Candidate Convos: Gul Kahn, candidate for Folsom City Council Dist. 4

Gul Kahn is one of six candidates running for a seat on the Folsom City Council this November, campaigning for the fourth district. As part of an effort to provide balanced and unbiased insight into each candidate, Folsom Times compiled a list of key topics and questions, many of which were submitted by residents who participated in the project. In total, more than two dozen topics were addressed by the candidates, offering voters an in-depth look at their visions and positions. 

A quick summary from his responses, Kahn looks to bring his experience in both business and civic service to his role on city council if elected. Kahn has been a local resident since 2011 when he moved to the city from Ohio. Kahn is the President and CEO of a technology firm, and shared that he has extensive experience working with local and state governments, particularly in program management and policy advocacy. His involvement in community initiatives includes serving as a Volunteer First Responder with the Folsom Fire Department and on the Folsom High School Site Safety Committee. Kahn is also a dedicated volunteer with local organizations addressing homelessness, which gives him a deep understanding of the community’s public safety, youth development, and housing needs.

Kahn’s vision for Folsom focuses on maintaining the city’s safety while fostering smart and sustainable growth. If elected, he aims to prioritize public safety by ensuring the city’s police and fire departments are well-equipped, while also addressing economic growth by supporting local businesses and promoting job creation in emerging industries. Managing Folsom’s infrastructure is a key concern for Kahn, who advocates for aligning development with the city’s capacity to support growth without compromising its residents’ quality of life. His commitment to fiscal responsibility and transparency is reflected in his desire to enhance city processes and secure external funding for key projects.

Kahn sees Folsom’s future as a balanced blend of economic development and community well-being. He emphasizes the importance of public-private partnerships to reduce costs while maintaining essential services, and he plans to focus on key challenges such as traffic congestion, homelessness, and ensuring the city’s infrastructure keeps pace with its rapid growth. His goal is to help shape Folsom into a city that continues to thrive economically while preserving the small-town character and community spirit that drew him and his family to the area over a decade ago. Below is Folsom Times’ entire candidate Q&A with candidate Kahn:

BACKGROUND AND EXPERIENCE

Q: Candidate Convos: Dustin Silva, candidate for Folsom City Council Dist. 2

I moved to California from Columbus, OH in 2011, and chose Folsom as my home. What I love most about the city is its strong sense of safety, excellent schools, beautiful parks and trails, and great amenities. The welcoming and supportive community made it an easy decision to settle here. As a single parent, I’ve raised my kids in Folsom and even relocated my company’s operations from LA to be closer to home. We as a family go to white water rafting every year on 4th of July and spend a lot of time at Folsom Lake.

Q: Candidates running for City Council have a variety of experiences in life and the city that they feel make them the most qualified to be on the City Council. What experiences do you bring to the table to make you the most qualified person to help lead our City?

As a long-term resident of Folsom, I bring a unique blend of professional and community-driven experiences that make me well-qualified to serve on the City Council. I’m the President and CEO of a technology company that works with state and local governments, giving me extensive experience in program management, budget oversight, and policy advocacy. 

In addition to my business background, I’ve been deeply involved in civic services. I’ve served as a Volunteer First Responder with the Folsom Fire Department, currently sit on the Folsom High School Site Safety Committee, and actively volunteer with homeless initiatives like HART and AMV. These roles have given me a deep understanding of the community’s needs, from public safety to youth development and housing. 

My experience working with government entities helps me navigate complex bureaucracies, secure funding, and develop strategies for effective city governance. I’m committed to ensuring Folsom’s smart and sustainable growth, while maintaining fiscal responsibility and enhancing the quality of life for all residents.

Q: What motivates you most to serve on the Folsom City Council?

What motivates me most to serve on the Folsom City Council is my deep commitment to the community I’ve called home for over 15 years. I’ve seen Folsom grow, and I care deeply about preserving its quality of life, ensuring public safety, and fostering economic prosperity. As someone who’s raised a family here and relocated my business to Folsom, I’m personally invested in the city’s future.

My desire to serve stems from the opportunity to make a real difference in the lives of residents by promoting smart, sustainable growth, addressing housing challenges, and ensuring our city’s infrastructure can support future generations. I believe my professional experience in working with state and local governments, combined with my civic involvement as a volunteer, equips me to tackle the challenges our city faces while enhancing the vibrant, safe, and welcoming community we all love.

Q: What do you feel are the top three challenges facing Folsom that need the most attention?

