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Project Details
Project Number: WA2703
New or Existing Project: New
Project Manager: Kelsie Gugino, [email protected]
Estimated Start Date: 07/01/2026
Project Location: Zone 4 Tank
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1855 Caversham Way1855 Caversham Way, Folsom,CA 95630
Project Description
The Zone 4 Tank project consists of draining and cleaning the tank so that the contractor can install the necessary scaffolding and performsandblasting so that the licensed structural engineer can assess all beams, rafters, girders and the center support column to determinethe condition of the tank and provide recommendations regarding rehabilitation and remaining serviceable life. Other ancillary work atthe Zone 4 Tank includes installation of a mixer and blower, spot repair, and miscellaneous electrical improvements. Additionally thisproject will include the installation of a mixer and blower at East Tank to improve water quality.
Design and construction of Phase 2 of the project will occur once the structural engineer's recommendation under Phase 1 is complete.
Justification
This project meets the City's goal of ensuring that the existing infrastructure is maintained. Without continued maintenance on theseexisting facilities, they will deteriorate to the point where they will need to be replaced which is extremely costly. This project also ensuresthat the City's water distribution system can maintain effective and reliable water service to city residents.
Project Alternatives
To leave the existing, aging infrastructure as-is which doesn’t meet the City's proactive maintenance management and could potentiallylead to state regulatory issues.
Zone 4 Tank Rehabilitation Project (Phase 1)Zone 4 Tank Rehabilitation Project (Phase 1) FY27-31 Capital Improvement Plan
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Project Update/Progress Report
Design is anticipated to begin and be completed in FY 2026-27. Construction is also anticipated to begin and be completed in FY 2026-27.
Relationship to Strategic Plan or Other Adopted Plans
Storage tank inspections are recommended in the Water Master Plan to be conducted every 5 years which has been the City'spractice. Once deteriorating conditions are found, the Master Plan recommends that appropriate action be taken to correct the problem.
Financial Impact
Funding SourcesWater Operating – $600,000 $0 $0 $0 $0FUNDING SOURCES TOTAL – $600,000 $0 $0 $0 $0 Cost EstimatesConstruction – $600,000 $0 $0 $0 $0COST ESTIMATES TOTAL – $600,000 $0 $0 $0 $0 PRIOR YEARS CIP BUDGETAggregated Total FY2027 FY2028 FY2029 FY2030 FY2031 PRIOR YEARS CIP BUDGETAggregated Total FY2027 FY2028 FY2029 FY2030 FY2031 136
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ATTACHMENT 5
CalPERS Charts from Pension Outlook Tool
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Fiscal Year Cost (in $M)
1249 - Safety Plan 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 2040-41 2041-42 2042-43 2043-44 2044-45 2045-46 Baseline
Payroll $22.3196 $22.9445 $23.5870 $24.2474 $24.9263 $25.6243 $26.3417 $27.0793 $27.8375 $28.6170 $29.4183 $30.2420 $31.0887 $31.9592 $32.8541 $33.7740 $34.7197 $35.6918 $36.6912 $37.7185 $38.7747 Normal Cost $4.1247 $4.0704 $4.1004 $4.1288 $4.1557 $4.1809 $4.2041 $4.2255 $4.2447 $4.2616 $4.2762 $4.2883 $4.2977 $4.3043 $4.3078 $4.3082 $4.3052 $4.4258 $4.5497 $4.6771 $4.8081 UAL Payment $8.9377 $9.6406 $9.9794 $10.7062 $10.8222 $10.8975 $10.6895 $10.6682 $10.0474 $9.9017 $9.6113 $9.0617 $8.7343 $8.3840 $8.1196 $7.9871 $7.3296 $6.8111 $7.9832 $0.0000 $0.0000 Total Employer Cost $13.0623 $13.7110 $14.0797 $14.8351 $14.9779 $15.0783 $14.8936 $14.8936 $14.2921 $14.1634 $13.8875 $13.3501 $13.0320 $12.6883 $12.4274 $12.2954 $11.6348 $11.2369 $12.5329 $4.6771 $4.8081 Total Employer Rate 61.20% 59.76% 59.69% 61.18% 60.09% 58.84% 56.54% 55.00% 51.34% 49.49% 47.21% 44.14% 41.92% 39.70% 37.83% 36.40% 33.51% 31.48% 34.16% 12.40% 12.40%
