Meet Folsom candidates running in City Council and school district races

Title/occupation: Small Business Owner / Engineer

Education:

Bachelor of Science in Petroleum Engineering, Colorado School of Mines, 2002
Full Stack Developer Certificate, UC-Davis Coding Bootcamp, 2019

Work experience:

Partner, Medical Software Startup, 2021-present
Business operations and strategy consultant, 2020-present
Chief operating officer, Symmetry for Health, 2020-24
Chief operating officer and co-owner, Revolutions Naturopathic, 2009-20
Staff reservoir engineer, Anadarko Petroleum, 2002-12

Civic engagement:

Planning Commissioner, Sacramento County, 2020-present (chair, 2021-present)
Planning Commissioner, City of Folsom, 2016-2022 (chair, 2018-21)
Historic District Commissioner, City of Folsom, 2017 and 2022
Library Commission Chair, City of Folsom, 2016
Library Commissioner, City of Folsom, 2015
Steering Committee member, Folsom’s Community Service Day, 2014-present (chair, 2020-23)

The city is grappling with a significant budget deficit with a projection for a multimillion-dollar annual shortfall by 2026 due to city services outpacing revenue growth. Do you support Measure G, the one-cent sales tax, to help shore up the city’s finances? Why or why not?

I generally do not support taxes, but I do support local services such as our police, fire and parks. I also support local control of our tax dollars, where we have the most say in how our dollars are spent here in our community. After reviewing many years of our city budgets and many of our neighboring cities budgets, I joined the citizen-led committee and am still serving today to ensure the passage of Measure G.

With the flattening/decline of our sales tax revenues and the move to more online shopping, the city of Folsom has little choice but to seek extra revenues or watch our amenities decline. No one moved to Folsom because it is just OK; we moved here because it is a gem and we have high expectations of our city. For my family, public safety is a priority, along with well-maintained parks and trails. Our biggest investment is our home, so investing in our public services and amenities to maintain that home value makes sense for us.

Out of the options for local revenue, a sales tax increase is the best option since 40% of it is paid from non-residents. While I think the sales tax increase is the best option to address the funding gaps, I think there is also more we can do to constrain costs with our current contracting methods. Many cities are going back to insourcing maintenance responsibilities as costs to contract these services out have skyrocketed.

Folsom, like other cities, faces the challenge of addressing housing needs both in density and cost. What is your vision for the issue of integrating higher-density housing without compromising the city’s existing suburban character?

I believe the Regional Housing Needs Assessment (RHNA) process is flawed and is causing our housing stock to either be single-family or high-density apartments by mandating upzoning to RD-30 (30 units per acre) and above. This is causing significant traffic issues, overcrowding in our schools and stretched police and fire personnel as our city services and infrastructure have not kept pace. Instead of building high-density apartments, many good naturally affordable projects can be built out at lower and medium densities such as townhomes and courtyard developments. These are great starter homes that would actually allow for homeownership for our younger families and provide an option for our seniors to downsize and age in place. Affordable homeownership options should be the focus instead of large apartment complexes for renters.

We should aggressively defend Folsom’s quality of life and zoning within the legal bounds of land-use policy. We should also work with other cities to advance our legislative agenda and fight against continuing state intrusion into our local land control.

What do you think of the possibility of the Folsom Cordova Unified School District splitting into two entities, representing Folsom and Rancho Cordova respectively?

I believe the split of the FCUSD district would bring about higher costs for Folsom since the administration costs would be borne by Folsom. Folsom has amazing schools, and these have been achieved within FCUSD so I don’t think there are significant advantages to splitting the district for Folsom. I also understand Rancho Cordova’s desire to control their own destiny and not be split amongst multiple districts, so I would not oppose Rancho Cordova seeking to form its own district.

