker w/ Recology
7. $1,008,710,000 Minimum to HZI w/ Zanker
8. $1,018,243,000 Maximum to Zanker w/ YCCL
9. $1,020,055,000 Maximize Zanker w/ Agromin and YCCL
10. $1,034,100,000 Minimum to HZI w/ TNRE (with transfer station)
Ranking of Total NPV (10 Years) Scenarios offering Shorter Terms
1. $ 344,965,000 Status Quo (Minimum to Agromin, YCCL, Recology)
2. $ 398,745,000 TNRE & Agromin (no transfer station)
The compatibility analysis is a quantitative analysis of technical scores and costs generated by the cost model, all in the context of qualitative analysis where risks are balanced, savings are shared, and infeasibilities are avoided. The compatibility analysis was developed in a series of meetings of the Evaluation Committee , wherein two scenarios emerged as the consensus highest rank ed.
The first includes a new anaerobic digestor facility proposed by HZI, along with Agromin and YCCL, and was the top ranked cost scenario. The other, ranked number two in the cost scenario, includes the current near-term vendors - Agromin, YCCL, and Recology and uses composting and anaerobic digestion technologies. Both scenarios result in Agromin receiving all of Folsom’s material since the other proposed facilities are too far from the city to be operationally feasible.
For the County and City of Sacramento, the proposal , including HZI, would redirect tonnage in the north collection areas from transfer for composting to a 20 -year tonnage commitment to HZI for a new anaerobic digester facility. To determine the preferred scenario, the Evaluation Committee further considered major factors, including proposers' proven end-use technology, end- product market viability, SB 1383 recovered organic waste procurement requirements, permits required for facility development, greenhouse gas evaluation, and contract term length.
Examination of the major compatibility factors resulted in a consensus decision to recommend continued use of the current vendors to process organic material for the next 15 years. Most material will be composted, which is a long -standing, proven technology resulting in a highly marketable product that helps the jur isdictions meet the procurement requirements of SB 1383.
HZI did not provide evidence of an established market for their end -product, biochar made from the proposed pyrolysis of residential organic material. The facilities required to continue with the current vendors are already operational, whereas the facility proposed by HZI relies on permits , including a Solid Waste Facility Permit, Conditional Use Permit, and Sacramento Metropolitan Air Quality Management District Permit. The committee preferred the l ower risk of delays
10/14/2025 Item No.9.
5 associated with selecting established facilities. The greenhouse gas analysis did not favor one scenario over the other. Finally, the committee had to weigh the value of a 20 -year contract compared with shorter terms. The HZI proposal only included a 20-year option, and the proposers in the other scenario offered flexible terms ranging from 10 to 20 years. While the goal of this procurement is to secure long-term capacity for organics processing and SB 1383 compliance, the committee also sees value in leaving some flexibility to adjust to changes in the market or the regulations. Considering the preference for composting technologies and established facilities, the committee is recommending the current vendors with a shorter contract of 10 years with an optional five-year extension.
FINANCIAL IMPACT
In Fiscal Year 202 4-25, Folsom residents diverted over 12, 300 tons of organic waste, including organics from the green bin collection and yard trimmings from the bulky waste collection program, at a cost of $1.3 million. When the new contract becomes effective in Fiscal Year 2027- 28, it is anticipated that Folsom residents will be diverting approximately 14, 000 tons of organic material, and by the end of the contract term, Folsom will g enerate 17,000 tons annually. The proposed pricing of $102.00 per ton for organics and $78.00 per ton of yard trimmings is in Fiscal Year 2021-22 dollars, which increases annually based on an agreed CPI, not to exceed 5%. Based on CPI increases since the original bid, the pricing for Fiscal Year 2025-26 would be $111.68 per ton for organics and $85.40 per ton for yard trimmings . Assuming the maximum CPI for Fiscal Years 2025-26 and 2026-27, pricing during the first year of the agreement would be $ 123.12 per ton for organics and $ 94.15 per ton for yard trimmings only , with a total contract cost of approximately $1.8 million. Assuming the maximum CPI for the remaining years of the contract, the annual cost would gradually increase to an estimated $ 3.3 million by the final year of the contract in Fiscal Year 2037-38, and $4.2 million by the end of the optional five-year extension in Fiscal Year 2041-42. The agreement will be funded by residential waste collection rates in Solid Waste Fund 540 and costs will be included in future annual City budgets.
ENVIRONMENTAL REVIEW
The Project is exempt from the California Environmental Quality Act (CEQA) under Section 15061(b)(3) (Review for Exemption) of the CEQA Guidelines.
ATTACHMENT
Resolution No. 11471– A Resolution Authorizing the City Manager to Execute an Agreement with California Wood Recycling, Inc., DBA Agromin, for an Estimated $45 Million for up to 15 years from the Solid Waste Operating Fund (Fund 540) for Long -Term Organic Waste Diversi on Services
Submitted,
Rebecca Neves, PUBLIC WORKS DIRECTOR
10/14/2025 Item No.9.
Attachment 1
10/14/2025 Item No.9.
Resolution No. 11471
RESOLUTION NO. 11471
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE
AN AGREEMENT WITH CALIFORNIA WOOD RECYCLING, INC., DBA AGROMIN, FOR AN ESTIMATED $45 MILLION FOR UP TO 15 YEARS FROM THE SOLID WASTE OPERATING FUND (FUND 540) FOR LONG-TERM ORGANIC WASTE
DIVERSION SERVICES
WHEREAS, Senate Bill 1383 (SB 1383) requires jurisdictions to reduce landfill disposal of organic material generated in the state, thereby fighting climate change by reducing Short Lived Climate Pollutants; and
WHEREAS, to comply with SB 1383 , the City of Folsom must provide residential collection of source separated organic waste; and
WHEREAS, the city’s ability to divert residential organic waste from the landfill requires a contractor qualified to process organic waste into new products; and
WHEREAS, the city participated in a joint procurement process with the County of Sacramento and the City of Sacramento to secure long-term organic processing capacity; and
WHEREAS, the entity selected through the joint procurement, Agromin, has the expertise and the means to provide organic materials diversion services; and
WHEREAS, the agreement will secure organic waste processing capacity for up to fifteen years beginning in Fiscal Year 2027-28; and
WHEREAS, sufficient funds are available in the Solid Waste Fund (Fund 540); and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom authorizes the City Manager to execute an agreement with California Wood Recycling, Inc., DBA Agromin, for an Estimated $45 Million for up to 15 years from the Solid Waste Operating Fund (Fund 540) for Long-Term Organic Waste Diversion Services.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
__________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.9.
Resolution No. 11471
ATTEST:
______________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.9.
Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
New Business
SUBJECT: Request to Make Improvements to the Recently Purchased Building Located at 1 Natoma Street so that Folsom Police Department Staff and Environmental & Water Resources
Department Staff Are Able to Occupy the Building
i. Resolution No. 11473– A Resolution Authorizing the
City Manager to Execute an Agreement with SKI
AIR for $130,680 from the Police Capital
Improvement Fund (Fund 428) and the Folsom Plan
Area Capital Improvement Fund (Fund 472) to
Replace the HVAC System
ii. Resolution No.11474– A Resolution Authorizing the
City Manager to Execute an Agreement with Garland
Roofing for $10,450 from the Police Capital
Improvement Fund (Fund 428) and the Folsom Plan
Area Capital Improvement Fund (Fund 472) for
Maintenance and Repair to the Existing Roof
iii. Resolution No.11475–. A Resolution Authorizing the City Manager to Execute an Agreement with Flooring
Buyer for $44,569.53 from the Police Capital
Improvement Fund (Fund 428) and the Folsom Plan
Area Capital Improvement Fund (Fund 472) to
Replace Carpet
iv. Resolution No.11476– A Resolution Authorizing the
City Manager to Execute an Agreement with Whitney
& Sons for $44,880 from the Police Capital
Improvement Fund (Fund 428) and the Folsom Plan
Area Capital Improvement Fund (Fund 472) to Paint
the Interior
v. Resolution No. 11477– A Resolution Authorizing the
City Manager to Execute an Agreement with Whitney
& Sons for $93,720 from the Water Operating Fund
10/14/2025 Item No.10.
2 (Fund 520) and the Sewer Operating Fund (Fund 530)
for Construction of Walls and Doors and
Appropriation of Funds
vi. Resolution No.11478– A Resolution Authorizing the
City Manager to Execute an Agreement with
Jamesville Office Furniture for $57,803.64 from the
Police Capital Improvement Fund (Fund 428) and the
Folsom Plan Area Capital Improvement Fund (Fund
472) to Install and Furnish the Building with New and
Existing Furniture
vii. Resolution No. 11479– A Resolution Authorizing the City Manager to Utilize $33,000 from the Water
Operating Fund (Fund 520), the Sewer Operating
Fund (Fund 530), the Police Capital Improvement
Fund (Fund 428) and the Folsom Plan Area Capital
Improvement Fund (Fund 472) for Various IT
Infrastructure Needs and Appropriation of Funds
FROM: Police Department
RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends that the City Council adopt:
i. Resolution No. 11473– A Resolution Authorizing the City Manager to Execute an Agreement with SKI AIR for $130,680 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Replace the HVAC System
ii. Resolution No.11474– A Resolution Authorizing the City Manager to Execute an Agreement with Garland Roofing for $10,450 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for Maintenance and Repair to the Existing Roof iii. Resolution No.11475–. A Resolution Authorizing the City Manager to Execute an Agreement with Flooring Buyer for $44,569.53 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Replace Carpet
iv. Resolution No.11476– A Resolution Authorizing the City Manager to Execute an Agreement with Whitney & Sons for $44,880 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Paint the Interior
v. Resolution No. 11477– A Resolution Authorizing the City Manager to Execute an Agreement with Whitney & Sons for $93,720 from the Water Operating Fund
10/14/2025 Item No.10.
3 (Fund 520) and the Sewer Operating Fund (Fund 530) for Construction of Walls and Doors and Appropriation of Funds
vi. Resolution No.11478– A Resolution Authorizing the City Manager to Execute an Agreement with Jamesville Office Furniture for $57,803.64 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Install and Furnish the Building with New and Existing Furniture
vii. Resolution No. 11479– A Resolution Authorizing the City Manager to Utilize $33,000 from the Water Operating Fund (Fund 520), the Sewer Operating Fund (Fund 530), the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for Various IT Infrastructure Needs and Appropriation of Funds
BACKGROUND / ISSUE
In May 2025, the City Council approved the purchase of the building located at 1 Natoma Street, a 8,148 square foot commercial building, to serve as permanent office space for the Police Department’s Neighborhood Services Unit and related police operations. The unit is currently housed in leased facilities. Escrow closed in July 2025.
As part of the acquisition, staff identified several building improvements necessary to ensure the facility is functional, safe, and properly configured for departmental use. In addition, the Environmental Water Resources (EWR) Division has been identified as needing office space.
To help offset improvement costs, EWR will occupy a portion of the building. Minor construction will be required to accommodate their operations.
POLICY / RULE
Section 2.36.080 of the Folsom Municipal Code requires that contracts exceeding $75,049 be awarded by the City Council.
ANALYSIS
The building at 1 Natoma Street is more than 20 years old. While structurally sound, several major systems and interior features require replacement or repair:
HVAC Replacement – Inspections confirm the system is nearing the end of its service life. Replacement now will ensure reliability and prevent costly emergency failures. Estimated cost: $118,800 (lowest of three bids). Roof Repairs – Active leaks threaten interior damage. Estimated cost: $6,500– $9,500 (one bid; four firms declined to respond, one required a $1,700 inspection fee).
10/14/2025 Item No.10.
4 Interior Finishes – Existing carpet is worn and outdated, and paint is in poor condition. Carpet: $40,517.75 (lowest of three bids). Paint: $40,800 (lowest of two bids; six firms unresponsive).
Construction- In order to accommodate EWR operations several walls and doors must be constructed. Construction cost: $85,200 (lowest of two bids, other construction companies declined to respond).
Furniture – Relocation of existing furniture plus the purchase of new items and retrofits are needed. Estimated cost: $52,548.76 (lowest of three bids). Technology Infrastructure – Includes installation of a key card system, CCTV, and network/data cabling. Estimated cost: $30,000.
Total Estimated Improvement Cost: $377,366.51
These investments will ensure the building is safe, operationally efficient, and appropriately designed to support both the Police and EWR Department operations. They will also improve workplace functionality, employee morale, and the City’s professional image.
FINANCIAL IMPACT
On May 13, 2025, the City Council approved Resolution No. 11381 that authorized the purchase of the building located at 1 Natoma Street as well as the cost of improvements to tailor the office space for police needs up to $1,000,000.
Staff is seeking authorization to spend up to a total of $415,103.16 to replace the HVAC system, make roof repairs, replace carpet, repaint the interior, purchase needed furniture, and install necessary IT infrastructure. Sufficient funds are available in the categories listed below to cover these expenditures. Staff is requesting an appropriation in the amount $55,110 in the Water Operating Fund (Fund 520) and $55,110 in the Sewer Operating Fund (Fund 530) to cover a portion of the $415,103.16 project.
ATTACHMENTS
i. Resolution No. 11473– A Resolution Authorizing the City Manager to Execute an Agreement with SKI AIR for $130,680 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Replace the HVAC System
Item
P olice Capital
Improvement F und
(428)
F olsom P lan A rea
Capital Improvement
F und (472)
Water Operating
F und (520)
S ewer Operating
F und (530) T otal
T otal with 10%
Conting ency
HV A C R eplacement $11,880.00 $106,920.00 $118,800.00 $130,680.00 R oof R epairs $950.00 $8,550.00 $9,500.00 $10,450.00
C arpet $4,051.77 $36,465.98 $40,517.75 $44,569.53
P aint $4,080.00 $36,720.00 $40,800.00 $44,880.00
C onstruction $42,600.00 $42,600.00 $85,200.00 $93,720.00 F urniture $5,254.87 $47,293.89 $52,548.76 $57,803.64
T echnology Infrastructure $1,500.00 $13,500.00 $7,500.00 $7,500.00 $30,000.00 $33,000.00 S ubtotal $27,716.64 $249,449.87 $50,100.00 $50,100.00 $377,366.51 10% C ontingency $2,771.66 $24,944.99 $5,010.00 $5,010.00 $37,736.65 T otal $30,488.30 $274,394.86 $55,110.00 $55,110.00 $415,103.16 $415,103.16
10/14/2025 Item No.10.
5 ii. Resolution No.11474– A Resolution Authorizing the City Manager to Execute an Agreement with Garland Roofing for $10,450 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for Maintenance and Repair to the Existing Roof iii. Resolution No.11475–. A Resolution Authorizing the City Manager to Execute an Agreement with Flooring Buyer for $44,569.53 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Replace Carpet
iv. Resolution No.11476– A Resolution Authorizing the City Manager to Execute an Agreement with Whitney & Sons for $44,880 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Paint the Interior
v. Resolution No. 11477– A Resolution Authorizing the City Manager to Execute an Agreement with Whitney & Sons for $93,720 from the Water Operating Fund (Fund 520) and the Sewer Operating Fund (Fund 530) for Construction of Walls and Doors and Appropriation of Funds
vi. Resolution No.11478– A Resolution Authorizing the City Manager to Execute an Agreement with Jamesville Office Furniture for $57,803.64 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to Install and Furnish the Building with New and Existing Furniture
vii. Resolution No. 11479– A Resolution Authorizing the City Manager to Utilize $33,000 from the Water Operating Fund (Fund 520), the Sewer Operating Fund (Fund 530), the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for Various IT Infrastructure Needs and Appropriation of Funds
viii. Winning Bids
Submitted,
_____________________________________
Randy Ulibarri, Interim Chief of Police
10/14/2025 Item No.10.
Attachment 1
10/14/2025 Item No.10.
Resolution No. 11473
RESOLUTION NO. 11473
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH SKI AIR FOR $130,680 FROM THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) TO REPLACE THE HVAC SYSTEM
WHEREAS, the building at 1 Natoma Street is more than 20 years old. While structurally sound, several major systems and interior features require replacement or repair; and
WHEREAS, the HVAC system was inspected and determined to be nearing the end of its service life; and
WHEREAS, City desires to hire a company to replace the entire HVAC system; and
WHEREAS, sufficient funds are available in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to cover the cost of the replacement for $130,680; and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Man ager to execute an agreement with SKI AIR, in the amount of $130,680 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for HVAC replacement at 1 Natoma Street and
BE IT FURTHER RESOLVED that the Finance Direc tor is authorized an additional $130,680 to be used from the Fiscal Year 2025-26 Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for the replacement of the HVAC system at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
ATTEST:
10/14/2025 Item No.10.
Resolution No. 11473
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 2
10/14/2025 Item No.10.
Resolution No. 11474
RESOLUTION NO. 11474
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH GARLAND ROOFING FOR $10,450 FROM THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) FOR MAINTENANCE AND REPAIR
TO THE EXISTING ROOF
WHEREAS, the building at 1 Natoma Street is more than 20 years old. While structurally sound, several major systems and interior features require replacement or repair; and
WHEREAS, the existing roof was inspected and found to have leaks which need to be repaired and the roof is in need of maintenance; and
WHEREAS, City desires to hire a company to repair and complete one-time maintenance on the existing roof; and
WHEREAS, sufficient funds are available in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to cover the cost to repair and complete maintenance for $10,450; and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to execute an agreement with Garland Roofing, in the amount of $10,450 from the in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for repair and maintenance to the existing roof; and
BE IT FURTHER RESOLVED that the Finance Director is authorized an additional $10,450 to be used from the Fiscal Year 2025 -26 Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for repair and maintenance to the existing roof at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.10.
Resolution No. 11474
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 3
10/14/2025 Item No.10.
Resolution No. 11475
RESOLUTION NO. 11475
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH FLOORING BUYER FOR $44,569.53 FROM THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) TO REPLACE CARPET
WHEREAS, the building at 1 Natoma Street is more than 20 years old. While structurally sound, several major systems and interior features require replacement or repair; and
WHEREAS, the existing carpet is over 20 years old with significant wear and damage; and
WHEREAS, City desires to hire a company remove the existing carpet and replace with new carpet; and
WHEREAS, sufficient funds are available in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to cover the cost to remove the existing carpet and replace with new carpet for $44,569.53.
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to execute an agreement with Flooring Buyer, in the amount of $44,569.53 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for carpet removal and replacement; and
BE IT FURTHER RESOLVED that the Finance Director is authorized an additional $44,569.53 to be used from the Fiscal Year 2025-26 Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for carpet removal and replacement at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.10.
Resolution No. 11475
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 4
10/14/2025 Item No.10.
Resolution No. 11476
RESOLUTION NO. 11476
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH WHITNEY & SONS FOR $44,880 FROM THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) TO PAINT THE
INTERIOR
WHEREAS, the building at 1 Natoma Street is more than 20 years old. While structurally sound, several major systems and interior features require replacement or repair; and
WHEREAS, the existing paint is over 20 years old with significant wear and damage with wallpaper which must be removed; and
WHEREAS, City desires to hire a company to remove wallpaper and paint the interior; and
WHEREAS, sufficient funds are available in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to cover the cost to remove the wallpaper and paint the interior for $44,880; and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to execute an agreement with Whitney & Sons Inc. in the amount of $44,880 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for wallpaper removal and interior paint; and
BE IT FURTHER RESOLVED that the Finance Director is authorized to appropriate an additional $44,880 to be used from the Fiscal Year 2025 -26 Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for wallpaper removal and interior paint at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.10.
Resolution No. 11476
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 5
10/14/2025 Item No.10.
Resolution No. 11477
RESOLUTION NO. 11477
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH WHITNEY & SONS FOR $93,720 FROM THE WATER OPERATING FUND (FUND 520) AND THE SEWER OPERATING FUND (FUND 530)
FOR CONSTRUCTION OF WALLS AND DOORS AND APPROPRIATION OF FUNDS
WHEREAS, the building at 1 Natoma Street has been determined to be occupied by police operations and EWR operations; and
WHEREAS, there are walls and doors which much be constructed for privacy and operational reasons; and
WHEREAS, City desires to hire a company to construct walls and doors to accommodate Police and EWR operations; and
WHEREAS, sufficient funds are available in the Water Operating Fund (Fund 520) and the Sewer Operating Fund (Fund 530) to cover the cost to construct the required doors and walls for $93,720; and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to execute an agreement with Whitney & Sons Inc. in the amount of $93,720 from the Water Operating Fund (Fund 520) and the Sewer Operating Fund (Fund 530) for construction of the walls and doors to accommodate Police and EWR operations; and
BE IT FURTHER RESOLVED that the Finance Director is authorized to appropriate an additional $93,720 from the Fiscal Year 2025-26 Water Operating Fund (Fund 520) and the Sewer Operating Fund (Fund 5 30) for construction of the walls and doors to accommodate Police and EWR operations at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.10.
Resolution No. 11477
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 6
10/14/2025 Item No.10.
Resolution No. 11478
RESOLUTION NO. 11478
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN AGREEMENT WITH JAMESVILLE OFFICE FURNITURE FOR $57,803.64 FROM THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) TO INSTALL AND
FURNISH THE BUILDING WITH NEW AND EXISTING FURNITURE
WHEREAS, the building at 1 Natoma Street has been determined to be occupied by police operations and EWR operations; and
WHEREAS, new furniture must be purchased to furnish the space; and
WHEREAS, City desires to hire a company to move existing owned furniture, purchase new furniture, and install all of the furniture; and
WHEREAS, sufficient funds are available in the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to move existing owned furniture, purchase new furniture, and install all of the furniture for $57,803.64; and
WHEREAS, the agreement will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to execute an agreement with Jamesville Office Furniture in the amount of $57,803.64 from the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to move existing owned furniture, purchase new furniture, and install all of the furniture; and
BE IT FURTHER RESOLVED that the Finance Director is authorized to appropriate an additional $57,803.64 to be used from the Fiscal Year 2025-26 Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to move existing owned furniture, purchase new furniture, and install all of the furniture to accommodate Police and EWR operations at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
____________________________________
Sarah Aquino, MAYOR
10/14/2025 Item No.10.
Resolution No. 11478
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 7
10/14/2025 Item No.10.
Resolution No.11479
RESOLUTION NO. 11479
A RESOLUTION AUTHORIZING THE CITY MANAGER TO UTILIZE $33,000 FROM THE WATER OPERATING FUND (FUND 520), THE SEWER OPERATING FUND (FUND 530), THE POLICE CAPITAL IMPROVEMENT FUND (FUND 428) AND THE FOLSOM PLAN AREA CAPITAL IMPROVEMENT FUND (FUND 472) FOR VARIOUS
IT INFRASTRUCTURE NEEDS AND APPROPRIATION OF FUNDS
WHEREAS, the building at 1 Natoma Street has been determined to be occupied by police operations and EWR operations; and
WHEREAS, the space needs technology infrastructure to support Police and EWR operations such as network and data cabling, key card access, and CCTV for security measures; and
WHEREAS, City desires to hire several companies to complete the technology infrastructure work; and
WHEREAS, sufficient funds are available in the Water Operating Fund (Fund 520), the Sewer Operating Fund (Fund 530), the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) for technology infrastructure such as network and data cabling, key card access, and CCTV for security measures for $33,000; and
WHEREAS, the agreements will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Man ager to execute agreement s with companies agreeable to the city’s IT department in the amount of $33,000 from the Water Operating Fund (Fund 520), the Sewer Operating Fund (Fund 530), the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to complete the necessary IT infrastructure work; and
BE IT FURTHER RESOLVED that the Finance Director is authorized to appropriate an additional $33,000 from the Fiscal Year 2025 -26 Water Operating Fund (Fund 520), the Sewer Operating Fund (Fund 530), the Police Capital Improvement Fund (Fund 428) and the Folsom Plan Area Capital Improvement Fund (Fund 472) to complete the necessary IT infrastructure work to accommodate Police and EWR operations at 1 Natoma Street.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
10/14/2025 Item No.10.
Resolution No.11479
____________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.10.
Attachment 8
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Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
New Business
SUBJECT: Resolution No. 11480 – A Resolution Authorizing the City Manager to Execute an Agreement with Mid-Valley IT to provide IT Management Services at a Monthly Cost of $33,900 for a Six Month Period
FROM: City Manager's Office
RECOMMENDATION / CITY COUNCIL ACTION
Resolution No. 11480 – A Resolution Authorizing the City Manager to Execute an Agreement with Mid-Valley IT to provide IT Management Services at Monthly Cost of $33,900 for a six month period
BACKGROUND / ISSUE
The City of Folsom has become more reliant on technology to provide services to the community. At the September 23, 2025, City Council meeting the City Council approved cost saving measures that eliminated four IT personnel including the IT Manager, Process Improvement Specialist, GIS Technician and GIS Specialist. These reductions are anticipated to produce annual cost savings of $812,443. This decision was made knowing that the City would need to contract out for some IT services.
On an interim basis staff recommends that the City Council approve a resolution authorizing the City Manager to execute and agreement with Mid-Valley IT to provide IT Management Services to the City.
Mid-Valley IT is an experienced IT firm that specializes in the municipal sector. They are familiar with the complexities and regulatory issues associated with 911 dispatch centers and public safety mobile computers.
The goal of moving forward with a contracted IT provider is to provide a higher level of service to our internal and external customers. It is anticipated that this agreement with Mid-Valley IT
10/14/2025 Item No.11.
2 will be for a period of six months. The City intends to issue an RFP for IT services to find a long term provider.
SCOPE OF WORK
IT Audit
Mid Valley IT will perform an analysis of the current IT operations at the City and produce a report detailing its findings, and if applicable, suggestions for aligning IT operations with standard industry's best practices. The analysis will be approached in an open and collaborative manner that involves IT staff and City Management in the process. The outcome of the process will be a document produced that can be used to provide reinforcement for the city's current and future technology plans and will contain strategies for getting the most benefit from the city's current technology investments.
The analysis will cover several different areas within the IT Department including resource utilization, operations, budgeting, long term planning and alignment with organizational objectives. During the analysis key staff in the city, including the staff of the IT Department will be interviewed and a tour / overview of the city’s technology programs at each of the main worksites will be taken. The analysis will also look at the culture of the organization both within IT and the city at large in their approach to technology. In terms of the questions asked, emphasis will be placed on current operational methods and understanding the benefits and challenges experienced by both users and IT staff in the adoption and use of technology. It’s important to note that when talking with staff the analysis will focus equally on what works well, and what doesn’t.
Mid Valley IT understands the city’s technology, especially in the public safety areas, is extremely sensitive and great care will be taken to work with IT staff to ensure that any questions asked or data reviewed is handled appropriately. No data, beyond simple notes taken during the analysis process, will be taken off site. To further allay fears, Mid Valley IT will submit staff to a Live Scan background check if requested to do so by the city. All Mid Valley IT Staff are Live Scanned and background checked as part of our hiring process. At the conclusion of the analysis a findings document will be generated that includes comments about the city’s technology program, and if applicable, ideas that might improve the cities technology program. The findings document will be high level in nature and address the city’s technology at a macro level. The findings document will be presented to the City Manager and can include multiple presentations to other stakeholder groups as well.