The top three challenges facing Folsom that need the most attention are:

1.    Public Safety & Security

As Folsom continues to grow, maintaining a high level of public safety is crucial. We need to ensure our police and fire departments have the necessary resources to keep our community safe while also addressing issues like homelessness and mental health. Strengthening partnerships between local agencies and community programs can help ensure our residents feel secure.

2.     Economic Growth and Job Development

Fostering economic growth and creating new job opportunities is essential for Folsom’s continued prosperity. By supporting local businesses, encouraging entrepreneurship, and partnering with educational institutions, we can ensure Folsom remains an attractive place for businesses to thrive. A focus on tech, skilled trades, and new industries like electric vehicle services will prepare our workforce for the future.

3.     Managing Growth and Infrastructure

Folsom’s rapid growth needs to be balanced with smart, sustainable infrastructure development. We must prioritize expanding and maintaining roads, water systems, and public facilities to meet the needs of both current and future residents. Ensuring that growth is aligned with our city’s infrastructure capacity will help avoid overburdening our resources while preserving the quality of life that makes Folsom special.

VISION AND GOVERNANCE

Q: What is your overall vision for the City of Folsom over the next five years?

My vision for the City of Folsom over the next five years is to ensure it remains a vibrant, safe, and prosperous community while managing growth responsibly. I envision a city where public safety remains a top priority, and our police and fire departments are well-equipped to protect our residents. I also see Folsom becoming an economic hub, with job growth driven by local businesses and new industries, particularly in technology, healthcare and energy sectors.

In terms of growth, I want to ensure that our infrastructure—roads, utilities, and public services—keeps pace with development. This includes prioritizing sustainable and smart growth, so that new housing and commercial developments align with Folsom’s existing suburban character and infrastructure capabilities. My goal is to maintain the excellent quality of life that has made Folsom a great place to live, while preparing for a thriving, resilient future.

Q: What will you bring to the table to make government work better for Folsom Residents?

I bring a unique blend of experience and expertise to help make government work better for Folsom residents. First, with my extensive background working within state and local government, I understand how to navigate complex governmental processes and secure funding and grants for key projects. Additionally, running a successful technology business has honed my ability to introduce innovation and out-of-the-box solutions, which are essential for solving the city’s challenges efficiently.

I am also committed to working across the aisle, building consensus with other council members regardless of political ideology, to prevent gridlock and ensure progress. My experience in defining, promoting, and advocating policies, coupled with managing multi-million-dollar projects, enables me to tackle Folsom’s needs with a strong sense of fiscal responsibility. Lastly, I aim to streamline the city’s procurement and planning processes to make them more efficient and transparent, ensuring that residents get the most out of their government.

Q: What has been working well with the City Council in the past year that you would like to continue? What would you change?

The Folsom City Council has done a commendable job in engaging the community through town halls, social media, and open meetings with residents. Allocating funds to add more police officers has been a positive step for public safety, and initiatives like the Business District and River District are beneficial for the city’s growth and should continue to be supported.

However, Folsom faces challenges that need attention. These include ensuring fiscal responsibility to reduce or eliminate the structural deficit, creating a more competitive and transparent procurement process to foster healthy competition, and lowering project costs without sacrificing quality. Additionally, improving infrastructure to meet current and future demands, providing more resources for public safety, promoting youth skill development hence creating more jobs and economic development, and addressing homelessness are key areas that should be prioritized moving forward.

Q: You’re running for a seat on the city council where you’ll represent your district constituents and vote on many city-wide issues. Do you see a difference in issues affecting your district specifically, and those affecting another district that you’ll have to vote on?

While some issues may be more prominent in specific districts, many challenges impact the entire city. In my district, for example, we face traffic concerns at key intersections like E. Bidwell – Iron Point, Blue Ravine – Folsom Blvd., and Prairie City – Iron Point, as well as the need to strengthen infrastructure and public safety in areas like Palladio and the Folsom Outlets. However, city-wide challenges such as fiscal responsibility, homelessness, school safety, and economic development affect all districts. As a council member, I will address both district-specific and broader concerns, recognizing their interconnectedness and working to benefit all Folsom residents.

Q: What can the city do to be more responsive to the public and what role will you play as a City Council member to assure that Folsom is listening to resident’s concerns and is responsive to the public?

The city can become more responsive by enhancing communication channels, increasing transparency, and actively involving the community. Town halls, online forums, and regular updates via social media and newsletters can help keep residents informed and engaged. As a City Council member, I will focus on keeping communication open, regularly meeting with residents, and ensuring their concerns are considered in decision-making. I’ll push for accessible platforms to address community concerns in real time, maintain a public issues log for tracking progress, and ensure feedback is integrated into policies, aligning the city’s actions with residents’ needs and expectations.

