Coloma and Lotus - Divide Chamber of Commerce

Transcription

Community Action Plan
for the California communities of
Coloma and Lotus
Sierra Economic Development District
July 2002
Coloma & Lotus Community Action Plan
Prepared for:
560 Wall Street, Suite F
Auburn, CA 95603
(530) 823-4703
Betty Riley, President
Sandra J. Sindt, Office Operations Manager/Economic Planner
Prepared by:
Stephanie & Kirby Root
4455 Reservoir Road
Greenwood, CA 95635
(530) 745-9588
With special thanks to:
California Gold Discovery State Historic Park
California Gold Discovery Park Association
Coloma/Lotus Chamber of Commerce
Coloma Communications
and
U.S. Forest Service
Economic Recovery Grant # 01-DG-11050376-031
Table of Contents
I.
Introduction............................................................................................................ 1
Community Action Plan Purpose ................................................................................. 1
Community Action Plan Goals and Objectives............................................................. 2
Goal 1 – Leadership Development........................................................................... 2
Goal 2 – Community Development .......................................................................... 2
Goal 3 – Economic Development............................................................................. 2
Community and Economic Development ..................................................................... 3
II.
Description Of The Coloma/Lotus Community .................................................... 5
Overview ..................................................................................................................... 5
Aerial Views................................................................................................................. 7
Area Parks & Campgrounds ........................................................................................ 8
Commercial Areas ..................................................................................................... 12
Infrastructure ............................................................................................................. 15
Sewer Facilities...................................................................................................... 16
Potable Water........................................................................................................ 16
Electric Service ...................................................................................................... 16
Natural/Propane Gas Service ................................................................................ 16
Communications Services...................................................................................... 16
Transportation, Roads and Sidewalks.................................................................... 16
River Recreation .................................................................................................... 17
Schools.................................................................................................................. 17
Sutter's Mill School (K-3) .................................................................................... 17
Gold Trail School (4-8) ....................................................................................... 17
Health .................................................................................................................... 18
Population ................................................................................................................. 18
Community Organization ........................................................................................... 18
Community Social Issues .......................................................................................... 18
Public Policies Affecting Land Use and Economic Development ............................... 19
III. Development of Community Goals..................................................................... 20
SEDD Community Survey ......................................................................................... 20
Adult Survey Results Summary.............................................................................. 20
Youth Survey Results Summary ............................................................................ 21
Community Action Workshops................................................................................... 22
Community Action Workshop #1 – April 24, 2002 .................................................. 22
Community Action Workshop #2 – May 16, 2002................................................... 23
Community Action Workshop #3 – June 4, 2002.................................................... 24
Community Action Workshop #4 – June 26, 2002.................................................. 24
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IV. Coloma/Lotus Community Goals........................................................................ 25
High-Level Community Values................................................................................... 25
Community Goals ...................................................................................................... 25
V.
Strategic Action Plan ........................................................................................... 26
Goal 1: Establish an Ongoing Community Organization ............................................ 26
Formation of the Coloma-Lotus Valley Community Association ............................. 26
Implementation ...................................................................................................... 26
People................................................................................................................ 26
Identity ............................................................................................................... 27
Community Center ............................................................................................. 27
Communication .................................................................................................. 27
Goal 2: Provide Multiple Use Trails in Coloma/Lotus ................................................. 28
Formation of the Coloma Valley Trails Committee ................................................. 28
Background ........................................................................................................... 28
Potential Trail Segments........................................................................................ 28
Benefits.................................................................................................................. 29
Implementation ...................................................................................................... 29
Issues .................................................................................................................... 30
Potential Funding Sources..................................................................................... 30
Goal 3: Preserve Coloma Valley's Rural Atmosphere ................................................ 30
Formation of the Coloma Valley Preservation Committee ...................................... 30
East Bacchi Project................................................................................................ 30
Implementation................................................................................................... 31
Potential Sources of Funding.............................................................................. 35
Goal 4: Improve Fire Prevention and Protection ........................................................ 35
Issues .................................................................................................................... 35
Implementation ...................................................................................................... 36
Goal 5: Protect and Restore Historical Buildings in the Marshall Gold Discovery Park
.................................................................................................................................. 36
The Legacy Wish Book .......................................................................................... 36
Implementation ...................................................................................................... 37
Goal 6: Make High-Speed Internet Access Available to Businesses and Individuals in
the Coloma Valley ..................................................................................................... 38
The Project ............................................................................................................ 38
The Findings.......................................................................................................... 38
Possible Strategies ................................................................................................ 38
Goal 7: Investigate The Feasibility And Desirability of a Local Whitewater Park ........ 39
The Project ............................................................................................................ 39
Benefits.................................................................................................................. 39
Implementation ...................................................................................................... 40
VI. Appendices .......................................................................................................... 41
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List of Figures
Figure 1 – Regional Location Map................................................................................... 5
Figure 2 – Local Area Map.............................................................................................. 6
Figure 3 – Coloma Aerial View........................................................................................ 7
Figure 4 – Lotus Aerial View ........................................................................................... 8
Figure 5 – Sutter's Mill..................................................................................................... 8
Figure 6 – Marshall Gold Discovery State Historic Park Map .......................................... 9
Figure 7 – Henningsen-Lotus County Park.................................................................... 10
Figure 8 – Dave Moore Nature Area ............................................................................. 10
Figure 9 – Camp Lotus Campground ............................................................................ 11
Figure 10 – American River Resort Campground.......................................................... 11
Figure 11 – Commercial Area Map................................................................................ 12
Figure 12 – Hwy 49-Lotus Businesses .......................................................................... 13
Figure 15 – Coloma Businesses ................................................................................... 14
Figure 16 – Coloma Country Inn ................................................................................... 15
Figure 17 – Store on Lotus Road (Currently Closed)..................................................... 15
Figure 18 – Hwy 49 at the American River .................................................................... 28
Figure 19 – East Bacchi Viewed from Coloma .............................................................. 31
Figure 20 – Riverfront at Henningsen-Lotus County Park ............................................. 39
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I.
Introduction
This Community Action Plan is an expression of the Coloma/Lotus community’s goals,
ideas and objectives for community and economic development. These goals, ideas and
objectives were expressed through a community survey and a series of four community
workshops held in April, May and June 2002.
This Community Action Plan describes the following issues:
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Opportunities and constraints inherent in the community.
Community goals as developed through the community survey and the four
community workshops.
Community and economic development strategies that incorporate the goals of the
community.
A list of actions to accomplish these goals.
Short- and long-term implementation plans for the community.
Community Action Plan Purpose
The purpose of the Community Action Plan is to assist Coloma/Lotus residents,
merchants and landowners to function as a unified community in making decisions about
the future of Coloma and Lotus. The Community Action Plan is intended to:
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Foster a sense of community among Coloma/Lotus residents.
Identify community leaders to implement the Community Action Plan.
Encourage the sharing of ideas to determine future steps toward community
development.
Develop a common path for future economic development.
Provide a reference list of action items for Coloma/Lotus.
Provide an indication of community needs and interests as a basis for grant
applications and other sources of funding for community projects.
Provide a guide for County staff and officials in prioritizing the allocation of resources
to meet the community’s expressed objectives.
The Coloma/Lotus Community Action Plan was prepared under a contract administered
by the Sierra Economic Development District (SEDD). SEDD is a nonprofit organization
that was established in 1969 through a Joint Powers Agreement between the California
counties of El Dorado, Placer, Nevada and Sierra. In addition to representing these
public jurisdictions, the SEDD Board Members also represent the primary economic
sectors of the region.
SEDD was awarded $15,000 in U.S. Forest Service Economic Recovery Grant funds to
assist the communities of Coloma and Lotus in developing community action plans and
economic diversification strategies. El Dorado County and SEDD provided local
matching funds in the amount of $3,750. In addition, the local community advisory
committees provided over $750 of in-kind hours.
This Community Action Plan can be viewed electronically at http://sedd.org and a hard
copy may be found at the Marshal Gold Discovery Museum in Coloma.
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Community Action Plan Goals and Objectives
The fundamental goals and objectives of the Community Action Plan are listed below.
The specific goals developed through the Garden Valley Community Action Plan
development process are described in Section IV.
Goal 1 – Leadership Development
The foundation of community and economic development is local leadership, including
the identification and development of current and emerging leaders, programs to
strengthen leadership and local capacity to enhance community self-sufficiency.
Volunteerism and elected leadership are both considered important.
Objective 1: Identify local leaders within the community that can help guide the
community action planning process, and then take ownership of ensuring
implementation of the action plan.
Objective 2: Identify assets and resources, both local and outside the community, that
can assist in carrying out the action plans.
Goal 2 – Community Development
Community development includes the process of involving local citizens in articulating
goals, setting priorities and implementing action plans. This project will initiate these
processes with the intent of obtaining broad-based community consensus about
expenditure of time and resources.
Objective 1: Assist the community to build on its local assets to strengthen its image
and position in the marketplace.
Objective 2: Identify opportunities to network business, schools and community leaders
together.
Objective 3: Identify needed essential community facilities and ways to fund them.
Goal 3 – Economic Development
Identify expanded opportunities for employment and higher quality jobs or maintaining
an already stable economic base.
Objective 1: Take advantage of opportunities for ecological and cultural tourism,
building on the cultural and historical base of the area.
Objective 2: Develop and strengthen entrepreneurial/self-employment opportunities.
Objective 3: Identify opportunities for the expansion of business into the community.
Goals 1 and 2 specifically address the process for unifying the community: leaders must
be identified to help guide the community in setting priorities and implementing the
Community Action Plan. These leaders are referred to as the Coloma/Lotus Community
Action Committee (CAC) in this document. Goal 3 addresses economic development:
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increasing the economic stability of the Coloma/Lotus community through expansion of
employment and business opportunities.
Community and Economic Development
The Community Action Plan addresses both community development and economic
development because the two are inextricably linked by quality of life considerations.
The Coloma/Lotus community area is identified as part of the High Sierra sub-region in
El Dorado County, although it is closely associated geographically and economically with
Placerville, the El Dorado County seat. The High Sierra is a sub-region of the Sierra
Nevada that encompasses the communities of Coloma and Lotus. Local-serving retail
businesses characterize the High Sierra economy in El Dorado County, although two
sectors – agriculture/forestry/fishing services and lumber manufacturing – historically
account for a disproportionate share of local employment, 37.3% compared to 7.8% for
Placerville and adjacent areas. Retail trade accounts for another 32.4% of El Dorado
County’s High Sierra employment.
Although the timber industry will continue to be an economic driver in the High Sierra
sub-region, there is a need to find alternative and diversified economic bases in order to
sustain the High Sierra communities. Logging in the El Dorado National Forest has
decreased from a high of 167.9 million board feet in 1991 to 24.7 million board feet in
1997. The significant decrease in timber from federal lands has greatly impacted the
local economic base.
The High Sierra communities are transitioning to bedroom communities serving the retail
and health, recreational and social service needs of an increasing percentage of outcommuting residents and outside visitors. The Coloma/Lotus area attracts a significant
number of outside visitors to both its Marshal Gold Discovery State Historic Park and to
the area’s recreational access to the South Fork of the American River. There are more
than a dozen whitewater rafting and kayaking outfitters in the area. Businesses that
support these recreational visitors, such as stores and restaurants, are highly dependent
on the health of the whitewater businesses.
Coloma/Lotus will be affected by economic and technologic changes far beyond its
borders. These changes include an increase in the retired population, more leisure time
and affluence to enjoy attractive communities, and technologic advances that enable
certain types of employment to locate in relatively isolated locations.
An increase in retired population brings a higher demand for second homes and
recreation-oriented retirement communities. Increased leisure time and affluence enable
more people to visit communities rich in natural amenities such as Coloma/Lotus. That
will enhance the local economy and lead to more diverse employment opportunities.
More employment opportunity leads to population growth and housing demand.
New technologies and demographic trends will change the way people work,
communicate, travel and shop. These changes will provide many new choices for
individuals and provide new opportunities that will affect where people choose to live.
Company decision-makers will select the location for company expansions and
relocations largely on the quality of life available to themselves and their employees.
Small communities with a high level of natural amenities and proximity to larger
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supporting metropolitan areas will attract new businesses and enjoy sustained economic
development. The challenge will be to accommodate and derive the benefits of
economic development without diminishing the natural amenities and small town
environment that the current residents enjoy.