Monthly Services
- Full IT Management of Environment and Staff
- Overflow Remote Support
10/14/2025 Item No.11.
3 - Overflow On-Site Support
- IT Consulting
- Yearly Budgeting
- 5 Year Technology Planning
Enterprise Tools and Software
- Desktop Monitoring Software
- Server Monitoring Software
- Remote Access Software
- Open DNS Software
FINANCIAL IMPACT
The cost of this agreement for a six -month period will be $203,400 or $33,900 per month. The cost for the IT Manager and Process Improvement Specialist monthly was $40,205.08. If annualized the monthly savings are approximately $80,000.
ATTACHMENTS
1. Resolution No. 11480– A Resolution Authorizing the City Manager to Execute an Agreement with Mid -Valley IT to provide IT Management Services at Monthly Cost of $33,900 for a six month period.
Submitted,
Bryan Whitemyer, City Manager
10/14/2025 Item No.11.
Attachment 1
10/14/2025 Item No.11.
RESOLUTION NO. 11480
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN
AGREEMENT WITH MID-VALLEY IT TO PROVIDE IT MANAGEMENT SERVICES AT A MONTHLY COST OF $33,900 FOR A SIX MONTH PERIOD
WHEREAS, the City Council adopted cost saving measures at its September 23, 2025 City Council meeting that resulted in the elimination of IT personnel; and
WHEREAS, these reductions are anticipated to create overall savings of $812,443; and
WHEREAS, the City needs some IT management services that will conduct a full system audit as well as provide regular IT management services to the City; and
WHEREAS, it is anticipated that the agreement with Mid-Valley IT will produce about $80,000 in annual cost savings; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom authorizes the City Manager to execute and agreement with Mid-Valley IT to provide IT Management Services to the City of Folsom for a six-month period at a cost of $33,900 per month with the option to extend on a month-to-month basis if needed (see Exhibit A).
PASSED AND ADOPTED this 14th day of October, 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
__________________________________
Sarah Aquino, MAYOR
ATTEST:
______________________________
Christa Freemantle, CITY CLERK
Resolution No. 11480
10/14/2025 Item No.11.
EXHIBIT A
MID VALLEY IT MANAGEMENT AND SUPPORT AGREEMENT
10/14/2025 Item No.11.
IT MANAGEMENT AND SUPPORT
AGREEMENT
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
1Page 249
10/14/2025 Item No.11.
Thank you for considering our proposal for your IT
Management and Support services. We are pleased to
present the following distinct advantages associated
with our contract:
Inventory Flexibility: There will be no increase in your monthly rate when you add more supported equipment
until your annual inventory audit.
Local Service: With our offices strategically located in Merced and Stockton, we are positioned to respond
promptly to all of your support requirements.
Enterprise Tools: Our agreements include access to a
comprehensive suite of software tools designed to
proactively monitor and safeguard your environment
around the clock.
Staff Management: Oversee and streamline the city’s
current IT staff operations to enhance efficiency,
optimize resources, and align services with modern
technology standards.
IT Audit: A full audit of the organization’s technology environment to gain a clear understanding of existing
systems, identify necessary changes and their
justifications, and recognize what is currently
functioning well.
Thank You
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
KEY CONTACTS
Tom Leach
Owner/Partner
Cullen Byrne
Principal Consultant
Joy Alexander
Director of Sales
Corri Silveira
Director of Engineering
Brandon Birmingham
Senior Engineer
2Page 250
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TOOLS FOR SUCCESS
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
REMOTE SUPPORT
This agreement includes overflow remote
support from our internal Network Operations
Center (NOC) during business hours.
Composed of highly skilled engineers, the NOC
specializes in quickly and efficiently resolving a
wide range of issues.
ON-SITE SUPPORT
This agreement includes overflow on-site
support from our field engineer team during
business hours.
Customer will also have both management and
technical resources available to them
throughout the agreement.
STRATEGIC TECHNOLOGY PLANNING
This agreement includes the creation of
inventory, capital replacement plans, yearly
budgets, project management, and network
documentation.
Every document prepared under this contract
is property of the customer.
ENTERPRISE TOOLS
This agreement includes enterprise level
monitoring software and Open DNS.
Optional additional services are available upon
request, including but not limited to, EDR and
SIEM software, Security Awareness Training,
and Off-site Backup.
3Page 251
10/14/2025 Item No.11.
Fully Managed System means that we monitor your
assets to ensure they are always functional and up-to-
date, and will respond quickly to any issues that may
arise.
Delta Level Technology eliminates the need for
complete backups; significantly minimizing backup
duration, storage requirements, network traffic, and the overall workload on your computers.
Recover Your Data to Dissimilar Hardware; meaning
you can perform a bare metal restore of your data to
other hardware.
Supreme Flexibility in data recovery from a full restore to retrieving a single file.
PEACE OF MIND
WITH DATA BACKUP
How much is your data worth?
THE CHALLENGE THE SOLUTION
Your business data serves as
the lifeblood of your
organization, and the
volume you are collecting
and storing continues to
expand rapidly.
Consider the ramifications
of losing a day's worth of
data, a week's worth, or
even an entire year's data
due to insufficient or
infrequent backup
procedures. What would be
the consequences? Would
recovery be feasible?
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
4Page 252
10/14/2025 Item No.11.
A FEW OF OUR VALUED CLIENTS
These organizations trust us as their dedicated IT Managed Service Provider and have kindly shared their letters of recommendation. Here are some quotes from those letters:
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
5 “[Mid Valley IT is] very
efficient and provide valuable
direction on future projects”
Chris Soria
Chief of P olice
“[Mid Valley IT’s] staff is
knowledgeable, friendly, and quick
to respond. They have never failed
to complete a requested job task or
project.”
Sonya Williams
Finance Director
“[Mid Valley IT is] an
outstanding organization [in]
that they ensure that all
expenditures are in the best
interest of the city.”
Douglas Dunford
City Manager
“Mid Valley IT does not only wait
for problems to arise, they are
forward-thinking and they
bring forth areas of their own
where they feel we can plan and
improve.”
Dr. Bryan Ballenger
Superintendent
“Mid Valley IT not only addresses
issues and problems that arise but
they also do an excellent job of
helping us evaluate new
technologies and systems, plan for
the future and attain our
organization’s technological goals.”
Mike Maier
City Clerk
10/14/2025 Item No.11.
Service Type Non-Agreement Agreement
Forensics $300/hr $275/hr
Design/Consult $275/hr $250/hr
Senior Level Engineer $250/hr $235/hr
Engineer $195/hr $175/hr
After-hours* Projects Only 1.5x standard rate
Holiday hours** Projects Only 2x standard rate
PROJECT SERVICES
RATES AND FEES
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
"Any sufficiently advanced technology is indistinguishable from magic." Arthur C. Clarke
*After-hours support times are Monday through Friday 5:00 pm to 8:00 am and all day Saturday.
**Holiday hours include national holidays and Sunday.
6Page 254
10/14/2025 Item No.11.
IT MANAGEMENT AND SUPPORT AGREEMENT
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
A. Mid Valley IT gives said support agreement Client a guaranteed response time of 4 hours for all emergency service calls. An emergency is identified as either 50% or more network down or critical application failure. Any other service request may be upgraded to an emergency classification at a cost of $300.00.
B. Travel is included as part of this agreement.
C. This agreement will run for an initial term of six (6) months. After the initial term, it will automatically continue on a month-to-month basis. Either party may cancel the agreement after initial term by providing thirty (30) days’ written notice along with the reason for cancellation. Upon cancellation, all unpaid service fees will become immediately due and payable.
D. Every document prepared under this contract is the exclusive property of the Client. No information prepared under this contract may be made available to any individual or organization without the Client’s prior approval.
E. Client shall indemnify and hold harmless the contractor, its officers, officials, employees, agents and volunteers from and against all liabilities, claims, damages, losses, and expenses, herein, caused in whole or in part by any negligent act or omission of the Contractor, its consultants, subcontractors, anyone directly or indirectly employed by any of them, or anyone for whose acts may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the Contractor.
F. Contractor shall indemnify and hold harmless the Client, its officers, officials, employees, agents and volunteers from and against all liabilities, claims, damages, losses, and expenses, herein, caused in whole or in part by any negligent act or omission of the Client, its consultants, subcontractors, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable, except where caused by the active negligence, sole negligence, or willful misconduct of the Client.
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10/14/2025 Item No.11.
CONT.
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
G. Under no circumstance is Contractor responsible for damages resulting from data loss, work interruptions, or system failures / crashes related to the Client’s system, servers, computers, mobile device, or other electronic systems. Contractor is not responsible for failure of the backup system due to physical failure, or omission of data from the backup job. It is the Client’s sole responsibility to notify the Contractor if a litigation hold is in place on any of the Client’s systems and to verify the proper operation and configuration of the backup systems.
H. Neither party shall be held liable for any delay or failure in performance of all or a portion of the Services of any part of this Agreement from any cause beyond its reasonable control and without its fault or negligence, including, but not limited to, acts of God, acts of civil or military authority, government regulations, embargoes, epidemics, war, terrorist acts, riots, insurrections, fires, explosions, earthquakes, nuclear accidents, floods, power blackouts affecting facilities other than facilities of a kind commonly protected by redundant power systems, unless such redundant power systems are also affected by any Force Majeure condition, unusually severe weather conditions, inability to secure products or services of other persons or transportation facilities, or acts or omissions of transportation common carriers.
I. During the term of this Agreement and for a 2-year period after any termination of this Agreement, Client, will not, without the prior written consent of Mid Valley IT, either directly or indirectly, on Client’s own behalf or in the service or on behalf of others, solicit, divert or hire away any person employed by Mid Valley IT or any customer of Mid Valley IT.
J. Every 12 months, following the start date of this agreement, a cost-of-living increase shall be applied at the SSA published COLA rate plus 1%.
K. Invoices are due and payable by the 1st of the month receiving support. Once an invoice reaches 30 days past due, Client shall be placed on a support hold until payment arrangements have been approved.
8 IT MANAGEMENT AND SUPPORT AGREEMENT
10/14/2025 Item No.11.
The way IT should be
800.931.2043
www.midvalleyit.com
767 E Yosemite Ave
Merced, CA 95348
L. MISCELLANEOUS PROVISIONS
a. Waiver. The Client’s waiver of a breach of term is not deemed a waiver of any subsequent breach of the same term.
b. Cost of Litigation. If legal action is necessary to enforce this contract, the prevailing party is entitled to receive all costs and expense including reasonable attorney’s fees and costs of arbitration or litigation.
c.Entire Contract. This document, together with the attachments, is the entire contract. Any modification must be in writing and signed by the parties. d. This contract shall bind and inure to the benefit of the heirs, successors, and assigns of the parties; however, Contractor shall not subcontract or assign this contract without the prior written consent of the Client.
e. If the Contractor is compelled to provide testimony or otherwise appear for matters (subpoenas, depositions or similar) related to the Client, Client is responsible for paying Contractor’s rate (including travel) of $500.00 per hour.
M. Any new equipment installed into the Client’s environment shall incur a labor fee for installation.
Mid Valley IT shall notify client, and quote, any work that may require additional labor prior to any work being completed. Client reserves the right to either approve or decline any quote at their discretion.
This agreement shall commence on the date signed and run for six (6) months. This agreement shall supersede all other agreements (either written or verbal) and shall be the document referenced for the support guidelines for the above client. Once the term has been reached, this agreement shall auto-renew on a monthly basis until such time as written notice is given for either cancellation or term changes.
9 CONT.
IT MANAGEMENT AND SUPPORT AGREEMENT
10/14/2025 Item No.11.
Mid Valley IT
Quota on
Date: 10/8/2025
Reference: 61393-1
Valid un l: 11/7/2025
For: Bryan Whitemyer
City of Folsom
Descrip on Quan ty Unit Price Tax Price
IT Audit
Mid Valley IT will perform an analysis of the current IT opera ons at the City and pr
oduce a report detailing its findings, and if applic able, sugges ons for aligning IT opera ons with st andard industry's best prac ces. The analysis will be approached in an open and collabora ve manner tha t involves IT staff and City Management in the process. The outcome of the process will be a document produced that can be used to provide reinforcement for the city's current and future technology plans and will contain strategies for ge ng the most benefi t
from the city's current technology investments.
The analysis will cover several differen t areas within the IT Department including resource u liz a on, opera ons, budge ng, long term planning and alignment with organiza onal objec ves. During the analysis key staff in the city, including the staff of the IT Department will be in terviewed and a tour / overview of the city’s technology programs at each of the main worksites will be taken. The analysis will also look at the culture of the organiza on both within IT and the city at lar ge in their approach to technology. In terms of the ques ons asked, emphasis will be placed on curr
ent opera onal methods and under standing the benefits and challenges experienced by both users and IT staff in the adop on and use of t
echnology. It’s important to note that when talking with staff the analysis will f
ocus equally on what works well, and what doesn’t.
Mid Valley IT understands the city’s technology, especially in the public safety areas, is extremely sensi v
e and great care will be taken to work with IT staff to
ensure that any ques ons asked or da ta reviewed is handled appropriately. No data, beyond simple notes taken during the analysis process, will be taken off sit e.
To further allay fears, Mid Valley IT will submit staff to a Liv e Scan background check if requested to do so by the city. All Mid Valley IT Staff are alr eady Live Scanned and background checked as part of our hiring process.
At the conclusion of the analysis a findings documen t will be generated that includes comments about the city’s technology program, and if applicable, ideas that might improve the ci es t echnology program. The findings document will be high level in nature and address the city’s technology at a macro level. The findings document will be presented to the City Manager and can include mul ple pr
esenta ons to other s takeholder groups as well.
1 $0.00 $0.00 $0.00
Monthly Services
- Full IT Management of Environment and Staff
- Overflo
w Remote Support
- Overflo
w On-Site Support
- IT Consul ng
- Yearly Budge ng
- 5 Year Technology Planning
1 $30,250.00
$0.00 $30,250.00
Enterprise Tools and So w are
- Desktop Monitoring So w are
- Server Monitoring So w are
- Remote Access So w are
- Open DNS So ware
1 $3,650.00
$0.00 $3,650.00
8 of 9
767 E Yosemite Ave
Merced, CA 95340
10/14/2025 Item No.11.
Sub-total $33,900.00
Sales tax $0.00
TOTAL $33,900.00
This quota on is presented to the customer above on the date created, and is valid un l the quota on expiry date. All prices quoted were correct at the me of quota on crea on, and are subject to change due to supply. Any ques ons regarding your quota on, please speak with your representa ve. To accept this quota on, in whole or in part, please reply to the sender with your wishes, specifying a valid purchase order number, where possible.
Thank you for your business. It is very much appreciated.
Please see below notes rela ng to this proposal:
Mid Valley IT City of Folsom
Signature:
Signature:
Name: Tom Leach Name:
Email:
9 of 9
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Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
Old Business
SUBJECT: Resolution No. 11468 – A Resolution Authorizing the City Manager to Terminate the Agreement with Western Truck Parts and Equipment Company, LLC (Contract No. 046-21 23-002) for $1,112,661.18 from the Solid Waste Operating Fund (Fund 540) for the Purchase of Two Electric Refuse Collection Vehicles
FROM: Public Works Department
RECOMMENDATION / CITY COUNCIL ACTION
The Public Works Department recommends that the City Council pass and adopt Resolution No. 11468 – A Resolution Authorizing the City Manager to Terminate the Agreement with Western Truck Parts and Equipment Company, LLC (Contract No. 046 -21 23 -002) for $1,112,661.18 from the Solid Waste Operating Fund (Fund 540) for the Purchase of Two Electric Refuse Collection Vehicles.
BACKGROUND / ISSUE
Resolution 10909, approved by Folsom City Council on August 23, 2022, authorized the City Manager to execute an agreement for the purchase of two electric refuse trucks. The purchase is consistent with the Folsom 2035 General Plan goal of reducing the consumption of carbon- intensive fuels and the State of California mandate to transition to zero emission vehicles to improve air quality. Since the Waste and Recycling Division (Division) is responsible for about 90% of diesel fuel use by city oper ations, there is significant potential to reduce greenhouse gas emissions if electric refuse trucks are proven to be a viable alternative to diesel powered trucks. As this technology is new to the waste industry , the Public Works Department (Department) ordered two different collection trucks, one side loader for residential cans and one rear loader for bulky waste, to pilot the feasibility of this technology for different types of collection.
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2 The total cost of the electric refuse trucks is $1,352,661.18; the side loader costs $704,230.83, and the rear loader costs $648,430.35. Due to the high cost of electric trucks, the Department secured additional funding to support th e purchase. The funding includes $240,000 from the California Air Resources Board’s Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project (HVIP), and two grants from the Sacramento Metropolitan Air Quality Management District (SMAQMD) totaling $302,361, which includes a requirement to surrender two operational diesel trucks. After the incentive and grants, the cost to the city is $810, 300.18.
The cost of equivalent diesel trucks at the time of this order was $810,363.
The purchase agreement was executed on January 10, 2023, with a delivery date no later than September 6, 2023. The agreement also included the purchase of fourteen diesel trucks, all of which have been received. The production of the electric refuse vehicles took longer than expected, but additional delays occurred due to severe rodent damage to the wiring harnesses.
Following these repairs, the first attempt to deliver one of the electric trucks was November 7, 2024; however, it was not accepted due to coolant pump issues, a power steering fluid leak , and a few minor cos metic issues. Several subsequent delivery attempts of both trucks failed due to mechanical or electrical concerns discovered upon arrival, or in one case, a transmission failure on the way to Folsom that resulted in it being towed back to the dealer.
Upon learning about a second transmission replacement in one of the trucks, staff determined that the delays in providing operational trucks were unreasonable and notified the dealer of the city’s intent to terminate the contract. Foll owing this notice, the dealer met with city staff to propose specification upgrades to permanently correct the issues. Staff learned that the problems with our electric trucks are not isolated to our order; the manufacturer reportedly built approximately two hundred trucks with the same specifications, and they are working to upgrade all of them. Some are already in service, while others, like ours, are still pending acceptance. The upgrades include a new inverter motor and mount, transmission, drive shaft, electrical harness , hill start assist , and artificial sound for pedestrian safety . During this meeting, staff requested and were assured they would receive references for the rebuilt trucks.
On June 24, 2025, the City of Folsom City Council received a staff presentation and recommendation to amend the contract , allowing for the later delivery of the trucks and updated specifications. At this time , references had not been received. Following some discussion, the council decided to delay any decision regarding the matter until staff could speak with references from other customers using the new truck configuration. The rebuild of the trucks ordered by the City of Folsom is now complete; however, the City has still not received references and has learned that there are currently no customers using the upgraded chassis in a comparable operation.
POLICY / RULE
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3 Section 2.36.080 of the Folsom Municipal Code states, in part, that contracts for supplies, equipment, services, and construction with an estimated value of $ 75,049 or greater shall be awarded by the City Council.
ANALYSIS
Despite some benefits of continuing with this purchase, the lack of references and transparency regarding the inability to provide them has resulted in reduced confidence, leading to a change to the previous recommendation to proceed. Staff is now recommending that the agreement be canceled based on the origin al concern of not being able to provide functional zero-emission vehicles. The manufacturer’s proposed revision s are expected to resolve the mechanical problems, and while there is no indication they won’t, staff are also unable to gain the requested assurances that they will. The overall lack of confidence in the product and having no references as to how the vehicles would operate in the City’s Solid Waste environment reinforces staff’s recommendation to cancel the contract.
Unfortunately, the need to test this technology within the operation persists since the city is still subject to California’s Advanced Clean Fleet Regulations, which require fifty percent of all medium and heavy-duty vehicles to be electric. The disadvantage of canceling this order is that any subsequent purchases of electric refuse trucks will be nearly double the cost, but staff is not sure when these types of vehicles will be ready for use within the City . In addition to price increases, purchases made prior to the mandate qualify for funding assistance that future purchases will not. Canceling this purchase will result in forfeiting $542,361 in grants and incentives. This includes $200,000 that was previously reported as unstable, but SMA QMD recently confirmed they would be able to honor if Folsom were to complete the purchases prior to the end of 2025.
FINANCIAL IMPACT
The total cost of the two vehicles is $1,352,661.18. Funding for the electric refuse trucks was included in the fiscal year 2022-23 rate study, and $1,112,661.18 is currently encumbered in the Solid Waste Operating Fund (Fund 540). The encumbrance includes the cost of the vehicles plus the grant funding since both are reimbursement grants. The HVIP voucher is provided directly to the manufacturer and is reduced from the overall amount the city would be invoiced.
Approving the termination of this purchase agreement would save the Solid Waste Operating Fund $810,300.18. This is $1,352,551.18 less $240,000 discount for HVIP, a nd $302,361 in grant funding reimbursements.
ENVIRONMENTAL REVIEW
This action is exempt from environmental review under the California Environmental Quality Act (CEQA).
ATTACHMENT
10/14/2025 Item No.12.
4 Resolution No. 11468 – A Resolution Authorizing the City Manager to Terminate the Agreement with Western Truck Parts and Equipment Company, LLC (Contract No. 046 -21 23-002) for $1,112,661.18 from the Solid Waste Operating Fund (Fund 540) for the Purchase of Two Electric Refuse Collection Vehicles
Submitted,
Rebecca Neves, Public Works Director
10/14/2025 Item No.12.
Attachment 1
10/14/2025 Item No.12.
Resolution No. 11468
RESOLUTION NO. 11468
A RESOLUTION AUTHORIZING THE CITY MANAGER TO TERMINATE THE
AGREEMENT WITH WESTERN TRUCK PARTS AND EQUIPMENT COMPANY, LLC (CONTRACT NO. 046-21 23-002) FOR $1,112,661.18 FROM THE SOLID WASTE OPERATING FUND (FUND 540) FOR THE PURCHASE OF TWO ELECTRIC
REFUSE COLLECTION VEHICLES
WHEREAS, the Folsom 2035 General Plan commits to reducing the consumption of carbon-intensive fuels through the purchase of more efficient vehicles; and
WHEREAS, the city is currently subject to California’s Adv anced Clean Fleet Regulations, which require fifty percent of all medium and heavy -duty vehicle purchases to be zero-emission by 2024, and 100% of medium and heavy -duty vehicle purchases to be zero- emission vehicles by 2027; and
WHEREAS, on August 23, 2022, the Folsom City Council approved Resolution No. 10909 authorizing the purchase of one electric side loader refuse collection vehicle and one electric rear loader refuse collection vehicle to pilot the feasibility of electric vehicle technology within the waste collection operation; and
WHEREAS, the Waste and Recycling Division has contracted with Western Truck Parks and Equipment Company, LLC (WTP) to supply electric refuse collection vehicles; and
WHEREAS, WTP has been unable to provide functional electric refuse collection vehicles to fulfill its obligation under the agreement with the City of Folsom; and
WHEREAS, WTP has been unable to provide the necessary references requested by the City for operations of t hese vehicles in a comparable operation to the City’s Solid Waste operations; and
WHEREAS, the City of Folsom has a fiscal responsibility to purchase equipment that will accomplish operational needs; and
WHEREAS, the City of Folsom desires to terminate the agreement with WTP for the purchase of two electric refuse collection vehicles; and
WHEREAS, the encumbrance of $1,112,661 in the Solid Waste Fund (Fund 540) will be released; and
WHEREAS, the termination notice will be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom hereby authorizes the City Manager to Terminate the Agreement with Western Truck Parts and Equipment Company, LLC (Contract No. 046-21 23-002) for $1,112,661.18 from the Solid Waste
10/14/2025 Item No.12.
Resolution No. 11468
Operating Fund (Fund 540) for the Purchase of Two Electric Refuse Collection Vehicles.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.12.
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Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
Old Business
SUBJECT: Resolution No. 11469 – A Resolution Rescinding Resolution No.11389 and Authorizing the City Manager to Execute an Agreement for Design Consulting and Community-Build
Construction Assistance Services with Leathers & Associates for the Kid’s Play Park – Play Structure Replacement Project (Project PK2501) for $111,569 in the Parks & Recreation
Equipment/Capital Fund (Fund 609)
FROM: Parks and Recreation Department
RECOMMENDATION / COUNCIL ACTION
Staff recommend that the City Council rescind Resolution No. 11389, which authorized the City Manager to execute an agreement with Leathers & Associates for design consulting services for the Kids Play Park Renovation Project at a cost of $81,640. In alignment with the City Council’s May 27 direction to shift the project scope from a contract-build to a community-build, staff further recommend approval of Resolution No. 11469 – A Resolution Rescinding Resolution No.11389 and Authorizing the City Manager to Execute an Agreement for Design Consulting and Community-Build Construction Assistance Services with Leathers & Associates for the Kid’s Play Park – Play Structure Replacement Project (Project PK2501) for $111,569 in the Parks & Recreation Equipment/Capital Fund (Fund 609).
BACKGROUND
Folsom Kids Play Park, also known as Castle Park, is home to the beloved castle-themed wooden playground designed by Robert Leathers and built by the community in 1996. The almost 30-year- old wooden play structures have reached the end of their useful life and without replacement parts available, the City has decided to rebuild the play structures.
Staff publicly advertised a Request for Proposals (RFP) for the playground design with a due date of April 20, 2025. A tota l of 4 proposals were received and reviewed by staff from the Parks & Recreation Department. After following a comprehensive evaluation process, which is outlined in Resolution No. 11389 , staff recommended awarding the Kids Play Park Renovation Project playground design contract to Leathers & Associates. The contract was presented to City Council
10/14/2025 Item No.13.
2 as Resolution No. 11389 on May 27 . As a condition of approval , City Council directed staff to change the construction method to a community build to help with costs and complete the project in a faster timeline. Leathers & Associates was informed of the contract award and the new direction from City Council. In order to cover the additional costs of the community -build construction assistance services, Leathers & Associates increased their contract cost from $81,640 to $111,569.
POLICY / RULE
In accordance with Chapter 2.36 of the Folsom Municipal Code, Public Works projects or purchases costing $75,049 or greater shall be awarded by the City Council.
ANALYSIS
In the original proposal for a contractor-built project, Leathers & Associates planned to provide only limited support during the contractor-led construction phase. Their involvement included having one construction superintendent attend three construction meetings and providing eight days of construction assistance over two site visits.
With the shift to a community-build, Leathers & Associates will now be responsible for an organizational phase to prepare for the community-build and for providing three construction superintendents to lead volunteers through a six-day construction period.
The resulting cost increase of $29,929 reflects the additional construction superintendent's time required for more staff to lead the volunteers and the associated travel expenses.
FINANCIAL IMPACT
The Folsom Kid’s Play Park – Play Structure Replacement project (Project PK2501) is included in the Fiscal Year 2025 -26 Capital Improvement Plan with a project budget of $800,000 in the Parks & Recreation Equipment/Capita l Fund (Fund 609) . Sufficient funds are budgeted and available within the fund and project budget to cover the cost of the agreement with Leathers & Associates for $111,569 for design consulting and community build construction assistance services.