Q: In your eyes, what is the role of the city manager in Folsom and what would you want to see in the talents and experience of an incoming city manager in Folsom?

In my view, the role of the city manager in Folsom is to serve as the chief executive officer of the city, responsible for implementing the policies set by the City Council while ensuring efficient day-to-day operations. An effective city manager should possess strong leadership skills to inspire and guide staff, along with excellent communication abilities to engage with both the council and the community.

Fiscal and budget management expertise is crucial for ensuring that city resources are allocated effectively and responsibly. Good governance practices are essential for fostering transparency and trust among residents. Critical thinking and the ability to develop out-of-the-box solutions are necessary for tackling complex challenges facing the city.

Additionally, skills in procurement and vendor management are vital for optimizing contracts and services while maintaining quality and cost-effectiveness. Tracking and oversight capabilities will help ensure projects are completed on time and within budget, while a focus on sustainable growth and foresightedness will allow the city to plan effectively for future needs and challenges. Overall, the right city manager should be a proactive leader, committed to enhancing Folsom’s quality of life through innovative and sustainable practices.

PUBLIC SAFETY

Q: Obviously, public safety is a top priority in our community – police and fire.   We still have fewer police officers in Folsom than we did in 2008, fewer officers dedicated to traffic enforcement and fewer detectives.  Is this a concern and what can be done about it?

Yes, the reduction in police officers since 2008 is indeed a concern for public safety in Folsom. A well-staffed police force is crucial for effective crime prevention, response times, and community engagement. To address this issue, we need to prioritize the allocation of resources in the city budget to increase police staffing levels. This could involve working collaboratively with the city manager and budget committee to identify funding sources and develop a phased plan for hiring additional officers.

Additionally, enhancing support for traffic enforcement and investigative units is essential. We can explore partnerships with community organizations to improve traffic safety through awareness campaigns and outreach programs. 

Investing in technology and tools for the police department can also improve efficiency and effectiveness, allowing officers to focus more on proactive policing. Lastly, fostering a strong relationship between the police and the community will encourage residents to report issues and work together to improve safety, creating a more secure environment for everyone in Folsom.

Q: Homelessness is on the minds of a number of people.  What is your assessment on this issue and what should the city be doing to address it?

Homelessness is a pressing issue in Folsom that concerns many residents. While homelessness itself is not a crime, some criminal activities within the unhoused community can pose significant safety and security risks for residents. This issue is also linked to the broader problem of retail theft in California, which affects our small businesses—essential pillars of our local economy.

According to Police Chief Hillman, Folsom has about 133 homeless individuals, as reported in the county’s point-in-time count. This number is likely to grow if we don’t take action now. Cities like ours are on the frontlines of this crisis, and it requires close coordination with state and federal governments to address it effectively.

To tackle homelessness, we must reach out to the unhoused population and identify those willing to accept help. Addressing the root causes—such as substance abuse, mental health issues, PTSD, and domestic violence—is essential. By collaborating with non-profits like Jacke’s Journey Home, HART of Folsom, Powerhouse Ministries, and American Muslim Voice, we can implement programs focused on skill development, food assistance, and a “housing first” approach.

These initiatives can help alleviate the burden on our police department while integrating individuals back into society. By providing targeted support and resources, we can work towards reducing homelessness in Folsom and creating a safer, more inclusive community for everyone.

Q: There are many people concerned about camps in some of the woodland areas and parks.  Is that a concern of yours and what can or should be done to address that?

Certainly, there are many homeless people who would be willing to get assistance.  What can and should be done by the city to help those who want help?

The presence of encampments in woodland areas and parks is indeed a concern for many residents. These camps can impact the safety and accessibility of our public spaces and create challenges for both the unhoused and the community. Addressing this issue requires a compassionate yet practical approach.

First, as I mentioned above, it’s essential to assess the situation by engaging with the individuals in these camps to understand their needs and willingness to accept assistance. Many unhoused people may seek help but need support in navigating available resources.

The city should enhance outreach efforts to connect these individuals with services that address their specific challenges, such as mental health support, substance abuse treatment, and job training programs. Collaborating with local non-profits and service organizations can provide the necessary resources and support systems to help individuals transition out of homelessness.

By focusing on outreach, support, and coordination with community organizations, we can effectively address the concerns around encampments while providing meaningful help to those who are willing to accept it.

Q: Proposition 36 on the November ballot seeks to increase penalties for certain drug and theft crimes, particularly involving retail theft and fentanyl. Do you support this proposition? Please explain your stance and how it relates to Folsom.

