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AGENDA - SPECIAL MEETING
Date: December 13, 1994
Time: 7:00 p.m.
11.
CITY OF LODI
Carnegie Forum
305 West Pine Street, Lodi
f 4
For information regarding this Agenda please contact
Jennifer M. Perrin
City Clerk
Telephone: (209) 333-6702
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A. Roll call
B. Public Hearing to review and adopt recommended Central City Revitalization Project strategies
C. Comments by the public on non -agenda items
D. Adjournment
Pursuant to Section 54956.2(a) of the Government Code of the State of California. this Agenda was
posted at a place freely accessible to the public 24 hours a day.
.1 ifer M. 'I rrin
City Clerk
J 1CITYCIRKFORMSNGNI 'J 3 DOC t VjC.91
THIS IS IT!!
Downtown Revitalization
and
Cherokee Lane Improvement
Special Meeting
of the
Loch City Council
Tuesday
December 13, 1994
7:00 p.m.
Lodi City Council Chambers
Carnegie Forum
305 West Pine Street, Lodi
AGEN DA
Presentation of Consultant's Report by Michael
Freedman
• Central City Revitalization Task Force
Report and Recommendations
• Comments by Public
• City Council Action
City staff recommends that the City Council consider proceeding as follows:
1. Adopt the Central City Revitalization Program in concept and direct staff to
implement strategies, incentive programs, and capital improvements as
recommended in the Program Document
2. Direct staff to implement the $1.7 million Cherokee Lane improvements as
recommended in the Concept Development Phase Document
3. Direct staff to implement Downtown Revitalization strategies, capital
improvements, and incentive programs at the "$3.5 million" level as
recommended in the Concept Development Phase Document
4. Direct staff to implement strategies for the Revitalization of the Eastside
Neighborhood as recommended in the Concept Development Phase
Document.
5. Adopt conceptually, financing the implementation of the Central City
Revitalization Program as a public/private venture by:
A. Raising the business license fees, at a minimum, in an amount sufficient
to cover the City's costs of the Central City Revitalization Program, and
directing staff to come back to Council with recommended methods of
raising the fee within the next 30 days
B. Creating Assessment Districts to facilitate the private sector portion of the
funding at the levels recommended in the Document
,
City of Lodi
Central City Revitalization Program
Concept Development Phase
• Downtown Lodi
• East Side Neighborhood
• Cherokee Lane
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City of Lodi
Central City Revitalization Program
Concept Development Phase
Prepared for the City of Lodi by
Freedman Tung & Bottomley
Urban Design and Town Planning
In Association with
Mundie & Associates
Economics
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TABLE OF CONTENTS
Page
I. ORIENTATION 1
Program Overview 1
The Revitalization Planning Process 2
Community Participation Summary 2
II. CENTRAL CITY REVITALIZATION STRATEGY 4
Downtown Revitalization Objectives 4
East Side Neighborhood Revitalization Objectives 4
Cherokee Lane Revitalization Objectives 4
Supporting City -Wide Objectives and Policies 5
III. DOWNTOWN LODI 6
Existing Conditions 6
Revitalization Strategy 8
Catalyst Project #1: Post Office Square 12
Catalyst Project #2: Business Improvement Programs 14
Catalyst Project #3: Downtown Transit Center 16
IV: CHEROKEE LANE 19
Existing Conditions 19
Revitalization Strategy 20
Cherokee Lane Design Concept 21
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TABLE OF CONTENTS
cont. Page
V. THE EAST SIDE NEIGHBORHOOD 23
Existing Conditions 23
Revitalization Strategy 23
VI. FINANCING THE PROGRAM 24
Summary of Program Costs 24
Paying for Revitalization 25
1/4. Private Sector Funding 25
Public Sector Funding 27
Paying for Maintenance and Ongoing Programs 29
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VII. NEXT STEPS: HIGH PRIORITY ACTIONS 30
APPENDICES
Appendix A. Sample Community Workshop Notes
Appendix B: Sample Workshop Survey Forms
Appendix C. Construction Cost Backup Information
Appendix D. Resolutions in Support of Post Office Square
ACKNOWLEDGEMENTS
LIST OF FIGURES
Figure
Page
Context Map . 1
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6
7
8
Revitalization Objectives
Existing Conditions - Downtown
Existing Development Patterns - Downtown
Revitalization Strategy - Downtown
uowntown Planning Areas 9
Infill Developnim Objectives - Downtown 10
Post Office Square - Plan 12
Post Office Square - Illustration 13
Downtown Transit Center - Illustration 16
Transit Center win Orchard Parking - Illustration 17
Pine Street Infill - Illustration 17
Cherokee Lane Context 19
Cherokee Lane Proposed Improvements 21
Cherokee lane Median Concept 21
Cherokee Lane Frontage Renovation Conditions 21
Table V1.1 - Sample Budgets for Downtown Revitalization Program Expenditures 24
Downtown Financing Areas Map 26
Table V1.2 - Capital Cost of Downtown Revitalization: Private Sector's Share 24
Table V13 - Sample Assessments for Parcels in the Downtown Core and Rest of Downtown 26
Table V1.4 - Capital Cost cf Cherokee Lane Improvements: Private Sector's Share 26
Table V1.5 - Sample Assessments for Parcels in the Cherokee Lane Area 27
'Table VI.6 - Annual Assessments Required to Cover Maintenance Costs 27
Table V1.7 - Annual Assessments Required to Cover Supporting Programs 27
Tai.4e VI.8 - Sources of Public Sector Funds 27
Table VI.9 - Summary of City Funding Requirements 28
Table VI.10 - Categories of Businesses, Based on Operating Characteristics 29
Table V1.11 - Business License Tax Rates Required to Fund Downtown Revitalization 29
• Refers to Nearest Preceding Page
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Chapter I
ORIENTATION
ORIENTATION
Background
The purpose of the Central City Revitalization Program is to
ensure that dramatic economic and physical improvement
occurs in the historic central area of Lodi. The program is
designed to promote substantial, visible results right at the
beginning of the revitalization effort, and to maintain a high
level of City commitment and momentum until the Central
City begins to attract a proper share of private investment on
its own. This document represents the completion of the
planning phase of the revitalization effort, describing what
the community intends to accomplish and how its resources
should be invested.
The Central City is Lodi's "old town," where its original
commercial areas and neighborhoods were established. It
consists of three distinct yet interrelated districts — Down-
town, the East Side Neighborhood, and the Cherokee Lane
Corridor. Each district retains the qualities that make Lodi
one of the Central Valley's most desirable cities. However,
over the last fifteen to twenty years investment has shifted to
the City's newer areas, and the Central City area has
experienced a decline in investment, property maintenance,
and relative property values. With its historic buildings and
concentration of civic facilities, Downtown Lodi holds a
special significance for the community. The image of a city is
often associated with the character of its Downtown, and a
principal goal of the Revitalization Strategy is to restore the
pride and charm that characterized Downtown and the sur-
rounding Central City in the area's heyday, while offering
the kinds of new businesses and services that are in tune
with today's residents.