Baseline 6/30/2025 6/30/2026 6/30/2027 6/30/2028 6/30/2029 6/30/2030 6/30/2031 6/30/2032 6/30/2033 6/30/2034 6/30/2035 6/30/2036 6/30/2037 6/30/2038 6/30/2039 6/30/2040 6/30/2041 6/30/2042 6/30/2043 6/30/2044 6/30/2045 Accrued Liability $301.8164 $313.8942 $326.0027 $338.1614 $350.3525 $362.4106 $374.3244 $386.0668 $397.6887 $409.2153 $420.6644 $432.0699 $443.4759 $454.9379 $466.4390 $478.0352 $489.8627 $501.9137 $514.1665 $526.6669 $539.4146 Market Value of Assets $196.8324 $211.1898 $226.3906 $242.2051 $259.0551 $276.2121 $293.6526 $311.0862 $328.7680 $346.1287 $363.6619 $381.2691 $398.7347 $416.3340 $434.0321 $451.9777 $470.3708 $488.6708 $507.0620 $527.3294 $540.1222 UAL - Baseline $104.9840 $102.7044 $99.6121 $95.9563 $91.2974 $86.1986 $80.6718 $74.9806 $68.9207 $63.0866 $57.0024 $50.8008 $44.7413 $38.6039 $32.4069 $26.0574 $19.4919 $13.2429 $7.1045 ($0.6626) ($0.7076) Funded Ratio 65.22% 67.28% 69.44% 71.62% 73.94% 76.22% 78.45% 80.58% 82.67% 84.58% 86.45% 88.24% 89.91% 91.51% 93.05% 94.55% 96.02% 97.36% 98.62% 100.13% 100.13%
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Fiscal Year Cost (in $M)
1248 - Miscellaneous Plan 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37 2037-38 2038-39 2039-40 2040-41 2041-42 2042-43 2043-44 2044-45 2045-46 Baseline
Payroll $27.6559 $28.4302 $29.2263 $30.0446 $30.8859 $31.7507 $32.6397 $33.5536 $34.4931 $35.4589 $36.4517 $37.4724 $38.5216 $39.6002 $40.7090 $41.8489 $43.0207 $44.2252 $45.4635 $46.7365 $48.0451 Normal Cost $3.1168 $3.0875 $3.1225 $3.1571 $3.1911 $3.2246 $3.2574 $3.2896 $3.3210 $3.3516 $3.3813 $3.4100 $3.4377 $3.4642 $3.4896 $3.5136 $3.5363 $3.6353 $3.7371 $3.8417 $3.9493 UAL Payment $9.2386 $9.7807 $10.0855 $10.9039 $11.0154 $11.0967 $10.3021 $10.2415 $9.4718 $9.2722 $8.8915 $8.2751 $7.9115 $7.5237 $7.2289 $7.0420 $6.3805 $5.6388 $7.3945 $0.0000 $0.0000 Total Employer Cost $12.3554 $12.8682 $13.2081 $14.0610 $14.2066 $14.3213 $13.5595 $13.5311 $12.7927 $12.6238 $12.2728 $11.6851 $11.3492 $10.9879 $10.7184 $10.5556 $9.9168 $9.2742 $11.1316 $3.8417 $3.9493 Total Employer Rate 44.50% 45.26% 45.19% 46.80% 46.00% 45.11% 41.54% 40.33% 37.09% 35.60% 33.67% 31.18% 29.46% 27.75% 26.33% 25.22% 23.05% 20.97% 24.48% 8.22% 8.22%
Baseline 6/30/2025 6/30/2026 6/30/2027 6/30/2028 6/30/2029 6/30/2030 6/30/2031 6/30/2032 6/30/2033 6/30/2034 6/30/2035 6/30/2036 6/30/2037 6/30/2038 6/30/2039 6/30/2040 6/30/2041 6/30/2042 6/30/2043 6/30/2044 6/30/2045 Accrued Liability $321.6730 $331.3048 $340.8470 $350.1824 $359.3084 $368.1239 $376.5895 $384.6564 $392.2707 $399.5299 $406.4344 $412.9922 $419.0878 $425.0568 $430.6788 $436.2305 $441.7439 $447.2870 $452.9184 $458.8073 $465.0056 Market Value of Assets $219.9048 $232.3286 $245.3457 $258.7101 $272.9875 $287.4230 $301.9777 $315.7296 $329.3559 $342.2438 $354.9568 $367.3281 $378.9989 $390.5501 $401.7367 $412.9306 $424.2089 $435.1536 $445.7873 $458.8332 $465.0332 UAL - Baseline $101.7682 $98.9762 $95.5013 $91.4723 $86.3208 $80.7009 $74.6118 $68.9269 $62.9147 $57.2861 $51.4776 $45.6641 $40.0889 $34.5068 $28.9421 $23.2999 $17.5350 $12.1334 $7.1311 ($0.0258) ($0.0276) Funded Ratio 68.36% 70.13% 71.98% 73.88% 75.98% 78.08% 80.19% 82.08% 83.96% 85.66% 87.33% 88.94% 90.43% 91.88% 93.28% 94.66% 96.03% 97.29% 98.43% 100.01% 100.01%