Yes, I support Proposition 36. The rise in drug-related and retail theft crimes has reached alarming levels in California and is also affecting our community in Folsom. These issues are particularly detrimental to our small businesses, which are vital to the fabric of our city. 

Petty crimes not only hurt individual business owners but also threaten the overall economic health of Folsom. When small businesses suffer, we lose not just those establishments but also the revenue they generate for the city, which can impact funding for essential services like public safety and infrastructure. 

By increasing penalties for specific drug and theft offenses, Proposition 36 aims to deter these crimes and protect our local economy. Supporting this measure is a crucial step toward ensuring that Folsom remains a safe and thriving community for residents and businesses alike.

BUDGET AND ECONOMY

Q: What will be your budget priorities if elected, and how will you work to balance the city’s budget in the coming years?

When elected, my budget priorities will center on fiscal responsibility, ensuring that we save costs and live within our means. It’s essential to create a balanced budget that addresses the needs of our community while being mindful of our financial resources.

To achieve this, I will focus on generating new revenue streams through grants and advertising opportunities, which can provide additional funding without burdening taxpayers. Additionally, I will advocate for public-private partnerships that can alleviate some of the financial load on public funds while maintaining essential services.

Furthermore, I believe in adopting amenities through these partnerships without outsourcing or risking job losses. This approach allows us to enhance our community offerings while ensuring that local jobs remain intact. By implementing these strategies, we can build a sustainable budget that supports Folsom’s growth and well-being for years to come.

Q: Measure G, on the November ballot, proposes a 1-cent sales tax to raise an estimated $29 million annually for police, fire, parks, trails, and economic development in Folsom. Do you support this measure? Explain the reasons behind your stance.

Supporting Measure G, which aims to implement a 1-cent sales tax to generate an estimated $29 million annually for essential services in Folsom, is a difficult decision. However, it’s important to first investigate how we ended up with a projected structural deficit of over $5 million, as understanding these root causes is key to achieving long-term financial stability. In light of the current situation, this measure is crucial for providing the City Council with the resources necessary to sustain our quality of life. A substantial portion of the revenue—$29 million—will go directly to our Police, Fire, and Parks and Recreation departments, which are vital for community safety and well-being.

Additionally, I emphasize that all revenue will remain within Folsom and will be managed by strong oversight committees to ensure accountability and transparency. This strategy will help us address urgent needs while protecting community interests.  That said, we should also prepare a Plan B in case Measure G does not pass, outlining steps to tighten our budget and maintain essential services.

 Q: There has been discussion about privatizing or forming public-private partnerships for city amenities like the Aquatic Center and the Zoo. What are your thoughts on this idea?

I do advocate for public-private partnerships for amenities like the Aquatic Center and the Zoo and not in favor of complete privatization. These partnerships can generate revenue to cover maintenance costs and salaries for city employees, all while preserving jobs. This approach allows us to enhance services and facilities without sacrificing the quality of employment for our staff, ensuring that our community continues to benefit from these essential amenities.

What specific ideas do you have to strengthen the business environment and facilitate economic development in Folsom?

To strengthen the business environment and facilitate economic development in Folsom, I propose several initiatives:

1. One-Stop Shop: Create an easy-to-navigate, one-stop shop for new businesses to simplify the startup process in Folsom.

2. License Fee Waiver: Waive the license fee for new businesses during their first year to reduce initial financial burdens.

3. Local Hiring Incentives: Encourage businesses to hire local talent by providing incentives for employing Folsom residents.

4. Utility Bill Rebates: Offer rebates on utility bills for the first year to help new businesses manage their operational costs.
5. Promotion of Local Businesses: Advertise local businesses during community events to enhance visibility and customer engagement.
6. Corporate Partnerships: Actively negotiate with corporations to establish satellite or main offices in Folsom, boosting job opportunities and local investment.
7. Skill Development Programs: Collaborate with community colleges to offer relevant skill development programs, such as training for EV technicians and PMP certifications, addressing the current and future workforce needs.

These initiatives will help create a vibrant economic landscape, fostering growth and resilience in our community.

Q: Folsom has been home to large companies like Intel and VSP, some of which have faced financial challenges and staffing reductions. Do you have any ideas for how the city could transition these large facilities if this trend continues?

If large companies like Intel and VSP continue to face financial challenges and staffing reductions, the City Council must proactively seek solutions to transition these facilities effectively. Here are some ideas:

Business Attraction: The Council should actively pursue opportunities to attract new businesses that can foster economic development and job growth. This includes reaching out to companies in similar sectors or those looking for expansion opportunities.