ENVIRONMENTAL REVIEW
Per California Environmental Quality Act (CEQA) guidelines, replacing an existing playground is exempt from environmental review since the project involves minor alterations to an existing public facility with negligible or no expansion of use.
ATTACHMENTS
1. Resolution No. 11469 – A Resolution Rescinding Resolution No.11389 and Authorizing the City Manager to Execute an Agreement for Design Consulting and Community-Build Construction Assistance Services with Leathers & Associates for the Kid’s Play Park – Play Structure Replacement Project (Project PK2501) for $111,569 in the Parks & Recreation Equipment/Capital Fund (Fund 609).
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3 2. Leathers & Associates Agreement for Design Consulting and Community-Build Construction Assistance Services.
3. Resolution No.11389 – A Resolution Authorizing the City Manager to Execute an Agreement for Design Consulting Services with Leathers & Associates for the Kids Play Park Renovation Project (Project PK2501).
Respectfully Submitted,
Kelly Gonzalez,
Parks & Recreation Director
10/14/2025 Item No.13.
Attachment 1
10/14/2025 Item No.13.
Resolution No. 11469
RESOLUTION NO. 11469
A RESOLUTION RESCINDING RESOLUTION NO.11389 AND AUTHORIZING THE
CITY MANAGER TO EXECUTE AN AGREEMENT FOR DESIGN CONSULTING
AND COMMUNITY-BUILD CONSTRUCTION ASSISTANCE SERVICES WITH LEATHERS & ASSOCIATES FOR THE KID’S PLAY PARK RENOVATION PROJECT (PROJECT PK2501) FOR $111,569 IN THE PARKS & RECREATION EQUIPMENT/CAPITAL FUND (FUND 609)
WHEREAS, Folsom Kids Play Park, with its castle-themed wood play structure, was built in 1996 and has reached the effective end of its useful life and requires complete replacement; and
WHEREAS, on March 31, 2025, staff issued a Request for Proposal for playground design services for Folsom Kids Play Park with the intent of the project being built by a contractor; and
WHEREAS, on April 20, 2025, Leathers & Associates submitted a proposal for design services with limited construction assistance for a total not-to-exceed amount of $81,640; and
WHEREAS, on May 27, 2025, City Council directed the project be changed to a community build; and
WHEREAS, on May 27, 2025, the City Manager was authorized to execute a Design and Consulting Services Agreement with Leathers & Associates for design services for the Kid’s Play Park – Play Structure Replacement Project (Project PK2501), for a total not-to-exceed amount of $81,640.
WHEREAS, upon notification of project scope changing to a community-build, Leathers & Associates increased their cont ract amount to $111,569 to cover additional construction superintendents' time required to lead the volunteers and the associated travel expenses; and
WHEREAS, The Kid’s Play Park – Play Structure Replacement Project (Project PK2501) is included in the FY 2025-26 Capital Improvement Plan with a project budget of $800,000 in the Parks and Recreation Equipment/Capital Fund (Fund 609); and
WHEREAS, sufficient funds are budgeted and available to cover the cost of the agreement; and
WHEREAS, the Design and Consulting Services Agreement shall be in a form acceptable to the City Attorney:
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Folsom rescinds Resolution No. 11389 and authorizes the City Manager to execute an agreement for Design Consulting and Community -Build Construction Assistance Services with Leathers & Associates for the Kid’s Play Park – Play Structure Replacement Project (Project PK2501), for a total not-to-exceed amount of $111,569.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
10/14/2025 Item No.13.
Resolution No. 11469
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.13.
Attachment 2
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Attachment 3
10/14/2025 Item No.13.
Resolution No. 11389
RESOLUTION NO. 11389
A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A DESIGN
CONSULTING SERVICES AGREEMENT WITH LEATHERS & ASSOCIATES FOR THE KIDS PLAY PARK RENOVATION PROJECT (PROJECT #PK2501)
WHEREAS, Folsom Kids Play Park with its castle-themed wood play structure was built in 1996 and has served as an iconic, memorable and beloved destination for play since it was built; and
WHEREAS, the wooden play structure has reached the effective end of its useful life and requires complete replacement; and
WHEREAS, on March 31, 2025, staff issued a Request for Proposal for playground design services for Folsom Kids Play Park pursuant to Section 2.36.110 of the Folsom Municipal Code ; and
WHEREAS, by April 30, 2025, staff received four qualified proposals; and
WHEREAS, following evaluation and ranking of the proposals, Leathers & Associates was selected based on their qualifications, understanding of the scope of work, and extensive experience in park design and community engagement; and
WHEREAS, The Kids Play Park Renovation Project (Project # PK2501) is included in the FY 2024-25 Capital Improvement Plan and includes funding for design of the project; and
WHEREAS, there are sufficient funds budgeted in the general fund and available in the FY 2024-25 budget to cover the cost of the agreement; and
WHEREAS, the Design and Consulting Services Agreement shall be in a form acceptable to the City Attorney.
NOW, THEREFORE, BE IT RESOLVED that the City Manager is authorized to execute a Design and Co nsulting Services Agreement with Leathers & Associates for design services for the Kids Play Park Renovation Project (Project # PK2501), for a total not-to-exceed amount of $81,640.
PASSED AND ADOPTED this 27th day of May 2025, by the following roll-call vote:
AYES: Councilmember(s): Leary, Raithel, Rohrbough, Kozlowski, Aquino NOES: Councilmember(s): None
ABSENT: Councilmember(s): None
ABSTAIN: Councilmember(s): None
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
Docusign Envelope ID: EFC24847-83D9-462B-A0FC-8A3DA4805E18
10/14/2025 Item No.13.
Folsom City Council
Staff Report
1 MEETING DATE:
10/14/2025
AGENDA SECTION:
Old Business
SUBJECT: Resolution No. 11482 – A Resolution Approving Phase Two General Fund Cost Saving Measures for Fiscal Year 2025-26 and Beyond
FROM: City Manager's Office
RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends that the City Council adopt Resolution No. 11482 – A Resolution Approving Phase Two General Fund Cost Saving Measures for Fiscal Year 2025 -26 and Beyond.
BACKGROUND / ISSUE
On Tuesday, May 27, 2025, the Folsom City Council held a budget workshop at the Folsom Public Library. The meeting was well attended with members of the public present. Staff presented the initial draft of the FY2025/26 budget in a new format providing a comprehensive line-item presentation that offers more transparency and detail. The City Council and members of the public had the opportunity to provide input and ask questions about the proposed budget and the new budget cycle/process.
On Tuesday, June 10, 2025, the City Council held a public hearing on the FY 2025-26 budget.
Staff presented information to the City Council that included historical revenue and expenditure trends. The proposed FY 2025-26 General Fund budget presented that evening anticipated revenues of $114,442,459 and Transfers In of $5,546,145 for a grand total in revenues of $119,988,604. The projected expenditure s totaled $121,877,171 with Transfers Out of $1,601,982 for a grand total for expenses of $123,479,153. The budget intended to use $3,490,549 of unassigned General Fund Balance to maintain current services.
10/14/2025 Item No.14.
2 On Tuesday, June 24, 2025 the City Council reviewed additional budget modifications that lowered the General Fund deficit from $3,490,549 to approximately $3,000,000. In adopting the FY 2025-26 budget, the City Council recognized that staff would continue pursuing cost - saving opportunities to bring forward to both the Council and the public in the September/October 2025 timeline (See June 24, 2025 Staff Report as Attachment 2).
On Tuesday, September 23, 2025 the City Council adopted Resolution No . 11463 approving Phase One of the General Fund cost savings measures for FY 2025-26 totaling $3,093,130 and ongoing full-year savings of $3,772,392 for FY 2026-27. Those cost savings were a result of proposed staff reductions (20 total) through elimination of mostly vacant positions and strategic reduction of positions in the Fire Department, Police Department, Finance/IT Department, City Attorney’s office, and Library. This report identifies Phase Two with additional General Fund cost savings for City Council consideration associated with service reorganization and increased use of other funds for the City’s Community Development, Parks and Recreation, Public Works, and Environmental & Water Resources/Utilities Departments (See September 23, 2025 Staff Report as Attachment 3).
ANALYSIS
Given the current and projected future City budget shortfall, the City Manager is focused on ensuring that City expenditures do not exceed City revenues. The City Manager directed each Department and Division to develop a plan to reduce General Fund expenditures by focusing on core competencies, look ing for organizational efficiencies , considering other revenue sources, and evaluating potential service level reductions. Analysis and recommendations from each Department or Division were vetted through the City Manager and his recommendations for General Fund cost savings are being presented to the City Council and community in two phases.
Phase One cost savings were considered and adopted by City Council on September 23, 2025 (Resolution No. 11463 with General Fund cost savings of $3,093,130 for FY 2025-26 and ongoing full-year savings of $3,772,392 for FY 2026-27). The cost savings reflect staff reductions (20 total, mostly vacant positions) in the Fire Department, Police Department, Finance/IT Department, City Attorney’s office, and Library. City Council also discussed the annual General Fund subsidy for the Zoo Sanctuary and directed staff to explore options for community partnerships.
Phase Two of the proposed General Fund cost savings outlined in this report includes cost savings associated with reorganization of services and staffing, as well as improved use of special revenue funds for the Community Development (CD), Parks and Recreation (P&R), Public Works (PW), and Utilities (U) Departments. The reorganization of engineering-related services reflects several weeks of coordination and collaboration among the four Departments.
Directors discussed what works well, where there is room for improvement, how to maximize resources and reorganize services for efficiency, changes or shifts in service priorities, and any reductions in service levels that should be considered. The Directors also reached out to their
10/14/2025 Item No.14.
3 counterparts in other agencies to consider best practices and lessons with management and delivery of similar services.
Ultimately, the four Directors agreed on a reorganization of services that the City Manager supported and then went to work on reorganization of resources (staff and services) in each department accordingly. See Attachment 4 for Exi sting and Proposed Service Organization Charts. Notable changes are summarized below with additional details by Department:
Community Development will refocus efforts on planning services for development activity and community building, maximize efficiencies and cost recovery for building services including code enforcement, and focus development engineering for private property with improved collaboration with Public Works for public improvements and acceptance.
Parks & Recreation will continue to oversee the planning, improvement and maintenance of parks, open space, trails, and municipal landscapes with focus on planning and delivery of those capital projects in partnership with Public Works on the Active Transportation Plan. The Department will consider improved cost recovery for recreation facilities and programs, as well as strengthen strategic community partnerships.
Public Works will focus on delivery of capital projects, transportation planning and traffic engineering, public property improvement and acceptance, as well as stormwater management. There will be improved collaboration with Community Development related to private property development and related public improvements as well as with Parks & Recreation on capital project support. EWR will be expanded to a broader Utilities Department to include other enterprise funded utility services (solid waste and recycling) as well as fleet services in addition to water and wastewater services, operation and maintenance, and infrastructure capital improvement projects.
Like the Phase One cost savings, the summary table of budget reductions for Phase Two includes staff changes but not necessarily in the form of staff reductions. Rather, the overall cost savings represent minor reduction in vacant positions, repurposing both filled and vacant positions, underfilling or reclassifying positions, strategic promotions, and reallocating t he funding for positions (in part or in full) to qualifying special revenue and other funds. The table below summarizes recommended staffing revisions and funding allocation with annual (full fiscal year) General Fund salary and benefit savings totaling $2,318,473.
10/14/2025 Item No.14.
4 Department Staffing
FTE = Full Time
Equivalent
EXISTING FTE PROPOSED FTE General Fund
Annual S&B
Savings
General
Fund
Other
Fund
Total General
Fund
Other
Fund
Total
Community Development 27 1 28 25.25 2.75 28 $493,011
Parks and Recreation 49 3 52 46.2 5.8 52 $703,571
Public Works 28.55 0.45 29 16.10 14.90 31 $1,111,137
Utilities* 8.0 127.45 135.45 8.0 127.0 135.0 $10,754
Total 112.55 131.9 244.45 95.55 150.45 246 $2,318,473
*Majority of utilities staff are enterprise funded.
The cost savings reflected in the table above represent full fiscal year cost savings (FY 2026- 27) in small part from changes in staff positions and in large part from increased use of special revenue funds. In the current fiscal year, there will be cost savings associated with implementation of these changes for approximately half of the current fiscal year. The expectation is that the General Fund cost savings will be at least half of the full year savings for the current FY 2025-26 period. This estimate is based on the fact that there are currently funded positions that are unfilled, the time it will take for reclassification and recruitment, and the time to execute cost recovery on special revenue and curr ent project funds for the November 2025 through June 2026 period . Fifty percent of the estimated annual salary and benefit savings of $2,318,473 for FY 2026-27 and $1,293,550 for FY 2025-26.
In addition to the recommended changes to staffing and funding for the four departments listed herein, additional operational cost savings were proposed and will be implemented over time as directed by the City Manager. Two examples of such operational cost savings include:
1. CDD Housing Fund Transfer for Habitat Discounted Land Sale $615,000 (one-time transfer from Housing Fund to General Fund)
2. P&R Prospector Park Maintenance $52,200 (annual cost to CFD 18)
Any additional operational cost savings that require formal action of the City Council will be scheduled for City Council consideration at a future meeting as appropriate.
A description of the reorganization priorities and cost saving strategies for each of the four departments are listed below. The staff listing and funding for each department is included in Attachment 1 Exhibit A, with the resulting City Staffing Budget Detail as Attachment 1 Exhibit B. Additionally, Attachment 5 includes the proposed organizational charts for each department by position and Attachment 6 identifies details for the other revenue sources utilized for General Fund cost savings.
10/14/2025 Item No.14.
5 Community Development Department
Community Development is primarily a pay -for-service Department including city planning and housing services, development engineering and arborist services, building safety and inspection services, and code enforcement. Since the recession in 2008, Community Development has maintained a baseline staffing level with supplemental contract services for peak levels of development activity (e.g., plan check and inspections) and specialized projects and services (e.g., land surveying, mitigation monitoring). Development processing and permit fees were updated in 2024 and 202 5 to better reflect full cost recovery but there are also mandated and desired services provided to the public by Community Development with no corresponding revenue (public inquiries and information, public record requests, Commission staffing, and initial code enforcement responses).
Community Development recommendations for General Fund cost savings include evaluation of special revenue funds, reorganization of select service responsibilities and staffing, retention of essential staff, and recommendations for service level reductions . These recommended changes for Community Development result in an annual salary and benefit cost savings of $493,011. This annual salary and benefit cost savings represents a 9% reduction in the General Fund exp ense City Council approved FY 2025-26 budget for CDD salary and benefits ($5,349,071).
Notably, there is no change to the number of FTE staff in CDD (28 FTE approved, 28 FTE proposed). Rather, these solutions include use of Housing and Tree Funds for a total of 2.75 FTE (2 staff entirely funded and 3 staff partially funded using special revenue funds based on qualifying workload and fund expense). Community Development solutions also underfill or consolidate mid-management responsibilities with new classifications and reclassifications to maximize efficiencies and right size services, particu larly for development engineering and code enforcement services. (See Attachment 1 Exhibit A for CDD specific staff and fund solutions, as well as Attachment 6 for information regarding other revenue funds for CDD).
Proposed cost savings include reorganization and strategic repurposing of positions and use of special revenue funds for qualifying staff resources . With no change to the total number of employees in CDD, t he total annual General Fund salary and benefit cost savings proposed total $493,011.
Parks & Recreation Department
The Parks & Recreation Department oversees parks, open space, municipal landscapes, trails, facilities, and recreation and community services. The Department receives revenue from grants, service charges, rentals, donations, special revenues, impact fees, and other sources.
In June 2025, the City Council approved a fee increase s for the Zoo Sanctuary and the Community Rental Fees that is projected to generate more than $300,000 annually beginning in FY 2025-26. Staff is in the process of updating the Book of Fees to be completed by January 2026 with additional program fee increases . The projected revenue from the fee increases is
10/14/2025 Item No.14.
6 not included in this analysis . To further reduce General Fund reliance, staff will continue to expand strategic partnerships. Currently our department manages more than 50 partnerships with community organizations providing 31,938 volunteer service hours. These partnerships save the C ity over $1,000,000 annually. Our goal is to increase the support from volunteers and partnerships this fiscal year by 10-15%. The upcoming Folsom Kids Play Park /Castle Park Community Build Project, along with two new partnerships agreements currently underway to support park and open space maintenance, will help us achieve that goal.
Staff have developed organizational changes as well as a plan to strategically utilize special revenue funds to create additional General Fund savings. Current staffing levels of the Parks and Recreation Department are at 52 full -time equivalent positions . The proposed organizational changes show that a vacant position will be eliminated and replaced with a shared position with Public Works to support delivery of Capital Infrastructure projects in both departments. Staff is proposing to upgrade one position to better align with duties and responsibilities. The total savings to the General Fund by using appropriate available special revenue funds to offset staffing costs estimated at $703,571 annually. (See Attachment 1 Exhibit A for P&R specific staff and fund solutions, as well as Attachment 6 for information regarding other revenue funds for P&R).
Public Works Department
The Public Works Department oversees Folsom’s transportation planning, traffic operations, stormwater management, and roadway infrastructure improvements (both related to capital projects and development). In addition to receiving General Fund and Enterprise funds Public Works also receives funding al locations from special revenue funds like Measure A, SB -1, state and federal grants, and developer funded operational projects.
Changes in services have been considered as part of the Phase One and Phase Two reorganization. New services to the Public Works Department include enhanced grant writing, citywide improvement standards management, mapping of public property, public land acquisition and disposition, transportation and encroachment permits, enhanced major facility capital projects, and a citywid e capital improvement and asset management program. Many of these services are self-sustaining through fees or other capital revenue sources but were conservatively omitted in this analysis.
Like the proposals of other departments, the Public Works Department also proposes a reduction in General Fund positions by leveraging cost recovery through special revenue funds and active state and federal grants for capital projects. Following a thorough review of revenues, expenditures, and cost recovery efforts, opportunities to retain essential staff while lessening the burden on the General Fund were daylighted by adjusting billing policies and practices. This approach to cost recovery provided a path to reduce the number of positions funded by the Genera l Fund from 28.55 to 16.10 with 14.90 FTEs funded through special revenue funds. This proposal reduces the number of General Fund FTEs by 12.45 positions, resulting in net savings of $1,111,137 or 22% reduction of the Department’s impact to the
10/14/2025 Item No.14.
7 General Fund. (See Attachment 1 Exhibit A for PW specific staff and fund solutions, as well as Attachment 6 for information regarding other revenue funds for PW).
Utilities (Formerly Environmental & Water Resources) Department
This City-wide organizational effort will combine three Enterprise Fund operations (Solid Waste, Water, and Wastewater), along with Fleet Services, into a newly named Utilities Department. Attachment 4 shows the proposed organizational chart for the Utilities Department.
For the new Utilities Department there is likely to be minor savings to the General Fund. Based on recent years, the cost allocation plan shows that the General Services Manager and Fleet Manager represent about 68% of actual costs associated to non -General Fund sources .
Currently in Fiscal Year 2025-26 and in previous fiscal years, these two positions are budgeted at 65% of costs allocated to non-General Fund sources.
CONCLUSION:
In June 2 025, t he city was facing a $3.0 million operational deficit for FY 2025 -26. On September 23, 2025, City Council adopted Phase One General Fund cost savings of $3,093,130 for FY 2025-26 and ongoing full-year savings of $3,772,392 for FY 2026-27. The proposed Phase Two Gen eral Fund estimated cost savings total $ 1,159,236 for FY 2025-26 and $2,318,473 for FY 2026-27.
In the Phase One cost savings proposal personnel reductions in IT services were included with the expectation that the City would explore a contract for IT management services. The City has received an interim proposal from Mid-Valley IT to provide managed IT services for a six- month period. If annualized the total cost of the proposed IT services is approximately $80,000 lower than if the City had retained two IT positions. The contract also includes far more resources than two FTEs employed by the City.
The estimated total from the two phases of recommended General Fund cost savings are listed in the table below:
General F und F Y 2025-26 F Y 2026-27
P hase One B udget R eductions (R esolution 11463) $3,093,130.00 $3,772,392.00 P hase T wo B udget R eductions (R esolution X X X X X ) $1,159,236.00 $2,318,473.00 IT Management S ervices C ontract ($271,200.00) ($406,800.00) Revised General F und B udg et Reduction F ig ures $3,981,166.00 $5,684,065.00
10/14/2025 Item No.14.
8 ATTACHMENTS
1. Resolution –11482 - A Resolution Approving Phase Two General Fund Cost Saving Measures for Fiscal Year 2025-26 and Beyond
Exhibit A: General Fund Cost Saving Measures for Fiscal Year 2025-26 Exhibit B: Position Detail Summary
2. June 24, 2025 Budget Staff Report Packet
3. September 23, 2025 Phase One Cost Savings Staff Report Packet
4. Existing and Proposed Department Service Reorganization Matrix
5. Department Proposed Organizational Charts
6. Other Revenue Fund Descriptions and Balances
Submitted,
______________________________
Bryan Whitemyer, City Manager
10/14/2025 Item No.14.
Attachment 1
10/14/2025 Item No.14.
Resolution No. 11482
RESOLUTION NO. 11482
A RESOLUTION APPROVING PHASE TWO GENERAL FUND COST SAVINGS MEASURES FOR FISCAL YEAR 2025-26 AND BEYOND
WHEREAS, section 3.02.030 of the Folsom Municipal Code states “An Annual Budget shall be prepared by the City Manager, with the assistance of the Finance Director ….”; and
WHEREAS, on the 27th day of May 2025, the City Manager presented to the City Council the City Manager’s FY 2025-26 Proposed Preliminary Budget; and
WHEREAS, on the 10th day of June 2025, a Public Hearing was held and the City Council received presentations from the City Manager and City Staff regarding the FY 202 5-26 Proposed Operating Budget and Capital Improvement Plan; and
WHEREAS, on the 24 th day of June 2025 the City Council approved the FY 2025-26 Preliminary Budget that includes a $3 million budget shortfall.
WHEREAS, the City desires to close its budget gap and has developed a set of cost saving measures to reduce its expenditures in two phases for City Council consideration; and
WHEREAS, on September 23, 20 25, the City Council adopted Resolution No 11463 Resolution No. 11463 with the first phase of General Fund cost savings of $3,093,130 for FY 2025-26 and ongoing full-year savings of $3,772,392 for FY 2026-27 through staff reductions in the Fire Department, Police Department, Finance/IT Department, City Attorney’s office, and Library; and
WHEREAS, the second phase of cost savings proposed through reorganization of services, staffing, and increased use of qualifying special revenue and other funds in the Community Development, Parks and Recreation, Public Works, and Utilities Departments as shown in Exhibits A and B; and
WHEREAS, the combined savings for phase one and phase two are estimated as described below:
10/14/2025 Item No.14.
Resolution No. 11482
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Folsom that the documents attached to this resolution, identified as:
Exhibit A: General Fund Cost Saving Measures for Fiscal Year 2025-26 Exhibit B: Position Detail Summary
are hereby approved and appropriated to the respective departments for their offices and operations in the amounts, and for the objects and purposes, as specified therein.
PASSED AND ADOPTED this 14th day of October 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
10/14/2025 Item No.14.
Admin Position/Title General
Fund Position/Title General
Fund
Housing
Fund Tree Fund
Comm Dev Director (IC) 1.00 Comm Dev Director (IC) 1.00 Development Services Specialist M56 1.00 Development Services Specialist M56 0.75 0.25 Administrative Assistant M50 1.00 Administrative Assistant M50 1.00 Arborist Position/Title General
Fund Tree Fund Position/Title General
Fund
Housing
Fund Tree Fund
Urban Forester T84 1.00 Urban Forester T84 1.00
Arborist M58 1.00 Arborist M58 1.00
Planning Position/Title General
Fund Position/Title General
Fund
Housing
Fund Tree Fund
Planning Manager T104 1.00 Planning Manager T104 1.00
Principal Planner T95 1.00 Principal Planner T95 1.00
Housing Manager T95 1.00 Housing Manager T95 1.00
Associate Planner M58 1.00 Senior Planner T86 1.00
Assistant Planner M50 1.00 Associate Planner M58 1.00
Building Position/Title General
Fund Position/Title General
Fund
Housing
Fund Tree Fund
Prinicpal Civil Engineer/Building Official T98 1.00 Building Services Manager/Chief Building Official T104 1.00 Plan Check Engineer T89 1.00 Plan Check Engineer T89 1.00 Building Plans Checker II M55 1.00 Building Plans Checker II M55 1.00 Building Inspector Supervisor T86 1.00 Building Safety and Enforcement Manager T94 1.00 Code Enforcement Manager T91 1.00
Code Enforcement Officer II M53 1.00 Code Enforcement Officer II M53 1.00 Code Enforcement Officer I M51 0.75 0.25
Senior Building Inspector M58 1.00 Senior Building Inspector M58 1.00 Building Inspector II M55 2.00 Building Inspector II M55 2.00 Building Technician II M45 3.00 Building Technician II M45 3.00 Building Plans Coordinator M51 1.00 Building Plans Coordinator M51 1.00 Development Engineering Position/Title General
Fund Position/Title General
Fund
Housing
Fund Tree Fund
City Engineer T107 1.00 Development Engineering Manager T104 1.00 Principal Civil Engineer T98 1.00 Senior Civil Engineer T95 1.00 Assistant Civil Engineer M58 1.00 Assistant Civil Engineer M58 1.00 Assistant Civil Enginner M58 1.00 Assistant Civil Engineer M58 0.50 0.25 0.25 Senior Construction Inspector M58 1.00 Senior Construction Inspector M58 1.00 CDD Funded Positions (28 FTE) 27 1 CDD Funded Positions (28 FTE) 25.00 1.50 1.50 Community Development Existing Staffing and Fund Allocation Community Development Proposed Staffing and Fund Allocation
10/14/2025 Item No.14.