OTHER CANDIDATES

Candidates who did not respond: Hla Elkhatib, Dustin Silva

Folsom City Council, District 4

Three candidates

GUL KHAN

Age: 49

Residence: Folsom, CA, District 4

Title/occupation: Entrepreneur

Education: I’ve a master’s degree in bio-informatics, bachelor’s degree in computer sciences and am a certified project management professional (PMP) and a professional trainer.

Work experience: With over 20 years of experience in program management for state and local government agencies, I specialize in cloud migration, product development strategies, healthcare, public safety, justice, affordable healthcare, and organizational change management. I have been a certified project management professional with PMI since 2005.

As president & CEO of GS Technologies since 2011, I’ve successfully led initiatives for Humana Inc. (2020), Arizona Department of Health (2016), LA County Sheriff’s Department (2015), CA DGS (2014), UC Davis (2013), CA Office of Technology (2011), DMV CA (2010), Michigan Department of State (2008), and OH Department of Jobs & Family Services (2006).

Civic engagement:

Folsom High School Site Safety Committee, 2020-present
Volunteer, Business Walk, Folsom Chamber of Commerce, 2024
Volunteer, Sober Grad Night, 2024
President, Homeowners Association, 2023-present
Volunteer, Homeless Assistance Resource Team (HART), 2024
Volunteer, Feed the Hungry Program at Loaves & Fishes, Current
Formal member, Folsom Community Emergency Response Team (CERT), 2012-16
Graduate member, Citizens Assisting Police Service, 2013

The proposed sales tax increase presents a difficult decision, particularly because it is a regressive tax that impacts lower-income residents more heavily. Despite this, I support placing the measure on the ballot, giving voters the power to decide if they are willing to contribute an additional cent per dollar to support the community. With the current budget constraints projected for 2024-25, exploring new revenue sources that remain within Folsom is vital for maintaining city services.

I understand and support the initiative’s aim to address critical needs and provide funding for essential services such as public safety, road maintenance and parks. These services are vital to the quality of life in Folsom, and without additional revenue, they could face cuts. However, I also believe it is crucial to consider the broader impact this sales tax increase could have on our residents and local businesses. While it would generate much-needed funds for the city, it could also place a financial burden on families already facing the rising cost of living.

Businesses, especially small and local ones, might experience reduced consumer spending as people adjust their budgets. Therefore, if the tax measure passes, we must ensure transparency and accountability in how these funds are managed. It’s important to guarantee that the tax revenue is directed toward the city’s most pressing needs and that its use benefits all residents.

Ultimately, while I support giving voters the choice on this tax initiative, I believe it is essential to weigh its potential economic impact alongside the need to address our budgetary challenges.

Folsom faces the challenge of balancing the need for higher-density housing with preserving its suburban character a key element that attracts many to our city. My vision is to address housing needs through thoughtful, strategic planning that integrates higher-density developments in a way that complements Folsom’s existing neighborhoods.

First, I believe in focusing higher-density housing in areas that are naturally suited for it, such as near transit hubs, commercial centers like Palladio, Prime Outlets and the upcoming commercial district. This approach would reduce traffic congestion, encourage the use of bike and walk ways, and ensure that these developments are conveniently located near jobs, shopping, and services. By concentrating higher-density housing in these areas, we can maintain the suburban feel of our residential neighborhoods.

Second, I advocate for high-quality design standards that ensure new developments are aesthetically pleasing and blend seamlessly with the surrounding environment. This includes incorporating green spaces, walkability, and amenities that enhance the quality of life for residents. Well-designed higher-density housing can enhance a community rather than detract from it, contributing to a vibrant, livable city.

Additionally, I support a mix of housing options that cater to different income levels and family sizes. This approach helps create diverse, inclusive communities where people at various stages of life can find housing that meets their needs. Affordable housing should be integrated into these developments, ensuring that all residents have access to safe, decent housing.

Finally, community input is essential. I would prioritize engaging with residents throughout the planning process to address concerns and ensure that developments reflect the values and needs of our community. By taking a balanced, community-focused approach, we can meet Folsom’s housing needs while preserving the unique character that makes our city such a desirable place to live.