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ATTACHMENT 6
Responses to Councilmember Leary’s Questions
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2026-2027 Budget questions – Barbara Leary
Below are questions that I haven’t been able to resolve at this point though I am still continuing to review all of the materials in the binder.
1) Line 221, pg 1 – Housing trust fund use – 1,527,404. What is the intended use, are there to be co-mingled with funds on line 238 - $20,783,920, Folsom housing fund? These funds are available for low/moderate income housing projects. They can be combined with Fund 238 - Folsom Housing Fund.
2) Line 235, pg 1, Road maintenance & rehab – what is/are the funding source(s) for the Transportation Imp fund budgeted for $2,622,574?
This is state Local Streets and Roads Program funding from the Road Maintenance and Rehabilitation Account (RMRA) via SB1.
3) Line 254 pg 1, what is the Historic District projected income source of the $5,000 and it’s intended use?
Historic District Business License Surtax, remitted to the Sutter Street Merchants Association.
4) Line 753 pg 2, what is the Zoo special revenue source and intended use– current balance 231,196, projected revenue 34,000, expenses 150,000, final 115,196 The revenue comes from the Folsom City Lions Park Mini-Railroad agreement. The funding is used for special projects within the zoo.
5) 414, pg 2 Johnny Cash art experience (45,249), revenue 9,000, exp. 10,000, final (46,249), what project is planned to utilize the revenue, create a deficit and is there the potential for another funding source?
The deficit is created due to the timing of grant reimbursements coming in after the art project expenditures.
6) 458, pg 3 Library Development fund 82,422 balance – 0 projected expenditures – what is the plan for these monies?
This balance is impact fees and must be used for new upgrades or additions to the main library facility. In the past, expansion of the camera security system was a use of the funds.
7) Pg 3 What is the source of the money transferred in and expenditures anticipated for the following? Please confirm, all appear to be from General fund. 603 IT equipment fund transfer in source for $100,000 – Transfer in from General Fund 607 police 300,000 transfer in- Transfer from Fund 602 to Fund 609 608 Fire transfer in 151,660 – Transfer from Fund 602 to Fund 608 609 Trails transfer in 925,000 – Transfer from Fund 602 to Fund 609 8) These were noted last year yet remain unresolved in terms of identifying the source and potential use of funds – is there a plan for the future use of these funds? Pg 3 702, 704 -715 – zero expenses zero income intent for use of funds Pg 4 721-724, 727-729 “ “ “ “
These are older CFD funds with small balances that need to be reconciled. As staff resources allow, we will be discussing these balances with the Trustee and bond counsel to determine how much, if any, remains available for CFD infrastructure expenditures allowed under the bond indenture or be transferred to the General Fund for CFD administration.
9) Pg 4 724 Folsom Heights – neg (26,241) and 6,000 in projected expenses – what is the purpose of this fund?
The Folsom Heights Fund is Fund 742. The purpose of the fund is to account for the activity of CFD 22. The negative cash balance will be eliminated with the issuance of
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bonds later this year.