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In a number of ways, the Central City is well-positioned to
experience a renaissance: Highway connections to Sacramen-
to and the Bay Area continue to improve. A Downtown
Transit Center is planned. Housing is attractive and
affordable, particularly compared to the inner Bay Area.
Downtown has the historic, pedestrian -oriented character
needed to support the "socializing" types of businesses that
are the backbone of a revitalized downtown; i.e. restaurants,
cafes, and specialty goods and services. The Revitalization
Program builds on these existing strengths to encourage
private sector investment in the Central City and, in the pro-
cess, bring Lodi back to Downtown.
Program Overview
The Central City Revitalization Program describes a course
of action that will result in the revitalization of Downtown,
the Cherokee Lane corridor, and The East Side Neighbor-
hood. There are four types of Program recommendations:
1. Revitalization Strategy - Revitalization Objectives are
outlined in Chapter IL Specific revitalization policies and
recommendations for City -sponsored actions are provid-
ed for each of the three districts.
2. Public Improvements - Public improvements targeted to
"set the stage" for new investment are defined. Costs and
financing options are summarized in Chapter VL
3. Incentive Programs - Recommendations and projected
costs for a Business Recruitment & Relocation Program,
Design Assistance Program, Downtown Marketing
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Lodi Avenue
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CONTEXT MAP
Program, and other programs that will help "kick-start" a
renaissance in Downtown are described in Chapter III.
4. Next Steps - The highest priority actions needed to start
the revitalization process are summarized in Chapter VII.
Appendices to the document contain background data,
analyses, and summaries of the community input generated
throughout the process.
The Revitalization Planning Process
The decision-making process that resulted in this document's
recommendations was community -driven, and the purpose
of the various programs, actions, and projects outlined
herein is to implement a shared community vision. This vi-
sion was developed through a series of community work-
shops and City Council Study Sessions in which various
options for Downtown were reviewed and discussed; see
"Community Participation Summary," below.
Based on this information a concrete set of Program Goals
were formulated and a detailed Revitalization Strategy was
developed to achieve them. Revitalization Strategy objectives
are outlined in Chapter II. More specific policies for each of
the three districts are contained in Chapters III, IV, and V.
The Revitalization Program contains a combination of rec-
ommended policy changes, capital improvements, and
implementation programs designed to guide public and
private actions.
Community Participation Summary
The planning and concept design process was organized
around a series of workshops involving the community -at -
large, the City Council, Planning Commission, and City Staff.
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In each workshop, participants provided direction to City
staff and the consultant team regarding the purpose and
content of the next stage of program development.
A total of six Community Workshops, three City Staff
workshops, three City Council Study Sessions, and one Plan-
ning Commission Study Session were held. Community
Workshops lasted between two -and -a -half and four hours,
and were well attended; attendance ranged from 100 to 165.
Decision-making reflected informal consensus through
discussion rather than vote -taking. Workshops and Study
Sessions were all publicly noticed and conducted in public
buildings.
The content and results of the six Community Workshops
are summarized below:
Workshop #i1: Hutchins Street Square; April 7,1994;
Participants broke into groups representing the Central
City's three subdistrict areas: Downtown, Cherokee Lane,
and the East Side Neighborhood. Problems, opportunities,
and recommendations for the district were identified,
discussed, listed and prioritized according to their impor-
tance. Participants reassembled and a spokesperson for each
of the groups summarized the most important issues that
needed to be addressed in the Revitalization Program for
each subdistrict.
Workshop #2: Hutchins Street Square; April 21,1994;
Initial Revitalization Objectives, Policies, and designs for
public improvements for the three districts were presented
for review and discussion. Items related to Downtown
included development of a new Transit Center, streetscape
improvements along School Street, and creation of a "Post
Office Square" catalyst revitalization project area. Items
related to the East Side Neighborhood included expanded
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code enforcement and support for home ownership. Items
related to Cherokee Lane included a streetscape design for
new medians, street lighting, and street trees with a strong
Central Valley character. Consensus was to approve recom-
mendations in concept subject to later refinements.
Workshop #3: Parks and Recreation Annex; June 6, 1994; The
Workshop focused on recommendations for Cherokee Lane.
The Concept Design for the street was presented in detail.
Key issues related to visibility of frontage businesses, effect
of proposed medians on turning movements, type and loca-
tion of street lighting, and costs and financing. Consensus
was to support the Concept Design subject to additional
refinements related to u -tum locations and traffic signals,
and the ultimate share of construction and maintenance costs
to be borne by area landowners and businesses.
Workshop #4: Hutchins Street Square; July 13, 1994;
The Workshop focused on recommendations for Downtown.
Concept designs for the Post Office Square area and the
Transit Center, policies for Downtown parking, and pro-
grams for Downtown business improvement were ad-
dressed. Consensus support was established for the Post
Office Square and business improvement programs, subject
to recommended financing approaches and negotiations with
the Postal Service regarding site improvements and parking
relocation. Elements of the recommended parking program
that did achieve consensus -- e.g. a 30 minute parking limit
on School Street — were subsequently eliminated.
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Workshop #5: Hutchins Street Square; August 2, 1994;
This Workshop was added to the process to address the
effect of proposed Cherokee Lane medians on left turns and
access to frontage businesses. Tradeoffs were discussed —
e.g. median vs. no median — and possibilities for allowing u.
turns at unsignalized intersections. Consensus support was
established, provided the Design Concept was modified to
allow u -turns at all median openings, and requirements ;f
the City's sign ordinance loosened to allow increased
visibility of signs.
Workshop #6: Hutchins Street Square; August 30, 1994;
This Workshop was added to the process to address funding
alternatives for proposed Downtown and Cherokee Lane
projects and programs. Consensus support was reached for a
minimum $3.5 million program, with assessment districts
and business license fees recommended as the primary
financing tools.
Chapter II
CENTRAL CITY REVITALIZATION STRATEGY
REVITALIZATION STRATEGY
Downtown, the East Side Neighborhood, and Cherokee Lane
each have their own unique conditions and issues. However,
the three districts are linked geographically and functionally.
What occurs in one affects the others. As illustrated by the
"Revitalization Objectives" diagram on the following page,
the overall Central City Revitalization Strategy is:
"Invest Appropriately in Each District to Create Benefits in
Adjacent Districts."
Revitalization of Downtown will make the East Side
Neighborhood a more desirable area in which to live, and
bolster land values there. Improvement of conditions in the
East Side Neighborhood will support investment in Dc trn-
town. As the gateway to Lodi, revitalization of Cherokee
Lane will support investment in both of the other districts.
Revitalization Objectives for each of the three districts are
summarized below; assessments of existing conditions and
detailed revitalization policies for each district are contained
in subsequent Chapters. City-wide Objectives and Policies
that support revitalization of the Central City follow the
Objectives for the three districts.
Downtown Revitalization Objectives
Objectives for Downtown address the need to redefine and
refocus the district's economic and social role:
1. Promote Downtown Specialty Retail, Restaurant,
Entertainment and Cultural Uses.
2. Enhance the Visual Character and Identity of Downtown.
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3. Focus Public Investment to Create an Attractive Pedestri-
an Environment.