What do you think of the possibility of the Folsom Cordova Unified School District splitting into two entities, representing Folsom and Rancho Cordova respectively?

The possibility of splitting the Folsom Cordova Unified School District (FCUSD) into two separate entities one for Folsom and one for Rancho Cordova raises both opportunities and challenges.

On one hand, splitting the district could allow each city to tailor its educational policies, funding priorities, and programs to better fit the unique needs of their respective communities. Folsom and Rancho Cordova are different in terms of demographics, economic landscapes, and educational needs. By creating two distinct districts, Folsom could have greater local control over its schools, ensuring that resources are allocated in a way that best supports our students, teachers, and families. This could also mean more focused leadership and decision-making, which might streamline initiatives and foster a stronger connection between the community and the schools.

However, this potential split also presents concerns. A division could lead to disparities in funding and resources, especially if one district becomes more financially stable than the other. FCUSD currently benefits from economies of scale, where shared resources and administrative costs keep operations efficient. Splitting the district could lead to increased costs for both new entities. Additionally, there may be concerns about how the division would affect students in terms of access to specialized programs, extracurricular activities, and equitable educational opportunities.

Before pursuing such a decision, a thorough study should be conducted to assess the financial, social, and academic impacts of splitting FCUSD. Any action should prioritize the long-term well-being of students in both Folsom and Rancho Cordova, ensuring that all students receive the high-quality education they deserve, regardless of which district they belong to.

BARBARA LEARY

Age: 75

Residence: Folsom

Title/occupation: Retired Nurse Practitioner

Education:

Associate’s in Nursing, University of Hawaii, 1972
Certificate in Family Nurse Practitioner, UC Davis School of Medicine, 1978
Bachelor’s in Health Education, UC Davis, 1979
Master’s in Health Services, UC Davis, 1984

Work experience:

Cardiac Care Unit and MICU, Queen’s Medical Center, Honolulu, 1972-73
Surgical ICU/Cardiac Transplant Unit, Stanford University Hospital, 1973-75
RN/nurse practitioner trainee, private family practice, 1975-78
Nurse practitioner and co-manager, Acute Care/Emergency Department, UC Davis Health Care Services, 1978-88
Nurse practitioner, General Surgery and Trauma Services, UC Davis Health Care Services, 1988-2009
Nurse practitioner lecturer and faculty member, UC Davis School of Medicine, 1986-92

Civic engagement:

Co-creator, Sacramento Juvenile Drunk Driving Intervention Program, Sacramento Superior Court, 1984-88
Co-founder and president, Natoma Station Community Organization, 1995-2022 (engaged homeowners in city decision-making)
Parks and Recreation Commission, City of Folsom, 1995-99
Arts & Cultural Commission, City of Folsom, 2010-18
Planning Commission, City of Folsom, 2018-22
Board Member, Friends of Folsom Parkways, 1995-2022
Member, Sacramento Chapter Daughters of the American Revolution, 2013-present (past chair of Historical Preservation)
Member, Sierra Club Executive Committee, Sacramento Group, 2012-present (chair, 2013-present)
Committee member, River District Committee, City of Folsom
Committee member, Water Visioning Committee, City of Folsom

I have spent a significant amount of time at the budget hearings which took place over the last few months at the City Council meetings and have met with the city manager, the city finance director, and the city parks and recreation director to obtain more specific information on the shortfall. These staff members were able to outline detailed shortfalls that are directly affecting the city’s ability to provide adequate services across a broad sector of its responsibilities. As a longtime resident I have also witnessed the decline in not just the public safety personnel, but many incomplete park projects, lack of repair of basic facilities within the parks and other city-owned buildings, and maintenance which has been scaled back to the extent that park sites are not usable for their intended purposes. Street and trail maintenance has also been deferred and created unsafe conditions in some areas. I have also spoken with a great number of residents while campaigning and find that the majority are also concerned with the effect that the budget shortfalls have had in each of the neighborhoods.