Quality of life and the preservation of the existing natural environment are essential to
realize this objective. The type of new economic growth anticipated in this plan is totally
dependent on retaining and enhancing the environmental quality found in the community
today. The new residents and businesses that will be attracted to this community have
choices to locate virtually anywhere they please. Retirees, small business entrepreneurs
and those who choose the mountain setting, small community lifestyle and recreation
opportunities have the choice of many communities. Coloma/Lotus will grow and prosper
in the future only to the extent that it:
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Protects and sustains the natural amenities it currently offers.
Manages the effects of growth, affordably maintains public services and
infrastructure.
Provides opportunities for quality economic development.
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II.
Description Of The Coloma/Lotus Community
Overview
Coloma and Lotus are small, adjacent communities located along Highway 49 between
Auburn and Placerville, as shown in Figure 1 – Regional Location Map. The two
communities are addressed jointly in this Community Action Plan as the Coloma/Lotus
community.
Figure 1 – Regional Location Map
Coloma was a small, remote outpost on the South Fork of the American River until
James Marshall built a sawmill there to supply lumber to John Sutter for his expanding
enterprises in the Sacramento Valley. On January 24, 1848, the sawmill nearly
complete, Marshall discovered gold in the tailrace of the mill, and thus began the great
California Gold Rush. Coloma’s population swelled to several thousand, and then
declined as the Gold Rush ended. Coloma, and neighboring Lotus, gradually became
farming, ranching, recreational and retirement communities, with notable vineyards.
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Figure 2 – Local Area Map shows the core areas of Coloma and Lotus with the existing
parcels identified. It indicates that small parcels comprise the core areas, with larger
parcels surrounding them. There are generally small parcels along the river both
between Coloma and Lotus and west of Lotus. In addition, there are clusters of smaller
parcels to the west of Lotus and along both sides of Lotus Road to the southwest of
Lotus.
Figure 2 – Local Area Map
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Aerial Views
Figure 3 – Coloma Aerial View
(photo by Donna McMaster, Coloma Communications)
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Figure 4 – Lotus Aerial View
(photo by Donna McMaster, Coloma Communications)
Area Parks & Campgrounds
Figure 5 – Sutter's Mill
The history of the area is being preserved in the Marshall Gold Discovery California
State Historic Park in Coloma. In addition to a replica of the sawmill and several of the
original buildings from the Gold Rush period, which are preserved in the park, are a
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museum, picnic grounds, retail stores and river access. 400,000 visitors come each year
to see where the California Gold Rush began and to study the area’s rich history.
Figure 6 – Marshall Gold Discovery State Historic Park Map
(© California State Parks, reproduced with permission)
In addition to the historical attractions of the Coloma/Lotus community, many visitors
come to camp, swim, raft and kayak along the South Fork of the American River. There
are two other public riverfront day-use parks in the immediate area: the HenningsenLotus County Park and the Dave Moore Nature Area (a Bureau of Land Management
park). The Henningsen-Lotus County Park is located on the river, providing river access,
a wading area, boating access, picnic tables, restrooms, a par course, a soccer field,
softball diamonds and a playground. The Dave Moore Nature Area offers two miles of
nature trails, much of it wheelchair accessible, a picnic area, historic remnants from the
Gold Rush and walking access to the river. In addition, there are private riverfront
campgrounds, small resorts and bed-and-breakfast inns in the area to accommodate
overnight visitors. There are many companies in the area offering whitewater rafting trips
ranging from a few hours to several days.
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Figure 7 – Henningsen-Lotus County Park
Figure 8 – Dave Moore Nature Area
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Figure 9 – Camp Lotus Campground
Figure 10 – American River Resort Campground
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Commercial Areas
Figure 11 – Commercial Area Map shows the commercial areas of Coloma and Lotus.
Located on or very near the river, the businesses are separated into small clusters by
the Gold Discovery and the Henningsen-Lotus Parks.
Figure 11 – Commercial Area Map
(map by Donna McMaster, Coloma Communications)
The businesses generally occupy small strip malls or older individual buildings. Those in
the Gold Discovery Park occupy restored historical buildings.
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Figure 12 – Hwy 49-Lotus Businesses
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Figure 15 – Coloma Businesses
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Figure 16 – Coloma Country Inn
Figure 17 – Store on Lotus Road (Currently Closed)
Infrastructure
An adequate infrastructure system is essential for community growth. This does not
necessarily mean that improving infrastructure will lead to or is intended to lead to major
new development. Rather, sufficient infrastructure will allow for planned growth that is
consistent with the community’s goals. Potential lack of existing infrastructure may
contribute to lower overall quality of life for existing residents. For example, if a highspeed Internet connection is not available, home-based businesses may not be as
accessible or profitable. This may detract from the desire to locate in Coloma/Lotus.
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Sewer Facilities
The Coloma/Lotus community does not have a municipal sewer system. All properties
are served by individual septic systems. As a consequence, the area available for subsurface leach fields limits the size of any commercial or other non-residential use. This is
not a constraint for conventional single-family dwellings on large lots, but it restricts the
potential for restaurants, lodging, offices, or any other use that may have a higher
demand for sewer.
Potable Water
The El Dorado Irrigation District (EID), a public water agency, currently serves some
areas of Coloma/Lotus. EID, itself, does not extend its water lines to serve new users.
Individual landowners and developers extend the water lines at their expense, thus
extending the water service. Once extended and installed, the new main water lines are
taken over and maintained by EID. However, most homes and businesses in the area
are served by on-site private wells.
Electric Service
Pacific Gas and Electric Company (PG&E) provides electric service to the area.
Natural/Propane Gas Service
Natural gas is not currently available in the Coloma/Lotus community. Propane service is
available from several sources.
Communications Services
Telephone systems are provided by SBC Pacific Bell Telephone Company (PacBell),
and are available throughout the area. Dial-up Internet access is available over normal
voice-grade lines, although speeds are usually no better than 20-22kbps. ISDN
(integrated services digital network) telephone Internet access (128kpbs) is also
available in some areas from PacBell. DSL (digital subscriber line) service is not
available in the Coloma/Lotus area, nor is it expected to be in the next few years. Twoway satellite Internet access (400kbps download, 128kbps upload) is available from at
least two providers, although one provider has filed for Chapter 11 bankruptcy
reorganization. A higher speed two-way satellite service (3mbps) is expected to be
available in 2004.
The higher-speed Internet access options are generally expensive. Satellite access
requires a southern sky exposure – often difficult in this forested, mountainous area.
Lack of an inexpensive, reliable high-speed Internet access option is certainly a
constraint on e-business potential in the Coloma/Lotus community.
Transportation, Roads and Sidewalks
The existing transportation system promotes driving motor vehicles. That is, public
transportation is not widely available. The primary roads through Coloma (Highway 49)
and Lotus (Lotus Road) are in good condition and provide mobility throughout the town.
In addition, there is easy access to surrounding small cities including Placerville and
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Auburn, large cities including Sacramento and San Francisco, and other recreational
areas such as South Lake Tahoe, Truckee and Reno.
During the warm months, there is significant traffic between the riverfront resorts and
campgrounds and the small retail businesses in Coloma and Lotus. Again, this traffic is
generally motor vehicles, as there are generally no sidewalks, paths or bike lanes in the
Coloma/Lotus area other than some paths in the parks.
River Recreation
The South Fork of the American River boasts the most popular whitewater in California.
The 20-mile run from Chili Bar to Salmon Falls features over 20 named rapids and
countless waves in between.
The most popular way to experience the river is to engage a commercial rafting
company. There are fourteen river outfitters described in the Coloma-Lotus Chamber of
Commerce Business Directory. South Fork commercial outfitters offer a wide variety of
river experiences including half days or multiple days in different grades of difficulty.
Outfitters can provide all the arrangements, equipment and guides for a river trip. The
river industry also supports other local businesses, including campgrounds and bed-andbreakfast inns.
Those who decide to invest time in learning to navigate the river on their own will also
find the South Fork a great destination. The three-mile, Class II Coloma to Lotus stretch
is an ideal introduction to whitewater. Intermediate boaters enjoy the increased
challenge of the Class III Chili Bar and Gorge runs, and the expert kayakers spend hours
perfecting their rodeo moves in the world-famous Chili Bar Hole and other play spots.
The annual spring American River Festival provides an opportunity for competition.
There are downriver races for rafts and slalom and rodeo competitions for kayak
paddlers from novices to professionals.
Schools
The Gold Trail Union School District supports the community with two schools serving
youth up to grade eight. High school students attend school in Placerville.
Sutter's Mill School (K-3)
Sutter's Mill School is located at Lotus Road near Luneman Road and serves just
over 200 students. The school has a beautiful rural campus and parent
volunteerism is high. The school is especially proud of its music programs and
has many musical performances each year. Sutter's Mill students have scored
very well on standardized performance tests.
Gold Trail School (4-8)
Gold Trail School provides the best of a small country school, serving just over
400 students at its site at 889 Cold Springs Road. The small campus is
especially helpful for students making the difficult transition to middle school. The
caring staff knows the students and their families and parent volunteerism is
high. Students from Gold Trail School do well in high school.
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The school has an all-inclusive performing arts program. Every child in the fifth
and sixth grade plays a musical instrument. In seventh and eighth grade, youth
have the choice of jazz band, regular band or participating in performances of
musical plays. The school has received the prestigious Gold Bell award for
performing arts.
Health
There are no health facilities located in the community. The nearest emergency facilities
are located in Placerville.
Population
As an unincorporated community, detailed population information for Coloma and Lotus
is not yet available from the 2000 Census. There are only two incorporated cities in El
Dorado County, Placerville with a population of 9,610 and South Lake Tahoe with a
population of 23,609.
From 1990 to 2000 the total population in El Dorado County grew approximately 24% to
156,299. The great majority of this growth occurred in the west portion of the County in
Cameron Park and El Dorado Hills.
Throughout El Dorado County 89.7% of the population is white (non-Hispanic) and 9.3%
is Hispanic. The home ownership rate is 74.7%, with an average of 2.63 persons per
household. A significant portion of the population is educated; 45% of the population has
a high school diploma and an additional 11% are college graduates. The median
household income in El Dorado County is $44,954, which is 14% greater than the
California median of $39,595. El Dorado County has a relatively low poverty rate of 8.8%
compared to the 16% poverty rate throughout California.
Community Organization
As unincorporated communities with no special districts providing services, there is no
community-level government to serve as the foundation for community organization for
Coloma or Lotus. Consequently, the community organizational structure includes a
variety of churches, social organizations, business affiliations and schools. The
Coloma-Lotus Chamber of Commerce supports the businesses in the community. The
Marshal Gold Discovery State Historic Park provides its own organization as well as
supporting community development and events. The Gold Discovery Park Association
provides a community interface with the State Park and supports the park's objectives.
El Dorado County provides the umbrella services that are available throughout the
county. The District IV County Supervisor, currently Penny Humphreys, is able to focus
on issues more local to the Coloma/Lotus community.
Community Social Issues
Coloma/Lotus has many of the social issues found in other small, rural communities.
Fundamentally, the issues stem from relatively fewer recreation, education, employment
and social opportunities, particularly for youth, than may be found in larger population
areas. Due to the shortage of employment opportunities in the community, most working
residents commute to Placerville, Folsom, Sacramento and other areas.
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Another issue common in similar communities is the lack of a community center. Various
activities have been held at the Coloma Grange, Coloma Odd Fellows and the Gold
Discovery Park, but there is no place that could be considered a center for activities or
information for the community.
The lack of employment within the community, especially for youth, and the lack of youth
activities were cited often in the community workshops and were evident in the
community survey. There are substance abuse problems in the community, especially
among the youth.
Public Policies Affecting Land Use and Economic Development
Because Coloma and Lotus are unincorporated communities, the El Dorado County
General Plan establishes policy guidance for land use and development in the
community. The El Dorado County General Plan was adopted by the El Dorado County
Board of Supervisors on January 23, 1996 by Resolution No. 10-96, but has been
involved in significant legal issues since its adoption. The County is currently revising the
document.
The General Plan designates both Coloma and Lotus as Rural Centers. The General
Plan recognizes Rural Centers as “existing defined places as centers within the Rural
Regions which provide a focus of activity and provide goods and services to the
surrounding areas."
Among the goals for future growth expressed in the General Plan Statement of Vision
(as adopted January 23, 1996), the following relate to the Coloma/Lotus area:
Maintain and protect the County’s natural beauty and environmental
quality, vegetation, air and water quality, natural landscape features,
cultural resource values and maintain the rural character and lifestyle
while ensuring the economic viability critical to promoting and sustaining
community identity.
Promote a better balance between local jobs and housing by encouraging
high technology activities and value added activities tied directly to
available resource based industries such as the timber industry, tourism,
agriculture, mining and recreation.