4. Tap the Potential of the Transit Station and Adjacent SP
Lands to Stimulate Private Investment in the Center of
the District.
5. Establish Incentives to Encourage Reinvestment in
Existing Businesses and Buildings.
6. Initiate a Downtown Directional and Entrances Sign
Program.
East Side Neighborhood Revitalization
Objectives
Objectives for the East Side Neighborhood address the need
to stabilize property values and enhance the area as a
family-oriented residential environment.
1. Expand Code Enforcement Efforts.
2. Encourage Home Ownership and Renovation.
3. Reconfigure Commercial and Multi -Unit Residential
Development Standards.
4. Work with Local Community Organizations to Promote
Neighborhood Services and Programs.
Cherokee Lane Revitalization Objectives
Objectives for Cherokee Lane address the need for the
corridor to be an attractive gateway to the City and build on
its base of highway -related commercial businesses.
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Downtown
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DOWNTOWN LODI
REVITALIZATION OBJECTIVES
1. Improve Streetscape and Lighting Conditions.
2. Establish Development Standards and Design Guidelines
that Improve the Appearance of Buildings and Business-
es.
3. Accommodate and Encourage Lodging, Auto, and
Support Commercial Businesses.
Supporting City -Wide Objectives and Policies
The Objectives and policies focus on protecting the integrity
of the Central City's three districts and allowing Downtown
to remain a viable commercial environment. They also
address the need for the City to program its various com-
mercial areas so that each accommodates the mix of busI-
nesses most appropriate for its relative location.
1. Establish regional centers that complement rather than
compete with Downtown.
a. Establish land use polides that promote the healthy
coexistence of regional and neighborhood retail
centers. Protect the more fragile neighborhood retail
centers by limiting the types of uses that may locate
(or relocate) in the regional centers to those that are
regional in character. This will aUow the City to sup-
port the continued development of regional retail
centers without damaging neighborhood centers and
Downtown.
b. Explore strategies and programs to tap the potential
of businesses such as Wal-Mart, Target, K -Mart, Or-
chard Supply, and other "big -box" retailers to enlarge
the customer base for downtown.
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2. Direct office development to the areas that will benefit-
the
enefitth€ City and preserve residential neighborhood quality.
Establish policy initiatives that prohibit further conver-
sion of single-family homes to office use. This will
preserve the quality of Lodi's residential neighborhoods
and prevent leakage of crucial office space from Down-
town. The Planning Commission and City Council have
adopted a resolution down -zoning in specified down-
town neighborhoods.
3. Preserve the economic viability of downtown and other
neighborhood commercial centers - avoid over -building
retail development. To avoid spreading the market for
retail uses too thin, consider putting a freeze on the
development of new neighborhood commercial centers;
this is not meant to indude "mom-and-pop" corner retail
in appropriate areas.
4. Work with local business and property owners to
develop a plan to focus City and private resources on
the transformation of the identity and reputation of the
Central City.
a. Use the community workshop process to develop
community -initiated program objectives and com-
munity review of all basic program concepts.
b. Set up a public-private partnership to share Central
City revitalization program costs between the City
and property owners.
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Chapter III
DOWNTOWN LODI
DOWNTOWN LODI
Existing Conditions
'Two Downtowns"
Downtown Lodi is generally regarded as the area bounded
by Lockeford Street on the north, Lodi Avenue on the south,
the westerly frontage of Church Street on the west, and Sac-
ramento Street and the Southern Pacific Railroad on the east.
It is indicated as "Downtown #1" on the "Existing Condi-
tions" map on the following page. It has a land area of
approximately 40 acres, and includes approximately 400,000
square feet of first floor commercial space. Historic buildings
and storefront commercial development are concentrated
along School Street.
East of the railroad is a smaller commercial area extending
along the frontages of Main and Pine Streets. It is indicated
as "Downtown #2" on the "Existing Conditions" graphic. It is
approximately 15 acres in area and contains approximately
110,000 square feet of fust floor commercial space. Main
Street was Lodi's first commercial street. However, today
rents and property conditions are significantly lower than
they are west of the railroad tracks.
The two commercial areas were bound by the railroad in the
days when it was the focus of commerce and activity. They
formed a single, large, Downtown district. Cars, trucks, and
planes have replaced trains for shipping people and goods,
however, and today the rail corridor is almost devoid of
commercial activity. As illustrated by the "Existing Condi-
tions" graphic, it is a "no man's land" that separates the two
commercial areas.
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Neither of the "two Downtowns" is a strong commercial
environment. Rents are low, especially when compared to
the shopping centers concentrated along Kettleman Lane.
The only national businesses Downtown are the "Lyon's"
and "Pizza Hut" restaurants on Lodi Avenue; "Long's" is
located on School Street just south of Lodi Avenue. Some
businesses are located Downtown out of a commitment to
the district as the historic center of the community. Howev-
er, many are there because the rents are low. The appearance
of a number of Downtown's buildings, the quality of
window displays, and the general level of activity indicate
that Downtown is currently not the most desirable place in
Lodi to operate a business.
School Street
The most active commercial frontages in Downtown are
located along School Street. Attractive older brick and
masonry buildings, many two stories or more In height, line
the street. The architectural detailing of windows, cornices,
roof parapets, incised -lettering panels, tile storefronts, and
other features of these buildings is one of Downtown's most
memorable characteristics. Most notable are the Old Hotel
Lodi and the Solomon Building. Pine Street is a major east -
west cross -street that bisects School Street. Commercial
buildings extend from Pleasant Avenue on the west to
Washington Street on the east, and are concentrated between
Church and Sacramento Streets.
School Street's traditional main street character breaks down
adjacent to Lockeford Street on the north and Lodi Avenue
on the south. Both streets are crosstown arterials and they
exhibit the characteit ics of typical commercial strips; e.g.
fast-food and other "chain" types of businesses, buildings set
back from the street behind parking lots, pole -mounted signs
of various shapes and sizes located along the frontage. It is
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DOINSTOWS LODI
VCISTIS G COSI:0 ION S
sa•
easy to drive past Downtown on either street and not notice
the district at all.
The School Street/Church Street commercial area includes
Lodi's most important landmarks and civic and cultural
facilities. These include the main Post Office, City Hall and
the Civic Center, the Library, and the Lodi train station; City
Hall and the Carnegie Forum (Council Chambers) are both
on the State Historic Buildings Inventory. The "Lodi Arch" is
located on Pine Street adjacent to the railroad station. It is a
portal that marks the eastern edge of the district and is
Downtown's most well-known landmark. Hutchins Street
Square, a renovated school, is located on Hutchi.-hs Street at
the terminus of Walnut Street, four blocks west of School
Street. It contains a senior citizens center, community meet-
ing rooms, and is proposed for construction of a performing
arts theater.
The Post Office is one of School Street's principal attractions,
bringing residents and others to Downtown who might not
otherwise visit the district. However, the Post Office parking
lot at the corner of Oak Street creates a hole in School
Street's otherwise consistent commercial frontage. It is out of
character with Downtown's main street qualities, and is the
kind of "dead space" that is never created in shopping
centers, malls, or successful downtowns. Across from the
parking lot is an attractive commercial frontage that includes
the vacant Woolworth's and J.C. Penney's buildings.