Admin Position/Title General
Fund Position/Title General
Fund L&L CFD Fund 472
Parks and Recreation Director 1.00 Parks and Recreation Director 1.00 Senior Management Analyst T94 1.00 Senior Management Analyst (14% Impact, 14%L&L FY26/27) 1.00 Marketing/Graphics Coord M50 1.00 Communications/Marketing Specialist M58 1.00 Administrative Assistant M50 1.00 Administrative Assistant M50 (20% Impact, 20%L&L FY26/27) 1.00 Facilities Position/Title General
Fund Position/Title General
Fund
Sr. Bldg Tradesworker M51 2.00 Sr. Bldg Tradesworker M51 2.00 Building Tradesworker II M49 2.00 Bldg. Tradesworker II M49 2.00 Facility Maintenance Supervisor T91 1.00 Facility Maintenance Supervisor T91 1.00 Facility Maintenance Manager T94 1.00 Facility Maintenance Manager T94 1.00 CC S/CF Position/Title General
Fund Position/Title General
Fund
Recreation Coordinator II M51 3.00 Recreation Coordinator II M51 3.00 Senior Recreation Coordinator M55 3.00 Senior Recreation Coordinator M55 3.00 Recreation Supervisor T86 1.00 Recreation Supervisor T86 1.00 Recreation and Community Services Manager T94 1.00 Recreation and Community Services Manager T94 1.00 Sports Position/Title General
Fund Position/Title General
Fund
Recreation Coordinator II M51 3.00 Recreation Coordinator II M51 2.00 Senior Recreation Coordinator M55 1.00 Senior Recreation Coordinator M55 1.00 Recreation Supervisor T86 1.00 Recreation Supervisor T86 1.00 Aquatics Position Title General
Fund Position/Title General
Fund
Senior Recreation Coordinator M55 1.00 Senior Recreation Coordinator M55 1.00 Senior Maintenance Worker M52 1.00 Senior Maintenance Worker M52 1.00 Administrative Assistant M50 1.00 Administrative Assistant M50 1.00 Recreation Supervisor T86 1.00 Recreation Supervisor T86 1.00 Park Maint Position/Title General
Fund Position/Title General
Fund
Maintenance Worker I M38 2.00 Maintenance Worker I M38 2.00 Mainteannce Worker II M44 1.00 Mainteannce Worker II M44 1.00 Senior Maintenance Worker M52 2.00 Senior Maintenance Worker M52 2.00 Senior Maintenance Specialist M55 1.00 Senior Maintenance Specialist M55 1.00 Maintenance Supervisor T91 1.00 Maintenance Supervisor T91 1.00 Park Planning Position/Title General
Fund Position/Title General
Fund L&L CFD Fund 472/412
(Impact Fees)
Fund
446/448 Fund 276
Park Planner II 1.00 Park Planner II 0.65 0.35
Park Planner II (LT) 1.00 Park Planner II (LT) 0.20 0.80 Capital Projects Manager T104 * Shared with Public Works 0.10 0.10 0.30 0.50 Park Planning Mgr. T94 1.00 Park Planning Mgr. T94 0.60 0.40 Trails Planning Position/Title General
Fund Position/Title General
Fund Impact
Sr. Trail Planner T86 1.00 Sr. Trail Planner T86 0.65 0.35 MLS Position/Title General
Fund L&L CFD Position/Title General
Fund L&L CFD
Maint. Spec. M46 0.50 0.30 0.20 Maint. Spec. M46 0.50 0.30 0.20 Maint. Wrker II M44 0.50 0.30 0.20 Maint. Wrker II M44 0.50 0.30 0.20 Sr. Maint. Spec M55 0.50 0.30 0.20 Sr. Maint. Spec M55 0.50 0.30 0.20 Irrig. Sys Coord. M55 0.50 0.30 0.20 Irrig. Sys Coord. M55 0.50 0.30 0.20 Maint. Sup T91 0.50 0.30 0.20 Maint. Sup T91 0.50 0.30 0.20 MLS Manager T94 0.50 0.30 0.20 MLS Manager T94 0.50 0.30 0.20 Parks and Recreation Existing Staffing and Fund Allocation Parks and Recreation Proposed Staffing and Fund Allocation
10/14/2025 Item No.14.
Zoo Position/Title General
Fund Position/Title General
Fund
Zoo Keeper I M37 1.00 Zoo Keeper I M37 1.00
Zoo Keeper I M37 1.00 Zoo Keeper I M37 1.00
Zoo Keeper I M37 1.00 Zoo Keeper I M37 1.00
Zoo Keeper I M37 1.00 Zoo Keeper I M37 1.00
Zoo Keeper II M43 1.00 Zoo Keeper II M43 1.00
Senior Recreation Coordinator M55 1.00 Senior Recreation Coordinator M55 1.00 Zoo Supervisor T86 1.00 Zoo Supervisor T86 1.00
Zoo Manager T94 1.00 Zoo Manager T94 1.00
P&R Funded Positions (52 FTE) 49 2 1 P&R Funded Positions (52 FTE) 46.20 1.80 1.20 2.00 0.30 0.50
10/14/2025 Item No.14.
Admin Position/Title General
Fund
Other
Funds Position/Title General
Fund
Other
Funds
Public Works Director 0.80 0.20 Public Works Director 0.50 0.50 Senior Management Analyst T94 0.75 0.25 Senior Management Analyst T94 0.40 0.60 Administrative Assistant M50 1.00 Management Analyst T84 0.40 0.60 Senior Office Assisstant M41 1.00 Administrative Assistant M50 0.40 0.60 Engineering Position/Title General
Fund
Other
Funds Position/Title General
Fund
Other
Funds
Engineering Manager T104 1.00 Capital Projects Manager T104 0.40 0.60 Senior Civil Engineer T95 1.00 Principal Civil Engineer (Traffic) T98 0.40 0.60 Senior Civil Engineer T95 0.40 0.60
Assistant Civil Engineer M58 1.00 Assistant/Associate Civil Engineer M58 0.40 0.60 Assistant Civil Engineer M58 1.00 Assistant/Associate Civil Engineer M58 0.40 0.60 Senior Construction Inspector II M58 1.00 Construction Inspector II M53 0.40 0.60 Streets Position/Title General
Fund
Other
Funds Position/Title General
Fund
Other
Funds
Streets Operations Manager (Y rated) 0.40 0.60
Administrative Assistant M50 0.40 0.60
Streets Operations Supervisor T91 1.00 Streets Operations Supervisor T91 0.50 0.50 Senior Maintenance Worker M52 1.00 Senior Maintenance Worker M52 0.60 0.40 Maintenance Specialist M49 1.00 Maintenance Specialist M49 0.60 0.40 Maintenance Specialist M49 1.00 Maintenance Specialist M49 0.60 0.40 Maintenance Specialist M49 1.00 Maintenance Specialist M49 0.60 0.40 Maintenance Specialist M49 1.00 Maintenance Specialist M49 0.60 0.40 Maintenance Worker II M44 1.00 Maintenance Worker II M44 0.60 0.40 Maintenance Worker II M44 1.00 Maintenance Worker II M44 0.60 0.40 Maintenance Worker II M44 1.00 Maintenance Worker II M44 0.60 0.40 Maintenance Worker II M44 1.00 Maintenance Worker II M44 0.60 0.40 Maintenance Worker II M44 1.00 Maintenance Worker II M44 0.60 0.40 Maintenance Worker 1 M38 1.00 Maintenance Worker I M38 0.60 0.40 Maintenance Worker I M38 1.00 Maintenance Worker I M38 0.60 0.40 Traffic and Signs General
Fund
Other
Funds Position/Title General
Fund
Other
Funds
Senior Civil Engineer T95 1.00
Senior Traffic Control and Lighting M55 1.00 Senior Traffic Control and Lighting M55 0.60 0.40 Traffic Control and Lighting Tech II M53 1.00 Traffic Control and Lighting Tech II M53 0.60 0.40 Traffic Control and Lighting Tech II M53 1.00 Traffic Control and Lighting Tech II M53 0.60 0.40 Traffic Control and Lighting Tech I M52 1.00 Traffic Control and Lighting Tech I M52 0.60 0.40 Traffic Control and Lighting Tech I M52 1.00 Traffic Control and Lighting Tech I M52 0.60 0.40 Maintenance Specialist - Signs M46 1.00 Maintenance Specialist - Signs M46 0.50 0.50 PW Funded Positions (29 FTE) 28.55 0.45 PW Funded Positions (31 FTE) 16.10 14.90 Public Works Existing Staffing and Fund Allocation Public Works Proposed Staffing and Fund Allocation
10/14/2025 Item No.14.
Water Resources Admin Position/Title General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
Director 1.00 Director 1.00
Utility Manager 1.00 Deputy Director 1.00
Management Analyst 1.00 Management Analyst 1.00
Administrative Technician 2.00 Administrative Technician 2.00 Senior Office Assistant 1.00 Senior Office Assistant 1.00 Principal Civil Engineer T98 1.00 Principal Civil Engineer T98 1.00 Seior Civil Engineer 2.00 Seior Civil Engineer 2.00
Associate Civil Engineer 1.00 Associate Civil Engineer 1.00 Engineering Technican I/II 1.00 Engineering Technican I/II 1.00 Electrical & Instrumentation Technician 1.00 1.00
Wastewater Position/Title General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
Revenue Technician I/II 1.00 Revenue Technician I/II 1.00 Senior Wastewater Collection Technician 2.00 Senior Wastewater Collection Technician 2.00 Wastewater Collection Manager 1.00 Wastewater Collection Manager 1.00 Wastewater Collection Technician III 1.00 Wastewater Collection Technician III 1.00 Wastewater Collection Technician I/II 11.00 Wastewater Collection Technician I/II 11.00 Water Conservation Position/Title General
Fund
Enterprise
Fund Position/Title General
Fund
Enterprise
Funds
Water Management Coordinator 1.00 Water Management Coordinator 1.00 Water Management Specialist 2.00 Water Management Specialist 2.00 Water Utility Maintenance Position/Title General
Fund
Enterprise
Fund Position/Title General
Fund
Enterprise
Funds
Senior Water Utility Worker 1.00 Senior Water Utility Worker 1.00 Utility Maintenance Supervisor 1.00 Utility Maintenance Supervisor 1.00 Water Utility Worker I/II 6.00 Water Utility Worker I/II 6.00 Utility Maintenance Wastewater Collection Tech 1.00 Utility Maintenance Wastewater Collection Tech 1.00 Water Treatment Position/Title General
Fund
Enterprise
Fund Position/Title General
Fund
Enterprise
Funds
Lead Plant Mechanic 1.00 Lead Plant Mechanic 1.00
Water Treatment Plant Chief Operator 1.00 Water Treatment Plant Chief Operator 1.00 Water Treatment Plant Operator III 4.00 Water Treatment Plant Operator III 4.00 Water Treatment Plant Operator I/II 1.00 Water Treatment Plant Operator I/II 1.00 Water Treatment Plant Manager 1.00 Water Treatment Plant Manager 1.00 Water Quality Position/Title General
Fund
Enterprise
Fund Position/Title General
Fund
Enterprise
Funds
Water Distribution Chief Operator 1.00 Water Distribution Chief Operator 1.00 Water Distribution Operator I/II 3.00 Water Distribution Operator I/II 3.00 Water Distribution Operator III 1.00 Water Distribution Operator III 1.00 Water Quality Technician 1.00 Water Quality Technician 1.00 Water Distribution Manager 1.00 Water Distribution Manager 1.00 Water Metering Position/Title General
Fund
Enterprise
Fund Position/Title General
Fund
Enterprise
Funds
Utility Maintenance Supervisor 1.00 Utility Maintenance Supervisor 1.00 Senior Water Utility Worker 1.00 Senior Water Utility Worker 1.00 Water Utility Worker I/II 4.00 Water Utility Worker I/II 4.00 Solid Waste Collections Position/Title General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
PW Director 0.20
General Services Manager 0.65 General Services Manager 0.65 Fleet Manager 0.65 Fleet Manager 0.65
Solid Waste Manager 1.00 Solid Waste Manager 1.00
Solid Waste Supervisor 1.00 Solid Waste Supervisor 1.00 Utilities Existing Staffing and Fund Allocation Utilities Proposed Staffing and Fund Allocation
10/14/2025 Item No.14.
Administrative Assistant 0.90 Administrative Assistant 0.90 Account Technician 1.00 Account Technician 1.00
Senior Management Analyst 0.25
Maintenance Worker I/II 1.00 Maintenance Worker I/II 1.00 Mechanic II 1.80 Mechanic II 1.80
Refuse Driver 42.00 Refuse Driver 42.00
Senior Refuse Driver 3.00 Senior Refuse Driver 3.00
Senior Maintenance Worker 2.00 Senior Maintenance Worker 2.00 Senior Office Assistant 4.00 Senior Office Assistant 4.00 Hazardous Materials Position/Title General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
Hazardous Materials Coordinator 1.00 Hazardous Materials Coordinator 1.00 Senior Environmental Specialist 2.00 Senior Environmental Specialist 2.00 Recycling Position/Title General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
Environmental Specialist Supervisor 1.00 Environmental Specialist Supervisor 1.00 Environmental Specialist 1.00 Environmental Specialist 1.00 Senior Environmental Specialist 2.00 Senior Environmental Specialist 2.00 Fleet Title/Position General
Fund
Enterprise
Funds Position/Title General
Fund
Enterprise
Funds
General Services Manager 0.35 General Services Manager 0.35 Fleet Manager 0.35 Fleet Manager 0.35
Administrative Assistant 0.10 Administrative Assistant 0.10 Fleet Service Coordinator 1.00 0.00 Fleet Service Coordinator 1.00 0.00 Lead Senior Mechanic 1.00 0.00 Lead Senior Mechanic 1.00 0.00 Mechanic II 4.20 0.00 Mechanic II 4.20 0.00
Senior Equipment Mechanic 1.00 0.00 Senior Equipment Mechanic 1.00 0.00 Utility Funded Positions (135.45 FTE) 8.00 127.45 Utility Funded Positions (135.0 FTE) 8.00 127.00
10/14/2025 Item No.14.
FY 22 FY 23 FY 24 FY 25 FY 26 9/23/2025 10/14/2025 FY 26 Approved Approved Approved Approved Approved Amended Amended Amended
5.00 5.00 5.00 5.00 5.00 5.00
4.75 4.75 4.00 4.00 4.00 4.00
4.00 4.00 4.00 4.00 4.00 (1.00) 3.00
3.00 3.00 3.00 3.00 3.00 3.00
26.00 26.00 27.00 28.00 28.00 28.00
78.00 88.00 90.00 91.00 91.00 (7.00) 84.00
6.00 6.00 6.00 6.00 6.00 6.00
12.00 12.00 12.00 12.00 12.00 (1.00) 11.00
24.00 24.00 25.00 25.00 25.00 (4.00) 21.00
48.00 49.00 49.00 52.00 52.00 52.00 107.50 110.50 113.50 119.50 119.50 (7.00) 112.50
34.55 34.55 34.55 36.55 36.55 2.45 Fleet moving to Utilites (8.00) 31.00
Environmental and Water Resources Department 53.00 56.00 58.00 60.00 61.00 Solid Waste Department 55.45 56.45 59.45 59.45 66.45 (0.45) Fleet Department 8.00 135.00
-
461.25 479.25 490.50 505.50 513.50 (20.00) 2.00 495.50 City Council Meetings
Position Detail
Office of Management and Budget
City Council
City Manager
City Attorney
City Clerk
Community Development
Fire
Human Resources
Library
Parks & Recreation
Police Department
Public Works Department
Utilities Department (new)
Total Staffing Positions
10/14/2025 Item No.14.
Attachment 2
10/14/2025 Item No.14.
Folsom City Council
Staff Report
1 MEETING DATE:
6/24/2025
AGENDA SECTION:
Old Business
SUBJECT: Resolution No. 11401– A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority (Continued from June 10, 2025)
FROM: City Manager's Office
RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends that the City Council adopt Resolution No. 11401 – A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority.
BACKGROUND / ISSUE
On Tuesday, May 27, 2025, the City Council held a budget workshop at the Folsom Library.
The meeting was well attended with members of the public present. Staff presented the initial draft of the FY 2025/2026 budget in a new format. The City Council and members of the public had the opportunity to provide input and ask questions about the proposed budget.
On Tuesday, June 10, 2025, the City Council held a public hearing on the FY 2025/2026 budget. Staff presented information to the City Council that included historical revenue and expenditure trends. The proposed FY 2025-2026 General Fund budget presented that evening anticipated revenues of $114,442,459 and Transfers In of $5,546,145 for a grand total in revenues of $119,988,604. The projected expenditures totaled $121,877,171 with Transfers Out of $1,601,982 for a grand total for expenses of $123,479,153. The budget intended to use $3,490,549 of unassigned General Fund Balance to maintain current services.
06/24/2025 Item No.11.
10/14/2025 Item No.14.
2 To provide additional time for the City Council and the public to review the proposed budget City staff asked that the City Council continue the public hearing on the budget until Tuesday, June 24, 2025. This time has allowed staff to further review the budget as well as receive feedback from the public and City Council. The budget staff report from the June 10, 2025 City Council meeting has been included in Attachment 2.
As part of the proposed budget process staff recommended that additional budget reviews take place in September/October 2025 and February/March 2026 so that budget reductions for FY 2026/2027 could be developed. Feedback received over the last couple weeks asked if some cuts could be made sooner to try to limit the use of General Fund Reserve in FY 2025/2026. Recognizing the value of this feedback, City staff reassessed the budget to see if General Fund reductions could be made now so that the deficit could be reduced.
Proposed Budget Reductions:
Although there is much more work to do over the coming months staff is recommending that the City Council adopt a FY 2025/2026 Preliminary Budget that includes the following reductions.
1) Eliminate the Park Attendant position at Cummings Family Skate and Bike Park. This will produce on-going staff cost savings of approximately $40,000 per year. If approved, the savings anticipated for FY 2025/2026 are $25,000. Currently, the lighting system at the park is turned on and off manually. The lighting system needs to be upgraded so it can be set on a timer system that will turn the lights on and off automatically. The cost to convert to this system is about $15,000.
GF Cost Reduction: $25,000
2) Eliminate the proposed $500,000 annual contribution to the City’s Public Entity Investment Trust for Retiree Health Obligations (Trust held outside City funds). The savings to the General Fund (Fund 010) of eliminating the FY 2025-26 contribution is $426,647. The Water, Wastewater and Solid Waste Enterprise Funds contribute the remaining $73,353.
GF Cost Reduction: $426,647
Proposed General Fund Cost Reduction Total: $451,647
The proposed modified preliminary FY 2025-2026 General Fund budget looks as follows:
No changes are being made to the projected revenue figure of $114,442,459 and Transfers In of $5,546,145 for a grand total in revenues of $119,988,604. However, the projected expenditures total is now being reduced by $451,647 from $121,877,171 to $121,425,524. These changes lower the grand total for General
06/24/2025 Item No.11.
10/14/2025 Item No.14.
3 Fund expenses from $123,479,153 to $123,027,506. The use of the unassigned General Fund balance will be reduced by $451,647 from $3,490,549 to $3,038,902.
Additional Staff Actions Going Forward:
1) Explore bringing back the use of prison labor to maintain open space and trail areas 2) Assess City owned properties to see what properties could be sold or deeded to non- profits or community organizations that could maintain the property better than the City while still maintaining the property as a community asset. 3) Have the Housing Fund reimburse the General Fund for the sale of the former City property located on Persifer Street. Currently, Habitat for Humanity is building 10 housing units on that property. It is anticipated that this could bring $635,000 to General Fund. Staff would recommend that these one-time funds be used for one- time renewal and replacement expenditures.
POLICY / RULE
Folsom Municipal Code, Section 3.02.030, Budget
“An Annual Budget shall be prepared by the City Manager, with the assistance of the Finance Director. . . . (G) The City Council shall adopt the annual budget by Resolution by fund and program by affirmative vote of at least three members, on or before the last working day of the last month of the current fiscal year. If the City Council fails to adopt the budget by the last working day of the current fiscal year, the budget as presented by the City Manager shall be deemed adopted.”
ANALYSIS
Budget Structure and Overview:
The Operating Budget for the City of Folsom is a complex document that manages the revenues and expenditure of over 150 separate Fund Accounts. A summary of these accounts is found in Attachment 2. Many of these fund accounts have specific rules and requirements that dictate how these funds can be used.
For example, funds collected from the water bills that are paid for by residents each month can only be used to cover the costs associated with maintaining and operating the water system.
These funds cannot be used to cover public safety or any other non-water related expenses.
The four largest and most familiar Fund Accounts in the budget are 1) General Fund; 2) Solid Waste Fund, 3) Sewer Fund; and 4) Water Fund.
1) General Fund (Fund 010) – This fund accounts for all general revenues of the City not specifically levied or collected for other City funds and the related expenditures. The
06/24/2025 Item No.11.
10/14/2025 Item No.14.
4 General Fund accounts for all financial resources of a governmental unit which are not accounted for in other funds.
2) Solid Waste (Fund 540) – This fund accounts for the revenues and expenses of the City’s solid waste operations.
3) Sewer Fund (Fund 530) – This fund accounts for the revenues and expenses of the City’s sewer operations.
4) Water Fund (Fund 520) – This fund accounts for the revenues and expenses of the City’s water operations.
All City Funds Budget Analysis:
The City Manager’s Fiscal Year 2025-26 Proposed Preliminary Budget, as presented on June 10, totaled $266,480,640 in proposed expenditures. Recommended reductions to the General Fund discussed above and the City Council’s June 10 direction to restore funding to Natoma Station L&L District, are included in the updated totals in the chart below, for a total of $266,070,437 in proposed expenditures, and $7,508,127 in transfers. The Budget Summary by Fund in the online budget document will be updated to reflect the approved totals after City Council adoption.
Below is a breakdown by Fund category
The City Manager’s proposed Fiscal Year 2025-26 Preliminary Budget also includes 513.5 full and permanent part-time positions across all funds. This proposed budget provides for 8 new positions all funded by Enterprise Funds. The added positions are listed below along with the department.
Fund Category FY 2025-26 Proposed Amounts
General Fund 121,425,524$
Enterprise Funds 53,700,278
Special Revenue Funds 13,418,596
Debt Service Funds 16,761,774
Capital Projects Funds 10,624,850
Internal Service Funds 25,060,360
Fiduciary Funds 25,079,055
Total 266,070,437$
Department Position
Environmental and Water Resources Senior Civil Engineer Solid Waste Refuse Driver (6)
Solid Waste Senior Office Assistant
06/24/2025 Item No.11.
10/14/2025 Item No.14.
5 The City Manager’s Fiscal Year 2025-26 Proposed Preliminary Budget is available on the City’s web site at https://www.folsom.ca.us/government/finance/city-budget/-folder- 366#docfold_14_786_600_366.
Recommended Budget Approval Process
- May 27, 2025 – City Council held public workshop on the budget at the Folsom Library.
- June 10, 2025 – City Council held budget public hearing and continued the public hearing to the June 24, 2025, City Council meeting allowing for more public dialogue.
- June 24, 2025 – City Council holds budget public hearing, receives public input and approves the FY 2025-2026 Preliminary Budget.
- July – September 2025 – City departments review their budgets and develop cost cutting proposals and that will be reviewed at the Review of the Final Budget in September/October 2025.
- FY 2025-2026 Review of Final Budget - September/October 2025:
o At a City Council meeting in either September or October City staff will have another budget review with the City Council that will allow additional public input from the community. This budget review will allow the City to work with the actual ending fund balance numbers for FY 2024-2025. Possible FY 2026-2027 General Fund budget reductions discussions will take place.
- FY 2025-2026 Mid-Year Budget Review – February/March 2026:
o At a City Council meeting in either February or March City staff will conduct a Mid-Year Budget review with the City Council. Any adjustments needed for the current year will be approved by the City Council at that time. Staff will be seeking direction from the Council as to what cuts they would consider including in the FY 2026-2027 budget.
CONCLUSION:
The City of Folsom cannot continue to provide the General Fund services it presently provides to the community. With the recommended budget reductions there is a projected $3.0 million General Fund deficit for FY 2025-2026. To live within its means the City will need to reduce its expenditures which translates into reductions in services.
06/24/2025 Item No.11.
10/14/2025 Item No.14.
6 Staff proposes using General Fund Reserves to fund the FY 2025-2026 budget but aggressively pursue a strategy to reduce costs and services in preparation for the FY 2026- 2027 budget period that begins on July 1, 2026.
ATTACHMENTS
1. Resolution No. 11401 – A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority a. Exhibit A - Budget Summary by Fund – Projected Balance 2025-26 and Summary of General Fund Revenues and Expenditures
b. Exhibit B – Staffing Detail 2025-2026
c. Exhibit C – FY 2025-2026 Budget Request Proposal Detail Listing
2. Budget Staff Report from the June 10, 2025 City Council meeting.
Submitted,
______________________________
Bryan Whitemyer, City Manager
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Attachment 1
06/24/2025 Item No.11.
10/14/2025 Item No.14.
RESOLUTION NO. 11401
A RESOLUTION ADOPTING THE FISCAL YEAR 2025-26 OPERATING AND
CAPITAL BUDGETS FOR THE CITY OF FOLSOM, THE SUCCESSOR AGENCY,
THE FOLSOM PUBLIC FINANCING AUTHORITY, AND
THE FOLSOM RANCH FINANCING AUTHORITY
WHEREAS, section 3.02.030 of the Folsom Municipal Code states “An Annual Budget shall be prepared by the City Manager, with the assistance of the Finance Director ….”; and
WHEREAS, on the 27th day of May 2025, the City Manager presented to the City Council the City Manager’s FY 2025-26 Proposed Preliminary Budget; and
WHEREAS, on the 10th day of June 2025, a Public Hearing was held and the City Council received presentations from the City Manager and City Staff regarding the FY 2024 -25 Proposed Operating Budget and Capital Improvement Plan; and
WHEREAS, the Proposed Budget includes the budget rec ommendations for each office and department of the City, including the FY 2025-26 Proposed Budget for the Successor Agency, the Folsom Public Financing Authority and the Folsom Ranch Financing Authority; and
WHEREAS, the City Manager’s FY 2025-26 Proposed Preliminary Budget is on file and available for inspection on the City website; and
WHEREAS, the City Council reviewed the City Manager’s FY 2025 -26 Proposed Preliminary Budget, and all components thereof on May 27, 2025, June 10, 2025, and June 24, 2025; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Folsom that the documents attached to this resolution, identified as:
Exhibit A - Summary by Fund: Projected Balances for Fiscal Year 2025 -26 and Summary of General Fund Revenues and Expenditures
Exhibit B – Staffing Detail for Fiscal Year 2025-26
Exhibit C – Budget Request Proposal Detail Listing for Fiscal Year 2025-26
are hereby approved and appropriated to the respective departments for their offices and operations in the amounts, and for the objects and purposes, as specified therein.
PASSED AND ADOPTED this 24th day of June 2025, by the following roll-call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
06/24/2025 Item No.11.
10/14/2025 Item No.14.