Improve and expand the local park and recreational facilities throughout
the County.
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III.
Development of Community Goals
In addition to the overall goals for the Community Action Plan described in Section II, the
residents of the community defined their specific goals for Coloma/Lotus's future through
this Community Action Plan process. The specific community goals were defined
through a mailed community opinion survey and four Community Action Workshops. The
community survey and the public workshops were not all inclusive and the goals of the
broad Coloma/Lotus community can only be inferred from the survey and workshops.
But the concerns and issues raised in those forums were consistent and, therefore, they
are considered to be reasonably accurate indicators of the community’s needs and
interests.
SEDD Community Survey
The Sierra Economic Development District (SEDD) conducted written surveys to
determine the existing residents’ feelings about their community and desires for future
opportunities. Two separate surveys, one targeting adults and the other targeting youth,
were distributed. In November 2001, 972 surveys were mailed to Coloma/Lotus adult
residents. 153 were returned – about 16%. 210 youth surveys were given to 7th- and 8thgrade students at Gold Trail School. An additional 972 youth surveys were mailed. 146
were returned – about 12%.
Summaries of the results of the surveys are described below. See Appendices A and B
for the complete survey results.
Adult Survey Results Summary
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52% of the respondents live in Coloma, 48% in Lotus.
85% own their home; for 93% this home is their primary residence.
56% of the respondents were female, 44% male.
70% were 36 to 65 years old; the rest were evenly younger and older than that.
67% of the Coloma residents have lived in Coloma over five years, 49% over ten
years.
71% of the Lotus residents have lived in Lotus over five years, 61% over ten
years.
Over 50% said the following were major reasons they live in Coloma/Lotus
o Rural location
o Geography/natural beauty
o Small-town atmosphere
o Close to outdoor recreation.
Over 50% said the following were minor in choosing to live in Coloma/Lotus:
business opportunities and proximity to family.
The biggest concerns of the respondents were
o Rapid growth
o Fire
o Reckless/drunk drivers.
Of a list of possible new services, none received a 50% yes vote. A grocery
store got a 49% yes vote. The other choices (in order of increasing disapproval)
were a library (59% no), a 24-hour urgent care facility (68% no), after school care
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(71% no), a fitness center (71% no), senior housing (72% no), public pool (74%
no), day-care center (76% no), a large community center with a stage (77% no),
a community bank (79% no), a pharmacy (80% no), a transfer station (83% no)
and a large supermarket (87% no).
Over 50% said they want Coloma/Lotus to put more effort into
o Preserving the rural character
o Protecting the natural environment
o High-speed Internet access
o Improved cell phone coverage
o Preserving historic buildings and resources
o Increased/improved multi-use trails
o Reducing substance abuse.
The most requested children’s activities were non-sport outdoor activities (7%)
and after school activities including organized sports (5%).
92% of the respondents felt the local schools were meeting their children’s
needs.
93% have health insurance.
74% of the respondents are working, 26% are not (or were not in November),
20% are retired.
Of those who work:
o 33% work at home or in Coloma/Lotus.
o 67% work outside of the community.
43% said they wouldn’t use public transportation, 40% might, 17% would.
55% shop in Placerville, 29% in Folsom.
When asked what building, natural feature or historic site comes to mind, 46%
said Sutter’s Mill and 40% said the American River.
Comments:
o Keep Coloma/Lotus a small town (11%)
o Reduce or highly regulate rafting (8%)
Youth Survey Results Summary
•
•
•
•
•
•
•
•
•
29% live in Coloma/Lotus, 3% in Rescue, 61% in Placerville and 7%
elsewhere. (These are based on ZIP code. Many community members have
Placerville ZIP codes. See the larger definition of the Coloma/Lotus community in
Section V under Implementation of Community Building.)
48% of the respondents were male, 52% female.
78% have lived in the area over three years.
The best things about living in the area were feeling safe, able to walk many
places and trails.
The worst things about living in the area were being too far from friends and
having nothing to do.
The best things about school were teachers, friends and recess.
The biggest concerns of the respondents were: vandalism, alcohol
consumption, cigarette smoking, drugs, access to a handgun, gangs and being
threatened or injured by someone. They were least concerned about teen
pregnancy and weapons such as a gun, knife or club.
Over 50% said they would take an interest or participate in a movie theater, a
video arcade, miniature golf, a swimming pool and a skateboard park.
After school, 59% hang out at home or with friends, 24% participate in sports.
Page 21
•
•
Of all respondents, the following percentages answered Always to the following:
74% feel their neighborhood is a safe place to live, 73% feel school is a safe
place to be, 70% have a happy home, 55% feel good about school, 50% feel
there are enough places for kids to go that are alcohol & drug free and 40% feel
adults in their area care about people their age (56% felt this sometimes).
The things they most want to change at school are better lunches, better sports
programs and a soda machine.
Community Action Workshops
Residents of Coloma/Lotus were invited to participate in four workshops to discuss the
goals for the community’s future. Notification of the workshops was provided in fliers
distributed in the community and by articles in the local newspapers. Attendance at the
workshops varied, ranging from 12 to 25 persons. The attendees were active
participants in the discussions.
Community Action Workshop #1 – April 24, 2002
Coloma/Lotus residents, business owners and landowners were invited to express their
wishes for the community's future and suggest ways to improve Coloma/Lotus at
Community Action Workshop #1.
The consultants reviewed the purpose of the Community Action Plan development
process and outlined the process. The objectives for the first meeting were to come up
with a preliminary vision of the future of Coloma/Lotus and preliminary goals for the
project. This vision could include considerations that would impact all plans, such as
retaining the rural atmosphere. Project goals could include projects that were relatively
small in scope (such as repairing and cleaning up a hiking trail) and larger projects (such
as acquiring land to preserve the rural character of the area).
A summarization and discussion of the survey data followed. It was agreed that the
group would take general guidance from the survey and build on it. Because some of the
survey questions were so general in nature, it was also agreed that any proposed
activities that seemed to run counter to the survey results would be presented to the
community in specific form to see if the resistance were eliminated.
The visioning process followed, and it yielded a broad list of goals and strategies. The
group included those items from the survey that over 50% of the survey respondents felt
deserved more effort. Those items were:
•
•
•
•
•
•
•
Preserving the rural character
Protecting the natural environment
High-speed Internet access
Improved cell phone coverage
Preserving historic buildings and resources
Increased/improved multi-use trails
Reducing substance abuse.
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In addition, the following were added:
•
•
•
•
•
•
•
•
•
•
•
•
•
Fire prevention/protection
Sudden oak death and mistletoe
A grocery store
Bike/pedestrian lanes/paths
More community activities
More activities for youth
Support the Legacy Plan at the State Park
Continue to support rafting businesses
Summer concert series
Shakespeare on the river
Day care
A full-service ATM
Preserve historic buildings
It was recognized that there were several high-level value components that provide
guidance for all projects but are not necessarily themselves projects. These included:
§
§
§
§
§
§
The value of the rural character of the community
The value of natural environment
The value of historic buildings and resources
The value of multi-use trails and paths
The value of building community through community activities
The value of the local rafting industry
The following projects were voted to be the most important and had volunteers willing to
champion the projects. (Champions are people willing to invest the time and energy to
take a project to the next level.)
•
•
•
•
•
•
•
Support community activities/events
Fire prevention/protection
Increase/Improve Multi-use Trails
(expanded to include Bike/Pedestrian Lanes/Paths)
High-speed Internet access
Preserve historic buildings and resources
Preserve the rural atmosphere
Continue to support rafting businesses
Community Action Workshop #2 – May 16, 2002.
The champions for the projects identified in the Community Action Workshop #1 met
separately before Workshop #2. The results of the initial research by each of the
champions were presented to the group.
During the discussion of these projects, two new projects emerged: (1) community
building and (2) community newsletter/communications. These were added to the list.
Participants voted for the projects on which they would most like the consultants’ help in
taking them to the next level and volunteered to be champions. After the vote, it was
decided to group Community Building, Community Newsletter/Communications and
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Community Activities together under the Community Building project heading. The
following projects received votes and volunteers:
•
•
•
•
•
•
Community Building
Preserve the Rural Character
Preserve Historic Buildings and Resources
Fire Prevention/Protection
High-Speed Internet Access
Community Action Workshop #3 – June 4, 2002
Project champions reported on their progress on the projects listed below. A new project
to investigate the feasibility and desirability of building a local whitewater park was
added to the list. A community member reported on the initial research.
•
•
•
•
•
•
•
Community Building
Preserve the Rural Character
Preserve Historic Buildings and Resources
Fire Prevention/Protection
High-Speed Internet Access
Whitewater Park Feasibility/Desirability
It was agreed that strategic plans for these projects would be included in the Community
Action Plan. (See the detailed plans for these projects in Section V.) The first draft of the
Community Action Plan was to be completed before the next Community Action
Workshop.
Community Action Workshop #4 – June 26, 2002
There was considerable discussion of the draft of the Community Action Plan. There
were several community members present who had not been present for any of the
other meetings, so some explanation and background was provided. There was
discussion and agreement about specific changes to be made to the draft, and those
changes have been incorporated in this document. In addition, the project champions
presented updates on the following projects and the new information has been included
in the strategic plans in Section V:
•
•
•
Community Building
Whitewater Park Feasibility/Desirability
Vicki Yorty of the El Dorado Fire Safe Council discussed the objectives and services of
that organization and distributed brochures. Also, Joyce Aldrich discussed deadlines for
articles to be included in the first issue of the Coloma-Lotus Newsletter, to be published
before Coloma Fest on July 13, 2002.
See the detailed plans for all Coloma-Lotus projects in Section V.
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IV.
Coloma/Lotus Community Goals
The community goals can be divided into two categories: High-level goals or community
values and specific goals or projects. The following high-level community values were
expressed:
High-Level Community Values
§
§
§
§
§
§
The value of the rural character of the community
The value of natural environment
The value of historic buildings and resources
The value of multi-use trails and paths
The value of building community through community activities
The value of the rafting industry
Specific goals or projects evolved out of the community action planning process. Those
were the projects for which there were significant community interest and volunteer
champions (individuals who were willing to work on taking these projects to the next
level). The details of those projects and the implementation measures to complete them
are provided in the following section, the Strategic Action Plan.
Community Goals
1.
2.
3.
4.
5.
6.
Establish an Ongoing Community Organization
Provide Multiple Use Trails in Coloma/Lotus
Preserve Coloma Valley's Rural Atmosphere
Improve Fire Prevention and Protection
Protect and Restore Historical Buildings in the Marshall Gold Discovery Park
Make High-Speed Internet Access Available to Businesses and Individuals in the
Coloma Valley
7. Investigate the Feasibility and Desirability of a Local Whitewater Park
Page 25
V.
Strategic Action Plan
The strategic action plan for achieving the community and economic development
goals/projects identified by the workshop participants involves both short-term and longterm action plans. The action plan is not linear in the sense that each action is a discrete
step followed by other discrete steps. In reality, many steps in the action plan will overlap
as the energy and interest of the community rises and new opportunities to move
forward emerge. Therefore, the strategic action plan is a collection of objectives and
interconnected opportunities that will evolve in response to the contingencies that arise
over time. The community action plan provides an overall framework for forward motion
so that the individual activities can occur in a coherent setting.
Some of the goals identified in the workshops may require many years to achieve due to
the expense or specific circumstances associated with them. It is essential that the
community also establish achievable, short-term goals. These may include small
projects that can be completed in a short time frame, or they may be part of a larger plan
and set of goals that will only be fully achieved over a much longer period of time.
Through achieving success at a small, shorter-term project the community will be
encouraged by its abilities and will be more likely to follow-through with its long-term
action plan.
The goals discussed in this section have had the benefit of strong champions from the
Coloma/Lotus community. These early leaders have demonstrated the skills and
enthusiasm not only to champion their projects but also to mentor newcomers in the
community planning and action process. Each group or committee has met several
times and they have made significant progress. The groups have enthusiasm and
momentum, and they are well on their way to accomplishing their goals.
Goal 1: Establish an Ongoing Community Organization
Formation of the Coloma-Lotus Valley Community Association
Participants in the planning process agreed that they wanted to continue to function as a
permanent group. The Coloma-Lotus Valley Community Association was the working
name chosen for the group. The group will act as an umbrella organization for the
interests of community members. Subcommittees of the umbrella group will do individual
projects. The group will become a community presence that will provide credibility to the
projects undertaken by the subcommittees.
Another function of the group will be to create a presence at community events.
Fundraising from these events will provide some financial support to projects.