Sidewalks along School Street are wide enough to be
comfortable and the paving surface is generally in good
condition. However, overall streetscape conditions along
School Street are not up to the quality of the buildings. The
trees located in some of the blocks are dense and dark and
make buildings difficult to see. The concrete "turret" planters
at the street corners look "tacked -on" and do not reflect the
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historic qualities of the district. Furnishings, such as benches
and trash receptacles, are located intermittently, are not
particularly attractive, and do not reflect a common design
theme. Lighting is more appropriate for an arterial than for a
pedestrian -oriented commercial street; tall, "cobra -head"
poles and high pressure sodium luminaires give the street a
seedy, yellowish appearance at night; poles are not wired to
accommodate holiday lighting.
Sacramento and Church Streets
Sacramento Street parallels School Street one block to the
east. The easterly frontage is vacant for the most part, with
scattered auto -related and light industrial businesses adjacent
to the railroad right-of-way. A multi -modal Transit Center is
planned for the site by the City. Storefront commercial
buildings are located along the westerly frontage and are
concentrated in the three blocks between Oak Street on the
south and Locust Street on the north. Bars, liquor stores, and
the homeless shelter contribute to the patterm of disinvest-
ment.
Church Street parallels School Street one block to the west.
As noted by the "Existing Conditions" graphic on the follow-
ing page, it is an "auto destinations" corridor that supports
Downtown. The easterly frontage is lined by public and
private parking lots that serve the School Street frontage,
drive-in banks and ATM machines, and scattered commercial
businesses. The westerly frontage includes a number of
churches, most notably St. Anne's at the corner of Walnut
Street. It also provides access to Downtown's most important
civic facilities, including the City Hall, Civic Center, and Li-
brary.
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DOWNTOWN LODI
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EXISTING DEVELOPMENT PA t Y tRNS
Adjacent Neighborhoods
To the west of Downtown is a large, predominantly single-
family, residential area referred to as the 'West Side Neigh-
borhood.' It is one of Lodi's older neighborhoods and it
contains tree -lined streets and many attractive older homes.
Residential property values in the West Side Neighborhood
are among the City's highest. To the east of Downtown is
another relatively large residential area, referred to as the
"East Side Neighborhood." It is also one of Lodi's older
neighborhoods, but homes are significantly more modest
than they are in the West Side. The bungalows that charac-
terize the area have been displaced by apartment buildings
that are, in some instances, poorly managed and maintained.
Property values in the East Side Neighborhood are signifi-
cantly lower than they are in the West Side Neighborhood.
Both neighborhoods are within a 5-10 minute walk from
Downtown. The East Side Neighborhood is discussed in
more detail in Chapter V.
Revitalization Strategy
The Revitalization Objectives and Policies listed below are
part of a strategy to reshape Downtown as an economic and
social environment, and in the process recast the
community's image of the district. Downtown must make
the most of its historic, pedestrian -oriented character, the
attraction of its civic facilities, and its future role as the
City's transit/commuter hub. The Objectives below are
prioritized according to their ability to stimulate interest and
investment in the district. Some involve capital improve-
ments, others are programmatic, requiring actions rather
than physical construction. The strategy is illustrated by the
"Revitalization Strategy" diagram on the following page.
Catalyst Projects #1, #2, and #3 are described in more detail
later in the Chapter.
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1. Catalyst Project#1: Initiate dramatic short-term change
by focusing on a small area with high visibility and a
strong likelihood of success: Focus initial revitalization
efforts and resources on activities and investments that
will achieve maximum short-term impact on the econom-
ic and physical condition of Downtown. Efforts should
be focused on the area surrounding the Post Office - cur-
rently the portion of Downtown with the most promise
to touch off a renaissance in the district.
a. Post Office Square - Replace the surface parking lot on
School Street with an attractive public open space
that will function as the "Heart of Downtown". The
new town square should be designed to project a
memorable image while providing a comfortable
haven for pedestrians. A fountain would be an ideal
central feature. Replacement parking for the Post
Office must be provided along with any additional
improvements necessary to promote the continued
viability of the Post Office as downtown's most im-
portant landmark and key anchor use.
b. Woolworth and J.C. Penney Buildings - Make the most
of these ideal opportunity sites for new investment.
Aggressively pursue large, single -use tenants that can
bring increased patronage to the downtown and func-
tion as catalysts for revitalization of the district.
c. Connection to the Transit Center - promote the contin-
ued development and re -use of buildings along Oak
Street to provide a continuous frontage of ground -
level activity -generating uses between Post Office
Square and a new Downtown Transit Center.
DOWNTOWN LODI
REVITALIZATION STRATEGY
2. Catalyst Project 12: Promote the concentration of retail
restaurant, service and entertainment uses in a compact
cluster in the center of Downtown.
a. Revise public policies as needed. Revise all policies that
discourage investment in a compact Downtown Core
and/or promote a diffuse, auto -oriented patterns of
retail development. The "Planning Areas" map on the
following page illustrates the recommended land use
pattern for the greater Downtown area.
b. Consolidate a specialty and convenience retail market niche
for Downtown. Complement rather than compete with
regional retail centers, and provide goods and
services that are a good fit with the demographic
profile of the community.
(1) Strengthen the Convenience Retail and Service Niche.
Target business relocation efforts to consolidate
stores that provide essential goods and services
for businesses and residents in the Central City.
(2) "Kick-start" the Specialty Retail and Services Niche.
Target business recruitment activities toward busi-
nesses that are most likely to reflect existing de-
mand and can capitalize upon the pedestrian -
oriented character of the district. Lodi's demo-
graphic profile suggests that the potential might
be greatest in market segments that provide
goods and services oriented to families with an
emphasis on eateries.
c. Establish incentive and finance programs to encourage
reinvestment in existing businesses and buildings.
-9-
(1) Establish a Business Recruitment Fund to promote
the location of successful new businesses in
Downtown Lodi.
(2) Establish a Business Relocation Program to fund and
facilitate the relocation of existing businesses to
more beneficial locations within the Downtown
Core.
(3) Establish a Design Assistance Program to promote
reinvestment in existing buildings in the Down-
town Core.
3. Catalyst Project 13: Tap the potential of the downtown
multi -modal transit center project to stimulate private
investment. Prepare a master plan for the short-term
and medium-term revitalization of the railroad corridor
lands bounded by Sacramento Street, Elm Street, Main
Street and Lodi Avenue. Focus short-term efforts on
transforming the segment between Pine and Oak Streets
from a "no -man's land" that severs Downtown in two,
into an attractive arrival gateway to the City.
a. Prominent Transit Center Location & Design - In order
to enhance the visibility of the transit center from
other parts of the district, locate the waiting areas for
the Intra -City Bus Service, Dial -A -Ride, and the Grey-
hound Depot adjacent to the visual terminus of Oak
Street.
b. Cluster of modal transfer, waiting shelters and station
building entrance - cluster all drop-off, bus transfer,
shuttle stop, or other para -transit facilities in a central
location at the front door of the station building with
visibility to downtown shops. The master plan
should detail the location and design of parking
I 11 )11111111 I 1—
Lockstord St.