Hence, I am personally in support of the measure, as I do not want the city amenities and services sink to lower levels. However, I am aware that there are those who, understandably, are concerned with their finances and do not feel that they can support the measure. I respect the individual voters’ opportunity to decide what is in their best interest.

If this measure does not pass I am committed to make the best decisions based on the upcoming years income and to seek measures to augment our ability to keep our city safe and our amenities viable.

I’m keenly interest in development and our ability to provide housing to accommodate the needs of a diverse population.

As a planning commissioner I explored this concept with city planners and local home builders to identify how we could best accommodate growth in mixed use corridors within the city. The initial plan for the aged East Bidwell corridor was developed as well as more transit-oriented development along Iron Point Road and Folsom Boulevard. Plans included a study of the height of multifamily and mixed-use structures, and a tolerable height limit must be set. Design choices in the development and occupancy of such sites will be critical to the public’s acceptance.

The lesson here is that while many existing residents dislike large structures, they also understand the city’s need to meet the city’s Regional Housing Needs Allocation numbers when given that information. In speaking with a large number of residents, I’ve also found that they are much more accepting of these infill project if they are owner-occupied, rather than rentals.

My goal has been and will continue to be implementing housing development that is affordable for not only low-income residents but to the “missing middle,” younger workers and retirees who want a smaller-scale residence and want to own it to be able to establish or maintain some generational wealth. Obstacles to overcome in addition to resident concerns one is finding home builders who will build to accommodate this very real need, and the other is identifying sites where a walkable, smaller unit community can be built.

What do you think of the possibility of the Folsom Cordova Unified School District splitting into two entities, representing Folsom and Rancho Cordova respectively?

I have recently spoken with school board members about this issue and reviewed articles on the matter to better understand the pros and cons of splitting the district. Since this is not a new proposal, the proponents of the split have changed, but the factors impacting the final decision are very similar.

Each city wants to be able to offer its residents the best education for its families. The challenges of school construction funding and staffing for each district in light of limited funding continues to create a competitive atmosphere to ensure that each city’s students are well served. The same issues of social and racial disparities between the cities, the very real potential for disruption of educational resources with a negative impact on students, and lower revenues for average daily attendance and increase in personnel costs must be thoroughly evaluated and resolved before a decision is made.

I think the possibility of overcoming these challenges, particularly the fiscal issues, will make it infeasible for the district to split. Flexibility and availability of current programming would also be a great loss.

JIM ORTEGA

Age: 59

Residence: My wife and I have lived in Folsom for over 17 years.

Title/occupation: Retired Police Chief

Education: I earned a Master of Science in Emergency Services Administration from California State University, Long Beach, and a Bachelor of Science in Criminal Justice Administration from California State University, Sacramento. I am also a graduate of the FBI National Academy in Quantico, Virginia.

Work experience: From 2017 through 2020, I served as the chief of police for the Placerville Police Department. During my tenure, the Placerville Police Department had a staff of 30 full-time employees and an annual budget of $3.2 million. Prior to serving in Placerville, I served with the Sacramento County Sheriff’s Office from 1988 until my retirement in 2017. My experience with the Sheriff’s Office includes 11 years in field services as a patrol deputy, sergeant, and lieutenant. As a captain, I held assignments as the commander of the Sacramento County Main Jail in Downtown Sacramento and commander of Court Security Services.

Civic engagement: Since purchasing our home here in 2007, I have been active and involved in the community. I have been a member of the Rotary Club of Folsom since 2015, a previous member and board member of the Active 20-30 of Sacramento, and a board member of the Northern California Peace Officers Association. In 2023, I was appointed to serve on the Folsom Planning Commission.