Implementation
People
Build a base of people who will help to put on community events, work on community
projects and otherwise provide support for community efforts.
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Identity
Refine the definition of the areas that are included in the Coloma/Lotus community.
Besides the people with the Coloma/Lotus zip code, the working definition of the area
includes residents on Thompson Hill, parts of Gold Hill, Bayne Road, Mount Murphy
Road, Marshall and Prospector Roads up to the ridge line of the Coloma Valley, Lotus
Road to up to and including the Luneman development, Highway 49 south from Coloma
to Johnson's Ranch Road and Highway 49 north of Lotus to Hastings Creek.
Community Center
"This is the place we get together." It would be extremely valuable to have a place where
the group could have community meetings and events, post bulletins and so forth.
Possible sites are being evaluated.
Communication
There are some elements for communication strategy that are in place and ready to
utilize and others that will require development.
What the community has:
•
•
•
•
A website for the Coloma-Lotus Valley (www.coloma.com), which can be
used to post information on events and projects.
A Coloma/Lotus email group of over 100 people.
Bulletin boards or opportunities to post notices at the following locations:
Sutter Market, Texaco Mini Mart, Ceccardi Feed Store, Coloma Club, Marco’s
Cafe and the Sierra Rising Bakery.
School newsletters.
What is needed:
•
•
•
•
•
•
Build on existing community events and create events to publicize activities.
Coloma Fest, a pancake breakfast coinciding with 49er Family Days and a
family picnic event were identified as initial events. Community events like the
pancake breakfast can also be used to raise funds for project needs such as
office supplies, photocopying and postage.
Build an official community bulletin board that will be the place to look for
information on community events and projects. Potential sites are being
evaluated.
Have a community newsletter that is placed at a few strategic locations. A
community member has volunteered to do the editing and layout for the
newsletter.
Find and purchase a mailing list or identify a mailing service that will allow
mailings exclusively to Coloma-Lotus Valley addresses.
Create a community directory that has addresses and phone numbers and
other selected information that will help community members connect. (For
example, community members could build a babysitting co-op based on
information about children.)
Survey people to find out their interests in projects and volunteer
opportunities.
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Goal 2: Provide Multiple Use Trails in Coloma/Lotus
Formation of the Coloma Valley Trails Committee
Participants agreed on the benefits of developing multiple use trails for the residents and
visitors of the Coloma/Lotus Valley. The Coloma Valley Trails Committee was formed
with the mission of developing a variety of trails that will be used to go between
campgrounds, bed-and-breakfast inns, parks and area businesses. Both pedestrians
and bicyclists will use the trails. The trails will provide access to additional recreational
opportunities, increase customer traffic at local businesses, decrease noise and pollution
caused by motorized vehicles and increase safety for cyclists and pedestrians.
Background
Coloma and Lotus attract thousands of visitors each year, primarily during the summer
months. Many of these visitors spend time at one of several campgrounds located on the
river. The businesses of these two towns rely on the patronage provided by these
visitors. Unfortunately, the easiest method for these visitors to get to these businesses is
by motorized vehicle. Once a visitor gets in a car, it is easier to travel outside the
Coloma Valley area for services. Traveling by foot or bicycle requires the use of narrow,
unimproved shoulders on State Highway 49 and Lotus Road.
Figure 18 – Hwy 49 at the American River
Potential Trail Segments
The Coloma Valley Trails Committee has developed a comprehensive list of potential
trails. The committee acknowledges that completion of these projects will require longterm vision and commitment. The committee will develop priorities for trails projects, but
the actual order of trail development will be dependent on factors such as community
interest, ability to obtain easements, funding opportunities and the availability of
volunteers to participate in trail construction.
Segment 1.
Highway 49 from Bridge to Marshall Road
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Segment 2.
Segment 3.
Segment 4.
Segment 5.
Segment 6.
Segment 7.
Segment 8.
Segment 9.
Segment 10.
Segment 11.
Highway 49 from Bridge to Cold Springs Road
Highway 49 Pedestrian/Cyclist Bridge
Lotus Road from Highway 49 to Bassi Road
Henningsen-Lotus Park to Monroe Ridge Trail through Marshall
Gold Discovery State Historic Park
Highway 49 from Marshall Road to Dave Moore Nature Area
Highway 49 from Dave Moore Nature Area to Greenwood Creek
Marshall Road from Highway 49 to Prospector Road
Lotus Road from Bassi Road to bottom of Lotus Grade
Pedestrian/Cycling Bridge adjacent to the Mount Murphy Road
one-lane bridge from the state park to campgrounds and residents
on Mount Murphy, Carver and Bayne Roads
Pedestrian Bridge from Beach Court to Henningsen-Lotus Park
Benefits
1.
2.
3.
4.
5.
Increase pedestrian and bicyclist safety
Decrease noise and pollution by reducing motorized traffic
Provide additional patronage to local businesses
Provide additional recreation opportunities to residents and visitors
Provide potential opportunity for bicycle tours
Implementation
•
•
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•
•
•
•
In order for the El Dorado County Airports, Parks & Grounds Department to
participate in the development of the Coloma/Lotus trails, the trail plans need to
be included in the County's Master Plan for Trails.
In order to be included in the County's Master Plan for Trails, a concept report
needs to be developed for the trails. This report would be created by a
multidisciplinary team and addresses traffic, engineering, construction,
landscaping and environmental issues as well as estimated development costs.
There are guidelines from the Department of Transit that need to be addressed
for potential trails to be included in the Master Plan. The same team developing
the concept report would address these guidelines.
The Coloma Valley Trails Committee members, probably with the help of a
professional consulting team, will develop the concept report and a report
addressing the guidelines.
Support from businesses will help to move the project forward. It is a principle of
the committee that landowners will not be pressured into granting or selling
easements, so community support is essential. The Coloma Valley Trails
Committee will determine and implement a strategy for advocating for the trails.
Once a concept report is developed, the trail plan will be presented to the Trails
Advisory Committee of the El Dorado County Airports, Parks & Recreation
Department. The Coloma Valley Trails Community will make this presentation. If
approved by the Advisory Committee, the Coloma/Lotus trail plans would be
included in the Master Plan.
The Coloma Valley Trails Committee will establish relationships with the
Department of Transportation, Bureau of Land Management, Parks &
Recreation, Marshall Gold Discovery State Park and other potential partners for
trail development.
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•
•
•
The Coloma Valley Trails Committee will work in partnership with other
organizations to develop funds for trails projects.
The Coloma Valley Trails Committee will work with federal, state, county and
private organizations to implement funded projects.
The Coloma Valley Trails Committee may assist in trail construction and trail
maintenance.
Issues
•
•
•
•
•
Bridge enhancements or new bridges to accommodate pedestrians and cyclists
are expensive and may be difficult to fund.
Roadside trails may be more difficult to fund.
Easements through private properties will be required for many of the trail
segments.
A trail from Henningsen-Lotus Park to Monroe Ridge will need approval from the
State Parks Department.
Any trails along side Highway 49 will need the participation of Cal Trans.
Potential Funding Sources
•
•
•
•
Federal Recreational Trails Program
California Recreational Trails Program
California Non-Motorized Trails Grant Program
The National Wood in Transportation Program (funds wooden bridges)
Goal 3: Preserve Coloma Valley's Rural Atmosphere
Formation of the Coloma Valley Preservation Committee
The SEDD community survey indicated that preserving and protecting the rural
character and the natural environment in the area was the most important activity into
which the community should put more effort. That interest was also reflected in the
discussions and voting at each of the community meetings.
A Coloma Valley Preservation Committee was formed with the following mission: To
preserve Coloma Valley's rural atmosphere – its unique historical character, scenic
beauty and recreational gems. The group's initial interest is in preserving some of the
currently undeveloped lands in Coloma Valley in order to preserve the viewshed, protect
natural resources and prevent dense development throughout the area. The objectives
for preserving the undeveloped areas within the Coloma Valley will be met through
willing seller transactions that address both landowner and community needs.
One project is targeted for the initial work of the group.
East Bacchi Project
About 3,700 acres, from Highway 49 on the south, this ranch extends four miles to the
north and is about two miles wide. Viewed from Marshall Park or Lotus, the nearest
1,300 acres contains the viewshed and is considered to be the most important priority for
the committee.
Page 30
Figure 19 – East Bacchi Viewed from Coloma
The entire parcel was studied by the State Parks in 1987 for possible acquisition and
scored quite high as a candidate for inclusion, but funding could not be secured. The
property has no river frontage and was thought to somewhat duplicate the kind of land
available at Folsom Lake State Park. Both the State Park and Bureau of Land
Management (BLM) place some value on the viewshed, which might translate into
support for acquisition of at least some of this land. BLM has about 300 acres of
landlocked parcels contiguous to East Bacchi that could be folded in for unified
stewardship. East Bacchi is also contiguous with BLM’s 110-acre riverfront Dave Moore
Nature Area, so acquisition of East Bacchi could enable the development of trails in the
valley and up to the Georgetown Divide.
Implementation
•
•
•
•
The formation of the Coloma Valley Preservation Committee was a critical step in
the project. The group sees itself as an advisory committee for the preservation
of the rural and historical character of the community. In the advisory committee
capacity, the committee will create projects, steer their direction and oversee
their implementation. The group will also advocate for projects and develop
community support for them.
The support of a nonprofit organization is important at this time to legitimize the
project and provide a fiscal agent for project work. Because the project fits in with
the goals of the Gold Discovery Park Association (GDPA), the GDPA has offered
to support the project by providing a letterhead for it and other support, such as
access to their members. The GDPA does not have staff to support the project
directly. Obviously, GDPA can only support the committee's work that is in
keeping with GDPA's charter.
More champions will be required to help with the advocacy work for this project.
The first column in the following table outlines a process that might be used to
acquire any parcel of land that would involve the participation of federal money
and where the land is to be held by the Bureau of Land Management (BLM). The
second column has comments specifically related to the East Bacchi property;
Page 31
the development of interest, partnerships and approvals at each step, as well as
fund development, are necessary for a successful project. A project plan that
involves different funding or a different holder of the land would have a different
action plan.
Acquisition of Land for the Bureau of Land Management (BLM)
General Steps for Acquisition of Land
To Be Held by the BLM
Step 1.
Make an initial determination of the public
value of a piece of land. For example:
• Habitat–either plant or animal species
that are endangered or of other
significance
• Preservation of undeveloped land
• Viewshed
• Recreation. Connection of trails is of
particular interest.
• Cultural value; site of significant
historical events; archeological finds
• Riparian (site of creeks, rivers, other
bodies of water)
Comments on the East Bacchi Property
Step 1.
Land has the following known significance:
• Viewshed from the Gold Discovery
Park and from recreational areas, such
as the American River (View from the
Gold Discovery Park is of particular
interest because of the interest in
maintaining the historical integrity of the
area)
• Some riparian interest; creeks.
Adjacent BLM land has American River
access
• Connection to planned trails in the
American River Canyon area.
Possibility of trail links from
Sacramento to the Georgetown Divide
• Old rock mine sites.
• E. Bacchi is unique in that it is the last
big piece of undeveloped land between
Hwy 50 and Hwy 80 in the foothills.
Page 32
Step 2.
Determine who should own and steward
the land.
• Determine if there is a specific interest
in how the land is used, such as trails
or conservation of habitat.
• The BLM holds land of value to the
public for recreation and other
purposes. It has a community-based
process for determining the specific
use of the land once it is acquired.
• Conservation easements are generally
only viable when the land has
significant value beyond its value for
development. (Value of undeveloped
land + easement cost = seller's price).
When the easement cost goes over
50% of the price of the property, the
easement generally doesn't make
sense. If a conservation easement is
purchased, an entity such as BLM
needs to monitor the easement.
• Grants and other fund sources are
often available only to specific entities
(e.g. local, state or federal government
departments or nonprofits).
Step 3.
Inform the landowners of the interest in
acquisition. Do not alienate the owners by
surprising them with a public notification or
statement about interest in the land. The
owners’ interest in working on the project is
essential for its success.
It is helpful to find out about the owners’
plans for the property. The meeting does
not need to include specifics about the
potential deal nor does it need to include a
discussion of a good-faith agreement to
work with the community; the meeting
objective is not to negotiate the deal and
should not establish expectations that
could make future negotiations more
difficult.
Step 4.
Determine if the local government supports
the land acquisition. BLM does not attempt
to acquire land unless the acquisition is
supported by the local governing entity.
•
•
•
Step 2.