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d
Legend
Downtown Core
Area - Ground Floor
Retail Required
• • • •
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Lodi Aso-
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Public Buildings
& Spaces
Downtown "CBD"
Commercial/
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Downtown Core ,
Muitl-Family
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Densities Required
DOWNTOWN LODI
4
Reserved for
Downtown Parking
DOWNTOWN PLANNING AREAS
40/0•11.16
Single Family
Neighborhood
downtown. Parking areas should not cut the transit
center off from Downtown.
c. Inter- and Infra -City Bus Service and Dial -A -Ride -
Position the inter -City bus service stop and ancillary
shelter, route maps and related information in a
prominent position adjacent to the front door of the
train station and with good visibility of Downtown's
shops.
d. Pine Street Infill - Establish Pine Street as Downtown's
central east -west artery by filling in the gap between
Main and Sacr?mento Streets with revenue producing
development and "ancillary" transit center uses.
Establish a continuous and attractive frontage of
ground -level, activity -generating uses along Pine
Street.
e. "Unearth" historic Main Street and Sacramento Street
frontages - Purchase and demolish the warehouse
structure between the railroad tracks and Main Street
(north of Oak Street) for additional transit center and
customer parking. Integrate the design of this space
with the design of the transit center and associated
facilities to create an attractive public green space in
the center of Downtown. Treat the space in a way
that highlights its enclosure on three sides by the
historic frontages of Main and Sacramento Streets,
and the new structures along the north side of Pine
Street (see item d, above).
f. Pedestrian connections across the tracks - As part of the
redeveloped central area, establish pedestrian
greenways across the tracks at Oak and Walnut
Streets.
- 10 -
g. In the longer term, support the development of a passenger
rail terminal and rail service at the Oak Street tmninus.
4. Downtown's strongest assets are its public buildings
and facilities. The City Hall, Library, Post Office,
Hutchins Street Square and the forthcoming Downtown
Transit Center offer a wide variety of public services,
infuse the district with patrons, enhance the employ-
ment base of the district, and establish Downtown's
identity as the Heart of the Community. One of the
most important keys to the revitalization of the district
is to build `upon and enhance this aspect of Downtown.
a. Locate new public buildings in the downtown
whenever possible to enhance Downtown's identity
as the Heart of the City, and to benefit from the
additional patronage and larger employee base.
b. Promote the performing arts theater at Hutchins
Street Square as the centerpiece of Downtown's revi-
talized identity as a regional entertainment destina-
tion. Enhance visual connections along Walnut Street
between the Downtown Core and Hutchins Street
Square. Advertise events at the performing arts
center at major regional retail centers such at the
WalMart/Target area.
5. Focus capital investments as available to enhance
Downtown's visual character and improve the
pedestrian's environment. This should begin with the
physical improvement of School Street. Improvements
should include pedestrian -scale street lights, street trees
and furnishings, such as benches and trash receptacles,
and removal of street -corner concrete planter tubs.
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6. Identify opportunity sites and buildings for larger scale
investment.
a. Identify opportunity sites for new retail, residential
and office development. Opportunity sites include
those that are currently vacant or underutilized
relative to local property values. Examples include
the vacant site at the southwest corner of School and
Lockeford Streets, properties along the railroad
corridor, and parcels along Locust Street between
Main and Stockton Streets.
b. Explore opportunities for large-scale investment in
the reuse of large blocks of historic structures (e.g.
factory outlets, large-scale retail development, etc.).
Examples include the Woolworth's and Penney's
buildings, as well as the westerly frontage of Sacra-
mento Street between Pine and Elm Streets.
7. Make downtown more visible to passing motorists and
easier to find.
a. Enhance Downtown Entries - Establish development
standards for Downtown entry parcels that require
storefront development patterns and prominent
corner treatments, particularly at the intersections of
Lockeford and Lodi Avenues and School, Sacramento,
and Main Streets.
b. Signage - Construct attractive signs announcing the
location of Downtown at prominent locations around
the city - particularly at key locations along Cherokee
lane, Kettleman Lane, and Lodi Avenue.
L
-11-
8. Revise land use and development policies to promote
revitalization goals and objectives.
a. Revise existing land use and parking polides that
condition the pattern of development within and
adjacent to the district. Existing zoning requirements
should be augmented or replaced by new devel-
opment standards that address conditions specific to
Downtown Lodi.
b. Establish policies that support the creation of a single
identifiable Downtown Core in which retail use is
required for all ground floor space.
c. Adopt design guidelines that build on the existing
palette of architectural forms and building materials
that predominate in the historic Downtown district.
9. Make efficient use of the Downtown parking supply.
a. Establish 2 -hour parking limits in Downtown Core
public parking lots. An initial consensus recommen-
dation for 30 -minute parking in high demand loca-
tions was dropped from the Program. However, time
limits shorter than 2 hours should be considered for
selected locations where high -turnover parking spaces
are appropriate given adjacent businesses.
b. Require employees to park in lots outside of the
Downtown Core wherever possible. For employee
spaces that must be located in the Core, mark the far-
thest spaces for employee use.
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DOWNTOWN LODI
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INFILL DEVELOPMENT OBJECTIVES
c. To make the most effective use of Downtown parking
supplies, establish a program for shared parking in
the district, and set new parking requirements that
reflect the shared nature of Downtown parking.
d. Preserve two of the largest parking lots between
School and Church Streets for parking in perpetuity.
These surface lots may be transformed into public
parking structures in the future if demand requires.
10. Create a welcoming attitude toward business.
a. Investigate opportunities to streamline the develop-
ment review and approval process.
b. Consider establishing a full-time Downtown Coor-
dinator position on City Staff to whom all inquiries
and proposals for Downtown development would be
referred, and who would implement marketing and
incentive programs on a daily basis.
Catalyst Project #1: Post Office Square
The Post Office Square project has three prindpal elements:
(1) develop a "Post Office Square" open space; (2) renovate
and reuse the Woolworth's and J.C. Penney buildings, and;
(3) improve Oak Street as the primary pedestrian connection
between Post Office Square and the proposed Downtown
Transit Center.
Post Office Square
The "Post Office Square" plan on the following page illus-
trates the recommended approach to reconfiguration of the
Post Office site. A public open space, approximately one half
acre in size, would be developed adjacent to the southeast
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corner of School and Oak Streets. It would be bordered on
the east by the existing alley and on the south by a new
access drive. The alley and drive would connect to form a
loop around the Square, with parallel parking spaces and
auto drop-off mailboxes located along the frontage.
The Town Square should be traditional in appearance, in
keeping with the character of the Post Office and
Downtown's other attractive older buildings. It should be
bordered by open -branching deciduous trees and include a
memorable landmark, such as a fountain, statue, or pavilion.
Shrubs, fencing, and other design elements should be low to
maintain visibility and enhance security; the perimeter access
drives and roads will also support policing. The illustration
following pa_e 13 depicts a longer term scenario in which
buildings along Oak Street are renovated and the existing
building east of the site is replaced by a new one that
provides an active commercial frontage across from the
Square.