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Fund Name Description
Estimated Cash
Balance
07/01/2025
Projected
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Expenditures
Projected
Ending Balance
06/30/2026
010 - General Fund 24,934,176 114,442,459 5,546,145 1,601,982 121,877,171 21,443,627 031 - SPIF Fee 252,265 0 0 0 0 252,265
032 - SPIF Parkland Fee 272,556 0 0 0 0 272,556
033 - SPIF Facilities Land 11,448 0 0 0 0 11,448
034 - SPIF Off-Site Road Set-Aside 933,338 0 0 0 0 933,338 26,403,783 114,442,459 5,546,145 1,601,982 121,877,171 22,913,234 Special Revenue Funds
201 - Community Development Block Grant 169,818 221,000 0 0 220,000 170,818 203 - TRAFFIC CONGESTION RELIEF 1,027 0 0 0 0 1,027
204 - LOS CERROS L&L AD 95,681 43,577 0 1,414 62,361 75,483 205 - BRIGGS RANCH L&L AD (204,338) 80,576 0 2,348 203,973 (330,083) 206 - TRANSPORTATION SYSTEM MGT 351,315 41,000 0 204 35,000 357,111 207 - NATOMA STATION L&L AD (703,984) 170,279 0 3,805 270,778 (808,288) 208 - FOLSOM HGHTS L&L AD 61,418 22,799 0 354 16,001 67,862 209 - BROADSTONE UNIT 3 L & L 77,786 38,755 0 313 30,746 85,482 210 - BROADSTONE L&L AD 264,725 398,482 0 4,894 572,147 86,166 212 - HANNAFORD CROSS L & L AD (47,067) 20,165 0 581 34,640 (62,123) 213 - LAKE NATOMA SHORES L & L 77,134 22,733 0 617 37,231 62,019 214 - COBBLE HILLS/REFLECT L&L (80,717) 44,011 0 939 61,304 (98,949) 215 - PRAIRIE OAKS #2 L&L 250,136 323,773 0 7,340 312,052 254,517 219 - FOLSOM COMMNTY CULT'L SER 111,867 3,500 0 0 40,000 75,367 221 - HOUSING TRUST FUND 951,872 62,000 0 553 155,000 858,319 223 - HUMBUG WILLOW CREEK 56,199 50,000 0 622 20,000 85,577 225 - GENERAL PLAN AMENDMENT 729,890 110,000 0 368 96,250 743,272 226 - TREE PLANTING & REPLACEMT 1,408,257 135,000 0 5,554 396,018 1,141,685 230 - Truck Management Plan 651,644 50,000 0 0 0 701,644 231 - SIERRA ESTATES L & L 12,649 11,853 0 326 13,524 10,652 232 - LAKERIDGE ESTATES L & L 274,549 36,643 0 1,282 58,913 250,997 233 - LA COLLINA DEL LAGO L & L (7,702) 0 0 0 0 (7,702) 234 - COBBLE RIDGE L & L 138,357 13,909 0 330 22,035 129,901 235 - ROAD MAINTENANCE & REHAB 3,140,458 2,326,600 0 0 1,725,000 3,742,058 236 - PRAIRIE OAKS RANCH L&L AD (551,377) 196,220 0 2,038 134,515 (491,710) 237 - SILVERBROOK L&L 98,919 17,292 0 246 11,098 104,867 238 - Folsom Housing Fund 23,960,396 620,000 0 26,395 615,300 23,938,701 240 - PARK DEDICATION (QUIMBY) 2,819,882 450,000 0 2,193 400,000 2,867,689 243 - GAS TAX 2106 1,759,342 404,616 0 225,000 0 1,938,958 244 - GAS TAX 2107 2,543,289 805,619 0 500,000 0 2,848,908 245 - GAS TAX 2107.5 2,288,560 878,778 0 225,000 0 2,942,338 246 - PLANNING SERVICES 196,652 412,000 0 8,181 350,000 250,471 247 - GAS TAX 2105 2,214,887 604,942 0 250,000 0 2,569,829 248 - TRANSPORTATION TAX(SB325) 469,719 89,500 0 0 40,000 519,219 249 - WILLOW CREEK EAST L&L AD (34,267) 60,059 0 638 25,451 (297) 250 - BLUE RAVINE OAKS L&L AD 162,732 39,217 0 501 27,320 174,128 251 - STEEPLECHASE L&L AD 23,241 25,268 0 704 33,688 14,117 252 - WILLOW CREEK SOUTH L&L AD 443,965 171,748 0 4,584 228,026 383,103 253 - AMERICAN RV CANYON NO L&L (171,826) 105,205 0 4,916 71,608 (143,145) 254 - HISTORICAL DISTRICT 11,056 5,000 0 163 8,000 7,893 260 - WILLOW SPRINGS L & L 7,732 14,776 0 367 16,131 6,010 262 - WILLOW SPGS CFD 11 M. DST 610,795 215,288 0 4,014 176,487 645,582 266 - CFD #12 MAINT. DIST. 1,005,212 630,824 0 13,529 727,415 895,092 267 - CFD #13 ARC MAINT. DIST. 2,666 123,278 0 2,636 113,136 10,172 City of Folsom
Budget Summary By Fund - Projected Balance
2025-26
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Fund Name Description
Estimated Cash
Balance
07/01/2025
Projected
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Expenditures
Projected
Ending Balance
06/30/2026
City of Folsom
Budget Summary By Fund - Projected Balance
2025-26
270 - ARC NO. L & L DIST #2 210,429 16,503 0 233 9,230 217,469 271 - THE RESIDENCES AT ARC, N 47,302 30,136 0 456 25,162 51,820 273 - SPHERE OF INFLUENCE 62,512 4,000 0 0 0 66,512
274 - OAKS AT WILLOW SPRINGS 2,855,726 1,000 0 0 0 2,856,726 275 - ARC L & L DIST #3 825,061 320,635 0 5,479 399,988 740,229 276 - NEW MEASURE A 5,033,347 3,857,552 0 0 3,235,100 5,655,799 278 - BLUE RAVINE OAKS NO.2 L&L 93,723 25,137 0 1,020 35,637 82,203 281 - FOLSOM HEIGHTS L&L 2 292,211 82,817 0 2,215 78,079 294,734 282 - Broadstone L&L 4 (851,971) 105,454 0 6,883 151,616 (905,016) 283 - CFD #16 Islands Maint. Dist. 881,287 165,481 0 2,283 101,571 942,914 284 - Willow Creek Estates East #2 62,716 86,249 0 1,245 103,084 44,636 285 - Prospect Ridge 65,691 47,948 0 463 30,102 83,074
288 - CFD #18 Maint District 5,032,995 2,435,382 0 17,930 1,345,294 6,105,153 289 - CFD #19 Maint District 1,010,634 187,317 0 1,564 97,756 1,098,631 291 - CFD #23 A1 Maint District 318,412 166,886 0 714 76,549 408,035 292 - CFD #23 IA2 Maint District 397,119 34,149 0 75 31,355 399,838 293 - CFD #23 IA3 Maint District 143,568 155,987 0 288 29,469 269,798 294 - CFD #23 IA4 Maint District 125,754 135,642 0 191 76,456 184,749 751 - POLICE SPECIAL REVENUE 683,471 25,000 0 1,110 50,000 657,361 753 - ZOO SPECIAL REVENUE 240,914 34,000 0 0 131,000 143,914 760 - WETLAND/OPEN SPACE MAINT 111,002 10,000 0 389 50,000 70,613 766 - POLICE IMPOUND 32,347 0 0 0 0 32,347
296 - CFD #23 IA6 Maint District 1,000 0 0 2 0 998
297 - CFD #23 IA7 Maint District 29,426 0 0 27 0 29,399 295 - CFD #23 IA5 Maint District (1,464) 0 0 0 0 (1,464) Total Special Revenue Funds 63,345,761 18,023,560 0 1,345,516 13,418,596 66,605,209 Debt Service
302 - CCF DEBT SERVICE 348,597 0 0 0 0 348,597
305 - 1993 G O SCHOOL FAC D S 55,578 0 0 0 0 55,578
320 - FSAD REFUNDING 275,042 5,000 0 0 0 280,042
321 - 1982-1 NIMBUS AD D S 965,627 20,000 0 0 0 985,627 325 - TRAFFIC SIGNAL COP REFI (22,132) 0 0 0 0 (22,132) 337 - RECREATION FACILITIES COP 96,995 0 0 0 0 96,995
604 - Folsom Ranch Financing Auth 41,127,346 10,689,300 0 0 10,689,300 41,127,346 605 - FOLSOM PUBLIC FINANC AUTH 28,668,400 6,072,474 0 0 6,072,474 28,668,400 Total Debt Service Funds 71,515,453 16,786,774 0 0 16,761,774 71,540,453 Capital Projects
411 - SUPPLEMENTAL PARK FEE 315,801 5,000 0 0 0 320,801 412 - PARK IMPROVEMENTS 9,531,116 1,150,000 0 10,162 501,044 10,169,910 414 - Johnny Cash Trl Art Experience 26,907 9,000 0 0 10,000 25,907 416 - CFD #10 RUSSELL RANCH 558,401 13,000 0 436 0 570,965 418 - PRAIRIE OAK 92-2 1915 AD 377 0 0 0 0 377
428 - POLICE CAPITAL 1,984,695 245,000 0 1,516 0 2,228,179 431 - REDEVELOPMENT AGY CAP PRO 2,195 500 0 0 0 2,695
438 - PARKWAY II CFD #14 2,209,769 50,000 0 1,549 0 2,258,220 441 - FIRE CAPITAL 709,072 255,000 0 361 0 963,711
443 - HWY 50 IMPRV CAPITAL 7,083,129 1,230,000 0 5,029 100,000 8,208,100 444 - HWY 50 INTERCH CAPITAL 14,285,257 2,600,000 0 10,096 350,000 16,525,161 445 - GENERAL CAPITAL 2,990,035 455,000 0 2,234 10,000 3,432,801 446 - TRANSPORTATION IMPR 14,050,176 5,153,415 0 64,470 2,031,824 17,107,297 448 - DRAINAGE CAPITAL IMPRV 1,451,639 805,940 0 10,674 1,710,000 536,905
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Fund Name Description
Estimated Cash
Balance
07/01/2025
Projected
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Expenditures
Projected
Ending Balance
06/30/2026
City of Folsom
Budget Summary By Fund - Projected Balance
2025-26
449 - TRANSIT CAPITAL 13,950,176 1,350,000 0 5,128 50,000 15,245,048 451 - LIGHT RAIL TRANSPORTATION 1,402,337 205,000 0 1,467 215,000 1,390,870 452 - GENERAL PARK EQUIP CAP 593,251 110,000 0 451 100,000 602,800 456 - WATER IMPACT FEE(ORD912) 2,505,433 280,000 0 306,917 155,000 2,323,516 458 - LIBRARY DEVELOPMENT FUND 78,712 0 0 61 0 78,651
459 - CORP YARD CAPITAL 3,229,325 735,000 0 2,170 50,000 3,912,155 470 - FSPA INFRASTRUCTURE 22,006 500 0 17 0 22,489
472 - FSPA CAPITAL 45,887,106 11,800,000 0 99,993 100,000 57,487,113 601 - Capital Fleet Fund 84,756 2,000 125,000 66 175,000 36,690 602 - Capital Facilities Fund 7,157,668 0 0 4,629 3,640,000 3,513,039 603 - Capital IT Fund 0 0 200,000 0 150,000 50,000
607 - Police Equipment/Capital Fund 0 0 520,982 0 520,982 0 608 - Fire Equipment/Capital Fund 0 0 756,000 0 756,000 0 Total Capital Projects Funds 130,109,339 26,454,355 1,601,982 527,426 10,624,850 147,013,400 Enterprise
520 - Water Operating 30,708,469 19,136,000 300,000 1,027,020 19,128,366 29,989,083 521 - Water Capital 3,914,738 340,000 0 5,778 300,000 3,948,960 522 - Water Meters 899,864 295,000 0 10,259 400,000 784,605 530 - Sewer Operating 20,166,173 12,246,435 0 872,169 8,124,832 23,415,607 531 - Sewer Capital 329,183 191,920 0 7,854 90,000 423,249 536 - Facility Augmentation Critical 45,802 500 0 35 0 46,267 537 - Facility Augmentation General 5,107 1,500 0 710 0 5,897 540 - Solid Waste Operating 21,456,206 29,894,633 0 2,077,300 25,307,080 23,966,459 541 - Solid Waste Capital 504,377 107,500 0 371 85,000 526,506 543 - Landfill Closure 1,034 0 60,000 0 100,000 (38,966) 544 - Solid Waste Capital FPA 848,616 445,000 0 31,707 165,000 1,096,909 Total Enterprise Funds 78,879,569 62,658,488 360,000 4,033,203 53,700,278 84,164,576 Internal Service
015 - Compensated Leaves (65,271) 727,360 0 0 760,867 (98,778) 606 - Risk Management 2,397,457 24,290,668 0 0 24,299,493 2,388,632 Total Internal Service Funds 2,332,186 25,018,028 0 0 25,060,360 2,289,854 Trust Funds
279 - RDA Obligation Retirement 6,907,342 3,966,043 0 0 3,735,475 7,137,910 280 - RDA SA Trust - Housing 155,567 4,000 0 0 0 159,567 702 - BLUE RAVINE EAST AGENCY 8,948 0 0 0 0 8,948
703 - CFD #23 IA7 Folsom Ranch 96,664 7,500 0 0 3,400 100,764 706 - LEGENDS 93-2 1915 AD AGCY 9,285 0 0 0 0 9,285
707 - NATOMA STA92-1 1915AD AGY 22,785 0 0 0 0 22,785
708 - FOLSOM AUTO PLAZA 1915 AD 65,669 0 0 0 0 65,669
709 - LK NATOMA SHOR93-1 AD AGY 1,529 0 0 0 0 1,529
710 - PRAIRIE OAKS AD92-2 REFI 73,907 0 0 0 0 73,907
711 - COBBLE HILLS RDG AD AGNCY 33,727 0 0 0 0 33,727
712 - RIDGEVIEW95-1 1915 AD AGY 14,507 0 0 0 0 14,507
713 - CRESLEIGH 95-2 AD AGENCY 24,577 0 0 0 0 24,577
715 - HANNFORD CROSS 1915 REFI 47,405 0 0 0 0 47,405
716 - CFD #23 IA2 F Ranch 5,354,429 586,700 0 0 609,659 5,331,470 718 - CFD #23 IA3 F Ranch 3,308,620 526,806 0 0 547,064 3,288,362 719 - CFD #23 IA4 F Ranch 11,509,698 7,500 0 0 576,350 10,940,848 720 - CFD 2013-01 Water Facility 986,608 20,000 0 0 1,473,000 (466,392) 721 - CFD #1 WILLOW CR SO REFI 5,141 0 0 0 0 5,141
722 - CFD #2 NATOMA STATION 120,123 0 0 0 0 120,123
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Fund Name Description
Estimated Cash
Balance
07/01/2025
Projected
Revenues
Projected
Transfers In
Projected
Transfers Out
Projected
Expenditures
Projected
Ending Balance
06/30/2026
City of Folsom
Budget Summary By Fund - Projected Balance
2025-26
723 - CFD #3 FOLSOM HGTS REFI 434 0 0 0 0 434
724 - CFD #4 BROADSTONE REFI 57,474 0 0 0 0 57,474
725 - CFD #23 IA5 F Ranch (19,735) 0 0 0 0 (19,735)
726 - CFD #23 IA6 F Ranch (19,672) 7,500 0 0 125 (12,297) 727 - CFD #7 BROADSTONE #2 336,475 0 0 0 0 336,475
728 - CFD #8 PARKWAY 38,267 0 0 0 0 38,267
729 - CFD #9 WILLOW CREEK SO 49,890 0 0 0 0 49,890
730 - CFD #10 RUSSELL RANCH 10,689,707 4,751,708 0 0 4,786,884 10,654,531 733 - CFD #16 Islands IA2 872,706 374,805 0 0 305,019 942,492 734 - CFD #14 PARKWAY II 725,200 1,267,619 0 0 1,241,027 751,792 735 - FOL HIS DIST BUS IMP DIST 32,300 0 0 0 0 32,300
736 - CFD #16 Islands at Parkshore 735,184 272,263 0 0 178,050 829,397 737 - CFD #17 Willow Hill Pipeline 1,545,856 468,922 0 0 451,744 1,563,034 738 - CFD #18 Area Wide 9,437,765 2,290,869 0 0 4,468,194 7,260,440 739 - CFD #19 Mangini Ranch 4,215,543 2,676,565 0 0 2,627,710 4,264,398 740 - CFD #20 Russell Ranch 12,472,084 1,505,619 0 0 1,485,819 12,491,884 741 - CFD #21 WHITE ROCK SPRINGS RAN2,462,238 1,334,394 0 0 1,218,499 2,578,133 742 - CFD #22 FOLSOM HEIGHTS (22,294) 0 0 0 0 (22,294)
743 - CFD #23 IA1 F Ranch 4,590,813 1,388,645 0 0 1,371,036 4,608,422 Total Trust Funds 76,946,766 21,457,458 0 0 25,079,055 73,325,169 All Fund Total 449,532,857284,841,122 7,508,127 7,508,127 266,522,084467,851,895
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Summary of General Fund Revenues and Expenditures
Fund 010
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2024-25 Q2
Amended Budget
FY 2025-26
Proposed
Budget
Revenues
Taxes 54,536,427 59,967,769 66,075,402 70,086,681 73,208,866 79,228,197 79,228,197 80,622,692 Licenses & Permits 3,420,381 4,241,034 4,299,748 4,010,647 4,977,444 3,916,089 3,860,725 4,068,589 Intergovernmental 8,024,245 9,753,188 10,045,573 12,900,194 14,025,143 10,959,022 11,805,809 11,251,068 Charges for Services 12,778,865 13,959,335 18,250,447 17,696,356 18,948,237 13,994,978 13,840,847 16,908,910 Fines, Impact Fees 169,015 153,339 133,772 133,080 207,365 109,200 111,000 110,200 Interest 670,228 69,519 (951,314) 894,693 2,891,036 300,000 300,000 600,000 Other Revenue 1,001,389 1,381,614 1,178,166 1,182,071 453,511 716,807 2,644,460 881,000 Total Revenues 80,600,551 89,525,798 99,031,792 106,903,722114,711,602109,224,293 111,791,038114,442,459 Expenditures
0101100 - City Council 129,451 104,152 112,377 118,539 120,089 142,718 142,718 155,116 0101200 - City Manager's Office 875,712 721,621 700,467 690,940 736,166 772,045 772,045 797,322 0101203 - City Manager's Office - PIO 496,879 460,718 466,083 516,999 547,952 573,328 573,328 628,587 0101700 - City Attorney 1,001,724 953,138 1,095,212 1,307,443 1,267,677 1,306,487 1,306,487 1,383,331 0101400 - City Clerk 605,492 581,740 591,310 648,107 637,181 682,306 682,306 752,283 0101401 - City Clerk - Elections 0 65,873 0 46,173 0 61,000 61,000 0 0102300 - Community Development - Admin 691,355 725,524 862,562 834,003 1,711,027 1,030,640 1,406,797 1,027,761 0102310 - Community Development - Engineering 2,593,414 2,853,007 3,464,248 3,843,386 3,070,958 1,964,540 1,964,540 1,890,800 0102320 - Community Development - Building Services2,066,538 1,699,346 2,055,017 2,778,896 2,633,569 2,432,662 2,447,518 2,367,397 0102325 - Community Development - Code Enforcement350,504 380,915 407,434 433,132 469,975 517,041 517,041 541,018 0102330 - Community Development - Planning 1,266,365 1,166,814 1,225,619 1,285,672 1,066,760 1,246,580 1,349,844 1,282,288 0102220 - Fire - Administration 1,553,304 1,772,999 2,174,459 2,623,131 2,599,250 2,970,803 2,975,899 3,172,887 0102221 - Fire - Emergency Response 20,590,461 20,875,664 22,076,490 21,905,235 23,413,909 25,763,853 26,197,223 26,699,344 0102222 - Fire - Prevention 519,482 558,290 545,028 417,838 554,070 373,981 373,981 502,243 0102223 - Fire - Emergency Medical 588,768 565,007 949,752 673,950 1,136,681 889,553 3,125,722 589,553 0101800 - Human Resources 720,680 622,182 602,453 673,714 834,153 947,648 947,648 1,027,029 0102900 - Library 1,942,428 1,838,898 1,753,515 2,192,763 2,099,362 2,220,694 2,220,694 2,304,966 0101601 - Finance- Administration 496,904 444,849 445,758 551,754 518,758 566,259 566,259 586,392 0101602 - Finance- Disbursements 653,949 615,952 564,817 564,266 752,331 864,996 864,996 879,197 0101603 - Finance - Revenue 727,358 795,003 735,201 914,563 970,777 811,292 815,005 878,909 0101604 - Finance - Financial Services 1,113,416 1,146,806 1,182,517 1,281,548 1,200,276 1,535,759 1,535,759 1,642,612 0101904 - Admin Services - Info Svcs 1,721,630 1,843,038 1,840,028 2,007,640 2,142,912 2,454,255 2,483,117 2,294,062 0101905 - Admin Services - GIS 150,038 155,092 196,954 236,417 317,814 367,013 367,013 382,527 0101902 - Admin Services - Facilities 1,303,799 1,473,134 1,914,986 2,103,702 3,317,082 2,057,128 3,219,890 2,264,680 0102700 - Parks & Rec - Administration 821,007 799,947 807,163 854,864 898,200 1,041,307 1,041,307 1,081,431 0102710 - Parks & Rec - Comm & Cultural Svcs 2,012,401 1,368,765 1,982,598 2,680,164 2,694,057 2,951,231 2,951,231 2,792,550 0102711 - Parks & Rec - Community Facilities 0 0 0 450 0 0 0 0 0102720 - Parks & Rec - Outdoor Sports 1,651,151 1,192,935 1,693,408 2,743,801 2,117,223 1,905,819 1,905,819 2,171,278
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Summary of General Fund Revenues and Expenditures
Fund 010
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Adopted Budget
FY 2024-25 Q2
Amended Budget
FY 2025-26
Proposed
Budget
0102730 - Parks & Rec - Aquatics 1,383,092 2,576,346 1,724,335 2,217,494 2,189,239 1,771,198 1,771,531 2,140,434 0103801 - Parks & Rec - Park Maintenance 3,421,513 2,895,757 3,216,766 3,226,003 3,636,625 4,318,222 4,628,508 5,194,579 0103802 - Parks & Rec - Park Dev 155,920 157,489 175,176 264,888 248,862 401,526 694,707 580,196 0103803 - Parks & Rec - Trails 577,744 719,527 608,225 296,443 312,572 235,398 250,133 252,775 0103805 - Parks & Rec - Municipal Landscaping 1,483,981 1,568,648 1,684,296 2,046,564 2,254,397 2,602,610 2,602,610 1,808,916 0104000 - Parks & Rec - Zoo 1,830,047 1,648,755 1,917,544 2,376,124 3,226,894 2,336,385 2,491,161 2,541,399 0101909 - Police - Animal Control 218,721 233,215 232,439 277,896 390,701 386,917 386,917 406,978 0102110 - Police - Administration 2,654,466 2,978,264 3,752,555 4,851,227 4,607,086 3,750,767 4,184,737 3,953,669 0102111 - Police - Support Services 3,881,322 3,634,826 3,674,585 4,053,600 3,992,357 4,447,581 4,483,024 4,809,564 0102112 - Police - Operations 13,597,612 13,496,724 13,911,636 14,192,085 15,889,941 16,987,177 17,153,622 17,759,513 0102113 - Police - Investigations 3,169,998 3,221,597 3,104,183 2,885,039 3,301,779 3,674,954 3,674,954 4,492,216 0103700 - Public Works - Fleet Management 1,311,067 1,217,805 1,228,449 1,621,593 1,463,334 1,751,592 1,755,623 1,778,190 0232601 - Public Works - Engineering 2,178,459 2,219,368 2,109,771 2,161,266 2,145,815 2,513,687 2,570,669 2,496,441 0233200 - Public Works - Streets 1,702,564 1,748,802 2,173,388 2,470,514 2,997,166 2,344,206 2,661,726 2,482,843 0233201 - Public Works - Traffic 1,698,641 1,858,533 2,032,349 2,054,696 2,140,155 2,404,941 2,455,545 2,444,991 0105000 - Nondepartmental 9,493,007 3,855,487 6,180,073 7,588,332 8,096,163 8,640,948 9,377,225 8,638,904 Total Expenditures 95,402,366 89,812,552 98,171,225 107,512,854114,721,296117,019,047 123,957,879121,877,171 Revenues Over (Under) Expenditures (14,801,815) (286,754) 860,567 (609,132) (9,694) (7,794,754) (12,166,841) (7,434,712) Transfer In 6,829,425 6,058,559 4,589,055 4,454,442 4,026,857 6,107,155 6,732,155 5,546,145 Transfer Out 0 0 0 0 387,124 50,000 50,000 1,601,982
Net (7,972,390) 5,771,805 5,449,622 3,845,310 3,630,039 (1,737,599) (5,484,686) (3,490,549)
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Mayor 1.00 1.00 1.00 1.00 1.00
Council Member 4.00 4.00 4.00 4.00 4.00
5.00 5.00 5.00 5.00 5.00
City Manager 1.00 1.00 1.00 1.00 1.00 Assistant City Manager 0.75 0.75 - - - Administrative Support Specialist 1.00 1.00 1.00 1.00 1.00 Communications Director 1.00 1.00 1.00 1.00 1.00 Communications & Marketing Specialist 1.00 1.00 1.00 1.00 1.00
4.75 4.75 4.00 4.00 4.00
City Attorney 1.00 1.00 1.00 1.00 1.00 Deputy/Asst City Attorney 1.00 1.00 1.00 1.00 1.00 Legal Analyst 1.00 1.00 1.00 1.00 1.00 Legal Secretary 1.00 1.00 1.00 1.00 1.00
4.00 4.00 4.00 4.00 4.00
City Clerk 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 Assistant City Clerk - 1.00 1.00 - - City Clerk Specialist - - - - 1.00 Administrative Assistant - - - 1.00 - City Clerk Technician II 1.00 - - - -
3.00 3.00 3.00 3.00 3.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 2.00 2.00 2.00 2.00 Senior Office Assistant 1.00 - - - - Building Inspector I/II 2.00 2.00 3.00 2.00 2.00 Building Plans Coordinator 1.00 1.00 2.00 2.00 2.00 Building Technician I/II 2.00 2.00 2.00 2.00 2.00 Plan Check Engineer 2.00 1.00 1.00 1.00 1.00 Building Inspection Supervisor 1.00 1.00 1.00 1.00 1.00 Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00 Senior Building Inspector - - - 1.00 1.00 Senior Civil Engineer
- 1.00 1.00 1.00 1.00
Building
Total City Clerk
Community Development
Administration
Public Information
Total City Manager
City Attorney
Total City Attorney
City Clerk
Administration
City Council
Total City Council
City Manager's Office
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Code Enforcement Officer I/II 1.00 1.00 1.00 1.00 1.00 Code Enforcement Manager - - - - 1.00 Code Enforcement Supervisor 1.00 1.00 1.00 1.00 - Arborist 1.00 1.00 - - 1.00
Urban Forester - - 1.00 1.00 1.00 Senior Construction Inspector 1.00 1.00 1.00 1.00 1.00 Engineering Technician I/II 1.00 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 2.00 2.00 2.00 2.00 2.00 Planner I (Asst)/Planner II (Associate) 2.00 2.00 2.00 2.00 2.00 Planning Manager 1.00 1.00 1.00 1.00 1.00 Principal Planner 2.00 2.00 1.00 1.00 1.00 Housing Manager - - - - 1.00 Senior Planner 1.00 1.00 1.00 1.00 -
26.00 26.00 27.00 27.00 28.00
Fire Chief 1.00 1.00 1.00 1.00 1.00 Fire Division Chief 2.00 2.00 2.00 3.00 3.00 Administrative Technician 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant 1.00 1.00 1.00 1.00 1.00 Senior Equipment Mechanic - - 1.00 1.00 1.00 Fire Division Chief 1.00 1.00 1.00 - - Fire Battalion Chief 2.00 2.00 2.00 3.00 3.00 Fire Captain-Suppression 15.00 15.00 15.00 18.00 18.00 Fire Engineer 15.00 15.00 15.00 18.00 18.00 Firefighter 36.00 46.00 48.00 42.00 42.00 Deputy Fire Marshall 1.00 1.00 1.00 1.00 1.00 Fire Prevention Officer 2.00 2.00 1.00 1.00 1.00
78.00 88.00 90.00 91.00 91.00
Human Resources Director 1.00 - 1.00 1.00 1.00 Human Resources Manager - 1.00 - - - Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Technician I/II 2.00 2.00 2.00 2.00 2.00 Senior Management Analyst 2.00 2.00 2.00 2.00 2.00
6.00 6.00 6.00 6.00 6.00
Community Development (cont)
Total Fire
Human Resources
Total Human Resources
Administration
Emergency Operations
Fire Prevention
Code Enforcement
Engineering
Planning
Total Community Development
Fire Department
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Library Director 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Librarian 2.00 2.00 2.00 2.00 2.00 Library Assistant 4.00 4.00 4.00 4.00 4.00 Library Circulation Coordinator 1.00 1.00 1.00 1.00 1.00 Library Technician 2.00 2.00 2.00 2.00 2.00 Lead Senior Librarian 1.00 1.00 1.00 - - Library Supervisor - - - 1.00 1.00
12.00 12.00 12.00 12.00 12.00
Chief Financial Officer/Finance Director 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Disbursements Manager - - - 1.00 1.00 Disbursements Specialist 1.00 1.00 1.00 1.00 1.00 Payroll Specialist 2.00 2.00 2.00 2.00 2.00 Disbursements Technician 1.00 1.00 1.00 1.00 1.00 Revenue Technician I/II 3.00 3.00 3.00 2.00 2.00 Revenue Supervisor 1.00 1.00 1.00 1.00 - Revenue Manager - - - - 1.00 Senior Revenue Technician 2.00 2.00 2.00 2.00 2.00 Accounting Technician II 1.00 1.00 1.00 1.00 1.00 Financial Specialist 1.00 1.00 1.00 1.00 1.00 Senior Financial Analyst 2.00 2.00 2.00 2.00 2.00 Deputy Treasurer 1.00 1.00 1.00 1.00 1.00 Financial Services Manager 1.00 1.00 1.00 1.00 1.00 Information Systems Manager 1.00 1.00 1.00 1.00 1.00 Information Systems Analyst 3.00 2.00 2.00 2.00 2.00 Information Systems Technician I/II - 1.00 1.00 1.00 1.00 GIS Analyst 1.00 1.00 1.00 1.00 1.00 GIS Technician - - 1.00 1.00 1.00 Process Improvement Specialist 1.00 1.00 1.00 1.00 1.00
24.00 24.00 25.00 25.00 25.00
Office of Management and Budget (cont)
Financial Services
Information Systems
Total Office of Management and Budget
Administration
Disbursements
Revenue
Financial Services
Library
Total Library
Office of Management and Budget
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 3.00 3.00 3.00 3.00 3.00 Marketing & Graphics Coordinator 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 - - - - Senior Management Analyst - 1.00 1.00 1.00 1.00 Maintenance Specialist 2.00 2.00 2.00 2.00 1.00 Maintenance Worker I/II 1.00 1.00 1.00 2.00 2.00 Parks/Facilities Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Parks Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Maintenance Worker 2.00 2.00 2.00 2.00 2.00 Senior Maintenance Specialist - - - - 1.00 Park Planning Manager - - 1.00 1.00 1.00 Park Planner II - - - 1.00 1.00 Senior Park Planner 1.00 1.00 - - 1.00 Senior Trails Planner 1.00 1.00 1.00 1.00 1.00 Zoo Manager 1.00 1.00 1.00 1.00 1.00 Zoo Supervisor - - 1.00 1.00 1.00 Zookeeper I / II 5.00 5.00 5.00 5.00 5.00 Lead Zookeeper 1.00 1.00 - - - Recreation Coordinator II 1.00 1.00 - - - Senior Recreation Coordinator - - 1.00 1.00 1.00 Recreation Coordinator I 1.00 - - - - Recreation Coordinator II 0.50 1.50 1.50 1.50 0.50 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Recreation Coordinator - - - - 1.00 Senior Maintenance Worker 1.00 1.00 1.00 1.00 1.00 Community & Cultural Services Manager 1.00 1.00 1.00 1.00 - Recreation & Community Services - - - - 1.00 Recreation Coordinator I 1.00 1.00 1.00 - - Recreation Coordinator II 3.00 3.00 2.00 3.00 3.00 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Recreation Coordinator 1.00 1.00 2.00 2.00 2.00 Aquatics