I support Measure G because it is the only practical path forward in increasing public safety staffing levels and providing our first responders with the resources they need to keep Folsom safe. Declining revenues and increasing costs have strained our city finances and hindered our public safety professionals. As our city has grown, the number of law enforcement officers patrolling our streets has not. Folsom had more police officers in 2009 than we do today, even though our population has grown. Additional revenue is necessary to reduce our crime rate and provide the level of service expected by our residents and businesses owners.

Serving on the Folsom Planning Commission, I have been vigilant in helping oversee the planning and development process in Folsom. On the Folsom City Council, I will continue to make sure that new development balances the need for growth with protecting the quality of life and character of our neighborhoods. We can keep our suburban setting that allows families the space to grow and allow for higher-density housing that supports a range of income levels. Smart growth can meet the needs of our communities and the demands for housing.

What do you think of the possibility of the Folsom Cordova Unified School District splitting into two entities, representing Folsom and Rancho Cordova respectively?

I don’t see a gain for Folsom in this split. This current push to change the district is being driven by residents in Rancho Cordova and not the district as a whole. Keeping the two districts together reduces administrative costs and overhead, which results in more resources in the classroom. A feasibility study found the statutory requirements were not met to reorganize the district and that splitting the district will take away funding and resources from what should be the ultimate priority the students and their learning.

Folsom Cordova USD, Area 2

Two candidates

YK CHALAMCHERLA

Age: 53

Residence: Folsom

Title/occupation: Councilmember/Entrepreneur/Parent

Education: Graduate in Computer Science and Engineering, 1992

Work experience:

First job as 5th grade teacher, 1992
Assistant director of income tax, Indian Government, 1994-98
IT manager, Singapore, 1998-2007
IT manager, State of California, 2008-19
Entrepreneur, founder & CEO, AVATAR IT Solutions, Folsom, CA

Civic engagement: As an active volunteer, YK earned the tagline “YK is always in the community” thanks to his involvement with Folsom organizations and nonprofits. He is a volunteer/member with Folsom School PTA/PTSO Boards, crossing guard, SoberGradNight Board member, Youth-In-Government, middle and high school summer internships, the HART of Folsom, Friends of Folsom, Friends of Folsom Parkways, and Powerhouse Ministries. For more than 13 years, he has hosted State of California jobs awareness workshops to share public-sector job opportunities and help others navigate the job application process. He was named the 2022 Volunteer of the Year by the Folsom Chamber of Commerce.

What do you think of the possibility of the district splitting into two entities, representing Folsom and Rancho Cordova respectively?

The idea of splitting the district into two separate entities one for Folsom and one for Rancho Cordova certainly has the potential to support the growth, and I would be open to considering it in the future if it ensures equitable outcomes for all constituents. The ability to tailor resources, policies and budgets more specifically to each community’s needs is an attractive prospect, as it could lead to more targeted programs and governance that is more responsive to local concerns. I support Rancho Cordova’s intent of “One Rancho.” They want to unite the currently geographically divided among school districts of Folsom Cordova, Elk Grove, San Juan and Sacramento.

Splitting the district would likely introduce significant administrative costs, requiring new structures and personnel, which could divert funding away from educational services. Additionally, duplicating central offices and administrative functions may lead to inefficiencies and resource waste. There is also the real risk of creating an inequitable situation, ultimately harming students in that area.

While the concept is worth exploring, the current landscape doesn’t offer a clear path forward from the recent study conducted by FCUSD. Any future consideration would need to guarantee that all students, staff and families benefit equally and that no community is left at a disadvantage. Until a proposal addressing these concerns arises, it is essential to innovatively spend the special grants that are designated to some communities that are receiving special attention in the Rancho area by ensuring the resources are used efficiently and equitably.

In summary, while open to the idea of a district split, there is a lot of work ahead. It is not feasible at this time due to financial and resource concerns, and there is currently no proposal that justifies moving in that direction.

How would you rate the quality of special education in the district, and what changes need to be made to ensure all students with special needs receive a quality education?