Existing customer parking, Postal Service vehicle parking,
and employee parking would need to be relocated to
accommodate the Square. The bulk of existing customer
parking -- 24 of the existing 33 spaces — would be relocated
from the comer of School and Oak Streets to the easterly
portion of the property, adjacent to Sacramento Street. (The
"Reduced Option" plan illustrates a concept in which a
smaller open space is developed and customer spaces are
provided closer to the building entrance) The 9 additional
spaces needed would be reserved along the School Street
frontage. New angle parking spaces would be provided
along the northerly frontage of Walnut Street and new
parallel parbdng spaces would be provided along the
frontages of the Square. Overall, there would be a net
increase of 14 publicly -accessible parking spaces in the area.
\--Transit Center
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Relocated Post Office Employee Parking
(fencing, lighting & re -surfacing).
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Relocated Loading
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north side).
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Post Office Square -
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Woolworth & J.C.
Penney's Buildings
DOWNTOWN LODI
Post Office Square:
Reduced Option
15 Minute Parking Reserved
for Post Office Customer
directly In front of Post Office.
POST OFFICE SQUARE - PLAN
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Parking for official Postal Service vehicles and trucks would
be shifted from the north of the building to the south of the
building; these vehicles would all remain on-site. The north
side loading dock would be relocated from the north to the
south side of the building. The existing 52 employee parking
spaces would need to be provided off-site. The vacant prop-
erty at the northeast corner of Sacramento and Walnut
Streets, combined with the adjacent stub of Walnut Street,
directly across Sacramento Street from the Post Office, is the
recommended location. This new parking area would be
resurfaced and provided with lighting and security fencing.
It is estimated that the cost of these capital improvements
will total approximately $1.75 million. This includes con-
struction of the Square, reconfiguration of on-site parking,
relocation of the Post Office loading dock, and land
acquisition and improvements for replacement employee
parking.
Woolworth's and J.C. Penney Buildings
These buildings contain approximately 20,000 s.f. and 28,000
s.f. of floor space, respectively, including second floors,
basements, and mezzanines. They anchor the block, and
occupying them with new businesses that attract new
patrons to Downtown is a key element of the Revitalization
Strategy. Subdividing the floor areas into smaller tenant
spaces would be an acceptable approach to reuse of the
buildings, however businesses that can take advantage of the
large building floor plates are preferred. Examples include
family-oriented restaurants, brew -pubs serving food,
commercial recreation such as health clubs or children's play
or education centers, or, depending upon the format, night
clubs providing entertainment.
13
Both buildings have attractive, period facades that should be
retained, with complementary new signs, awnings, and/or
other appurtenances installed as needed to reflect new
tenants. The existing public alley located between the
buildings should be improved to encourage pedestrian as
well as vehicular movement from rear parking lots to the
School Street frontage. Additional lighting, special paving, a
protected walking strip, and other amenities should be con-
sidered. New windows into the blank facades that line the
drive are recommended so that the drive becomes a more
visually accessible, secure, and interesting space; murals
should also be considered as a means to enhance blank wall
surfaces.
Oak Street
A new Downtown Transit Center is planned by the City and
County along the easterly side of Sacramento Street, between
Pine and Oak Streets. The train station building and bus
transfer area should be located adjacent to the terminus of
Oak Street. Oak Street would be the principal pedestrian
connection between School Street and the Transit Center. It
msy also be an important vehicular route, given the possi-
bility for shared Post Office and transit drop-off trips.
Buildings along the frontage should be renovated to respond
to this increased visibility. If the site at the southwest comer
of Oak and Sacramento Street is sold or redeveloped, a new
building should provide tenant entrances, window displays,
and an attractive, interesting facade along the Oak Street and
Town Square frontages; the illustration on the following
page shows a possible new building located on this site.
New street trees and pedestrian -scale street lighting should
be installed along Oak Street to create a powerful visual link
between School Street, the Town Square, and the Transit
Center.
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Catalyst Project #2 Business Improvement
Programs
Business Improvement Programs have two objectives: attract
new investment, and encourage reinvestment. The programs
focus on the Downtown Core. They may be sponsored by
the public or private sectors or a combination of both. Some
of the actions described are already being pursued by City
staff.
The City of Lodi should establish and fund the following
programs for a 10 -year period:
1. Business Recruitment and Relocation Program. Two
kinds of established businesses could be attracted to fill
vacancies that occur in Downtown: a) existing businesses
in Tess desirable locations within the community that
could be interested in relocating, and; b) successful
existing businesses within Lodi or other communities
that could be recruited to open another store or office.
The City should recruit "catalyst" businesses through
aggressive promotion efforts and financial assistance.
Low interest loans could be used as an inducement to
help with relocat;on expenses, start-up lease assistance,
and/or renovation costs. Approximately $200,000 should
be budgeted to recruit two to three successful existing
businesses that have a large, loyal customer base and
could expand this customer base in Downtown. Waiving
sewer hook-up fees should be considered as an ongoing
incentive to attract eateries and other types of businesses
for which these fees are a significant expense.
The City should also assist existing businesses in the
Downtown Core to move to other locations in the City
that offer better access to their target market. This would
- 14 -
open up frontage for the types of businesses targeted by
the Revitalization Program, such as restaurants and
specialty and convenience retail. Relocation expenses
generally average approximately $15,000 per business,
including moving expenses, lease assistance for up to six
months, and advertising related to the new location.
Relocation can be an involved effort that requires
considerable energy on the part of both staff and
business owners. Up to five relocations should be
budgeted. This would require a budget of approximately
$75,000.
Estimated program costs: $275,000, plus City staff time.
2. Design Assistance Program for the Downtown Core.
The City should establish a program that promotes short-
term, small-scale investment in existing buildings in the
Core. The program would also help to promote applica-
tion of the Design Guidelines recommended by the
Revitalization Program.
The City would hire a single architectural firm to provide
services for Core Area businesses and buildings. Services
would include: meetings with building owners and
tenants to assess design needs; analysis of costs and
benefits of alternative improvement approaches; draw-
ings indicating colors, materials, and details of the rec-
ommended approach, and; recommendations for sign
design. Program participants must demonstrate a
willingness to establish a budget and set aside funds for
carrying out the improvements.
It is recommended that approximately $3,000 be budget-
ed per design; building materials and labor would be
provided by building owners and/or tenants. It is esti-
mated that an average of five business per year would
participate. Over ten years the program would require a
budget of approximately $150,000.
Estimated program cost: $150,000, plus City staff time.
3. Downtown Marketing Program. Three general ap-
proaches are recommended:
a) Coordinate business promotion - This could include a
coordinated advertising approach as well as locally -
oriented public events, such as a weekend sidewaik
sale or farmers market. The City should assist Down-
town merchants by allowing sidewalk events and
other atypical activities that are part of a more ag-
gressive retailing approach.
b) Promote Downtown Lodi to outside investors - This could
include formal presentations by City officials and
staff to members of the development and business
community, but should also include informal net-
working by members of the Chamber of Commerce,
Lodi Downtown Business Association, and others
interested in promoting revitalization of the area.