Community & Cultural Services /
Community Facilities
Park Maintenance
Park Development
Trails
Zoo
Parks & Recreation
Administration
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Recreation Coordinator I 1.00 1.00 1.00 - - Recreation Coordinator II 1.50 1.50 1.50 2.50 2.50 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Recreation Coordinator 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Building Tradesworker 3.00 3.00 3.00 3.00 3.00 Building Tradesworker I/II 1.00 1.00 1.00 1.00 1.00 Lighting & Landscape District Manager 1.00 1.00 1.00 - - MLS Manager - - - 1.00 1.00 Construction Inspector II 1.00 1.00 1.00 1.00 - Irrigation Systems Coordinator 1.00 1.00 1.00 1.00 1.00 Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Maintenance Worker - - - - - Senior Maintenance Specialist - - - - 2.00 Maintenance Worker I/II 1.00 2.00 2.00 2.00 1.00
48.00 49.00 49.00 51.00 52.00
Police Chief 1.00 1.00 1.00 1.00 1.00 Police Commander 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Technician 1.00 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 2.00 2.00 2.00 Police Officer 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 1.00 Communications Supervisor 3.00 3.00 3.00 3.00 3.00 Dispatcher I/II 13.00 14.00 14.00 14.00 14.00 Senior Records Clerk 1.00 1.00 1.00 1.00 1.00 Police Records Clerk 2.00 2.00 2.00 2.00 2.00 Police Records Clerk - PPT 0.50 0.50 0.50 0.50 0.50 Police Records Supervisor 1.00 1.00 1.00 1.00 1.00 Police Commander 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 3.00 3.00 3.00 3.00 3.00 Police Sergeant 9.00 9.00 8.00 9.00 9.00 Police Corporal 5.00 5.00 5.00 6.00 6.00 Police Officer 43.00 44.00 45.00 49.00 49.00 Police Volunteer Coordinator 1.00 1.00 1.00 1.00 1.00 Parks & Recreation (cont)
Total Parks & Recreation
Police Department
Administration
Support Services
Operations
Recreation / Sports Complex
Facility Services
Municipal Landscaping
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Police Lieutenant 1.00 1.00 1.00 1.00 1.00 Police Sergeant 2.00 2.00 2.00 2.00 2.00 Police Officer 10.00 10.00 10.00 10.00 10.00 Community Service Officer 3.00 3.00 5.00 5.00 5.00 Crime & Intelligence Analyst 1.00 1.00 1.00 1.00 1.00 Animal Care Services
Animal Control Officer 1.00 2.00 2.00 2.00 2.00 107.50 110.50 113.50 119.50 119.50
Public Works Director 0.80 0.80 0.80 0.80 0.80 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Construction Inspector I/II 1.00 1.00 1.00 1.00 1.00 Engineering Technician I/II 1.00 1.00 - - - PW/Utilities Section Manager 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 3.00 3.00 3.00 3.00 3.00 Senior Management Analyst 0.75 0.75 0.75 0.75 0.75 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 PW / Utilities Section Manager 0.35 0.35 0.35 0.35 0.35 Fleet / Solid Waste Manager 0.35 0.35 0.35 0.35 0.35 Administrative Assistant 0.10 0.10 0.10 0.10 0.10 Inventory Clerk 1.00 1.00 1.00 - - Fleet Service Coordinator - - - 1.00 1.00 Lead Senior Mechanic 1.00 1.00 1.00 1.00 1.00 Mechanic II 4.10 4.10 4.10 4.10 4.10 Senior Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 Maintenance Specialist 3.00 3.00 4.00 4.00 4.00 Maintenance Worker I/II 4.00 4.00 4.00 6.00 6.00 Mechanic II 0.10 0.10 0.10 0.10 0.10 Senior Maintenance Worker 1.00 1.00 1.00 1.00 1.00 Streets Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 - - - - Maintenance Specialist 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer - 1.00 1.00 1.00 1.00 Senior Maintenance Worker 1.00 1.00 1.00 1.00 1.00 Senior Traffic Control & Lighting Technician 1.00 1.00 1.00 1.00 1.00 Traffic Control & Lighting Technician I/II 4.00 4.00 4.00 4.00 4.00
34.55 34.55 34.55 36.55 36.55 Total Public Works Department Fleet Maintenance
Streets
Traffic Maintenance
Administration / Engineering
Police Department (cont.)
Investigations
Total Police Department
Public Works Department
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Environmental and Water Resources
Director 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administrative Technician - 1.00 1.00 2.00 2.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00 Engineering Technician I/II 1.00 1.00 1.00 1.00 1.00 PW / Utilities Section Manager 1.00 1.00 1.00 1.00 1.00 Electrical & Instrument Technician 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 2.00 2.00 2.00 1.00 2.00 Principal Civil Engineer - - - 1.00 1.00 Senior Office Assistant 2.00 2.00 2.00 1.00 1.00 Revenue Technician I/II - 1.00 1.00 1.00 1.00 Senior Wastewater Collection Technician 2.00 2.00 2.00 2.00 2.00 Wastewater Collection Supervisor 1.00 1.00 1.00 1.00 1.00 Wastewater Collection Tech I/II 11.00 11.00 11.00 11.00 11.00 Wastewater Collection Tech III - - - 1.00 1.00 Water Conservation
Water Management Coordinator 1.00 1.00 1.00 1.00 1.00 Water Management Specialist 2.00 2.00 2.00 2.00 2.00 Senior Water Utility Worker 1.00 1.00 1.00 1.00 1.00 Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Water Utility Worker I/II 5.00 5.00 6.00 6.00 6.00 Utility Maint Wastewater Coll Tech III - - - 1.00 1.00 Lead Plant Mechanic 1.00 1.00 1.00 1.00 1.00 Water Treatment Plant Chief Operator 1.00 1.00 1.00 1.00 1.00 Water Treatment Plant Operator III 4.00 4.00 4.00 4.00 4.00 Water Treatment Plant Operator I / II 1.00 1.00 1.00 1.00 1.00 Water Treatment Plant Manager - - - - 1.00 Water Treatment Plant Supervisor 1.00 1.00 1.00 1.00 - Water Quality
Water Distribution Chief Operator 1.00 1.00 1.00 1.00 1.00 Water Distribution Operator I/II 3.00 3.00 3.00 3.00 3.00 Water Distribution Operator III - - 1.00 1.00 1.00 Water Quality Technician 1.00 1.00 1.00 1.00 1.00 Water Distribution Supervisor 1.00 1.00 1.00 1.00 1.00 Water Metering Program
Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Water Utility Worker 1.00 1.00 1.00 1.00 1.00 Water Utility Worker I/II 3.00 4.00 4.00 4.00 4.00
53.00 56.00 58.00 60.00 61.00
Water Treatment Plant
Total Environmental and Water Resources
Water Resources Administration
Wastewater
Water Utility Maintenance
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Position Detail
FY 22 FY 23 FY 24 FY 25 FY 26
Approved Approved Approved Approved Proposed
Solid Waste Department
Public Works Director 0.20 0.20 0.20 0.20 0.20 PW / Utilities Section Manager 0.65 0.65 0.65 0.65 0.65 Solid Waste / Fleet Manager 0.65 0.65 0.65 0.65 0.65 Solid Waste Manager - - 1.00 1.00 1.00 Solid Waste Supervisor 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 0.90 0.90 0.90 0.90 0.90 Account Technician 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 0.25 0.25 0.25 0.25 0.25 Maintenance Worker I/II 1.00 1.00 1.00 1.00 1.00 Mechanic II 1.80 1.80 1.80 1.80 1.80 Refuse Driver 37.00 38.00 39.00 39.00 42.00 Senior Refuse Driver - - - - 3.00 Senior Maintenance Worker 2.00 2.00 2.00 2.00 2.00 Senior Office Assistant 3.00 3.00 3.00 3.00 4.00 Hazardous Materials
Environmental Specialist - - 1.00 - - Hazardous Materials Coordinator 1.00 1.00 1.00 1.00 1.00 Maintenance Specialist 1.00 1.00 - - - Senior Environmental Specialist 1.00 1.00 1.00 2.00 2.00 Recycling
Environmental Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 Environmental Specialist - - 1.00 1.00 1.00 Senior Environmental Specialist 2.00 2.00 2.00 2.00 2.00
55.45 56.45 59.45 59.45 66.45
461.25 479.25 490.50 503.50 513.50 Total Staffing Positions Solid Waste Collections
Total Solid Waste Department
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Department Budget Request Proposal DescriptionRequested Amount Amount Included in
Proposed Budget Funding Source
Frequency: (One-
Time/Recurring)
Request Type: (True-
up/New-Request)
City Attorney City Attorney - Hardware 600$ 600$ General Fund (010) Recurring True-up City Attorney City Attorney - Software 500$ 500$ General Fund (010) Recurring True-up City Attorney City Attorney - Training & Education 500$ 500$ General Fund (010) Recurring True-up City Clerk City Clerk - Laptop 1,600$ 1,600$ General Fund (010) Recurring True-up City Clerk City Clerk - Training & Education 1,500$ 1,500$ General Fund (010) Recurring True-up City Clerk City Clerk - Training-Related Travel 1,000$ 1,000$ General Fund (010) Recurring True-up City Manager Citywide Survey 25,000$ -$ General Fund (010) Recurring New-Request City Manager Reclass Social Media Coordinator 77,000$ -$ General Fund (010) Recurring New-Request Community Development Petroleum Products True-up 4,467$ 4,467$ General Fund (010) Recurring True-up Facilities Building Maintenance True Up 130,000$ 130,000$ General Fund (010) Recurring True-up Facilities Temp Wages 15,000$ 15,000$ General Fund (010) Recurring True-up Facilities Rents 7,500$ 7,500$ General Fund (010) Recurring True-up Facilities Synthetic Turf Replacement 328,654$ -$ General Fund (010) Recurring New-Request Facilities Library Exterior Paint 100,000$ -$ General Fund (010) One-Time New-Request Facilities Rodeo Arena Lighting Replacement 140,000$ -$ General Fund (010) One-Time New-Request Facilities Community Center Divider 200,000$ -$ General Fund (010) One-Time New-Request Finance Contracts - True-up 11,436$ 11,436$ General Fund (010) Recurring True-up Finance Training & Education 5,021$ 5,021$ General Fund (010) Recurring True-up Fire Department PPE Replacements 166,800$ 166,800$ General Fund (010) One-Time New-Request Fire Department Building Maintenance Fund Increase 150,000$ 150,000$ General Fund (010) Recurring True-up Fire Department Plan Check Fund Increase 115,000$ 115,000$ General Fund (010) Recurring True-up Fire Department SRFECC Assessment Increase 113,681$ 113,681$ General Fund (010) Recurring True-up Fire Department Vehicles Maintenance Fund Increase 100,000$ 100,000$ General Fund (010) Recurring True-up Fire Department Safety Equipment Fund Increase 37,700$ 37,700$ General Fund (010) Recurring True-up Fire Department Petroleum Products Fund Increase 25,000$ 25,000$ General Fund (010) Recurring True-up Fire Department Departmental Supplies Fund Increase 16,000$ 16,000$ General Fund (010) Recurring True-up Fire Department Equipment Maintenance Fund Increase 7,581$ 7,581$ General Fund (010) Recurring True-up Fire Department Two Type I Fire Engines (E35 & E33) 2,500,000$ -$ General Fund (010) One-Time New-Request Fire Department Type V Engine (E533) 475,000$ -$ General Fund (010) One-Time New-Request Fire Department Fire Prevention Officer 126,101$ -$ General Fund (010) Recurring New-Request Fire Department Administrative Battalion Chief 306,521$ -$ General Fund (010) Recurring New-Request Fire Department Nine Firefighters (Staff Engine 35) 1,625,679$ -$ General Fund (010) Recurring New-Request Fire Department Six Firefighters (Staff Medic 34) 1,083,787$ -$ General Fund (010) Recurring New-Request Fire Department Explorer Program 5,000$ -$ General Fund (010) Recurring New-Request Fire Department SCBA SKA-PAK Cylinders and Vise 5,670$ -$ General Fund (010) One-Time New-Request Fire Department Thermal Imaging Cameras 22,974$ -$ General Fund (010) One-Time New-Request Fire Department Administrative Office Space 205,000$ -$ General Fund (010) Recurring New-Request Fire Department Uniform Expense Fund Increase 12,000$ -$ General Fund (010) Recurring True-up Fire Department Training 50,000$ -$ General Fund (010) Recurring New-Request Fire Department Water Rescue Drysuits 35,000$ -$ General Fund (010) One-Time New-Request Fire Department Fuel Management System 80,000$ -$ General Fund (010) One-Time New-Request Fire Department Security Card System Update 60,000$ -$ General Fund (010) One-Time New-Request Fire Department PPE Extractor Washing Machine 28,000$ -$ General Fund (010) One-Time New-Request Fire Department Annual PPE Inspection Increase 12,500$ -$ General Fund (010) Recurring New-Request Fire Department Physical Fitness Equipment 4,479$ -$ General Fund (010) One-Time New-Request
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10/14/2025 Item No.14.
Department Budget Request Proposal DescriptionRequested Amount Amount Included in
Proposed Budget Funding Source
Frequency: (One-
Time/Recurring)
Request Type: (True-
up/New-Request)
Fire Department Security Cameras (Station 35) 5,000$ -$ General Fund (010) One-Time New-Request Fire Department UKG-Kronos Consultation Service 12,000$ -$ General Fund (010) One-Time New-Request Fire Department Shower Room Update (Station 36, Men's) 50,000$ -$ General Fund (010) One-Time New-Request Fire Department Hydraulic Vehicle Extrication Tools 66,715$ -$ General Fund (010) One-Time New-Request Fire Department PPE Stormstick Decontamination Sprayer 3,020$ -$ General Fund (010) One-Time New-Request Fire Department Roto Decon Gear Washer 35,500$ -$ General Fund (010) One-Time New-Request Fleet Shop Equipment 125,000$ -$ General Fund (010) One-Time New-Request Fleet Consolidated Vehicle Replacements 1,762,016$ -$ General Fund (010) Recurring New-Request Fleet Consolidated Equipment Replacements 142,715$ -$ General Fund (010) Recurring New-Request Human Resources HR Technician 99,752$ -$ General Fund (010) Recurring New-Request Information Systems Information Technician II 150,000$ -$ General Fund (010) Recurring New-Request Library True-Up Utility and Public Internet 19,219$ 19,219$ General Fund (010) Recurring True-up Library Restore Monday Open Hours 51,493$ -$ General Fund (010) Recurring New-Request Library Youth, Teen, and Adult Materials 40,000$ -$ General Fund (010) Recurring New-Request Non-Departmental Replace City Christmas Decorations 50,000$ -$ General Fund (010) One-Time New-Request Parks and Recreation Landscape Maintenance Cost 400,000$ 400,000$ General Fund (010) Recurring True-up Parks and Recreation Recreation Programing True Up 240,770$ 240,770$ General Fund (010) Recurring True-up Parks and Recreation Temp Wages 210,000$ 210,000$ General Fund (010) Recurring True-up Parks and Recreation Utilities True Up 154,000$ 154,000$ General Fund (010) Recurring True-up Parks and Recreation Open Space Maintenance True Up 111,310$ 111,310$ General Fund (010) Recurring True-up Parks and Recreation Instructors 85,500$ 85,500$ General Fund (010) Recurring True-up Parks and Recreation Vehicle and Equipment Maintenance 78,500$ 78,500$ General Fund (010) Recurring True-up Parks and Recreation Contracts True Up 60,000$ 60,000$ General Fund (010) Recurring True-up Parks and Recreation Temp Wages 55,000$ 55,000$ General Fund (010) Recurring True-up Parks and Recreation Rodeo True Up 50,000$ 50,000$ General Fund (010) Recurring True-up Parks and Recreation Temp Wages 25,000$ 25,000$ General Fund (010) Recurring True-up Parks and Recreation Fuel True Up 22,000$ 22,000$ General Fund (010) Recurring True-up Parks and Recreation Park Lighting 22,000$ 22,000$ General Fund (010) Recurring True-up Parks and Recreation Rents 18,500$ 18,500$ General Fund (010) Recurring True-up Parks and Recreation Concessions 15,000$ 15,000$ General Fund (010) Recurring True-up Parks and Recreation Safety and Chemical 12,000$ 12,000$ General Fund (010) Recurring True-up Parks and Recreation Rents 10,000$ 10,000$ General Fund (010) Recurring True-up Parks and Recreation Instructors 10,000$ 10,000$ General Fund (010) Recurring True-up Parks and Recreation Temp Wages 8,400$ 8,400$ General Fund (010) Recurring True-up Parks and Recreation Instructors 5,000$ 5,000$ General Fund (010) Recurring True-up Parks and Recreation Telephone 4,500$ 4,500$ General Fund (010) Recurring True-up Parks and Recreation Rents 3,500$ 3,500$ General Fund (010) Recurring True-up Parks and Recreation Cellular 3,500$ 3,500$ General Fund (010) Recurring True-up Parks and Recreation Rents 3,000$ 3,000$ General Fund (010) Recurring True-up Parks and Recreation Taxes and Permits 2,500$ 2,500$ General Fund (010) Recurring True-up Parks and Recreation Pre-employment 2,260$ 2,260$ General Fund (010) Recurring True-up Parks and Recreation Postage 2,150$ 2,150$ General Fund (010) Recurring True-up Parks and Recreation Safety and Chemical 2,000$ 2,000$ General Fund (010) Recurring True-up Parks and Recreation Cellular 1,600$ 1,600$ General Fund (010) Recurring True-up Parks and Recreation Master Plan Update 150,000$ -$ General Fund (010) One-Time New-Request
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Department Budget Request Proposal DescriptionRequested Amount Amount Included in
Proposed Budget Funding Source
Frequency: (One-
Time/Recurring)
Request Type: (True-
up/New-Request)
Parks and Recreation Maintenance Worker I/II Parks Maint. 173,648$ -$ General Fund (010) Recurring New-Request Parks and Recreation Maintenance Worker I/II MLS 186,048$ -$ General Fund (010) Recurring New-Request Parks and Recreation Trail Hazard Mitigation 250,000$ -$ General Fund (010) Recurring New-Request Parks and Recreation Hazard Tree Work & Mitigation 100,000$ -$ General Fund (010) Recurring New-Request Parks and Recreation Landscape Maintenance Contract 400,000$ -$ General Fund (010) Recurring New-Request Parks and Recreation Management Analyst-MLS/Admin 166,467$ -$ General Fund (010) Recurring New-Request Parks and Recreation Park Renovation Funding 376,982$ -$ General Fund (010) One-Time New-Request Parks and Recreation Recreation & Rental Supervisor 172,725$ -$ General Fund (010) Recurring New-Request Parks and Recreation Senior Building Trades Worker 204,409$ -$ General Fund (010) Recurring New-Request Parks and Recreation Senior Maintenance Worker - Parks Mnt 195,080$ -$ General Fund (010) Recurring New-Request Parks and Recreation Livermore Splash Pad Renovation 150,000$ -$ General Fund (010) One-Time New-Request Parks and Recreation Police, Comm Center, City Hall Paint 340,000$ -$ General Fund (010) One-Time New-Request Parks and Recreation Lembi Comm Park Revitalization Plan 75,000$ -$ General Fund (010) One-Time New-Request Parks and Recreation Historic District Pressure Washing 49,100$ -$ General Fund (010) Recurring New-Request Police Department Vehicle Maintenance 120,000$ 120,000$ General Fund (010) Recurring True-up Police Department Contracts 90,000$ 90,000$ General Fund (010) Recurring True-up Police Department Petrol 40,000$ 40,000$ General Fund (010) Recurring True-up Police Department Cellular 30,000$ 30,000$ General Fund (010) Recurring True-up Police Department Software License & Maint 30,000$ 30,000$ General Fund (010) Recurring True-up Police Department Rents 28,000$ 28,000$ General Fund (010) Recurring True-up Police Department Utilities 21,000$ 21,000$ General Fund (010) Recurring True-up Police Department Radios 21,000$ 21,000$ General Fund (010) Recurring True-up Police Department Building Maintenance 20,000$ 20,000$ General Fund (010) Recurring True-up Police Department Equipment Maintenance 20,000$ 20,000$ General Fund (010) Recurring True-up Police Department Pre-employment 7,000$ 7,000$ General Fund (010) Recurring True-up Police Department Dispatch Staffing Increase 144,032$ -$ General Fund (010) Recurring New-Request Police Department Records Technician 44,412$ -$ General Fund (010) Recurring New-Request Police Department Fleet 1,000,000$ -$ General Fund (010) One-Time New-Request Police Department Public Information Officer (Civilian) 123,000$ -$ General Fund (010) Recurring New-Request Police Department Drone (DFR) program 305,000$ -$ General Fund (010) Recurring New-Request Police Department Facility One Time Maintenance Expenses 100,000$ -$ General Fund (010) One-Time New-Request Police Department Faro Scene Scanner 55,544$ -$ General Fund (010) One-Time New-Request Police Department SWAT Equipment Vehicle 250,000$ -$ General Fund (010) One-Time New-Request Police Department Computer Replacements 52,200$ -$ General Fund (010) One-Time New-Request Police Department ALPR Cameras 64,253$ -$ General Fund (010) One-Time New-Request Police Department Dispatch Monitor Replacement 9,800$ -$ General Fund (010) One-Time New-Request Police Department Patrol Rifles 46,796$ -$ General Fund (010) One-Time New-Request Police Department Range Equipment 8,500$ -$ General Fund (010) One-Time New-Request Police Department EOC Room Audio Video Upgrade 24,464$ -$ General Fund (010) One-Time New-Request Public Works Admin-Engineering Storm Drain Fee Study 250,000$ -$ General Fund (023) One-Time New-Request Total General Fund 18,544,131$ 2,975,095$
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Department Budget Request Proposal DescriptionRequested Amount Amount Included in
Proposed Budget Funding Source
Frequency: (One-
Time/Recurring)
Request Type: (True-
up/New-Request)
Community Development Arborist (Contract) 140,316$ -$ Tree Mitigation (226) Recurring New-Request Environmental Water ResourcesSenior Civil Engineer 256,865$ 256,865$ Water/Sewer (520/530) Recurring New-Request Environmental Water Resources2025 Urban Water Management Plan 250,000$ 250,000$ Water (520) One-Time New-Request Environmental Water ResourcesWater Master Plan 250,000$ 250,000$ Water (520) One-Time New-Request Environmental Water ResourcesWTP HVAC Upgrades & Roof Replace 200,000$ 200,000$ Water (520) One-Time New-Request Environmental Water ResourcesWater Forum Funding 72,000$ 72,000$ Water (520) One-Time True-up Environmental Water ResourcesVehicle Maintenance and Petroleum 50,050$ 50,050$ Sewer (530) Recurring New-Request Environmental Water ResourcesWTP Landscape Services 28,000$ 28,000$ Water (520) Recurring New-Request Facilities Library HVAC 1,800,000$ 1,800,000$ Capital Facilities Fund (602)One-Time New-Request Facilities Library Roof 1,300,000$ 1,300,000$ Capital Facilities Fund (602)One-Time New-Request Facilities City Hall Low Slope Roof Replacement 240,000$ 240,000$ Capital Facilities Fund (602)One-Time New-Request Fire Department Electrocardiogram (ECG) Monitors 1,030,350$ 756,000$ Fire Equip/Capital Fund (608)One-Time New-Request Fleet Small Vehicle Repair Shop Roof 300,000$ 300,000$ Capital Facilities Fund (602)One-Time New-Request Fleet Fuel Station Replacement 3,000,000$ -$ FPASP Capital (472) One-Time New-Request Parks and Recreation Zoo Needs (zoo trust) 111,000$ 111,000$ Zoo Fund (753) One-Time New-Request Parks and Recreation Park Planner II (Contract) 147,019$ -$ FPASP Capital (472) Recurring New-Request Police Department Building purchase (expansion) 3,500,000$ -$ FPASP Capital (472) One-Time New-Request Solid Waste Collection Vehicles 4,215,313$ 4,215,313$ Solid Waste (540) One-Time True-up Solid Waste Six Refuse Drivers 540,706$ 540,706$ Solid Waste (540) Recurring New-Request Solid Waste Recycling Division Contracts 212,561$ 212,561$ Solid Waste (540) Recurring True-up Solid Waste Vehicle Maintenance 169,000$ 169,000$ Solid Waste (540) Recurring True-up Solid Waste One Senior Office Assistant 81,790$ 81,790$ Solid Waste (540) Recurring New-Request Solid Waste Consulting Services for Rate Study 80,000$ 80,000$ Solid Waste (540) One-Time New-Request Solid Waste Consulting Services for C&D Program 50,000$ 50,000$ Solid Waste (540) One-Time New-Request Solid Waste Commercial Bins for Organics Prorgram 46,000$ 46,000$ Solid Waste (540) One-Time New-Request Solid Waste Corporation Yard Cameras 41,550$ 41,550$ Solid Waste (540) One-Time New-Request Solid Waste Collections Division Contracts 39,150$ 39,150$ Solid Waste (540) Recurring True-up Solid Waste Route Smart Training 25,000$ 25,000$ Solid Waste (540) One-Time New-Request Total All Other Funds 18,176,670$ 11,114,985$
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Attachment 2
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Folsom City Council
Staff Report
1 MEETING DATE:
6/10/2025
AGENDA SECTION:
Public Hearing
SUBJECT: Resolution No. 11401– A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority (Revised)
FROM: City Manager's Office
**Revised**
RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends that the City Council conduct a public hearing and consider adopting Resolution No. 11401 – A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority.