The State Park system rejected a
proposal to acquire this land for park
use about 13 years ago. If the BLM
could provide access to its adjacent
properties as a cooperating entity, it
would give the area river access and
might make this a more interesting
property to the state.
Determine if there is a possibility that
the land has a high enough value as
ranch land to make a conservation
easement viable. The discussion with
the High Sierra Resource Conservation
and Development Council (Dan Macon)
will probably resolve this issue.
Preliminary research of funding
possibilities may help make the
determination of who would own and
steward the land.
Step 3.
A committee member has had an informal
conversation with Ed Bacchi about
community interest. This should be
followed up with another statement of
interest and a request for information on
the owners’ plans before the process
proceeds.
Step 4.
Advocate for local support, including
support from the state park.
Page 33
Step 5.
Approach the BLM about the project and
determine its interest.
The Folsom BLM Folsom Field Office has
developed a Sierra Management
Framework Plan. Within this plan, the
initiative to preserve the canyon along the
American River is documented. Land
acquisition projects must be within the
scope of this plan.
Step 6.
Select and approach a land trust nonprofit
to work on the land acquisition.
The role of the land trust nonprofit includes
acquiring a good-faith agreement with the
owner, arranging the appraisals, fund
development, a formal inventory of the
property's public significance, negotiations
and any other studies or approvals
required in the land acquisition process.
There are several considerations for the
best fit for the job:
• How well the organization will work with
the landowner.
• Does the organization have a high
interest in the property and will it work
actively to acquire it. Considerations
here include the location of the
property and the public value of the
property.
Step 7.
Ongoing community support of the project
can take the following forms:
• Take part in a formal inventory of the
land's assets
• Identify public support and get letters of
support to include in grant proposal
documentation. (Note that petitions are
not considered powerful
documentation.)
• Can help identify potential funders and
assist with grant proposals
Step 5.
The BLM Folsom Field Office Field
Manager, currently Dean Swickard, should
be approached with the community interest
in the project. Preparation should include
all the steps discussed above.
Step 6.
The American River Conservancy is the
only local land trust organization. The
choices in this area for an organization to
work for acquisition of this property for
BLM are probably limited to ARC, the Trust
for Public Lands and the American Land
Conservancy.
Step 7.
Need to work with the land trust nonprofit
and support their requests for assistance.
Page 34
Potential Sources of Funding
•
•
•
•
•
•
The Land and Water Conservation Fund is an annual pool of money funded by
the federal sale of offshore drilling rights. Each state gets an allocation from
these funds. The Folsom BLM office submits projects annually. These requests
are consolidated with other state BLM office’s requests. This is not a grant
program, and the highest priority projects (from the BLM standpoint) are not
necessarily the ones that get funded; there are other political considerations
involved in which projects get funded. These funds can only be used for lands
that will be held by BLM. The Folsom BLM office submits its priorities for these
funds each June, about 15 months before the funds become available. States
also get a very small portion of these funds for land acquisition.
The Bureau of Land Management also funds projects by exchanging lower
priority properties for higher priority ones.
The Wildlife Conservation Board Grant also provides funding for BLM
acquisitions. These funds are only used for properties in which there is a
significant conservation interest.
The Packard Foundation and other private foundations provide grants for land
acquisition.
Bond funds from Proposition 40 will become available in about a year, including
money for oak woodland conservation and grassland easements. There will be
no additional funding opportunities from Proposition 12 funds.
The Fish and Wildlife Service has a mitigation bank if there are species to be
preserved.
Goal 4: Improve Fire Prevention and Protection
Issues
Community participants discussed a number of concerns about local fire protection:
•
•
•
Residents are concerned that the crisis response time from available services
would be unacceptable. The El Dorado County Fire Protection District is not
aware of any complaints about response time.
The firehouse on Lotus Road is staffed Monday through Friday from 8 AM to
5 PM with a full-time crew of two. There is also a Resident Firefighter Program (a
training program) that staffs on nights and weekends at the station; however, it is
not guaranteed that someone will be there (e.g. if someone is ill). There are also
four volunteers and one paid staff who currently live at the facility and take care
of the facilities and respond to calls. There was an attempt in the past to form a
new group of volunteer firefighters to enhance the staffing, but the attempt was
unsuccessful.
Residents in Coloma Valley are concerned about the capacity of the water supply
to put out fires because there is a scarcity of fire hydrants. If fire hydrants were
up to the then-current code when they were installed, the county is not liable to
bring them up to current code unless there is additional construction.
Homeowners can pay for improvements at their expense. The El Dorado
Irrigation District can provide information on costs. Bill Laybourne (644-9630,
ext. 108) has information on current codes for hydrants.
Page 35
Implementation
• A new Fire Safe Council has been formed in the county and has obtained
nonprofit status. This group is composed of agency members, community
members (such as representatives from home owners associations) and
business people with a vested interest in fire safety, such as insurance agents.
They will be discussing issues, sharing resources, educating the public and
seeking funding to address community issues. Coloma/Lotus is not currently
represented and the Council would welcome this participation. Interested people
can attend meetings on the fourth Wednesday of each month, 1 PM at the
Agriculture Department, which is by Juvenile Hall on Fair Lane in Placerville.
• The El Dorado County Fire Protection District is currently performing a districtwide needs analysis, looking at facilities, apparatus, equipment and personnel.
They are also exploring funding options. The community may want to see the
results of this evaluation and any implemented changes to services before
determining if any additional efforts are required. The Fire Protection District
Contact is Bruce Lacher at 644 9630 X101.
• Efforts can be made on a small scale to increase fire protection, e.g. individual
and/or neighborhood fire hydrants, water storage tanks and pumps
to get water from the river, swimming pools or other water sources.
Goal 5: Protect and Restore Historical Buildings in the Marshall Gold
Discovery Park
The Legacy Wish Book
The community survey and the projects identified at the first Community Action Planning
meeting illustrated the community interest in retaining and restoring historical buildings in
the area. Since many of the historical buildings are privately owned, at the second
Community Action Planning meeting, the participants decided that the community should
prioritize the projects identified in the Gold Discovery Park's Legacy Wish Book (see
Appendix D). Further, the community decided that the best way to support the plan was
to support the Gold Discovery Park Association, a nonprofit created to support the
mission of the park.
The Gold Discovery Park is the site of gold discovery in California, and as such provides
dramatization of the gold rush period for 400,000 park visitors each year – including
thousands of fourth-grade students who take this tour as part of their California history
curriculum.
The Legacy Wish Book states the following as its vision:
Create a living monument to the discoverers, the dreamers and the daring
adventurers who populated California's Gold Rush at Coloma…
…a place where children can discover the thrill of panning for gold.
…a place where families can live the daring days of a frontier life.
…a place where adventurers of all ages and cultures can find their place
in the Gold Rush Story.
Page 36
Implementation
The GDPA wants to improve its capacity to apply for and receive grants for the
preservation of the Marshall Gold Discovery Site. To that end, the consultants for the
Community Action Planning Process and the Sierra Economic Development District
have supplied the following:
•
•
•
Specific grant opportunities (additional opportunities will be provided as well):
o Sacramento Regional Foundation: Mostly donor-advised funds instead of
competitive grants. http://www.sacregfoundation.org/info_grant.htm
o Teichert Foundation: Average grant size is $7,500. Funds programs for
youth, education, historical restoration.
o The National Trust: A nonprofit organization with the mission of saving
historic properties. They administer several grants.
http://www.nationaltrust.org/help/grants.html
o California Heritage Fund for Historic Preservation:
http://www.ohp.parks.ca.gov/
o The California Council for the Humanities: Offers grant programs to
promote cultural projects. Communities Speak funds projects that use
story and storytelling to address pressing contemporary issues. The
California Story Fund grants funds to unique story projects throughout the
state. www.calhum.org/guidelines/guidelines_main.htm
o Save America's Treasures: Offers federal grants for historical
preservation. http://arts.endow.gov/partner/SAT2002.html
Resources for technical assistance for researching grant opportunities and
applying for grants
A sample of a successful grant application for a California Heritage Fund grant
Much of the necessary groundwork for applying for grants has been accomplished:
•
•
•
•
The park is registered as a National Historic Landmark.
A nonprofit has been created to raise funds for the organization. The mission of
the Gold Discovery Park Association (GDPA) is the promotion of the
interpretation and conservation of the Marshall Gold Discovery State Historic
Park. The Park cannot raise money on its own, so the GDPA was formed with
the very specific function of supporting the priorities of the Park.
The GDPA currently raises about $200,000 per year through special events and
sales at the visitors' center. The funds raised, along with the substantial volunteer
support of the park, will help provide the necessary matching dollars and in-kind
contributions for grant applications.
The Legacy Plan identifies a range of projects to recreate old buildings (stores,
hotels, cabins, firehouse) and the tent city. Each of these projects has been
evaluated and initial plans have been made for the reconstruction, including cost
estimates.
The GDPA will solicit the following help from the community:
•
•
•
•
Donations
Volunteers for the excellent docent program
Help with events in the park, many of which raise funds for the park
Other volunteer help (serve on committees for events, help with park projects)
Page 37
•
Identification of funding resources
Goal 6: Make High-Speed Internet Access Available to Businesses
and Individuals in the Coloma Valley
The Project
§
§
Identify options for high-speed Internet services
Identify opportunities to increase high speed internet services to Coloma/Lotus
community
The Findings
§
§
§
§
§
§
There are some options available now that are faster than dial-up. Start-up costs
run from $275 to $700. Speeds run from 128Kpbs for ISDN to similar speeds for
uploading to 400-500Kbps for downloading for current satellite.
A faster (up to 3Mbps), satellite option at similar or lower cost than current
satellite service is expected to be available in the first quarter of 2004.
The more DSL subscribers Pacific Bell is likely to get in an area, the higher the
return to them for investing in infrastructure. Until all areas with higher population
densities than Coloma/Lotus are served, it is unlikely that Pacific Bell would be
willing to invest in DSL infrastructure in this area, and even then it's not clear that
it would be a good investment for them. A high demand for DSL, especially
among businesses that would pay high fees, is probably necessary to get this
technology.
Installation of a T-1 line would be expensive and have very high monthly costs. It
would be difficult to share among multiple people.
A possibility to investigate is wireless. With this approach, speeds can be very
high, sufficient, for example, for video conferencing. The coverage could be quite
wide, perhaps including the Georgetown Divide, Cool, Pilot Hill, Luneman district,
etc. The high initial expense in setting up the transmission posts, relays, or other
devices might be fundable with a community economic development grant. The
operating costs then might be reasonable.
A grant has been awarded to SEDD to form a Sierra Rural Community Alliance
for Improved E-Commerce. The purpose of the coalition is to develop an action
plan to improve technology access for rural communities and to address the
needs of small businesses. SEDD will work with the Sierra College Small
Business Development Center to develop targeted trainings and technical
assistance aimed at improving markets for rural enterprises through use of the
Internet.
Possible Strategies
§
§
§
§
Investigate possible wireless technologies for a local, do-it-yourself
implementation. That will require a group of people who are willing to make the
initial investment and pay ongoing fees.
Increase the demand by training businesses on how to utilize this technology
Obtain an e-commerce grant to help train about utilizing existing options and
getting ready for new ones
Participate in efforts to build countywide consensus about needs and strategies.
Page 38
§
Participate in grant activities sponsored by SEDD, including training opportunities
and the multi-county coalition.
Goal 7: Investigate The Feasibility And Desirability of a Local
Whitewater Park
The Project
This project proposes building a local whitewater park, a river course in which rocks are
strategically placed to create waves, eddy lines and currents, thereby enhancing the
whitewater qualities of the river. Paddlers would put in at the beginning of the course,
come out at the end and then walk with their boats back to the beginning – spending
their day making the same circuit at the park location.
The Henningsen-Lotus site was one proposed site because its river features are well
suited to the development of a whitewater park course. In addition, this county park
already has bathrooms, trails leading upstream from the parking area, river access and
kiosk; much of the necessary infrastructure. Paddlers would pay a fee at the kiosk and
could dress in the bathrooms before carrying their boats upstream. Other potential sites
on the South Fork of the American River will be investigated as part of the project.
Figure 20 – Riverfront at Henningsen-Lotus County Park
Benefits
•
•
•
Whitewater park design can be structured so that the course is viable at different
levels of river flow, making the park consistently usable.
Local paddling schools will increase their enrollment and revenue with the
presence of a consistently available course for training on specific, challenging
river features.
The influx of people to the park area will have a positive effect on local
businesses. Paddlers will buy at local stores, eat at local restaurants, buy gas at
nearby pumps and stay at local campgrounds and inns.