Brochures and other graphic materials that can be
handed to interested parties are especially important.
They must reflect the City's new approach to revitalizing
Downtown. Where possible, images of renovations and
new development projects should be used to portray a
Downtown "on the move." Design and printing for color
brochures ranges from $5,000 to $10,000. Two to three
may be needed over a ten-year period.
c) Package and/or promote development of specific Downtown
sites - The City should actively assist development in
-15
priority locations as opportunities arise. Redevelop-
ment of the J.C. Penney and Woolworth's sites are
identified as Objectives. The City should also assist
landowners to target specific developers who special-
ize in a high quality building product.
Estimated program cost: $15,000 (average of $1,500 per year
for brochures and other graphic materials), plus City staff
time.
4. Publicity and Special Events Program. Publicity efforts
should be coordinated to showcase progress and
improvements as change occurs. This could include
professional symposiums and tours by business and
development associations, as well as parades, awards
ceremonies, and the like.
Estimated program cost: $30;000 (10 events over a 10 -year
period; $3,000 average per event), plus City staff time.
5. Business Development Program. This program would
provide access and/or financial support for technical
assistance in the areas of retailing, business promotion,
and advertising. Assistance could range from window
displays to business plans, and would involve a retailing
consultant on an as -needed basis.
Estimated program cost: $50,000 (10 years at $5,000 average
per year), plus City staff time.
6. Consider Central Retail Management (CRM) for the
Downtown Core. Downtown organizations in a number
of cities have established CRM to compete effectively
with shopping centers and malls. CRM typically involves
merchants and landowners in coordinating advertising,
setting business hours, targeting new tenants, and
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generally establishing a strong, market-based retailing
strategy geared to the district's market niche and local
demographics. In its most "aggressive" form, CRM can
become involved in the pooling and leasing of properties
under a corporate ownership structure.
If all of the Programs described above were funded, costs
would total approximately $550,000 over a 10 -year period, or
an average of 555,000 per year, plus associated staff costs. It
is recommended that funds for the programs be budgeted in
the form of a single Business Improvement Program "seed
fund" that would allow them to be allocated flexibly among
the individual programs as needed.
If some or all of these programs are established, a Revitaliza-
tion Coordinator staff position may need to be created. The
City cost for this position, including insurance and benefits,
could range from 575,000 to 5100,000 per year.
Catalyst Project #3: Downtown Transit Center
Over the next five to ten years, the Southern Pacific train
station area will be re -developed by the City to include a
new platform, an upgraded bus transfer and layover facility,
and improved parking facilities. A detailed plan for develop-
ment of the facility will be developed by the County in
cooperation with the City of Lodi.
The recommendations contained in this section are intended
to function as the City's initial objectives for the facility. In
general, the Transit Center should be designed to encourage
transit users to patronize Downtown. Areas of concentrated
activity, like drop-off areas and bus transfer points, should
be part of the fabric of Downtown. The Transit Center
should be an attractive facility, in character with
Downtown's historic commercial buildings and in keeping
16
with its role as one of Downtown's most important public
buildings.
The Train Station Building
The existing train station building, located just north of Pine
Street, should be moved or a new one built south adjacent to
the intersection of Sacramento and Oak Streets; see the
'Transit Center" illustration on the following page. This will
center the building and waiting area along the boarding
platform and help to support new investment in the "Post
Office Square" area, as noted above. The building should be
located to allow room for a drop-off/entrance drive along
the frontage. Parking for approximately 100 cars should be
provided in the area north of the station and south of Pine
Street.
The station building itself should be restored and renovated,
including as many windows as appropriate in keeping with
the building's historic character, so that it appears to be an
open, airy pavilion, and also allows for visibility and security
of patrons. Ticket sales should be provided in the building.
Small-scale commercial concessions, such as a flowerstand,
newsstand, or coffee bar, should be provided in the building
or in adjacent, freestanding booths. These services should be
visible from Sacramento Street, and ideally help link the
Station to Downtown. For example, booths could create a
"chain" linking the street frontage to the Station building.
Access and Puking
A semi-dreular drop-off/entrance drive should be provided
in front of the station. This will make vehicular movements
related to drop-off and pick-up safer by moving them on site
and off of Sacramento Street. The drive should be formal in
appearance with a symmetrical relationship to the station
DOWNTOWN LODI
TRANSIT CENTER
building, in keeping with facility's role as an important civic
facility. If possible, bus bays should be incorporated into the
drop-off drive or located in close proximity to it This will
keep the various travel modes close to one another and
minimize walking distances between them. An attractive
drop-off area and pedestrian open space should also be
located at the terminus of Oak Street on the east side of the
railroad tracks. This will offer flexibility in terms of station
access, help to increase activity on Main Street, and create
another linkage between Downtown and the East Side
Neighborhood.
In the first phase of development, surface parking should be
provided in the area north of the station and south of Pine
Street. This area could accommodate the 100 cars projected
by the County as the near term parking demand. However,
to allow for increased levels of service and ridership over the
long term, a site for expansion parking should be designated.
The area across the tracks bounded by Pine Street on the
north and Oak Street on the south is recommended. This
area has the capacity to accommodate up to approximately
130 additional cars. The area could be programmed for tem-
porary events, such as a farmer's market or a flea market,
during weekends and other off-peak times.
Parking areas should be landscaped with a dense "orchard"
planting of deciduous shade trees. These will keep cars cool
during summer months and allow for light and sun during
the winter. Trees should be planted at as large an initial size
as feasible (36" box is recommended), at a minimum ratio of
one tree for every 5 parking spaces; one tree for every 3
spaces is preferred. Lighting should be installed to enhance
evening security, with fixtures arranged to provide bright,
even lighting levels throughout the parking area. An
attractive, low, open rail fence or row of piers should be
installed along the perimeter to screen parked cars and
-17-
define an architectural edge between the parking lot and the
adjacent sidewalk.
New Commercial Development Along Pine Street
Relocating the train station building will free the existing
station site for re -development. This site, and the vacant site
adjacent to it across the railroad tracks, should be developed
with new commercial buildings. Linking '"'Downtown #1"
and "Downtown #2" with a consistent commercial frontage
is a key objective of the Revitalization Strategy, and moving
the station provides an opportunity to achieve it. Businesses
within the new buildings should generate high levels of foot
traffic to keep both the Pine Street frontage and the Transit
Center area active.
New buildings should be consistent in design with
Downtown's attractive older buildings. They should be set
back somewhat further than existing buildings on adjacent
blocks, however, to create a wider, specially -designed
sidewalk area across from the Transit Center's boarding plat-
forms; see the "P;ne Street Infill" sketch on the following
page. A new building at the corner of Sacramento and Pine
should be shaped to accent the Lodi Arch in some way. Off-
street parking should be provided to the rear of the
buildings and landscaped according to "orchard" parking
standards.
Design Amenities and Improvements
A landmark clocktower should be constructed adjacent to
the train station building, or integrated within it as part of
renovation. A clocktower will provide a visual focus for the
station and should be traditional in design to complement
the station and Downtown's other attractive older buildings.