I am currently studying the critical issue of special education in the Folsom Cordova School District (FCUSD), with the goal of identifying areas where additional support may be needed for students. Ensuring the effectiveness of services, the adequacy of resources, and the overall satisfaction of students and parents are key factors I am focused on as I learn more about the district’s current programs.

A major priority is ensuring that Individualized Education Programs (IEPs) are customized to meet each student’s unique needs and are reviewed regularly. Collaboration between educators, specialists and parents is essential in creating effective IEPs that truly support the student.

The expertise of special education teachers and staff is another area of focus. High-quality services depend on well-trained professionals, and I believe that investing in ongoing professional development will enhance the support students receive.

Adequate resources, including assistive technologies and specialized support staff, are also vital. Ensuring these resources are equitably distributed throughout the district is critical to meeting the diverse needs of all students in special education programs.

Finally, I believe it is important to gather feedback from parents and students to understand the effectiveness of current services. Listening to their perspectives will help highlight areas for improvement and lead to meaningful changes.

If my ongoing review reveals opportunities to provide additional support, I am prepared to propose adjustments that will strengthen special education programs and ensure that every student receives the high-quality education they deserve.

What is the key initiative you want to pursue if you are elected?

Safety: Campus and schools safety is one of my top priorities because a safe learning environment is essential for both students and staff to thrive. If elected, I will work to implement comprehensive safety plans that involve collaboration among teachers, staff, administrators and parents. My goal is to create a proactive approach, focusing on prevention and early intervention so that students and educators can focus on what truly matters quality education.

Safety isn’t a one-size-fits-all issue, and I believe in tailoring safety measures to the unique needs of each school. By involving the entire school community in the conversation, we can create practical and effective policies that address specific concerns while ensuring every campus is secure. This commonsense approach ensures that safety measures are both achievable and impactful.

Prevention is key. From securing campuses physically to implementing mental health support and conflict resolution programs, I will advocate for a holistic approach to safety. By focusing on early intervention, we can address issues before they escalate.

Prioritizing campus safety is about more than protection it’s about creating an environment where students feel secure and supported, boosting academic performance and overall well-being. Safe schools are successful schools, and I am committed to making that a reality.

One more Key Initiative: Fiscal Accountability

Fiscal responsibility is at the core of my approach to public service. With years of experience managing large budgets and coordinating statewide services, I understand the importance of ensuring that every dollar the district spends is used effectively. As I have done as a member of the Folsom City Council, I rigorously oversee budgets and expenditures and continuously evaluate how funds are used to ensure taxpayer money is spent wisely. My focus on efficiency and results-driven policies will help our district achieve its goals while maintaining a robust financial position.

DIANNA LANEY

Age: 47

Residence: Folsom

Title/occupation: Parent, Certified Financial Planner Practitioner

Education:

Certified Financial Planner practitioner
Chartered Financial Consultant
Chartered Retirement Planning Counselor
Bachelor’s degree in management
Graduate, Hiram W. Johnson High School

Work experience:

Independent Wealth Manager, Financial Advisor, 2009
Licensed Financial Advisor, 2005

Civic involvement:

Art docent and elementary school volunteer, since 2023
Lead volunteer elementary school crossing guard, since 2022
Sponsored Folsom Mayor’s Cup, 2023 and 2024
Youth Soccer Coach, 2022 and 2023
Sponsor Hearts for Heroes US Gala, 2022
Volunteer and Sponsor for Folsom Community Service Day, 2021-23
Chamber of Commerce Board of Directors, 2022-23
Folsom Chamber Government Affairs Committee, 2021-23
Chair, Folsom City Library Commission, since 2020
Graduate of the Leadership Folsom 2019 Program, raised money for and installed a shade structure for the volunteers of the Twin Lakes Food Bank Garden

What do you think of the possibility of the district splitting into two entities, representing Folsom and Rancho Cordova respectively?