10) Pg 5 0101905 IT proposed decrease -from 25/26 adopted budget of 382,527 to projected 133,330 – why is there a reduction in this budgeted amount? With the reduction of GIS staff mid-year in FY 25/26, we will see the full impact of the reduction in FY 26/27.
11) Pg 5 0104000 Zoo – proposed 2,808,663, increase in 26/27 from yr 24/25 actual 2,694,100, down from yr 23/24 3,226,894. Revenues on page 33 do not reflect the total income that has been previously reported.
FY 23/24 expenses include capital costs that will now be accounted for in either 602 or 609, rather than the General Fund. Total revenue presented in the budget book for FY 26/27 is estimated at $1,035,800 for the zoo.
12) Pg 5 0102730 – Pool – budgeted amount appears to be essentially stable since 20/21 though costs for equipment is higher this year. I could not locate all income but see 2025692,904 for pool related activities which is lower than the total income noted at our last meeting.
Total revenue presented in the budget book for FY 26/27 is estimated at $1,066,479 for the Aquatic Center.
13) Pg 5 0103803 Trails – increased from yr 25/26 adopted 252,775 to proposed 552,514. I assume for repairs. Is the only source for these repairs the general fund or are there potential grant possibilities or partnerships in mind for fundraising? This division accounts for Trail Planning staff costs. Trail maintenance will be funded from Fund 609 for FY 26/27. At this time, the General Fund is the primary funding source for maintenance.
14) Pg 6 Fire training – 0 prior cost notation increased to 205,120 – is this in anticipation in a change in how training is conducted?
At the request of the department, a separate division has been created to account for training costs that were previously accounted for in 0102221 – Fire Emergency Response. 15) Pg 6 Code enforcement – decreased from adopted 25/26 541,018 to projected 359,793.
Has there been a change in personnel or establishment of shared responses among other departments?
Yes, with a recent retirement there was a change in personnel from a one manager/one officer format to a zero manager/two officers format. Management of the division is now conducted by existing Community Development Staff outside of the code enforcement division.
16) Pg 21 Plan check revenue drop – from $1,098,256 in 2025, 1,345,000 to $450k in 2027.
Is such a drastic reduction due to the streamlining efforts in that department? Due to the lack of control the city has over the timing of development activity, various development related revenue sources are conservatively budgeted. When Plan Check revenue increases, there is also a coinciding expense for outside plan check contracts. 17) Pg 33 - 3411807 non-direct charge reimbursement, increase 2026 >$ 1 million. Please explain source of charges re-imbursement.
The non-direct charge reimbursement of $1.4 million is made up of about $985k for Municipal Landscape Service administration costs that are charged to the L&L and CFD Maintenance Districts. The remaining $455k is made up of charges to the facilities CFDs for Finance/City Manager/City Attorney Administration. 18) Pg 39 under other financing sources – what are the sources of transfers in and agency transfers
$4.8 million of transfers in is made up of the Cost Allocation Plan overhead allocation
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to allocate a portion of the costs of the General Fund Admin Departments to all other funds.
The $1.3 million in transfers in is made up of allocations to the Gas Tax funds to pay for a portion of Public Works staffing and operations costs. 19) Revenues - Pg 7 through 40 detail - Revenues essentially flat compared to 2025 excepting line 3140010 that shows 40,000 decrease in short term TOT and total intergovernmental decreased with ~ 1 million decrease since 2025. Service charges from this years budget to next appear to be relatively stable.
Is there any detail regarding projections in these sources of income and the sales tax revenue that will be shared at the next meeting?
Revenue projections overall are appropriately conservative, with no significant increases, to ensure the General Fund will reach estimates and not end the year with a shortfall.
Sales tax projections from the City’s sales tax consultant, Neumo/MuniServices, provide a range of scenarios for FY 26/27 with the most conservative “worst-case” scenario at $25.4 million (including revenue from the Auto Mall tax sharing agreement) and the most optimistic “best case” scenario at $28.6 million (including revenue from the Auto Mall tax sharing agreement). For purposes of the FY 26/27 budget, staff has used a $27.4 million projection, settling in the middle of the worst- and best-case scenarios provided by the consultant.
20) Request – is there a comprehensive list of contracted services, length of the contracts, and notation as to whether they are temporary or long term? Are there documented savings or increases in expenses for the work we are currently contracting out? All contracts over the City Manager’s signing authority (currently xxx) go to the City Council for approval. Departments are empowered to use contract services when appropriate to be as efficient as possible in delivering services to the community.