Outreach to Comparable Businesses: Specifically, in light of Intel’s recent workforce reductions, the city should reach out to comparable businesses that might consider establishing their main business hubs or satellite offices in Folsom. 

Incentives for Relocation: Offer incentives such as tax breaks or grants to entice businesses to move to Folsom, making it an attractive option for companies seeking a new home.

Community Engagement: Collaborate with local chambers of commerce and business associations to identify potential businesses that align with Folsom’s economic goals and values.

Utilize Existing Infrastructure: Encourage businesses to utilize the facilities left by any downsized companies, helping to maintain occupancy rates and support local economic stability.

By being proactive and strategic, the City Council can help mitigate the impact of workforce reductions and ensure Folsom remains a vibrant hub for businesses and jobs.

Q: If major companies in Folsom continue to reduce their workforce, what ideas do you have to provide opportunities for displaced employees to remain in the Folsom community rather than relocating?

If major companies in Folsom continue to reduce their workforce, it’s critical that we take steps to provide opportunities for displaced employees to remain in the community. Here’s how we can address this:

Create a Business-Friendly Environment: By fostering a business-friendly environment, we can attract large corporations to Folsom, creating new job opportunities for those affected by layoffs. Incentives, streamlined processes, and a one-stop shop for business permits can help encourage more companies to set up operations here.

Support Small Businesses: Strengthening small businesses is essential. We can offer incentives to small business owners and encourage entrepreneurship among displaced employees, ensuring the local economy remains vibrant. This will balance any workforce reductions and make Folsom more resilient to economic fluctuations.

Incentivize Local Hiring: Offering Fee incentives       to employers who hire local residents will help retain displaced employees within the Folsom community, keeping jobs local and reducing the need for relocation.

Attract Large Corporations: We should also actively negotiate with large companies to establish headquarters or satellite offices in Folsom. The city has the infrastructure and talent pool to attract major corporations, much like what we’ve seen with Centene’s move to Sacramento and Amazon’s interest in Natomas. Leadership with experience negotiating deals and understanding corporate needs is key.

By focusing on both large corporations and small businesses, and ensuring a business-friendly environment, we can create plenty of job opportunities, mitigate the impact of workforce reductions, and help displaced employees stay in Folsom.

Q: Proposition 32, on the November ballot, would increase the minimum wage from $16 to $18 per hour by January 2026. Do you see this as beneficial or concerning, given current economic challenges? Please elaborate.

I’ve carefully reviewed the pros and cons of increasing the minimum wage from $16 to $18 by January 2026, and I believe this proposal could be beneficial, particularly for small businesses in Folsom. Given the challenges faced by our local economy and the demographics of our city, many small businesses are already struggling to find and retain qualified workers, especially in industries like restaurants, grocery stores, and take-out services.

A few months ago, I noticed a small restaurant offering $23 per hour for a server position—a role that traditionally paid minimum wage. Upon speaking with the owner, I learned they were unable to find quality workers willing to accept the current minimum wage and had to offer significantly higher pay to attract staff. This trend shows that small businesses are already grappling with the reality of wage competition, and an increase in the minimum wage could help alleviate this pressure.

By raising the wage to $18, businesses will be better positioned to hire and retain qualified staff, reduce turnover, and avoid the costs associated with training new employees constantly. This stability could ultimately help them maintain and grow their operations, benefiting the broader local economy. While it may increase short-term costs, the long-term benefits of having a stable, well-compensated workforce outweigh the concerns.

TRAFFIC AND TRANSPORTATION

Q: Many residents express concerns about traffic in Folsom. What are your ideas for improving traffic safety and congestion?

To address traffic safety and congestion in Folsom, we need to consider several key factors. Over the past decade, Folsom’s population has grown significantly—from around 65,000 to nearly 90,000—while the infrastructure has largely remained the same. This population growth has put added pressure on our roads, leading to traffic bottlenecks and safety concerns.

First, I would focus on identifying intersections with heavy traffic loads, such as E. Bidwell and Iron Point Road, the Historic District around Sutter Street, Oak Avenue Parkway and E. Bidwell, and Iron Point Road and Folsom Boulevard. These areas experience significant congestion due to internal traffic flow, and improving these hot spots would make a noticeable difference.

Implementing smart traffic management technology is a key solution. By synchronizing traffic signals and using real-time data to adjust flow, we can reduce congestion and ensure smoother travel through these high-traffic areas. This out-of-the-box approach can alleviate pressure on the roads without the need for major expansions or costly new infrastructure.