The idea of splitting the district into separate entities for Folsom and Rancho Cordova requires thoughtful consideration, focused on what benefits our students, parents, teachers, and communities. Before making any decisions, we must carefully review the reasons behind this proposal. If local control or other benefits will better serve our communities, we should work together to find a path forward. However, if issues can be resolved to strengthen the district as a whole, they should be addressed openly.

For example, I’ve spoken with my Rancho Cordova families, and many are concerned about safety, teacher retention, and deteriorating school facilities. A group of fifth-grade girls shared with me their worries about campus fights — this should never be their concern. Students must feel safe at school, focusing on learning, not their physical safety. I will work with the safety committee to address these concerns and advocate for a district-wide review of facilities to ensure proper maintenance, repairs, or replacements.

A discussion about splitting the district must also consider the impact on school resources and access to important programs like STEAM, Academy, and CTE, which are essential for preparing students for life after graduation. Financial responsibility is critical; any decision must be sustainable without compromising education quality or adding financial burdens.

Input from educators, paraeducators, site staff and non-classified staff is essential in shaping student experiences. They deserve a strong voice in this process.

My commitment is to a collaborative and data-driven approach. Whether we pursue a split or address challenges as a united district, our focus should always be on ensuring a safe, well-maintained, and supportive environment that benefits every student.

How would you rate the quality of special education in the district, and what changes need to be made to ensure all students with special needs receive a quality education?

The quality of special education in FCUSD is upheld by dedicated educators and staff, but there are areas needing improvement to ensure all special needs students receive the education they deserve.

The district recently adopted an inclusion model, allowing special education students to attend their home schools. While this is a positive step toward inclusivity, adequate resources must be provided to support classrooms and teachers. In conversations with parents and teachers, many feel there is insufficient staff, paraeducators and professional training to properly support these students.

Transportation is another pressing issue. Due to bus driver shortages, routes in Folsom were recently reduced. Although special education students, who are guaranteed transportation by law, are prioritized, many still endure long bus rides. We must focus on recruiting and retaining bus drivers to improve busing capacity and reduce route times, especially for students with special needs.

Improved communication between schools and families is also essential. Parents play a key role in their child’s education, and better communication about resources and support services will strengthen this partnership.

Proper staffing and ongoing professional development are critical for meeting the diverse needs of our students. Educators must have the training and resources necessary for the success of the inclusion model and the overall quality of special education.

The district should regularly assess the effectiveness of its special education programs by seeking feedback from students, parents, and staff. By addressing transportation, supporting inclusion, enhancing resources, and continuously reviewing our practices, we can create an environment where all students, especially those with special needs, can thrive.

What is the key initiative you want to pursue if you are elected?

My top priorities center on ensuring that our district provides safe, well-maintained, and functional facilities while being fiscally responsible. I am deeply concerned about the condition of some of our schools. Many are aging and in need of major repairs, while in other areas, the district is overbuilding new schools that, although beautiful, are unnecessary and costly to maintain. We need to prioritize taking care of our current facilities, addressing overcrowding, and building reasonable, durable new schools where necessary.

I will focus on improving and expanding school facilities to ensure all students have safe, supportive environments that foster learning, while ensuring these decisions are made with financial responsibility in mind. These decisions must be collaborative, involving students, parents, and educators to reflect the needs of the entire district.

Another key priority is expanding STEAM, Academy, and CTE programs. We must ensure that all students are prepared for life after graduation, whether they choose college, the trades, or other career paths. These programs are essential for equipping students with the skills they need to succeed in an evolving workforce.

My campaign is built on a commitment to providing a high-quality, inclusive education system that supports both students and educators. I am dedicated to fiscal responsibility and actively engaging with the community to make decisions that reflect our shared values and goals.

Folsom Cordova USD, Area 4

Two candidates

CHRIS CLARK

Age: 60

Residence: Rancho Cordova