BACKGROUND / ISSUE
City staff recommends that the City Council conduct multiple budget reviews during the fiscal year to ensure that expenditures and revenues are tracking as anticipated. If expenditures or revenues are not following the original budgetary projections, this process provides the opportunity to make necessary course corrections.
It is proposed that the City will follow the following annual budget process:
1) The Preliminary Budget for the Fiscal year starting July 1 st is developed and
approved by the City Council in May or June of each year. 2) The Final Budget is reviewed and approved by the City Council in October or November of each year.
3) The Mid-year Budget is reviewed and approved by the City Council in February or March of each year.
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10/14/2025 Item No.14.
2 This report presents the Fiscal Year 2025-2026 proposed Preliminary Budget for the City of Folsom.
The City Manager’s Proposed Preliminary Budget for Fiscal Year 2025–26 was presented to the City Council on May 27, 2025, during a special budget workshop. During the workshop, the City Manager outlined key components of the proposed budget and responded to questions from both City Council members and community participants.
POLICY / RULE
Folsom Municipal Code, Section 3.02.030, Budget
“An Annual Budget shall be prepared by the City Manager, with the assistance of the Finance Director. . . . (G) The City Council shall adopt the annual budget by Resolution by fund and program by affirmative vote of at least three members, on or before the last working day of the last month of the current fiscal year. If the City Council fails to adopt the budget by the last working day of the current fiscal year, the budget as presented by the City Manager shall be deemed adopted.”
ANALYSIS
Budget Structure and Overview:
The Operating Budget for the City of Folsom is a complex document that manages the revenues and expenditure of over 150 separate Fund Accounts. A summary of these accounts is found in Attachment 2. Many of these fund accounts have specific rules and requirements that dictate how these funds can be used.
For example, funds collected from the water bills that are paid for by residents each month can only be used to cover the costs associated with maintaining and operating the water system.
These funds cannot be used to cover public safety or any other non-water related expenses.
The four largest and most familiar Fund Accounts in the budget are 1) General Fund; 2) Solid Waste Fund, 3) Sewer Fund; and 4) Water Fund.
1) General Fund (Fund 010) – This fund accounts for all general revenues of the City not specifically levied or collected for other City funds and the related expenditures. The General Fund accounts for all financial resources of a governmental unit which are not accounted for in other funds.
2) Solid Waste (Fund 540) – This fund accounts for the revenues and expenses of the City’s solid waste operations.
3) Sewer Fund (Fund 530) – This fund accounts for the revenues and expenses of the City’s sewer operations.
4) Water Fund (Fund 520) – This fund accounts for the revenues and expenses of the City’s water operations.
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10/14/2025 Item No.14.
3 All City Funds Budget Analysis:
The City Manager’s Fiscal Year 2025-26 Proposed Preliminary Budget as presented totaled $266,480,640. Below is a breakdown by Fund category
The City Manager’s proposed Fiscal Year 2025-26 Preliminary Budget also includes 513.5 full and permanent part-time positions across all funds. This proposed budget provides for 8 new positions all funded by Enterprise Funds. The added positions are listed below along with the department.
The City Manager’s Fiscal Year 2025-26 Proposed Preliminary Budget is available on the City’s web site at https://www.folsom.ca.us/government/finance/city-budget/-folder- 366#docfold_14_786_600_366.
General Fund Budget Analysis:
The proposed FY 2025-2026 General Fund budget anticipates revenues of $114,442,459 and Transfers In of $5,546,145 for a grand total in revenues of $119,988,604. The City projects expenses of $121,877,171 with Transfers Out of $1,601,982 for a grand total for expenses of $123,479,153. This budget intends to use $3,490,549 of unassigned General Fund Balance to maintain current services. Going forward, this is unsustainable.
Staff recommends that the City Council approve the FY 2025-2026 Preliminary Budget as proposed but that it also directs staff to start planning for necessary budget reductions for the FY 2026-2027 budget year.
Fund Category FY 2025-26 Proposed Amounts
G
eneral Fund 121,877,171$
Enterprise Funds 53,700,278
Special Revenue Funds 13,377,152
Debt Service Funds 16,761,774
Capital Projects Funds 10,624,850
Internal Service Funds 25,060,360
Fiduciary Funds 25,079,055
Total 266,480,640$
Department Position
E
nvironmental and Water Resources Senior Civil Engineer
Solid Waste Refuse Driver (6)
Solid Waste Senior Office Assistant
06/24/2025 Item No.11.
10/14/2025 Item No.14.
4 Recommended Budget Approval Process
- June 10, 2025 – City Council holds budget public hearing and continues the public hearing to the June 24, 2025, City Council meeting. This will allow for more public dialogue.
- June 24, 2025 – City Council holds budget public hearing, receives public input and approves the FY 2025-2026 Preliminary Budget.
- July – September 2025 – City departments review their budgets and develop cost cutting proposals and that will be reviewed at the Review of the Final Budget in September/October 2025.
- FY 2025-2026 Review of Final Budget - September/October 2025:
o At a City Council meeting in either September or October City staff will have another budget review with the City Council that will allow additional public input from the community. This budget review will allow the City to work with the actual ending fund balance numbers for FY 2024-2025. Possible FY 2026-2027 General Fund budget reductions discussions will take place.
- FY 2025-2026 Mid-Year Budget Review – February/March 2026:
o At a City Council meeting in either February or March City staff will conduct a Mid-Year Budget review with the City Council. Any adjustments needed for the current year will be approved by the City Council at that time. Staff will be seeking direction from the Council as to what cuts they would consider including in the FY 2026-2027 budget.
Why is the General Fund experiencing stress when property tax revenues continue to rise?
There are several things that contribute to the struggles of the General Fund.
- Flattening out of Sales Tax Revenues
- Pension Costs
- Retiree Health Care Costs
- Cost Increases Due to Inflation
o Supplies and Contracts
o Cost of employees
06/24/2025 Item No.11.
10/14/2025 Item No.14.
5 Brief History on the 3@50 (Public Safety) PERS Retirement Plan (ChatGPT was utilized to create this summary)
The 3% at 50 public employee retirement plan—commonly referred to as 3@50— originated in California in 1999, when Senate Bill 400 was signed into law by Governor Gray Davis. This legislation significantly enhanced pension benefits for California Highway Patrol (CHP) officers by allowing them to retire at age 50 with 3% of their highest annual salary multiplied by each year of service. The change was retroactive, meaning officers could retire immediately with much larger pensions.
The rationale for this enhancement was to improve recruitment and retention in public safety roles and to reward the hazardous nature of the work. The California Public Employees’ Retirement System (CalPERS) supported the change, assuring lawmakers and local governments that the pension enhancements would be “cost- neutral” due to booming investment returns in the late 1990s. This led many to believe it was a free benefit, funded entirely by market gains.
After the state adopted 3@50, CalPERS encouraged cities and counties across California to adopt similar benefits for their own police and fire employees. Using actuarial models that assumed continued high returns, CalPERS told municipalities they could do so at no additional cost, or even with savings in the short term. Facing union pressure and the risk of losing qualified officers to other agencies offering better retirement packages, cities felt compelled to follow suit, leading to a widespread adoption of 3@50 across the state.
However, the dot-com bust, Great Recession, and ongoing market volatility revealed the flaw in those assumptions. Investment returns fell short, while pension obligations soared. Instead of being a no-cost perk, 3@50 created a massive long-term liability for local and state governments. Rising pension costs have since forced cities to cut services, raise taxes, or take on more debt, and several have even faced bankruptcy, citing unsustainable pension obligations as a major cause.
In summary, the 3@50 plan was sold as a cost-free enhancement during a time of financial optimism, but in reality, it established a deeply underfunded system that burdened cities across California with long-term financial obligations that continue to strain public budgets today.
Increasing PERS Costs:
06/24/2025 Item No.11.
10/14/2025 Item No.14.
6 The anticipated General Fund PERS costs in FY 2025-2026 are anticipated to be $7,390,600 higher than they were just a few years ago in FY 2021-2022 when they were $15,040,540.
This represents a 50% cost increase.
Increasing Retiree Health Costs:
The anticipated General Fund Retiree Health costs in FY 2025-2026 are anticipated to be $1,052,141 higher than they were just a few years ago in FY 202-/2022 when they were $4,089,010. This represents a 26% cost increase.
CONCLUSION:
The City of Folsom cannot continue to provide the General Fund services it presently provides to the community. There is a projected $3.5 million General Fund deficit for FY 2025-2026. To live within its means the City will need to reduce its expenditures which translates into reductions in services.
Staff proposes using General Fund Reserves to fund the FY 2025-2026 budget but aggressively pursue a strategy to reduce costs and services in preparation for the FY 2026- 2027 budget period that begins on July 1, 2026.
Only the FY 2025-2026 Budget Summaries are included with the Council Packet. The full budget with the detail pages will be made available on Tuesday, June 10, 2025 prior to the City Council meeting.
06/24/2025 Item No.11.
10/14/2025 Item No.14.
7 ATTACHMENTS
1. Resolution No. 11401 – A Resolution Adopting the Fiscal Year 2025-26 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority a. Exhibit A - Budget Summary by Fund – Projected Balance 2025-26 and Summary of General Fund Revenues and Expenditures
b. Exhibit B – Staffing Detail 2025-2026
c. Exhibit C – FY 2025-2026 Budget Request Proposal Detail Listing
Submitted,
______________________________
Bryan Whitemyer, City Manager
06/24/2025 Item No.11.
10/14/2025 Item No.14.
Attachment 3
10/14/2025 Item No.14.
Folsom City Council
Staff Report
1 MEETING DATE:
9/23/2025
AGENDA SECTION:
New Business
SUBJECT: Resolution No. 11463 – A Resolution Approving General Fund Cost Saving Measures for Fiscal Year 2025-26 and Beyond
FROM: City Manager's Office
RECOMMENDATION / CITY COUNCIL ACTION
Staff recommends that the City Council adopt Resolution No. 11463 – A Resolution Approving General Fund Cost Saving Measures for Fiscal Year 2025-26 and Beyond.
BACKGROUND / ISSUE
On Tuesday, May 27, 2025, the Folsom City Council held a budget workshop at the Folsom Public Library. The meeting was well attended with members of the public present. Staff presented the initial draft of the FY 2025/2026 budget in a new format providing a comprehensive line-item format that offers more transparency and detail. The City Council and members of the public had the opportunity to provide input and ask questions about the proposed budget and the new budget cycle/process.
On Tuesday, June 10, 2025, the City Council held a public hearing on the FY 2025/2026 budget. Staff presented information to the City Council that included historical revenue and expenditure trends. The proposed FY 2025-2026 General Fund budget presented that evening anticipated revenues of $114,442,459 and Transfers In of $5,546,145 for a grand total in revenues of $119,988,604. The projected expenditures totaled $121,877,171 with Transfers Out of $1,601,982 for a grand total for expenses of $123,479,153. The budget intended to use $3,490,549 of unassigned General Fund Balance to maintain current services.
On Tuesday, June 24, 2025 the City Council reviewed additional budget modifications that lowered the General Fund deficit from $3,490,549 to approximately $3,000,000. In adopting
09/23/2025 Item No.5.
10/14/2025 Item No.14.
2 the FY 2025/26 budget, the City Council recognized that staff would continue pursuing cost- saving opportunities to bring forward to both the Council and the public in the September/October 2025 timeline (See June 24, 2025 Staff Report as Attachment 2).
Fiscal Responsibility:
Managing the City’s finances is much like managing a household budget. When a household experiences a decline in income—whether due to a job change, unexpected expenses, or economic conditions—it must make difficult but necessary decisions to reduce spending.
Continuing to spend more than it earns is unsustainable and ultimately leads to long-term financial instability.
In the same way, a city cannot rely on one-time reserves or deferred costs to cover recurring expenses. When revenues flatten or decline, but operational costs continue to rise, the City must take deliberate action to align spending with available resources. Just as a household must prioritize essential expenses, delay discretionary purchases, and adjust its lifestyle to avoid debt, the City must make strategic choices to ensure it lives within its means. This approach is essential to preserving core services, maintaining fiscal health, and ensuring long-term sustainability. This approach is also a mandate from the community with the failure of the proposed Measure G sales tax measure in November 2024.
Additionally, these proposed cost saving measures align with the Government Finance Officers Association’s nationally recognized best practices by providing a structurally balanced plan, linking financial decisions to strategic priorities, and ensuring transparency and accountability to the community.
City Departments Cost Reductions:
As part of the proposed budget process staff recommended that additional budget reviews take place in September/October 2025 and February/March 2026 so that budget reductions for FY 2025/2026 could be considered. This report and proposed cost reductions are the first of a two-phase approach to cost savings and corresponding service reductions as follows:
Phase One Cost Savings (September 23, 2025). This report represents the first phase of proposed cost savings by the City’s two largest departments (Police and Fire) which comprise 50% of the City’s budget. Phase One also includes consideration of the significant subsidy for the City’s Zoo Sanctuary, proposed changes to Information Technology Services, Legal Services, and Library Services.
Phase Two Cost Savings (October 14, 2025). The second phase of cost saving considerations involves the reorganization of City Services in Community Development, Parks and Recreation, Public Works, and Environmental Water Resources (Utilities). The subsequent City Council staff report for October 14, 2025 meeting will highlight organizational changes for each of the four departments,
09/23/2025 Item No.5.
10/14/2025 Item No.14.
3 including both staffing levels and special revenue funds to maximize cost savings to the General Fund.
Is the City Moving Too Quickly to Close the Budget Gap?
Some community members and staff have expressed concern that the City may be moving too quickly to balance its budget. However, maintaining an operating budget deficit over multiple years has negative impacts on organizational stability and employee morale.
As a service provider, the City relies on its employees to deliver essential programs and services to the community
In the past year, the City has lost several highly skilled employees to other jurisdictions with more stable financial conditions, and continued fiscal instability increases the risk of additional workforce loss
In addition, many aspects of the City’s quality of life infrastructure are aging and in need of repair or rehabilitation. Examples include trails, parks, playgrounds, sports fields, tennis and basketball courts, buildings (City Hall, Community Center, Police Station, Fire Stations, etc.). To maintain Folsom a desirable place to live, it is essential to begin setting aside resources for long-term infrastructure needs.
ANALYSIS
The Phase One General Fund cost savings proposed for City Council consideration and action are listed in the table below include staff reductions through elimination of vacant positions and strategic reduction of positions in the Fire Department, Police Department, Finance/IT Department, City Attorney’s office, and Library. There are a total of 20 eliminated positions (mostly vacant positions) across these departments for a total FY2025- 26 savings of $3,093,130 and FY2026-27 ongoing full-year savings of $3,772,392 (Attachment 1 Resolution 11463 Exhibit A).
Additional General Fund cost savings will be proposed at the October 14, 2025 City Council meeting in conjunction with the service reorganization, priorities, and use of special revenue funds for Community Development, Parks and Recreation, Public Works, and Environmental Water Resources/Utilities Departments.
09/23/2025 Item No.5.
10/14/2025 Item No.14.
4 Proposed Budget Reductions/General Fund Cost Savings Measures (Phase One):
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10/14/2025 Item No.14.
5 This section includes additional information regarding cost savings from the Fire Department, plan for Information Technology Services, and presents information about the annual cost/General Fund subsidy for the Zoo Sanctuary, along with consideration of potential alternative solutions moving forward.
Fire Apparatus Reassignment Plan:
To address rising overtime expenditures while maintaining essential fire suppression and EMS coverage throughout the City of Folsom, the Fire Department will implement a strategic reassignment of apparatus. This realignment allows the Department to eliminate one engine company while ensuring all six fire stations remain open and operational. The plan prioritizes suppression coverage in Folsom’s highest-risk areas, maintains ALS transport citywide, and aligns with current fiscal constraints.
City Fire Department Staffing Plan:
Station 34: Truck 34 (4 personnel)
Station 35: Engine 35 (3 personnel)
Battalion Chief
Station 36: Engine 36 (3 personnel)
Medic 36 (2 personnel)
Station 37: Engine 37 (3 personnel)
Medic 37 (2 personnel)
Station 38: Medic 38 (2 personnel)
Station 39: Engine 39 (3 personnel)
This realignment reduces constant staffing requirements by eliminating one engine company, resulting in decreased overtime costs. At the same time, all six fire stations will remain open, maintaining a citywide presence and response capability.
The placement of Engine 38 at Station 35 preserves suppression capability in the city’s highest fire risk area, which includes the Historic District and Central Business District.
Station 34, located south of Highway 50, is the lowest fire risk zone in the city, with 100% of residential and commercial properties protected by automatic fire sprinklers. Relocating Truck 35 and AR35 to Station 34 ensures that specialty support is maintained in a zone with lower suppression demand.
The eventual reassignment of Medic 35 to Station 38 ensures ALS transport capability across the city, balancing EMS response needs despite a reduction in engine staffing. Placement of
09/23/2025 Item No.5.
10/14/2025 Item No.14.
6 Medic 36 back in service will restore additional ALS transport capacity once staffing is available following the FTO process.
Overall, this plan reduces constant staffing requirements by eliminating one engine company, which directly decreases overtime costs, while keeping all six fire stations open and preserving a citywide response capability and presence.
Response times may be impacted during periods of high call volume or simultaneous incidents within the same district. The Department will monitor these effects closely and make adjustments if significant service impacts are identified. In addition, updates to the Computer-Aided Dispatch (CAD) system at the Sacramento Regional Fire/EMS Communications Center (SRFECC) will be required to reflect the new apparatus assignments. The Fire Department will coordinate with SRFECC staff to ensure accurate implementation and minimize disruptions.
This apparatus reassignment plan represents a balanced strategy to reduce overtime costs while sustaining core emergency services. By prioritizing high-risk areas, maintaining ALS transport, and optimizing resources, the Department will continue to provide effective service delivery under current fiscal constraints.
Information Technology Service Plan:
With the elimination of the IT Manager and the Process Improvement Specialist positions the City will need to utilize other resources to provide some IT services to the various City departments. The City intends to utilize contract IT services to fill any service gaps created by those lost positions. The annual salary and benefit costs for those two positions was $482,461. Staff intends to present a comprehensive IT management contract to the City Council at a later date that produces costs savings.
Folsom City Zoo Sanctuary:
The Folsom City Zoo Sanctuary was established in 1963 to provide a safe haven for a bear cub named Smokey, who was orphaned and burned in a forest fire. At that time, the University of California at Davis contacted Folsom Park Superintendent Gordon Brong, seeking a safe home for Smokey. Gordon had already been keeping several deer and a coyote in an area around the park’s office, and visitors would often come to see the animals.
Gordon persuaded the City to provide space, and local service clubs built an enclosure that would allow Smokey to join the other animals. From that time forward, the Folsom Zoo has been a safe haven for many rescued animals.
In 2002, the zoo name was changed to Folsom City Zoo Sanctuary and a mission statement was developed. The new name best described the goal of providing care for animals that are not able to be released back into the wild.
09/23/2025 Item No.5.
10/14/2025 Item No.14.
7 The Folsom City Zoo Sanctuary is beloved by many community members and visitors.
Local non-profits have donated thousands of hours and hundreds of thousands of dollars over the years to make the Sanctuary what it is today.
Although the Sanctuary is very popular with over 100,000 visitors annually the operations of the Sanctuary are heavily subsidized by the City’s General Fund. The current budget projects that the City will spend $2,541,399 to operate the Sanctuary in FY 2025/2026. With projected revenues of $736,500, the Sanctuary will require a General Fund subsidy of $1,804,899 to support its operations.
Due to the significant budgetary challenges facing the City of Folsom, justifying the significant General Fund subsidy is becoming more and more difficult. The City should actively explore ways to hand the facility to the Friends of the Folsom Zoo Sanctuary or another interested non-profit. In 1997 the City of Sacramento was in a similar situation and operational control of the zoo was transferred to the Sacramento Zoological Society. The City of Sacramento still owns the land, but the Society is responsible for the daily operations, animal care and welfare, education and outreach, fundraising, and facility improvements.
Staff recommends identifying a partner to take over operational control of the Folsom City Zoo Sanctuary.
Service Reorganization for Phase Two Budget Reductions:
In addition to reviewing the budget circumstances of the City, staff has identified ways it can operate more efficiently. The department directors of the Community Development Department, Parks and Recreation Department, Public Works Department and Environmental & Water Resources Department have worked together to develop a comprehensive reorganization plan to improve how the City delivers a variety of its services.
More details for this plan will be shared at the October 14, 2025 City Council meeting. A general service matrix (existing and proposed) for each of the affected departments can be found in Attachment 3.
CONCLUSION:
The City is facing a $3.0 million operational deficit for FY 2025/2026. The proposed cost saving recommendations in Phase One total $3.1 million. Additional cost saving recommendations for Phase Two will be presented on October 14, 2025. Although this may appear to fill the current budget gap the City is still facing challenging budget circumstances.
The City’s quality of life infrastructure like trails, parks, playgrounds, sports fields, tennis courts, and buildings need tens of millions of dollars to fund necessary capital improvements.
Also, labor costs and other inflationary pressures continue to increase the cost of providing the most basic City services.
09/23/2025 Item No.5.
10/14/2025 Item No.14.
8 ATTACHMENTS
1. Resolution –11463 - A Resolution Approving General Fund Cost Saving Measures for Fiscal Year 2025-26 and Beyond
Exhibit A: General Fund Cost Saving Measures for Fiscal Year 2025-26 Exhibit B: Fire Apparatus Reassignment Plan
2. June 24, 2025 Budget Staff Report Packet
3. Existing and Proposed Department Service Matrix for Community Development, Public Works, Park and Recreation, and Environmental & Water Resources/Utilities Departments
Submitted,
______________________________
Bryan Whitemyer, City Manager
09/23/2025 Item No.5.
10/14/2025 Item No.14.
Attachment 1
09/23/2025 Item No.5.
10/14/2025 Item No.14.
RESOLUTION NO. 11463
A RESOLUTION APPROVING GENERAL FUND COST SAVINGS MEAUSRES FOR FISCAL YEAR 2025-26 AND BEYOND
WHEREAS, section 3.02.030 of the Folsom Municipal Code states “An Annual Budget shall be prepared by the City Manager, with the assistance of the Finance Director ….”; and
WHEREAS, on the 27th day of May 2025, the City Manager presented to the City Council the City Manager’s FY 2025-26 Proposed Preliminary Budget; and
WHEREAS, on the 10th day of June 2025, a Public Hearing was held and the City Council received presentations from the City Manager and City Staff regarding the FY 202 5-26 Proposed Operating Budget and Capital Improvement Plan; and
WHEREAS, on the 24 th day of June 2025 the City Council approved the FY 2025-26 Preliminary Budget that includes a $3 million budget shortfall.
WHEREAS, the City desires to close its budget gap and has developed a set of cost saving measures to reduce its expenditures which can be found in Exhibit A; and
WHEREAS, the City needs to brown out a fire engine in order to reduce its overtime costs and will need to reassign fire apparatus throughout the City and the Apparatus Reassignment Plan is described in Exhibit B; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Folsom that the documents attached to this resolution, identified as:
• Exhibit A – General Fund Cost Saving Measures for Fiscal Year 2025-26 • Exhibit B – Fire Apparatus Reassignment Plan
are hereby approved and appropriated to the respective departments for their offices and operations in the amounts, and for the objects and purposes, as specified therein.