In the recent FY 25/26 budget efforts, contracted services were initiated for both IT management and GIS services. The effect on the FY 26/27 budget for these services is an annual savings of approximately $254k.
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ATTACHMENT 7
Questions from Mayor Raithel
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Questions From Mayor Raithel:
Received 6/4/2026: Staff is working on responses.
1.) As I mentioned at the last council meeting, I would like an honest accounting and discussion around PERS and OPEB - specifically the unfunded liability. By my simple math, it's risen to 16% of our budget and likely should be more if we were contributing the actual amount needed for our OPEB unfunded liability. If we have projections out, I'd like to show them and also the impact/cost savings if we prioritize increasing our funding levels. If we can show these next to our neighboring cities (both new and old) I think it would help explain why we are feeling the pressure with our general fund over the last 20 years.
2.) What's our vehicle replacement policy and can we get some more mileage/years out of our more modern vehicles? Does this assumption change with electric? (Ok to wait for new Fleet Manager if needed since it looks like our transfer out is smaller this year)
3.) Billboard revenue - have we had a chance to look into the expected versus actual revenue of the Automall billboard?
4.) Our gas tax balance is growing again ($10M) - can we pave some more streets or do we have other plans for this money in the future?
5.) 602 - facility rehab fund - what's plan for this $6M?
6.) Solid Waste Operating fund continues to grow - did we overshoot on last rate study? When can we kick oƯ the next one?
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Folsom City Council Meeting
Additional Information
Transmittal
Instructions to staff: Deliver original and 30 stapled/double-sided copies to the City Clerk’s Department; City Clerk’s Department will distribute via email and hardcopy to City Council, City Manager, City Attorney, and City Clerk.
Updated: Jan 2026
MEETING DATE:
6/9/2026
AGENDA SECTION:
Public Hearing
STAFF REPORT TITLE Resolution No. 11645 – A Resolution Adopting the Fiscal Year 2026-27 Operating and Capital Budgets for the City of Folsom, the Successor Agency, the Folsom Public Financing Authority, and the Folsom Ranch Public Financing Authority
FROM: Finance Department
Staff is providing the attached additional information for the above-referenced agenda item.
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Questions From Mayor Raithel:
Received 6/4/2026: Staff is working on responses.
1.) As I mentioned at the last council meeting, I would like an honest accounting and discussion around PERS and OPEB - specifically the unfunded liability. By my simple math, it's risen to 16% of our budget and likely should be more if we were contributing the actual amount needed for our OPEB unfunded liability. If we have projections out, I'd like to show them and also the impact/cost savings if we prioritize increasing our funding levels. If we can show these next to our neighboring cities (both new and old) I think it would help explain why we are feeling the pressure with our general fund over the last 20 years. Question #1 was addressed in the sta6 report under Item No. 12 on the June 9, 2026, City Council meeting agenda under the Public Hearing section
2.) What's our vehicle replacement policy and can we get some more mileage/years out of our more modern vehicles? Does this assumption change with electric? (Ok to wait for new Fleet Manager if needed since it looks like our transfer out is smaller this year). Attached is the current Fleet Management Plan that was issued in November 2024. We plan to have the new Fleet Manager begin on 6/16 and this will be one of the items that he focuses on within the Fleet Division. We have also been looking into outside fleet management software (Enterprise, Fleetio, Central Square – Lucity fleet module) to better track vehicle repairs, fueling, mileage and usage.
This is another area where the new Fleet Manager is going to focus on when he starts. The attached policy outlines how various key performance indicators are calculated but I strongly believe that finding the right software will minimize the amount of time City departments would have to perform these calculations and allow the Fleet Division to better track these performance indicators. This will allow the City to find the optimal time to replace vehicles.
3.) Billboard revenue - have we had a chance to look into the expected versus actual revenue of the Automall billboard? The City currently has two active electronic billboards: the Automall billboard and the Palladio billboard. A third electronic billboard is planned for the southwest corner of East Bidwell Street and Alder Creek Parkway. Revenue generated from the active electronic billboards is recorded in account 010-0105000-3730400, Billboard Revenue (page 34 of the budget binder).