Page 39
•
•
•
•
With a consistent course, the area can attract world-class paddlers and national
and international events. Significant revenue can be generated by these events.
For example, Durango, Colorado, reportedly generated $600,000 in revenue by
hosting the Champion International Whitewater Series.
A concentration of kayakers at a single site may actually reduce the strain on
services handling river emergencies.
This whitewater park would be an ideal setting for the annual Chili Bar Rodeo
and River Festival. Because the restructuring of the river bed would make the
slalom course and rodeo features usable at varied water levels, the annual event
could be consistently and successfully held without last minute changes due to
lack of water flow.
The park would provide an opportunity for youth for experiential learning. It could
also increase employment opportunities for youth.
Implementation
•
§
§
§
§
§
§
A qualified expert will perform an initial evaluation and consultation. Funds have
been raised for the services of Engineer Gary Lacy, who designed the majority of
whitewater parks across the United States. He is scheduled to come July 19. His
report will show the proposed park features and engineering requirements, cost
estimates and lay out the governmental approval process.
Community members will need to provide input into how the river would be
impacted by the project. Gary Lacy will conduct a community meeting as part of
his initial assessment of the project. Other community meetings may be desirable
as the project unfolds.
The project's impacts on county's resources will need to be evaluated, for
example, the impact on emergency services. Areas of impact will need to be
identified and addressed as part of the planning. The concept report described
for trails is a good model for the kind of planning that would be required; this type
of report addresses engineering issues, landscaping, environmental and other
impacts. The whitewater park features’ ability to survive occasional flooding
would need to be addressed as well.
Support will need to be generated in the Coloma/Lotus community and in the
County.
It is hoped that the stone and rock required for the project will be donated.
Ongoing and long term needs for staffing and maintaining the park will also need
to be identified. Sources of funding will need to be secured for all costs. REI has
been identified as one potential funder for the project; other funders will need to
be identified.
The El Dorado County River Management Plan includes thresholds for the usage
on the river; this plan needs to be consulted as part of the planning process.
An environmental impact report and other required studies must be completed.
Permits will be required from the Army Corps of Engineers and the State of
California.
Page 40
VI.
Appendices
Appendix A – Adult Community Action Plan Survey Results
Appendix B – Youth Community Action Plan Survey Results
Appendix C – Community Action Committee Contacts
Appendix D – Resource Guide
Appendix E – The Coloma Legacy Wish Book
Page 41
Adult Community Action Plan Survey Results
Appendix A
Adult Community Action Plan Survey
Results
Coloma Lotus Community Action Plan
Survey Results for Adults
Coloma/Lotus
This survey was mailed to 972 residences in Coloma and Lotus. Of those mailed out, 153 were
returned, a 16% response rate.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Q.1 Where do you live?
73
80
70
60
50
40
30
20
10
0
69
4
Coloma
Lotus
Other
Other responses: Outside Lotus, 4 miles out of Coloma, Garden Valley, Placerville
Q.2 Why do you choose to live in your community?
Major
Moderate
Minor
Rural location
89%
9%
2%
Small town atmosphere
77%
19%
4%
Proximity to National Forests
45%
32%
23%
Proximity to outdoor recreation
56%
21%
23%
Climate
42%
44%
14%
Geography / natural beauty
85%
11%
4%
Historical heritage
32%
41%
27%
General cost of living
20%
50%
30%
Real estate prices / availability
19%
37%
44%
Proximity to family
19%
17%
64%
Business opportunity
11%
14%
74%
Other responses: Near river (8), Schools (3), Agriculture (2), Friends (2)
Appendix A
Page A-1
Q.3 Would you want to see any of the following services available in your community?
Yes
No
Grocery store (with more variety than convenient store)
49%
51%
Supermarket (large in size)
13%
87%
Senior housing
28%
72%
Library
41%
59%
Community bank
21%
79%
Large community center with stage
23%
77%
Pharmacy
20%
80%
24-hour urgent care
32%
68%
Transfer dump station
17%
83%
Day care center
24%
76%
After-school care
29%
71%
Public pool
26%
74%
Fitness center (gym)
29%
71%
Other responses: Restaurants (3), Art center (2), Public transportation (2)
Q.4 In your opinion, should your community be putting more effort, less effort, or about the same
effort into the following tasks?
More
Less
Same
Promoting or expanding local tourism
25.2%
31.3%
43.5%
Promoting or expanding outdoor recreation
27.7%
26.4%
45.9%
Attracting businesses to the community
27.4%
34.9%
37.7%
Jobs for teens (please specify)
27.4%
14.5%
58.1%
Jobs for seniors (please specify)
28.1%
10.7%
61.2%
Preserving the rural character of the community
72.2%
2.6%
25.2%
Protecting the natural environment
71.2%
6.5%
22.2%
Promoting or expanding home-based businesses in the
community
45.6%
18.4%
36.1%
Introducing public transportation
41.2%
25.7%
33.1%
Develop high speed internet access
70.1%
15.0%
15.0%
Improving utilities or other services
48.6%
10.3%
41.1%
Wire for cable TV service
34.3%
31.5%
34.3%
Improving cell phone coverage
64.2%
13.5%
22.3%
Preserving historic buildings or other historic resources
63.6%
4.0%
32.5%
Improved air quality
46.6%
4.7%
48.6%
Appendix A
Page A-2
Q.4 (Continued) In your opinion, should your community be putting more effort, less effort, or about
the same effort into the following tasks?
More
Less
Same
Improved drinking water quality
45.3%
2.0%
52.7%
Reduced noise pollution
42.1%
3.4%
54.5%
Traffic safety (please specify)
49.6%
3.1%
47.3%
Increased / improved sidewalks
22.5%
31.7%
45.8%
Increased / improved multi-use trails
52.7%
14.4%
32.9%
Reducing substance abuse
50.7%
8.2%
41.0%
Jobs for teens responses: Work projects (3), Park jobs (2), Seasonal employment (2), Local outreach (2)
Jobs for seniors responses: Tourism jobs, Teaching, Peer counselor, Assist with daycare
Traffic safety responses: More speed limit enforcement (13), More stop signs (7), Bike lanes (4), More police (3),
Cross Walks (3)
Other responses: Reduce light pollution (3), Fire protection & education (3), Catholic church needed (2), Bike lanes
(2), Recreation & convention center (2)
Q.5 What products / services (not listed above) would you patronize if offered in your community?
Top 5 Answers
Responses
More quality restaurants
16
Really would like to see the community stay the same
6
Theatrical events (i.e. music, plays)
6
Coffee house
6
Local bank
5
Q.6 What type of children's activities would you like to see in your community?
Top 5 Answers
Responses
Outdoor activities non-sport
11
After-school activities, organized sports
7
More or better playgrounds / parks
6
Swimming
5
Skateboard parks
3
Appendix A
Page A-3
Q.7 Do you have children whose needs / special programs in the local schools
are not being met?
Response
%
No
131
92%
Yes *
11
8%
Total
142
100%
* Responses: Moved child to a more challenging private school, Child needs special help (2), Would
like to see more after-school enrichment programs, ADHD program inadequate, Would like to see a
drama program, Child needs accelerated programs, Would like to see a science club
Q.8 Do you have health insurance?
Response
%
No *
11
7%
Yes
137
93%
Total
148
100%
Response
%
Less than one year
3
5%
1 to 5 years
17
28%
6 to 10 years
11
18%
11 to 20 years
11
18%
21 to 40 years
12
20%
40+ years
4
7%
All my life
3
5%
Total
61
100%
* Responses: Cannot afford insurance (10)
Q.9 (Part 1) How long have you lived in Coloma ?
Appendix A
Page A-4
Q.9 (Part 2) How long have you lived in Lotus ?
Response
%
Less than one year
0
0%
1 to 5 years
18
29%
6 to 10 years
6
10%
11 to 20 years
19
31%
21 to 40 years
18
29%
40+ years
1
2%
All my life
0
0%
Total
62
100%
Response
%
Rent
22
15%
Own
126
85%
Total
148
100%
Q.10 Do you rent or own your home?
Q.11 Is your home your primary residence or is it a second / vacation home?
Response
%
Primary residence
139
93%
Second / vacation home
10
7%
Total
149
100%
Appendix A
Page A-5
Q.12 (Part 1) Where do you work? (please select one)
Response
%
Coloma
24
14%
Lotus
11
7%
Folsom
4
2%
Cool / Pilot Hill
1
1%
Auburn
1
1%
Placerville
19
11%
Georgetown
1
1%
South Lake Tahoe
0
0%
Sacramento
15
9%
Cameron Park
7
4%
I am currently unemployed
7
4%
I am retired
34
20%
Other
43
26%
Total
167
100%
Other responses: Over entire El Dorado county (4), Arizona (1), Fairfield (1), Home (4), Penryn (1),
Pleasanton (1), Rancho Cordova (2), Rocklin (2), Roseville (2), San Francisco (3), South fork of the
American River (1), Stay at home mother (3), Travel all over California (10), Yuba City (1)
Q.12 (Part 2) How many DAYS A WEEK do you commute to work out of your
community?
Response
%
1 Day / Week
2
3%
2 Days / Week
30
45%
3 Days / Week
12
18%
4 Days / Week
10
15%
5 Days / Week
6
9%
6 Days / Week
7
10%
Total
67
100%
Appendix A
Page A-6
Q.12 (Part 3) How many HOURS / MINUTES do you commute to work out of
your community?
10
8
8
7
4
95
10
0
10
5
11
0
11
5
12
0
12
0+
90
85
80
75
70
65
1
60
50
45
40
35
4
1
3
30
20
15
10
5
5
4
3
55
3
3
25
# of People
14
Minutes
Q.12 (Part 4) How long have you commuted?
# of People
25
14
7
5
1
o
1t
7
5
2
1
ths
on
M
6
ths
ars
ars
ars
ars
ars
ars
on
Ye
Ye
Ye
Ye
Ye
Ye
M
0
5
5
0
5
0
1
2
2
3
2
o
o1
to
to
to
to
1t
o1
6t
11
16
21
26
7t
ars
ye
+
30
Q.12 (Part 5) How long do you plan to commute?
Response
%
Unknown
7
11%
1 - 3 Years
13
21%
4 - 6 Years
8
13%
7 - 9 Years
2
3%
10 - 12 Years
9
15%
12+ Years
5
8%
Until Retirement
17
28%
Appendix A
Page A-7
Q.12 (Part 6) What is your occupation?
Coloma: Educator (2), State park worker, River guide (4), River rafting
outfitter, Rafting company manager (2), Rafting company owner, Rancher (2),
Consultant, Clerk, Actress, Youth camp owner
Folsom: Realtor, Mortgage broker, Government analyst, Contractor
Cool/Pilot Hill: Contractor
Auburn: Contractor
Placerville: Computer, River rafting outfitter, Bookkeeper (2), R.N (2),
Management (2), Preschool teacher, Legal analyst, Landscape contractor,
Hospice worker, Head night clerk, Family nurse practitioner, Delivery truck
driver, Contractor, Sales
Georgetown: River rafting outfitter
Sacramento: Welfare fraud Investigator, Traffic engineer, Teacher, Stock
clerk, Sales, Sacramento county section manager, Physician, Massage
therapist, Management, IT consultant, Farmer, Investigation, GIS tech, CPA
Cameron Park: Contractor, Office manager, Teacher, Software engineer,
Delivery boy, Business owner
Q.13 If you work in your community, what kind of work do you do?
Response
%
Recreational
21
31%
Consulting
8
12%
Computer work
6
9%
Home-based business
11
16%
Service
3
4%
Agricultural work
3
4%
Retail
5
7%
Other
11
16%
Total
68
100%
Home-based businesses include: Consulting, Solution provider, Graphic designer, Water wells,
Broker, Engineering proposal, Real Estate
Retail includes: Video, Print shop, Local Store, Restaurant, Book & Video sales
Other responses: Custom carpentry (2), Teaching (2), Sales, Home health care, Real estate,
General construction, Trucking, Garden design & maintenance, Outcall message
Appendix A
Page A-8
Q.14 Do you feel you are better off this year than last year? (economically)
Response
%
Yes
42
51%
No
40
49%
Total
82
100%
Response
%
Reckless / drunk drivers
36
12%
Winter road conditions
13
4%
Rapid growth
87
29%
Crime / violence
13
4%
Law enforcement
16
5%
Drugs
11
4%
Fire
66
22%
Teen issues
8
3%
Children's safety
4
1%
Lack of emergency medical care
17
6%
Natural disasters
8
3%
Other
16
5%
Total
295
100%
Q.15 What are your two biggest concerns?