PASSED AND ADOPTED this 23rd day of September 2025, by the following roll -call vote:
AYES: Councilmember(s):
NOES: Councilmember(s):
ABSENT: Councilmember(s):
ABSTAIN: Councilmember(s):
Resolution No. 11463
09/23/2025 Item No.5.
10/14/2025 Item No.14.
___________________________________
Sarah Aquino, MAYOR
ATTEST:
____________________________________
Christa Freemantle, CITY CLERK
Resolution No. 11463
09/23/2025 Item No.5.
10/14/2025 Item No.14.
Resolution No. 11463
09/23/2025 Item No.5.
Exhibit A
General Fund Cost Saving Measures
for Fiscal Year 2025-26
10/14/2025 Item No.14.
DIVISION POSITIONACCOUNT CODING FTE / ENDING FTE CT FY BUDGETED SALARIES IMPACT ON GENERAL FUND FY26 FY 27 FULL IMPACT Finance/ITGIS Specialist M60*0101905(1.00) 194,110 (97,055) (194,110) GIS Technician M48*0101905(1.00) 135,872 (67,936) (135,872) IT Manager T98*0101904(1.00) 297,402 (148,701) (297,402) Process Improvement Specialist M56*0101904(1.00) 185,059 (92,530) (185,059) TOTAL FY 26 APPROVED FTE = 2521.00 (406,222) (812,443) City AttorneyLegal Secretary*0101700(1.00) 158,578 (79,289) (158,578) TOTAL FY 26 APPROVED FTE = 43.00 (79,289) (158,578) LibraryCircular Coordinator M43 (delete)**0102900(1.00) 132,466 (132,466) (132,466) Library Tech M41 (add)**01029001.00 105,571 105,571 105,571 Library Assistant M31 (leave vacant)**0102900(1.00) 95,261 (95,261) (95,261) TOTAL FY 26 APPROVED FTE = 1211.00 (122,156) (122,156) FireAdmin Technician M48**0102220(1.00) 126,441 (126,441) (126,441) Senior Equipment Mechanic M52**0102220(1.00) 141,934 (141,934) (141,934) Firefighter II 42F (5 Positions)**0102221(5.00) 1,027,681 (1,027,681) (1,027,681) TOTAL FY 26 APPROVED FTE = 9184.00 (1,296,056) (1,296,056) PolicePolice LT 89A* 0102113(1.00) 387,503 (193,752) (387,503) Police Officer 44P**0102112(4.00) 769,184 (769,184) (769,184) Police Comm Service Officer 34P**0102113(2.00) 226,472 (226,472) (226,472) TOTALFY 26 APPROVED FTE = 116.50109.50 (1,189,408) (1,383,159) FTE Adustment Total = (20.0)TOTALFY 26 Aprroved General Fund FTE = 386.05366.05 (3,093,130) (3,772,392) * Filled position calculated at 6 months for FY 26** Vacant position calculated for full yearNOTE: FY 26 Approved FTE = 513.5 / FY 26 Adjusted FTE = 493.50 Proposed Budget Reductions
Resolution No. 11463
09/23/2025 Item No.5.
10/14/2025 Item No.14.
Resolution No. 11463
09/23/2025 Item No.5.
Exhibit B
Fire Apparatus Reassignment Plan
10/14/2025 Item No.14.
FIRE DEPARTMENT MEMO
1 TO: Bryan Whitemyer, City Manager
FROM: Ken Cusano, Fire Chief
DATE: September 1, 2025
SUBJECT: Apparatus Reassignment Plan
To address rising overtime expenditures while maintaining essential fire suppression and EMS coverage throughout the City of Folsom, the Fire Department will implement a strategic reassignment of apparatus. This realignment allows the Department to eliminate one engine company while ensuring all six fire stations remain open and operational. The plan prioritizes suppression coverage in Folsom’s highest-risk areas, maintains ALS transport citywide, and aligns with current fiscal constraints.
Effective October 1, 2025 – Apparatus Movements
• Truck 35 (TR35): Relocate from Station 35 to Station 34 • Air Utility 35 (AR35): Relocate from Station 35 to Station 34 • Engine 38 (E38): Relocate from Station 38 to Station 35
Exception:
• Medic 36 (M36): Placement back in service will be delayed until new recruits complete and clear their FTO evaluation period (anticipated week of October 20, 2025).
• Medic 35 (M35): Relocation from Station 35 to Station 38 will also be delayed until new recruits complete and clear their FTO evaluation period (anticipated week of October 20, 2025).
Resolution No. 11463
09/23/2025 Item No.5.
10/14/2025 Item No.14.
2 The placement of Engine 38 at Station 35 preserves suppression capability in the city’s highest fire risk area, which includes the Historic District and Central Business District.
Station 34, located south of Highway 50, is the lowest fire risk zone in the city, with 100% of residential and commercial properties protected by automatic fire sprinklers.
Relocating Truck 35 and AR35 to Station 34 ensures that specialty support is maintained in a zone with lower suppression demand.
The eventual reassignment of Medic 35 to Station 38 ensures ALS transport capability across the city, balancing EMS response needs despite a reduction in engine staffing.
Placement of Medic 36 back in service will restore additional ALS transport capacity once staffing is available following the FTO process.
Overall, this plan reduces constant staffing requirements by eliminating one engine company, which directly decreases overtime costs, while keeping all six fire stations open and preserving a citywide response capability and presence.
Response times may be impacted during periods of high call volume or simultaneous incidents within the same district. The Department will monitor these effects closely and make adjustments if significant service impacts are identified. In addition, updates to the Computer-Aided Dispatch (CAD) system at the Sacramento Regional Fire/EMS Communications Center (SRFECC) will be required to reflect the new apparatus assignments. The Fire Department will coordinate with SRFECC staff to ensure accurate implementation and minimize disruptions.
This apparatus reassignment plan represents a balanced strategy to reduce overtime costs while sustaining core emergency services. By prioritizing high-risk areas, maintaining ALS transport, and optimizing resources, the Department will continue to provide effective service delivery under current fiscal constraints.
Resolution No. 11463
09/23/2025 Item No.5.
10/14/2025 Item No.14.
Attachment 4
10/14/2025 Item No.14.
Planning Building Development
Engineering Parks Trails Facilities Recreation
Programs
Lighting and
Landscaping
Transportation
Engineering
Capital
Improvements
Drainage
Engineering
Solid Waste and
Recycling Fleet Water Wastewater/
Sewer
Planning
Entitlements Building Permits Dev Eng for
Private Property Park Planning Trail Planning Facility Rentals Aquatics L&L Districts Transportation Planning Grants Drainage and
Flood Control Solid Waste Fleet
Management Water Quality Utility CIPs
Housing Building Plan
Checks
Mapping and
Improvement
Agreements
Park
Improvements Trail CIPs Facility
Operations
Community
Services CFDs Traffic
Engineering
Transportation
CIPs NPDES Recycling Fleet
Procurement Water Treatment Utility
Maintenance
Code
Enforcment
Building
Inspections Tree Permits Park
Maintenance
Trail
Maintenance
Facility
Improvements
Cultural
Services
Traffic
Management
Construction
Management
Hazardous
Materials
Fleet
Maintenance Water Meters
Long Range
Planning
Arborist Plan
Review and
Inspections
Tree
Maintenance Bridges Facility
Maitnenance Sports Streets Capital
Maintenance
Water
Conservation
CEQA/NEPA
Coordination
Construction
Inspection and
Improvement
Acceptance
Zoo Signals Improvement
Standards
EXISTING City of Folsom Engineering Related ServIces (CDD, P&R, PW, EWR) Community Development Department Parks and Recreation Department Public Works Department Environmental Water Resources Dept
Secondary Services Secondary Services Secondary Services Secondary Services Primary Services/Core Competencies Primary Services/Core Competencies Primary Services/Core Competencies Primary Services/Core
10/14/2025 Item No.14.
Planning Building
Development
Engineering
(Private
Property)
Facilities
Recreation
and
Community
Services
Trails and
Bridges
Citywide Capital
Improvement/
Asset
Management
Public Property
Improvement/
Acceptance
Stormwater
Management
Solid Waste
and Recycling Fleet Water/
Wastewater
Planning
Entitlements
Building
Permits
Dev Eng for
Private Property Planning L&L Districts Facility Rentals Aquatics Trail and
Bridge
Planning
Complete
Streets
Traffic
Engineering
Transportation
CIPs
City Land
Acquisition and
Disposition
Drainage
Infrastructure Solid Waste Fleet
Management Water Quality
Housing Policy,
Programs, and
Services
Building Plan
Checks
Mapping and
Improvement
Agreements
(Private
Property)
Improvements CFDs Minor Facility
Improvements
Community
and Cultural
Services
Traffic
Management
Major Facility
CIPs
Mapping Public
Property/
Improvement
Agreements
Flood Control Recycling Fleet
Procurement Water Treatment
Long Range
Planning
Building
Inspections Tree Permits Maintenance Public Land
Ladder Fuel
Facility
Operations and
Custodial
Sports Trail and
Bridge CIPs
Regional
Transportation
Coordination
Public Streets
and Public Street
Lights
Construction
Management
Construction
Inspection/
Acceptance
(Public
Property)
NPDES Hazardous
Waste
Fleet
Maintenance Water Meters
CEQA/NEPA
Coordination
Code
Enforcement
Arborist Plan
Review and
Inspections
Tree
Management
Irrigation
Services
Facility
Maintenance Zoo Trail
Maintenance Grants Signals Capital
Maintenance
Construction
Specifications
Water
Conservation
Street Naming
and
Addressing
Construction
Inspection
(Private
Property)
Improvement
Standards
Transportation
and
Encroachment
Permits
Utility Planning,
Capital
Improvements,
and
Maintenance
Parks, Open Space, and
Municipal Landscape
Transportation Planning and Traffic
Engineering
PROPOSED City of Folsom Engineering Related Services Reorganization (CDD, P&R, PW, EWR) 9-15-25 Community Development
Department
(Director Pam Johns)
Parks and Recreation Department
(Director Kelly Gonzalez)
Primary Services/Core Competencies Primary Services/Core Competencies Primary Services/Core CompetenciesPrimary Services/Core Competencies Utilities Department
(Director Marcus Yasutake)
Public Works Department
(Director Rebecca Neves)
Volunteers
Secondary Services
Active Transportation Plan
Secondary ServicesSecondary Services Secondary Services
10/14/2025 Item No.14.
Attachment 5
10/14/2025 Item No.14.
COMMUNITYDEVELOPMENTDEPARTMENT
CommunityDevelopment Director
PLANNING SERVICES
Planning Manager
Principal Planner
Housing Manager
Senior Planner
Associate Planner
DEVELOPMENTENGINEERING
DevelopmentEngineering Manager
Senior Civil Engineer
Assistant CivilEngineer 2
Senior ConstructionInspector
BUILDING SERVICES
Building ServicesManager / ChiefBuilding Official
Building Safety andEnforcementManager
Senior BuildingInspector
Building Inspector II 2
Code EnforcementOfficer I
Code EnforcementOfficer II
Plan Check Engineer
Building PlansChecker
Building PlansCoordinator
Building Technician II 3
ADMINISTRATIVESERVICES
DevelopmentServices Specialist
Admin Assistant
ARBORIST SERVICES
Urban Forester
Arborist
Legend
New Position
Changed Position
10/14/2025 Item No.14.
PARKS & RECREATIONDEPARTMENT
Parks and RecreationDirector
Recreation &Community ServicesManager
Aquatics Center Sup.
Admin. Asst.
Sr. MaintenanceWorker
Sr. RecreationCoordinator
Cmnty & Cltrl Serv.Sup
Sr. RecreationCoordinator - Admin
Sr. RecreationCoordinator 2
RecreationCoordinator II 3
Sports CenterSupervisor
Sr. RecreationCoordinator
RecreationCoordinator II 2
Zoo Manager
Sr. RecreationCoordinator Zoo SanctuarySupervisor
Zookeeper II
Zookeeper I 4
MLS Manager
MLS Supervisor
Irrigation SystemsCoordinator
Sr. Maint. Specialist
Maint. Spec.
Maint. Worker II
Parks PlanningManager
Park Planner II 2
Capital Projects andEngineering Manager
Sr. Trails Planner
Parks Maint. &Facilities Manager
Parks Maint.Supervisor
Sr. MaintenanceSpecialist
Maintenance WorkerI/II 3
Sr. MaintenanceWorker 2
Fac. Maint.Supervisor
Sr. BuildingTradeswork 2
BuildingTradesworker II 2
Sr. Mngmt. Analyst
Admin. Assist
Communications &Marketing Specialist
Legend
New Position
Changed Position
10/14/2025 Item No.14.
PUBLIC WORKSDEPARTMENT
Public Works Director
OPERATIONS DIVISION
Streets OperationsManager
Streets OperationsSupervisor
STREETS
Sr. MaintenanceWorker
MaintenanceSpecialist 4
PW MaintenanceWorker II 5
PW MaintenanceWorker I 2
SIGNS
Sr. MaintenanceWorker
MaintenanceSpecialist
Sr. Traffic Control &Light Technician
SIGNALS & LIGHTING
Traffic Control &Lighting Tech II 2
Traffic Control &Lighting Tech I
Traffic Control &Lighting Tech I
ENGINEERING DIVISION
Capital Projects andEngineering Manager
Sr. Civil Engineer 2
Senior ConstructionInspector
Assistant CivilEngineer 2
ADMINISTRATIONDIVISION
Sr. ManagementAnalyst
Mgmt. Analyst Admin/Eng)
Admin Assistant Admin/Ops)
Admin Assistant Admin/Eng)
Legend
New Position
Changed Position
10/14/2025 Item No.14.
UTILITIES DEPARTMENT
Utilities Director
Utilities DeputyDirector
FLEET
Fleet Manager
Fleet OpsCoordinator
Senior EquipmentMechanic
Lead SeniorMechanic
Mechanic II 6
WATER TREATMENT
Manager
Chief Shift Operator
Shift Operator III 3
Non-shift OperatorII/III 2
Lead Plant Mechanic
I&C Technician
WATER QUALITY
Manager
Chief Operator
WQ Technician
Distribution OperatorIII
Distribution OperatorI/II 3
WASTEWATERCOLLECTIONS
Manager
Senior WWC Tech
WWC Tech III
WWC Tech I/II 7
WATER CONSERVATION
Water Mgmt.Coordinator
Water Mgmt. Spec. 2
WATER METERS
Supervisor
Snr Water UtilityWorker
Water Utility Worker II 4
UTILITY MAINTENANCEWATER & WASTEWATER
Supervisor
Senior Water UtilityWorker
Water Utility Worker III
Water Utility WorkerI/II 5
Senior WWC Tech
Collection Tech III
Collection Tech. I/II 4
ENGINEERING
Principal Civil
Senior Civil 2
Associate Civil
GIS Tech.
WASTE & RECYCLING
Section Manager
SW COLLECTIONS
Solid Waste Manager
Solid WasteSupervisor
AdministrativeAssistant
Account Technician
Maintenance WorkerI/II
Refuse Drivers 42
Senior Refuse Driver 3
Senior MaintenanceWorker 2
Senior OfficeAssistance 4
RECYCLING
Env. SpecialistSupervisor
Snr. Env. Specialist 2
Env. Specialist
HAZ MAT
Haz Mat Coordinator
Snr. Env. Specialist 2
ADMINISTRATION
Management Analyst
AdministrativeTechnician 2
Senior OfficeAssistant
Legend
New Position
Changed Position
10/14/2025 Item No.14.
Attachment 6
10/14/2025 Item No.14.
Fund Number Special Revenue Fund Name Fund Description and Eligible Uses Replenishing Fund Source? (Y/N)
25/26 Adopted
Annual Revenue
5-Year Average
Actual Annual
Revenue
25/26 Adopted Fund
Balance
Recommended
Annual Special
Revenue for Staff
Time & Operations
FTE Details per Fund/Recommendation
238 Folsom Housing Fund
FMC 17.104.030 establishes the Inclusionary Housing Fee (in-lieu fee payment) to support affordable housing (Folsom Housing Fund 238). The fee equals 1% of the lowest-priced unit's sale price in a subdivision, multiplied by the total number of units. Approximately $29M of the fund is encumbered wtih long-term low-interest loans for affordable housing development. Recommendation is to fund 1.5 FTE staff equivalents with the replenishing funds for the Housing Manager, Seniors Helping Seniors Program Management, and miscellaneous housing analysis and reports.
Yes 627,363.00$ -$ 23,960,396$ $ 326,465
1.5 FTE for Housing Manager, Senior
Helping Seniors Program Management and
miscellaneous housing analysis and
reports.
226 Tree Planting and Replacement
FMC 12.16.160 for tree planting and revegetation projects for parkways, parks, planting of trees along along public trails and beautification projects, arborist, or urban forestry program.
Recommendation is to fund 1.25 FTE staff equivalents including the Arborist position approved by City Council in FY24/25 and an additional 0.25 FTE for Code Violations involving protected trees.
Yes $ 243,979 1,408,257$ $ 178,435 Arborist 1.25 FTE Code Enforcement Officer 0.25 FTE
504,900.00$
Fund Number Special Revenue Fund Name Fund Description and Eligible Uses Replenishing Fund Source? (Y/N)
25/26 Adopted
Annual Revenue
5-Year Average
Actual Annual
Revenue
Fund Balance on
10/3/2025
Recommended
Annual Special
Revenue for Parks
and Recreation Staff
Time & Operations
FTE Details per Fund/Recommendation
204, 205, 207,
208, 209, 210,
212, 213, 214,
215, 231, 232,
234, 236, 237,
249, 250, 251,
252, 253, 260,
270, 271, 275,
278, 281, 282,
284, 285
Landscaping and Lighting Districts (29) These funds are used for the maintenance and servicing of district assets.
Funds can be used for staffing to complete these services. Yes 2,486,039.00$ 597,176$ $ 279,380 30% of MLS Staffing 262, 266, 267,
283, 288, 289,
290, 291, 292,
293, 294, 295,
296, 297
Community Facilities Districts (10) These funds are used for the maintenance and servicing of district assets.
Funds can be used for staffing to complete these services. Yes $ 4,134,945 6,010,837$ 186,254$ 20% of MLS Staffing
SPECIAL REVENUE FUNDS AVAILABLE FOR COMMUNITY DEVELOPMENT STAFFING
SPECIAL REVENUE FUNDS AVAILABLE FOR PARKS AND RECREATION STAFFING AND PROJECT DELIVERY
TOTAL AVAILABLE SPECIAL REVENUE FUNDS (COMMUNITY DEVELOPMENT) Special Revenue Funds
10/14/2025 Item No.14.
206 Transportation System Management This is a replenishing fund and its source is the Transportation Management Fee. Yes $ 41,000 $ 46,360 319,820$ -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
219 Folsom Community Cultural Services
(Art and Culture) This fund is used to support art programs and maintenance Yes $ 3,500 93,638$ -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
223 Humbug Willow Creek Trail Impact Fees Impact Fee fund for HWC trails Yes $ 50,000 $ 317,416 56,119$ -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
240 Park Dedication Quimby Quimby in lieu of fees for park development Yes $ 450,000 $ 304,851 2,705,717$ -$ Staff recommends using the Quimby funds
for new park development and the
rehabilitation of existing parks located
north of Highway 50.
248 Transportation Tax (SB 325) TDA Funds
(Transit focused)
This funding source is dedicated to bicycle and pedestrian projects and improvements. This could potentially be used as local match or maintenance funds for preservation of Folsom's trails and ATP roadways.
Yes $ 89,500 $ 90,022 356,624$ -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
276 New Measure A
This is the City's annual Measure A apportionment which is split amongst 3 primary project types: Traffic Control/Safety, ADA, and Street/Road Maintenance. This funding source, in conjunction with the current MOU with STA, allows for operations and staff time delivering projects as eligible expenditures.
Yes $ 3,857,552 $ 3,339,934 7,015,096$ 127,810$ Capital Projects Manager 0.50 411 Supplemental Park Fee This is a supplemental fee for park impacts in the Empire Ranch area Yes $ 5,000 $ 4,960 302,045$ -$ Staff recommends using this for for new
park development within the Emprie Ranch
subdivision.
412 Park Improvement Fund Impact Fee Funds for development of Parks located north of US 50. Yes $ 1,150,000 $ 1,619,126 $ 9,274,087 43,657$ Park Planning Manager 0.20 414 Johny Cash Art Experience Doantions and merchandise sales to support the JCT Art Experience Yes $ 9,000 $ 28,704 $ 20,819 -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
446 Transportation Improvement This fund can be used for roadway projects and serves as PW primary source of transportation funding. Yes $ 5,153,415 $ 9,927,694 13,912,048$ 51,124$ Capital Projects Manager 0.20 448 Drainage Capital Fund This is a developer impact fund that is replenished annually to support drainage projects and staff time for compliance of state permits. Yes $ 805,940 $ 437,563 536,905$ 25,562$ Capital Projects Manager 0.10 472 FPSA Capital
This is a developer impact fee fund and considered pooled capital funds to support new police, fire, library, facilities, parks, and trails projects including general capital and municipal services.
Yes $ 11,800,000 $ 11,233,310 41,687,333$ 315,348$ Park Planner II 1.15
Capital Projects Manager 0.10
Planning Manager 0.20
Sr. Trails Planner 0.35
1,029,135.00$ TOTAL AVAILABLE SPECIAL REVENUE FUNDS (PARKS AND RECREATION) Special Revenue Funds
10/14/2025 Item No.14.
Fund Number Special Revenue Fund Name Fund Description and Eligible Uses Replenishing Fund Source? (Y/N)
25/26 Adopted
Annual Revenue
5-Year Average
Actual Annual
Revenue
Fund Balance on
10/3/2025
Recommended
Annual Special
Revenue for Staff
Time & Operations
FTE Details per Fund/Recommendation
203 Traffic Congestion Relief
No description provided in the Adopted Budget or supplemental information. This appears to be a non-replenishing source. This funding source ended on 6/30/2017.
No -$ -$ 1,027$ $ - Staff recommends transferring the balance
to another fund source and closing out this
fund.
206 Transportation System Management This is a replenishing fund and its source is the Transportation Management Fee. Yes $ 35,000 $ 41,802 367,111$ -$ Staff recommends using this fund as a
growing reserve account for unforseen
expenditures.
230 Truck Management Plan Fee
This fund stems from the Quarry Truck Management Plan Funding Agreement with the County of Sacramento has a replenishing source of funds. The funds are collected by the County with disbursements to the City.
Yes $ 50,000.00 N/A 701,644$ $ - Staff recommends holding these funds
until delivery of the Prairie City Road
Project.
235 Road Maintenance & Rehabilitation
(RMRA Funds from SB-1)
These are discretionary funds to support road maintenance and operations in the City of Folsom, funded through SB-1. Folsom spends approximately $1,725,000 annually in construction and carries a balance forward of approximately $1,000,000 on average.
Yes $ 2,301,600 $ 1,730,346 3,742,058$ 624,710$ Use for Staffing and Project Delivery
Recommended FTEs
Streets Operations Manager 0.20
Administrative Assistant 0.20
Streets Operations Supervisor 0.25
Senior Maintenance Worker 0.20
Maintenance Specialist 1.6
Maintenane Worker II 2.0
Maintenance Worker I 0.4
243 Gas Tax 2106
Both Public Works Operations and Projects are eligible to use this funding source, but only a small portion is used on a one-time basis (most recent adopted budget).
Yes $ 374,616 $ 302,285 1,938,958$ 120,990$ Use for Staffing and Project Delivery
Recommended FTEs
Streets Operations Manager 0.20
Administrative Assistant 0.20
Maintenance Worker I 0.40
244 Gas Tax 2107
This fund source can be used and is used to supplement the cost of Public Works operations through transfers out to the General Fund in varying amounts, although it is not clear what the transfer captures.
Yes $ 765,619 $ 594,519 2,848,908$ 210,255$ Use for Staffing and Project Delivery
Recommended FTEs
Senior Traffic Control & Lighting 0.20
Traffic Control & Lighting Tech II 0.40
Traffic Control & Lighting Tech I 0.40
Senior Maintenance Worker - Signs 0.20
Maintenance Specialist - Signs 0.25
SPECIAL REVENUE FUNDS AVAILABLE FOR PUBLIC WORKS STAFFING AND PROJECT DELIVERY Special Revenue Funds
10/14/2025 Item No.14.
245 Gas Tax 2107.5
This fund source can be used and is used to supplement the cost of Public Works operations through transfers out to the General Fund in varying amounts, although it is not clear what that transfer captures.
Yes $ 836,278 $ 641,241 2,942,338$ 210,255$ Use for Staffing and Project Delivery
Recommended FTEs
Senior Traffic Control & Lighting 0.20
Traffic Control & Lighting Tech II 0.40
Traffic Control & Lighting Tech I 0.40
Senior Maintenance Worker - Signs 0.20
Maintenance Specialist - Signs 0.25
247 Gas Tax 2105
This fund source can be used and is used to supplement the cost of Public Works operations through transfers out to the General Fund in varying amounts, although it is not clear what that captures.
Yes $ 564,942 $ 454,671 2,569,829$ 300,000$ Staff recommends cost recovery through
billing staff time to this fund when
delivering eligible projects.
276 New Measure A
This is the City's annual Measure A apportionment which is split amongst 3 primary project types: Traffic Control/Safety, ADA, and Street/Road Maintenance. This funding source, in conjunction with the current MOU with STA, allows for operations and staff time delivering projects as eligible expenditures.
Yes $ 2,803,100 $ 3,339,934 5,655,799$ 319,750$ Use for Staffing and Project Delivery
Recommended FTEs
PWD 0.2
Senior Management Analyst 0.2
Management Analyst 0.2
Administrative Assistant 0.2
Capital Projects Manager (PW) 0.2
Principal Civil Engineer 0.1
Senior Civil Engineer 0.1
Associate Engineer 0.6
Senior Construction Inspector 0.25
443 Highway 50 Improvement Capital
This fund is replenished through development impact fee collection and is reserved for on-system/on-highway projects with Caltrans that directly benefit the FPA. The City holds these funds, not Caltrans.
Yes $ 1,100,000 $ 1,179,037 8,208,100$ 25,000$ Staff recommends coordinating with
Caltrans on potential opportunities to use
these funds for on-system safety
improvements (per December 2014 MOU).
An example project listed in the MOU is the
Oak Avenue Interchange and lessening of
impacts to US 50 at Prairie City Road.
444 Highway 50 Interchange Capital
This fund is replenished through development impact fee collection and is reserved for City efforts and delivery of interchange projects that directly benefit the FPA. This is the City's local match source for Empire Ranch Road Interchange.
Yes $ 2,300,000 $ 2,227,923 16,525,161$ 200,000$ Staff recommends cost recovery through
billing staff time to this fund when
delivering eligible projects.
445 General Capital
This development impact fee is used for the purposes of financing the planning, construction, and development of key facilities and services identified in the PFFP.
Yes $ 400,000 $ 526,099 3,432,801$ -$ Staff recommends cost recovery through
billing staff time to this fund when
delivering eligible projects.
Special Revenue Funds