Additionally, encouraging the use of local shuttles for shorter commutes would help reduce the number of cars on the road, making it easier for drivers to navigate Folsom and decreasing congestion. With smart technology and alternative transportation options, we can make Folsom more drivable and improve traffic safety without compromising the quality of life for residents.

Q: City staff has reported that just a few years ago, Folsom had the highest rating for street conditions in the region – called the Pavement Condition Index. Staff also report that we are now 3rd and sinking quickly. Recently, the city also had to reject bids for a repaving contract as they came much higher than the amount budgeted. Further, the city is only able to invest a fraction of what’s needed each year in pavement, curb, gutter and sidewalk repair. Millions more dollars are needed. Do you have any ideas on what should be done to address this problem? 

Folsom’s current situation, with over $20 million in deferred maintenance for streets, curbs, gutters, and sidewalks, is indeed alarming. The recent rejection of bids for repaving due to budget constraints, combined with a drop in our Pavement Condition Index, highlights the urgent need for creative solutions.

To address this, we must focus on three key strategies:

1. Increase Existing Revenue: Exploring ways to boost existing revenue streams is critical. This could include ensuring that Measure G funds, if passed, are allocated in part towards infrastructure improvements, including pavement and sidewalk repairs.
2. Identify New Revenue Sources: The city needs to actively seek out grants and other state or federal funding opportunities earmarked for infrastructure development. Additionally, we could introduce targeted fees or assessments that are specifically dedicated to street and sidewalk maintenance, ensuring that funds are used for these essential repairs.
3. Public-Private Partnerships (PPP): By forming partnerships with private corporations, we can ease the financial burden on the city while maintaining job security for city workers. For example, businesses can “adopt” certain areas, such as streets, sidewalks, or public spaces, and cover maintenance costs in exchange for advertising opportunities. This approach can ensure that critical repairs are completed without compromising city resources or staff.

Through these combined efforts, we can tackle the deferred maintenance backlog, improve our ranking, and restore Folsom’s reputation for having some of the best-maintained streets in the region.

LAND USE AND DEVELOPMENT

Q: The city’s General Plan has called for certain forward-thinking  planning projects that are now in process – the Central Business District and the River District.    Are those important to the city and why?

Both the Central Business District and the River District are essential components of Folsom’s future economic growth and tourism strategy.

The River District will help increase tourism traffic to Folsom by capitalizing on our natural assets like the American River and Folsom Lake. By enhancing these areas, we can attract more visitors, which benefits local businesses and generates revenue for the city. Additionally, we should explore creative revenue opportunities, such as introducing advertising spots in the River District to further support funding for maintenance and development.

The Central Business District is equally important for attracting new businesses and providing a much-needed boost to Folsom’s revenue. It will serve as a hub for commerce and innovation, bringing new opportunities for job creation and economic stability. As Folsom grows, this district will be key to sustaining that growth by fostering a strong business environment and retaining talent within the city.

A comprehensive plan is essential to coordinate these initiatives and maximize their potential. We should look at creating synergies between tourism and business, ensuring that both districts contribute to Folsom’s long-term prosperity while enhancing the city’s reputation as a top destination.

Q: The South of 50 portion of Folsom  is obviously booming and we have many new residents.   How do you see the City incorporating the residents of Folsom Ranch into the whole Folsom community so we don’t have two separate areas?

The South of 50 area, particularly Folsom Ranch, is an exciting and rapidly growing part of our city with a diverse and vibrant community. To ensure that it becomes fully integrated into the broader Folsom community, it’s essential that we prioritize both business development and the delivery of promised essential services.

First, the city must work to attract more businesses to South of 50. By encouraging business growth in this area, we can not only reduce the traffic burden on the northern part of Folsom but also provide more convenient services and employment opportunities for the new residents. This will help ensure that South of 50 is connected to the broader economic activity of Folsom.

Additionally, fulfilling the essential services that were promised to new homeowners—such as a fire station, ambulance services, a police station, and schools—is crucial. These services are the foundation of community safety and well-being and will help create a sense of inclusion and belonging for the residents of South of 50. Once these key components are in place, it will foster a unified city where all residents feel connected, regardless of which side of Highway 50 they live on.

By focusing on these areas, the City can avoid creating two separate regions and instead build a cohesive and thriving community that benefits all of Folsom.

Q:Folsom’s slogan is Distinctive by Nature, yet the city has not been able to put money into renovations in our parks and trails.  Maintenance has already been significantly reduced in our parks and on our trails.   What are your thoughts on that and any proposals to address these key features in our community?