From Fiscal Year (FY) 2021 through FY 2025, the City received $116,716 from the Palladio billboard and $146,926 from the Automall billboard. The higher revenue
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received in FY 2024 reflects the execution of the Palladio billboard agreement and the receipt of several years of back payments. Billboard revenue has been received consistent with the terms of the respective billboard agreements.
4.) Our gas tax balance is growing again ($10M) - can we pave some more streets or do we have other plans for this money in the future? Yes to both. Funds 243, 244, 245, and 247 depict the gas tax fund balances and serve as the City’s most flexible funding sources for road maintenance and Public Works Sta6ing. On-going maintenance also includes operational projects such as energy e6icient tra6ic signals and lighting, tra6ic flow improvements, drainage improvements, striping and signage refreshments/replacements, sidewalk repairs as needed, landscape and weed abatement, and bike/pedestrian safety improvements. Sta6ing, equipment replacement, and operational projects are primarily covered by Fund 243 and 244 and the balance reserved serves as a contingency for those items.
Fund 245 covers paving items for locally funded capital projects delivered by other departments. For example, the Utilities Department has done an excellent job of addressing outdated sewer and water infrastructure in the historic district, which includes some repaving of trenched roadways. Public Works partners with Utilities to deliver complete paving of roads to leave a finished product for the community.
For example, in the next few months, the Utilities Department will be delivering a project in the historic district that a6ects roads like Leidesdor6 Street, Mormon Street, Figueroa Street, and Sutter Street. Public Works will utilize available funding from Fund 245 to pave areas outside the scope of the water and sewer impacts, but that will leave a finished and freshly paved road for the community within the project limits.
As for Fund 247, this is reserved for emergency repair work. Recently, the City has addressed 2 sinkholes, one located at the intersection of Sibley Street and Glenn and another at the intersection of Newington and Prewett. Public Works is also actively addressing another emergency repair at White Rock Road. While the proposed budget shows a balance of almost $3M, that amount will be reduced in the coming months by approximately $1.2M to cover recent emergency repair work and the remaining balance will stay as is for future emergencies if needed.
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5.) 602 - facility rehab fund - what's plan for this $6M? The approximately $6 million balance in Fund 602, the Facility Rehabilitation Fund, represents the projected cash balance at the end of Fiscal Year 2026–27 after funding the projects included in the City's FY 2026–27 Capital Improvement Plan (CIP). The CIP was developed based on planned and priority projects that can be supported with available sta6 resources.
Should additional sta6 capacity become available, requests for supplemental appropriations may be presented during the mid-year budget review process or at other times throughout the fiscal year to fund additional projects as directed by the City Council.
In addition, the Facility Rehabilitation Fund provides an additional layer of financial protection during emergency situations or could be used for interfund loans to address short-term shortfalls. This reserve capacity enhances the City's financial resilience and may reduce the need for interfund loans or other financing mechanisms during periods of fiscal stress.
6.) Solid Waste Operating fund continues to grow - did we overshoot on last rate study? I would say that some of the assumptions (electrification of vehicles and the associated infrastructure at the existing Corp Yard for electrification) and estimates from the previous rate study were not realized. The large fund balance also includes several vacancies over the years that the division has been unable to fill or has had sta6 leave the City for other opportunities and deferred refuse truck purchases due to some of the unknowns around ACF . The division is also collecting funds for the new Corp Yard so what we might want to do is identify how much of the fund balance has been collected for the new Corp Yard and possibly show this as a separate line item. When can we kick o6 the next one? Marie is currently working on a request for proposals for a new Solid Waste rate study and cost of service analysis. We are also looking to present an item to CC in July where an outside consultant would perform an Advanced Clean Fleet Assessment and Implementation Assessment that includes the potential costs of ACF compliance.
We could have the RFP released at the end of this year or the beginning of next year (my preference) that would align with the timing of understanding the cost impacts of compliance with ACF that a consultant will be working on. At that time, we would also ask the rate study consultant to factor in various “levels” of compliance for CC to consider as each “level” would have a di6erent cost impact that would be analyzed. We believe we have a much better understanding of not only ACF but the
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organics recycling impacts that will be addressed in the next rate study and cost of service analysis.
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