Other responses: Flood, Area turning into Folsom or Placerville, School board & superintendent do
not represent constituents, Environment & history of the area, Fire department slow response, Safe
walking along streets, Road blockage, Abuse of land, Trash, Tax increase for public services, Rafting
future, Lack of cell phone range
Q.16 Would you use public transportation, if it were available?
Response
%
Yes
26
17%
No
64
43%
Maybe
59
40%
Total
149
100%
Appendix A
Page A-9
Q.17 About how often do you leave your community for shopping or activities
other than work?
Response
%
3 or more times a week
53
34%
1 to 2 times a week
69
45%
3 or more times a month
10
6%
Once a month
6
4%
Less than once a month
2
1%
Rarely or never
3
2%
I do all my shopping etc. while commuting
12
8%
Total
155
100%
# of people
Q.18 (Part 1) About how many times a day, week or month do you leave your
community to go shopping or do errands ?
50
45
40
35
30
25
20
15
10
5
0
43
35
14
9
11
10
8
2
5
3
th
th
th
th
ay
ek
ek
ay
ek
ek
We
We
aD
We
aD
We
Mon
Mon
Mon
Mon
me
ea
sa
sa
sa
ea
es a
es a
mes
es a
e
e
e
i
m
m
i
i
m
m
T
m
m
m
i
i
m
i
1 Ti
T
i
i
i
T
2
1
1
2T
3T
2T
3T
4+ T
4+ T
community to eat in a restaurant ?
33
35
# of People
30
26
23
25
17
20
15
10
5
5
2
10
4
6
1
0
th
th
th
th
ay
ek
ek
ay
ek
ek
We
We
aD
We
aD
We
Mon
Mon
Mon
Mon
me
ea
sa
sa
sa
ea
es a
es a
mes
es a
e
e
e
i
m
m
i
i
m
m
T
m
m
m
i
i
m
i
1 Ti
T
i
i
i
2
1
1T
2T
3T
2T
3T
4+ T
4+ T
Appendix A
Page A-10
# of People
community to visit a professional ?
70
60
50
40
30
20
10
0
60
21
6
3
6
5
ay
ek
ek
ek
ek
Day
onth
onth
onth
onth
We
We
aD
We
We
aM
aM
aM
aM
es a
sa
sa
sa
me
ea
s
s
s
i
e
e
e
m
e
e
e
e
i
T
m
m
i
i
m
m
T
m
m
m
i
1
im
2
1T
1T
2 Ti
3 Ti
2 Ti
3 Ti
4+ T
4+ T
community to meet with friends or socialize ?
28
30
22
# or People
25
20
24
13
15
11
10
10
5
4
2
1
5
0
th
th
th
th
ay
ek
ek
ay
ek
ek
We
We
aD
We
aD
We
Mon
Mon
Mon
Mon
me
ea
sa
sa
sa
ea
es a
es a
mes
es a
e
e
e
i
m
m
i
i
m
m
T
m
m
m
i
i
m
i
1 Ti
T
i
i
i
T
2
1
1
2T
3T
2T
3T
4+ T
4+ T
# of People
community to go to a movie or other entertainment ?
40
35
30
25
20
15
10
5
0
a
ime
1T
37
22
21
11
2
3
1
y
Da
y
Da
2
1
a
es
Tim
ea
Tim
2
3
ek
nth
nth
nth
nth
eek
eek
eek
We
Mo
Mo
Mo
Mo
aW
aW
aW
a
a
a
a
s
s
s
s
s
s
e
e
e
im
ime
ime
ime
ime
Tim
Tim
1T
2T
3T
2T
3T
4+
4+
Appendix A
Page A-11
# of People
community to use an indoor sport facility or gym ?
10
9
8
7
6
5
4
3
2
1
0
9
5
4
4
3
3
2
2
th
th
th
th
ay
ek
ek
ay
ek
ek
We
We
aD
We
aD
We
Mon
Mon
Mon
Mon
me
ea
sa
sa
sa
ea
es a
es a
mes
es a
e
e
e
i
m
m
i
i
m
m
T
m
m
m
i
i
m
i
1 Ti
T
i
i
i
2
1
1T
2T
3T
2T
3T
4+ T
4+ T
community to perform volunteer work ?
12
14
10
# of People
12
8
10
6
8
6
3
4
3
3
4
1
2
0
ay
eek
eek
eek
eek
Day
onth
onth
onth
onth
aD
aW
aW
aW
aW
aM
aM
aM
aM
es a
s
s
s
me
e
s
s
s
i
e
e
e
m
e
e
e
e
i
T
m
m
m
m
m
m
im
1
im
2T
1 Ti
1 Ti
2 Ti
3 Ti
2 Ti
3 Ti
4+ T
4+ T
Q.19 Where do you do most of your grocery shopping ?
Response
%
Coloma
3
2%
Lotus
0
0%
116
65%
Cool/Pilot Hill
0
0%
Auburn
3
2%
Cameron Park
42
24%
Other
14
8%
Total
178
100%
Placerville
Other responses: Folsom (7), Sacramento (4), Rocklin, Roseville
Appendix A
Page A-12
Q.20 Where do you do most of your retail store shopping ?
Response
%
Placerville
82
55%
Folsom
43
29%
Citrus Heights
10
7%
Cameron Park
15
10%
Total
150
100%
Other responses: Sacramento, San Jose, Internet, Roseville, Rancho Cordova, Bay Area
Q.21 When you think of your community, what building, natural feature, or
historic site first comes to mind?
Top 5 Answers
Response
%
Sutter's Mill
56
46%
The River
49
40%
State Parks
8
7%
Henderson Park
3
2%
Green open spaces
5
4%
121
100%
Total
Q.22 Please indicate your gender.
Responses
66
83
Male
Female
66
83
Male
Female
Appendix A
Page A-13
Q.23 Please indicate your age.
Response
%
Under 18
0
0%
18 - 25
3
2%
26 - 35
19
13%
36 - 50
52
34%
51 - 65
53
35%
Over 65
24
16%
Total
151
100%
Q.24 What is the total annual income of your household?
Response
%
Under $10,000
3
2%
$10,000 - $20,000
8
6%
$20,001 - $40,000
29
22%
$40,001 - $60,000
29
22%
$60,001 - $80,000
24
18%
$80,001 - $100,000
17
13%
$100,001 - $120,000
7
5%
$120,001 - $150,000
5
4%
More than $150,000
12
9%
Total
134
100%
Appendix A
Page A-14
Q.25 (Part 1) How many people does that income support?
Under $10,000
$10,000 - $20,000
$20,001 - $40,000
$40,001 - $60,000
One
3
3
6
1
Two
-
5
14
19
Three
-
-
1
5
Four
-
-
1
3
Five
-
-
4
1
Six
-
-
2
-
$60,001 - $80,000
$80,001 - $100,000 $100,001 - $120,000 $120,001 - $150,000
One
2
-
1
-
Two
13
9
5
3
Three
5
2
-
-
Four
4
5
1
1
Five
-
1
-
1
Six
-
-
-
-
More than $150,000
One
2
Two
8
Three
2
Four
-
Five
-
Six
-
Appendix A
Page A-15
Q.26 We would appreciate any comments or suggestions you may have on
how to improve your community.
Top 5 Answers
Responses
Keep Coloma a small town
16
Reduce, or highly regulate, the rafting on the American River
12
Improve hiking and biking trails
6
Improve the bridge over the American River
6
Appendix A
Page A-16
Youth Community Action Plan Survey Results
Appendix B
Youth Community Action Plan Survey
Results
Survey Results for Youths
Coloma/Lotus
This survey was distributed to grades 7-8 at Gold Trail School (210 surveys), in addition to a
home mailing (972 surveys), in November 2001. 146 surveys were returned.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Q1. Where do you live?
84
100
75
50
25
0
P
e
lac
24
rvi
lle
Lo
16
tus
lo
Co
ma
10
5
s
Re
cu
e
rr
Su
Q2. What is your gender?
ou
nd
A
ing
rea
Q3. What is your age?
40
30
Female
52%
Male
48%
Male
20
Female
10
0
12
13
14
Age
Appendix B
Page B-1
Q4. Where do you attend school?
143
140
120
100
80
60
40
20
0
1
ol
ho
Sc
e
m
Ho
ils
Tra
ld
o
G
Q5. How do you get to school?
150
104
100
51
50
9
2
0
Wa
lk
rp
Ca
oo
So
l
m
n
eo
ed
r
s
ive
me
Bu
s
Q6. What do you do after school?
107
100
80
60
40
20
0
h
Go
55
22
om
e
Sc
ho
ol
ti
ac
vit
ies
et
Me
31
s
nd
rie
f
h
wit
18
s
ort
Sp
r
he
Ot
Other includes: Homework (6), Ride bike (2), Dance class, Cheerleading, Go to the
movies, Gymnastics
Appendix B
Page B-2
Q.7 Would you take interest in or participate in the following if it were in your community?
Yes
No
Maybe
Top 3 choices selected
Teen center
26%
43%
31%
Movie theater
88%
5%
7%
Skateboard park
50%
31%
20%
Mentoring Program such as Big
Brother / Sister
16%
60%
24%
Horse riding trails
36%
51%
14%
Motor bike trails
45%
43%
12%
Video arcade
64%
22%
14%
Public swimming pool
51%
35%
13%
Miniature golf
58%
27%
15%
Martial arts instruction
20%
65%
15%
Fitness center
45%
34%
22%
Musical events
44%
39%
17%
Archery
37%
48%
16%
1st, 2nd and 3rd
Tied for 3rd
Other choices include: (top three) mall, go carts and dance place.
Q.8 Are you concerned about the following issues in your community or school?
Always
Often
Never
Alcohol consumption
11%
40%
49%
Cigarette smoking
19%
30%
51%
Illegal drugs
18%
29%
54%
Teen pregnancy
17%
23%
60%
Access to a hand gun
24%
22%
54%
Gangs
20%
26%
54%
Weapons, such as a gun, knife or club
20%
22%
58%
Being threatened or injured by someone
17%
28%
55%
Vandalism
17%
36%
47%
Appendix B
Page B-3
Q.9 How would you answer the following statements?
Always
Sometimes
Never
I have a happy home
70%
27%
3%
Adults in my area care about people
my age
40%
56%
4%
There are enough places for people my age
to go that are alcohol and drug-free
50%
32%
18%
My neighborhood is a safe place to live
74%
24%
1%
My school is a safe place to be
73%
22%
4%
I feel good about my school
55%
37%
8%
Q.10 What I mostly would like to see changed in school for the good of all students?
Top 5 Responses:
Respondents
Better lunches
Better sports programs
Soda machine
People to be nicer
Dress code
69
14
14
11
7
Q.11 What is the best part about your school?
Top 5 Responses:
The teachers
Friends
Recess
Feels safe
The Music Room
It's small
27
22
17
10
6
6
Q.12 What do you like MOST about living in your community?
Top 5 Responses:
Feel safe
Can walk to many places
Motorcross/trails
Most friends live close by
The people
Respondents
Respondents
12
9
8
8
7
Appendix B
Page B-4
Q.13 What do you like LEAST about living in your community?
Top 5 Responses:
Respondents
Too far away from friends
Nothing to do
No one to play with
Nothing
Drug or alcohol use
15
13
10
10
4
Q.14 Is there anything else you'd like to add?
Top 5 Responses:
Town needs a mall
Need better school lunches
A soda machine
More activities for teens like a arcade
Town needs a skateboard park
Appendix B
Respondents
6
4
4
4
3
Page B-5
Community Action Committee Contacts
Appendix C
Coloma-Lotus Valley Community Association
Contact:
Phone:
Email:
Casey Mercado
(530) 621-3443
[email protected]
Coloma Valley Trails Committee
Contact:
Phone:
Email:
Mike Bean
(530) 295-1286
[email protected]
Coloma Valley Preservation Committee
Contact:
Phone:
Email:
Harry Mercado
(530) 621-3443
[email protected]
Gold Discovery Park Association
Contact:
Phone:
Email:
Candie Bliss, Board Member
(530) 622-6919
[email protected]
Whitewater Park Feasibility Committee
Contact:
Phone:
Email:
Beth Rypins
(530) 626-0450
[email protected]
Appendix C
Page C-1
Resource Guide
Appendix D
Resource Guide
Resource Guide
Successful implementation of the Community Action Plan will depend on community
residents and businesses working together with various county departments and other
organizations to create expanded opportunities. Resources and contact information
include:
I.