When I moved to Folsom 15 some years ago, it was the city’s distinctive natural beauty and well-maintained parks and trails that truly captured my heart. These spaces are essential to the quality of life here, but it’s concerning that maintenance has been reduced, and renovations have stalled due to budget constraints. 

To address this, we need to find creative ways to generate more revenue for Parks and Recreation without placing additional burdens on residents. Public-private partnerships can play a key role in this. By allowing private organizations to “adopt” parks, trails, and open spaces, we can secure funding for their maintenance and improvement in exchange for advertising or sponsorship opportunities. This approach would help maintain our parks and trails without compromising public access or the city’s financial stability.

For example, the city recently allocated $800,000 for the renovation of Castle Park, but this kind of funding could be supplemented by private partnerships, reducing the load on public resources. If we can encourage similar collaborations across our parks and recreational areas, we’ll be able to preserve the unique natural beauty of Folsom for future generations.

Through such partnerships, we can ensure that Folsom remains “Distinctive by Nature” while also adapting to the financial realities we face today.

Q: City staff estimates that the accrued deferred maintenance costs in parks and recreation facilities is in excess of $20 million, and another $2 million just in trails. These are BIG numbers. What ideas to address this problem will you bring to the city council discussion on this topic?

The deferred maintenance costs in Folsom’s parks and recreation facilities, exceeding $20 million with an additional $2 million for trails, is indeed a significant challenge. These numbers highlight the urgent need for strategic planning and innovative solutions. Here are the ideas I would bring to City Council discussions on this issue:

1. Public-Private Partnerships: We can explore collaborations with local businesses and corporations to adopt specific parks, recreation facilities, or trails. In return, these organizations could be allowed limited advertising or sponsorship opportunities, which would generate funds for maintenance without compromising the city’s character or financial stability. This approach could ease the city’s budget burden while maintaining essential services.
2. Targeted Grants and State/Federal Funding: We need to aggressively pursue state and federal grants designed to support parks, recreation, and community infrastructure projects. Many environmental and conservation programs also provide funding opportunities for maintaining green spaces. Identifying and applying for these resources could help address a significant portion of the deferred maintenance backlog.
3. Revenue Generation through Events: Hosting more community events, festivals, and recreational activities at these facilities can generate additional revenue. Increased usage fees for special events, combined with sponsorship deals, would help fund ongoing maintenance while also promoting community engagement.
4. Incremental Budget Allocation: We need to prioritize an incremental budget allocation dedicated specifically to reducing deferred maintenance over time. Even if we can’t cover the full $22 million immediately, gradually chipping away at the backlog with dedicated annual funds will show progress and help prevent the issue from escalating further.
5. Community Involvement and Volunteer Programs: Encouraging volunteerism through “Adopt-a-Trail” or “Adopt-a-Park” initiatives can help alleviate some of the smaller maintenance tasks, freeing up city resources for larger projects. Local organizations and residents may be eager to help maintain the parks and trails they value.
6. Leverage Measure G (if passed): If Measure G passes, a portion of the estimated $29 million in annual revenue could be directed to address some of the most critical maintenance needs in parks and trails. Strong oversight will be essential to ensure these funds are allocated effectively.

These ideas will not only address the immediate backlog but also ensure the long-term sustainability of Folsom’s parks and recreation facilities, which are vital to the quality of life and character of our city.

Q: With Folsom’s growing need for schools, the city has been working with Rancho Cordova, the School Board, and developers to discuss options, particularly concerning rising costs. As a council member, what do you believe is the best plan for addressing school needs, student welfare, and school safety in Folsom?

As a council member, I believe the best plan for addressing school needs, student welfare, and school safety in Folsom must involve a multi-faceted approach. Given the rapid growth in Folsom and the shared challenges with Rancho Cordova, collaboration is essential, but we also need to explore long-term solutions that serve the distinct needs of each community. Here’s how I would approach these issues:

1. Evaluate the Structure of FCUSD: Folsom and Rancho Cordova have different needs and growth patterns. FCUSD has grown large and may struggle to address the unique needs of both communities effectively. I would advocate for studying whether it’s time to consider creating a separate school district for Folsom or at least restructuring the administration to allow for more localized decision-making. This would ensure more tailored solutions for Folsom’s schools, directly benefiting students and their families.
2. Collaboration with Developers for New Schools: As Folsom continues to grow, especially in areas like Folsom Ranch, it’s crucial that developers are part of the solution for building new schools. We should require developers to contribute to educational infrastructure as part of their development agreements. This can include providing land, partial funding for school construction, or other resources to ease the financial burden on the school district.
3. Cost-Sharing Partnerships: Rising costs of school construction and infrastructure upgrades require innovative financing solutions. I would advocate for cost-sharing partnerships between the city, school district, and private businesses. Public-private partnerships can help secure the funding needed to build new schools or upgrade existing facilities without overburdening taxpayers.
4. Student Welfare and Mental Health Support: Student welfare is not just about physical infrastructure but also about providing the emotional and social support they need to thrive. I would work with the school district and local mental health organizations to expand access to counseling and wellness programs. Given the increasing stress on students due to academic pressures and societal issues, investing in mental health resources is essential for overall student success.
5. Enhanced School Safety: School safety is paramount. I would advocate for additional resources for school security, including increased police presence around schools, better infrastructure like secure entryways, and surveillance where appropriate. Collaboration with the Folsom Police Department and School Board would be essential to ensure schools have clear safety protocols and emergency preparedness plans. Additionally, I would support community programs that engage students in proactive safety measures, creating a safer environment through awareness and prevention.
6. Public-Private Partnerships for Vocational Training: Folsom should work with local businesses and community colleges to expand vocational programs and skill-based education within schools. This will ensure that students who may not pursue traditional college routes still have access to valuable career training, addressing the city’s future workforce needs.
7. Engagement with the Community: I would push for more active community engagement, bringing parents, teachers, and students into discussions about future school needs. Town halls, online forums, and surveys can provide valuable input from those directly impacted by decisions, ensuring that we take a holistic approach to student welfare and school development.

In conclusion, addressing Folsom’s school needs, student welfare, and safety requires innovative solutions that blend collaboration with developers, targeted financial strategies, and localized governance. By focusing on tailored solutions for Folsom, we can ensure that our growing community has the educational infrastructure and resources needed to support current and future generations.

Q: Additional topic: If there is something you feel is important regarding an issue we haven’t asked about, please share

One important issue I would like to highlight is the need for youth mobilization and involvement in local issues and politics. Our young people are the future of Folsom, and their voices need to be heard. Encouraging their participation in local governance, city committees, and decision-making processes not only empowers them but also helps shape a more inclusive and forward-thinking community. I would advocate for youth representation on city commissions and create mentorship programs where experienced leaders can guide young minds interested in public service.

Another critical aspect is skills development for young professionals, especially for those who may not follow the traditional college path. As our economy evolves, there’s an increasing demand for technical skills, like EV technicians, and other specialized trades. I believe Folsom should collaborate with local businesses, trade schools, and community colleges to create vocational training programs that prepare our youth for these future jobs. This would not only help address workforce needs but also provide meaningful career opportunities for our young people right here in Folsom.

Additionally, diversity and inclusion within local government affairs, committees, and commissions are vital for creating a more equitable and representative city. We need to ensure that all voices in our community are included in decision-making processes. I would push for outreach programs aimed at increasing diversity within city leadership and local government positions to ensure a wide range of perspectives are considered.

Finally, I propose creating a task force dedicated to securing State and Federal grants for various projects in Folsom. This task force would actively seek out opportunities to fund infrastructure, educational programs, and community development initiatives. By bringing in external funding, we can reduce the burden on local taxpayers and ensure Folsom continues to thrive without compromising our fiscal responsibility.

These initiatives would not only strengthen Folsom’s future but also foster a more engaged, inclusive, and economically vibrant community

LOOKING FORWARD TO BEYOND ELECTION DAY 

Q: In the event that you are not elected, do you expect to remain involved in city affairs? If so, in what capacity?

Absolutely, if I am not elected this time, I fully intend to remain involved in city affairs. Civic service and volunteerism have always been at the core of my life. I’ve served as a Volunteer First Responder with the Folsom Fire Department and continue to contribute on the Site Safety Committee for Folsom High School. I am also actively involved in homeless shelter and food bank initiatives like HART of Folsom and Loaves and Fishes.

Regardless of the election outcome, I will continue to serve in any capacity I can to help make Folsom a better place to live. Whether it’s through local committees, volunteering, or working alongside city leaders on specific issues, my goal is always to maintain and improve the quality of life for all residents. Folsom is my home, and I am deeply committed to its growth and well-being.

 Q: If a voter has not learned enough about you here, what is the best way for them to meet you or learn more?

To learn more about my campaign, values, and ideas, please visit my website: khan4folsom.com. You can also follow me on social media: Facebook: Khan4Folsom. Instagram: khan4folsom I’ll be hosting a series of “Meet the Candidate – Gul Khan” events every weekend until Election Day. Details about these events will be posted weekly on my social media accounts.