Local Resources
Coloma-Lotus Chamber of Commerce
The Coloma-Lotus Chamber of Commerce is a very local organization focused on
promoting business and community in the Coloma-Lotus Valley. Memberships are
available for individuals, families and businesses.
Coloma-Lotus Chamber of Commerce
P.O. Box 608
Coloma, CA 95613-0608
Email: [email protected]
Web:
http://www.coloma.com/chamber/
El Dorado County Board of Supervisors
Penny Humphreys, Supervisor, Fourth District
330 Fair Lane, Building A
Placerville, CA 95667
Phone: (530) 621-6513
Web:
http://co.el-dorado.ca.us/bos/
The Board of Supervisors is the legislative and executive body of county government. As
the executive body, some of the functions of the board include:
•
•
•
Determining annual budget allocation
Approving contracts for public improvement projects and other specialized
services
Exercising executive authority for the provision of local government services to
the unincorporated parts of the County
The Fourth District Supervisor represents the communities of Coloma and Lotus.
Appendix D
Page D-1
Resource Guide
El Dorado County Chamber of Commerce
542 Main Street
Phone: (530) 621-5885
Web:
http://www.eldoradocounty.org/
The El Dorado County Chamber of Commerce is an organization of businesses and
individuals devoted to preserving the quality of life in El Dorado County by advocating
and promoting a strong, healthy and diverse business community. This business
membership organization provides opportunities for networking and professional
development.
El Dorado County Department of Economic Development
330 Fair Lane
Contact: Shawna Purvines
Phone: (530) 621-5570
Web:
http://www.co.el-dorado.ca.us/economic/index.html
El Dorado County’s economic development program is part of the County’s
Administrative Office and is dedicated to the recruitment, retention and expansion of
businesses within the county.
The Economic Development Coordinator is the liaison for the business community and
the federal, state, county and regional offices, agencies and programs concerning
economic development.
El Dorado County Department of General Services
345 Fair Lane
Phone: (530) 621-5846
Web:
http://co.el-dorado.ca.us/general services/special.html
The Department of General Services oversees special districts within El Dorado County.
These include assessment districts, county services areas and specifically the
Department of Airports, Parks and Grounds. The direct contact for Airports, Parks and
Grounds is:
Contact: Gary Hyden
Phone: (530) 621-5330
Appendix D
Page D-2
Resource Guide
El Dorado County Department of Transportation
2850 Fairlane Court
Placerville CA 95667
Phone: (530) 621-5900
Web:
http://co.el-dorado.ca.us/dot/
The County Department of Transportation provides for the maintenance and
improvements to the existing county road system.
El Dorado County Transportation Commission
550 Main Street, Suite C
Placerville CA 95667
Phone: (530) 642-5260
Web:
http://www.edctc.org/allabout.htm
The EDCTC is responsible for coordinating regional transportation for the western slope
of El Dorado County. The Commission duties include allocating transportation
development funds and adopting a regional transportation plan. All projects must be
included in the Regional Transportation Plan to receive consideration for funding.
El Dorado County Visitors Authority
c/o El Dorado Chamber of Commerce
542 Main Street
Phone: (530) 621-5885 or (800) 457-6279
Web:
http://www.visit-eldorado.com/contactus.html
The El Dorado County Visitors Authority is the major marketing mechanism in promoting
El Dorado County tourism businesses as a “Visitor’s destination”. One of the major goals
of the EDCVA is to coordinate marketing efforts between diverse sectors of El Dorado
tourism, businesses and associations.
El Dorado Fire Safe Council
Contact: Vicki Yorty
Phone: (530) 644-2573
The Council includes a variety of people and organizations that have an interest in the
prevention of fires and the consequences of fires. This includes community members,
fire districts, insurance companies and so forth.
The Fire Safe Council is currently applying for 501(c) 3 non-profit status. The council has
fire information pamphlets and members are available to speak at organizations and to
have a presence at community events.
Appendix D
Page D-3
Resource Guide
II.
Regional Resources
American River Conservancy
Physical Address:
8913 HIGHWAY 49
COLOMA, CA 95613
Mailing Address:
P.O. BOX 562
COLOMA, CA 95613
Phone: (530) 621-1224
Fax:
(530) 621-4818
Web:
http://www.arconservancy.org
The American River Conservancy's mission is to protect and enhance natural habitats,
and to promote, through environmental education, a broad ethic of stewardship, assuring
healthy ecosystems now and for future generations. ARC acquires critical wildlife and
plant habitat by purchasing or accepting donations of land from willing landowners.
ARC also provides quality nature programs to thousands of school-age children each
year. As well, ARC conducts monthly nature walks, seasonal docent training, and
various other programs that have become quite popular with members of the local
communities.
The Conservancy has focused the majority of its land conservation efforts in four specific
project areas: South Fork American River, Pine Hill Ecological Preserve, Cosumnes
River Basin and the California Red-legged Frog Preserve.
Greater Sacramento Small Business Development Center
1410 Ethan Way
Sacramento CA 95603
Phone: (916) 563-3210
Web:
http://www.sbdc.net
The goal of the Small Business Development Center program is to provide business
owners and operators with the management, marketing, and financial skills necessary
for their companies to survive and succeed in today’s challenging business environment.
The Greater Sacramento SBDC provides free one-on-one business consulting to forprofit businesses within El Dorado County. The SBDC can also provide targeted,
industry specific trainings on request.
Appendix D
Page D-4
Resource Guide
High Sierra Resource Conservation and Development Council
251 Auburn Ravine Road
Auburn, CA 95603
Contact: Dan Macon
Phone: (530) 823-5687
The High Sierra RC&DC works with resource/agriculture dependent areas to increase
the economic viability of those industries.
Nonprofit Resource Center
828 I Street
Sacramento CA 95814
Phone: (916) 264-2772
Web:
http://www.nonprofitresourcectr.org/about.htm
Located in the Central Library in downtown Sacramento, the Non-profit Resource Center
provides a professionally staffed funding resource library and holds workshops on grant
writing and non-profit management.
Sierra Economic Development District (SEDD)
560 Wall Street, Suite F
Auburn CA 95603
Phone: (530) 823-4703
Web:
http://www.sedd.org
The Sierra Economic Development District is a non-profit corporation that works to
stimulate and manage economic growth in El Dorado, Placer, Nevada and Sierra
Counties. SEDD’s primary goal is to alleviate unemployment and underemployment by
expanding industrial, resource, and small business development while preserving the
quality of life in the Sierra Nevada Foothills.
SEDD can provide assistance in identifying grant opportunities, applying for and
managing grants funds. SEDD also works with small businesses on accessing funding
and is the SBA Micro-Loan lender for the region.
Appendix D
Page D-5
Resource Guide
III.
State Resources
California Department of Transportation (CALTRANS)
District 3
703 B Street
Marysville CA 95901
Web:
http://www.dot.ca.gov/dist3
CALTRANS is responsible for planning, designing, constructing and maintaining State
Highway 49. The District is also actively involved in mass transportation and rail planning
programs.
California Department of Parks and Recreation
Office of Historic Preservation
P.O. Box 942896
Sacramento, CA 94296
Phone: (916) 653-6624
Web:
(http://www.ohp.parks.ca.gov/)
The Office of Historic Preservation (OHP) is the governmental agency primarily
responsible for the statewide administration of the historic preservation program in
California. The chief administrative officer for the OHP is the State Historic Preservation
Officer (SHPO). The SHPO is also the Executive Secretary of the State Historical
Resources Commission (SHRC).
The mission of the Office of Historic Preservation and the State Historical Resources
Commission, in partnership with the people of California and governmental agencies, is
to preserve and enhance California's irreplaceable historic heritage as a matter of public
interest so that its vital legacy of cultural, educational, recreational, aesthetic, economic,
social and environmental benefits will be maintained and enriched for present and future
generations. The OHP is responsible for carrying out its mission by:
•
•
•
•
•
Identifying, evaluating, and registering historic properties
Ensuring compliance with federal and state regulatory obligations
Cooperating with traditional preservation partners while building new alliances
with other community organizations and public agencies
Encouraging the adoption of economic incentives programs designed to benefit
property owners
Encouraging economic revitalization by promoting a historic preservation ethic
through preservation education and public awareness and, most significantly, by
demonstrating leadership and stewardship for historic preservation in California
Appendix D
Page D-6
Resource Guide
Their web site links to funds for historic preservation funded by prop 12 and prop 40.
They have a staff person to help with applications for this funding:
Contact: Paula Jow
Phone: (916) 651-6956
They also have a staff person to help with community block grants and other funding that
can be linked to historic preservation
Contact: Lucinda Woodward
Phone: (916) 653-9116.
California Division of Tourism
801 K Street, Suite 1600
Sacramento, CA 95814
Phone: (916) 322-2881
Web:
http://gocalif.com
The California Division of Tourism (Cal Tour) promotes travel to and within the State of
California. Cal Tour works closely with California's travel industry to keep California "top
of mind" among travelers, the travel trade and the media. An annual marketing plan is
developed by Cal Tour, then reviewed and approved by the California Tourism
Commission, comprised of active tourism professionals. Several industry committees
advise Cal Tour on the formation and execution of its plan, including
advertising/promotion, international and domestic travel trade, publicity, rural marketing
and multicultural tourism committees.
Economic, sociographic and market research produced by Cal Tour helps California
companies and destinations understand the changes that are occurring in the
marketplace and better anticipate these changes in their marketing and economic
development programs. Cal Tour works closely with other offices within the Trade and
Commerce Agency and other state agencies to assist in attracting and retaining tourism
economic development programs.
California Main Street Program
801 K Street Suite, Suite 1600
Sacramento CA 95814
Phone: (916) 322-3520
Web:
http://www.californiamainstreet.ca.gov
The Main Street program is one mechanism that many communities use to preserve
their natural heritage while improving the economic viability of their businesses. An
official California Main Street Community becomes a member of the California Main
Street network and receives access to services designed exclusively for certified
communities.
Appendix D
Page D-7
Resource Guide
IV.
Federal Resources
U.S. Department of Agriculture
El Dorado National Forest
100 Forni Road
Contact: Frank Mosbacher
Phone: (530) 621-5268
Web:
http://www.r5.fs.fed.us
The USDA Forest Service assists rural communities in and around Forest Service lands
in managing natural resources while strengthening their economic health and vitality.
The FS Economic Assistance Program provides funding to rural forest-dependent
communities to develop and implement plans for economic diversification.
U.S. Department of Agriculture
Rural Development
251 Auburn Ravine Road, Ste. 201
Auburn, CA 95603
Contact: Steve Nnodim
Phone: (530) 885-7081
Web:
http://www.rurdev.usda.gov
The USDA Rural Development delivers a variety of assistance to rural communities.
Some involve direct assistance by USDA, while others work through local partnerships.
National Park Service
Heritage Preservation Services
Heritage Preservation Services
National Center for Cultural Resources Stewardship & Partnership Programs
National Park Service
1849 C Street, NW, NC330
Washington, D.C. 20240
Phone: (202) 343-9583
E-mail: [email protected]
Web:
http://www2.cr.nps.gov
Heritage Preservation Services (HPS) helps citizens and communities identify, evaluate,
protect and preserve historic properties for future generations. Located in Washington,
D.C. within the National Center for Cultural Resources, the division provides a broad
range of products and services, financial assistance and incentives, educational
guidance and technical information in support of this mission. Its diverse partners include
Appendix D
Page D-8
Resource Guide
State Historic Preservation Offices, local governments, tribes, federal agencies, colleges
and non-profit organizations.
HPS provides Internet access to products, services, educational guidance, and funding
tools (http://www2.cr.nps.gov). Through the World Wide Web, the general public,
businesses, and non-profit organizations can gain immediate access to information
about HPS products, services, and funding tools. Users can quickly find information and
guidance on many topics and areas of interest.
Appendix D
Page D-9
Coloma Legacy Wish Book
Appendix E
Appendix E
Page E-1
Appendix E
Page E-2
Appendix E
Page E-3
Appendix E
Page E-4
Appendix E
Page E-5
Appendix E
Page E-6
Appendix E
Page E-7
Appendix E
Page E-8
Appendix E
Page E-9
Appendix E
Page E-10
Appendix E
Page E-11
Appendix E
Page E-12
Appendix E
Page E-13
Appendix E
Page E-14
Appendix E
Page E-15
Appendix E
Page E-16
Appendix E
Page E-17
Appendix E
Page E-18
Appendix E
Page E-19
Appendix E
Page E-20
Appendix E
Page E-21
Appendix E
Page E-22
Appendix E
Page E-23
Appendix E
Page E-24

Coloma and Lotus - Divide Chamber of Commerce

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