The clocktower should be located at the terminus of Oak
It lig ear
artier,
DOWNTOWN LODI
PINE STREET INFILL
DOWNTOWN LOD1 PARIN
\3
Willi 0
TRANSIT CENTER
Street to accent the corridor leading to and from the Post
Office Square area.
Pedestrian areas should be designed to make waiting for
transit connections pleasant. Benches, lighting, and shade
trees should be used liberally throughout the area to add
amenity. Arbors, pergolas, or canopies should be provided
for shelter from sun and rain, especially adjacent to the
drop-off drive. Pedestrian -scale street lights should be
extended along the Sacramento Street and railroad platform
frontages and around the drop-off drive. Lights should be
located at approximately 60' on center. Paving, lights, and
other amenities within the Station area should complement
those used along School Street, so that the station is
perceived as an extension of Downtown.
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Chapter IV
CHEROKEE LANE
CHEROKEE LANE
Existing Conditions
Visual Image
Cherokee lane is the gateway to Lodi from Highway 99,
which is the preferred route for north -south intercity travel
in the Central Valley. It stretches for approximately 2 miles
between the northerly and southerly Highway 99 offramps,
and its frontage consists of a mixture of large- and small-
scale commercial businesses, public facilities like the Fair-
grounds and the vacant Lincoln School, and light industrial
development. Cherokee Lane is crossed by Kettleman Lane,
the City's primary east -west arterial, as well as Lodi Avenue
and Pine Street, both of which lead to Downtown.
From the southerly Highway 99 offramp, the street presents
an attractive first impression of the City. Wide, grassy set-
backs, a median containing a low hedge, and a canopy of
large walnut trees project the rustic yet well -tended qualities
that characterize the best of the Central Valley. North of
Kettleman Lane, however, the street looks like a typical older
commercial strip. Landscaping is minimal. Tall, pole -
mounted signs and parking lots line the roadway. There is a
jumble of different building types and a variety of relation-
ships between buildings and the street frontage. Some build-
ings are located adjacent to the right-of-way and face the
street. Others are set back behind large parking lots. Some
are located adjacent to the right-of-way, yet face sideways
onto parking lots. Vacancies and poorly maintained
properties are dotted throughout the corridor. Street lighting
is intermittent.
-19
Land Use and Development Patterns
Cherokee Lane was Highway 99 before the bypass was
constructed in the 1960's. It was Lodi's first "highway
commercial" corridor, accommodating commercial businesses
created to serve highway traffic. Over time, businesses
located on Cherokee Lane rather than Downtown as well.
The Cherokee Lane corridor reflects this past today, with a
mix of auto sales and services, motels, drive-in restaurants,
liquor stores, and the K-Mart/Orchard Supply shopping
center. Auto sales and services and lodging, both oriented to
highway traffic, remain the most prominent forms of
development along the street.
In the 1980's, Kettleman Lane became the preferred location
for commercial development and disinvestment along Chero-
kee Lane became a problem. Shopping centers, gas stations,
and fast food franchises now form an almost continuous
frontage along the southerly side of the Kettleman corridor
extending west to Lower Sacramento Road, where Target
and Wal-Mart stores opened in 1993. There are a number of
reasons for the shift: The Highway 99 bypass reduced
Cherokee Lane's exposure to highway traffic. The major
commute pattern changed from north -south to include east -
west traffic flows as Bay Area employees moved into the
Central Valley in search of affordable housing. Interstate 5 to
the west of the City began to be used more frequently.
Large, agricultural properties along Kettleman Zane were
available for sale and zoned for commercial development,
while shallow parcels along Cherokee Lane, particularly
along the westerly frontage, limited it's ability to accommo-
date additional larger -scale commercial development. This
lack of room for commercial expansion has encouraged some
auto dealerships to locate on Beckman Lane, adjacent to
Highway 99 on the -east.
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CHEROKEE LANE
CONTEXT
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Lastly, because development along Kettleman Lane is newer,
it projects a higher -quality image overall than development
along Cherokee Lane — buildings and signs are new, parking
lots and frontages are landscaped, lighting levels are high. In
fact, low lighting levels have been a concern to business-
people along Cherokee for some time, especially those in-
volved in lodging. Guests have complained that the street is
unattractive and does not appear safe.
Revitalization Strategy
The Objectives and Policies listed below are prioritized to
reflect the steps the City can take in the near term to
improve the business climate and appearance of Cherokee
Lane.
1. Focus near-term revitalization resources on effecting a
dramatic improvement in the visual character of
Cherokee Lane.
a. Central Valley Character - Replace the ubiquitous,
"placeless" commercial strip character that can be
found in almost any California community today
with improvements that create a distinctive visual
image recognizable for its regional character and
authenticity.
b. Lighting - Enhance lighting levels at intersections and
along the thoroughfare. Make use of decorative
lighting fixtures that add to the overall character of
the thoroughfare in the daytime as well as in the eve-
ning.
c. Pedestrian Comfort - Improve pedestrian walkways,
moving them when possible behind a planting strip
to buffer pedestrians from moving traffic.
- 20 -
d. City Entries - Design and install distinctive entry signs
at both ends of the corridor that mark the entrances
to the City. Include additional signs that orient
motorists to Downtown at entries and at key intersec-
tions.
2. Establish minimal development standards for new
construction and renovation along the corridor.
a. Signage - Encourage businesses to enhance visibility
from the freeway. Establish minimal standards
limiting the number of signs per business along with
minimal visual and lighting performance standards.
b. Parking - Wherever possible, screen parking areas
from the roadway with buildings. Establish special
standards to insure that parking lot lighting and
service areas adjacent to residential areas do not
negatively impact residential environments.
c. Landscaping - Establish landscaping standards target-
ed to the variety of existing cbtumstances along the
corridor. Ensure the incremental creation of a unified
landscape treatment that harmonizes with the street
improvements installed in the first phase of the
revitalization effort. Spedfic plant materials, fence
and wall materials and design, lighting standards,
and design and location of parkway strips should be
addressed.
3. Promote the continued development of auto sales,
lodging and support commercial business along the
corridor. Development standards and design guidelines
for buildings, sites, and signage should be prepared with
these particular categories of land use in mind, and
should focus on ways to enhance their viability while
L
meeting the City's design goals for the overall appear-
ance of the corridor.
Cherokee Lane Design Concept
Capital improvements along Cherokee Lane must create an
attractive gateway to the City and enhance the image and
values of commercial properties along the street. The basic
Design Concept is simple: extend the character that exists at
the southern end of the street — the rustic median, large
canopy trees, grassy curbside planting strips, and low
hedges -- north throughout the rest of the corridor.
To respond to the needs of frontage businesses, however,
new medians must be designed to allow for visibility of
L frontage properties and the maximum feasible number of
left- and u -turns. New street lights should also be installed
to improve lighting levels for both pedestrians and cars. As
illustrated by the "Proposed Improvements" sketches on the
following page, there are two components: Phase I - new
medians with canopy trees, low shrubs, and frontage street
lights; Phase II- frontage renovations; including planting
strips, and street trees.
New Medians. The "Median Concept". plan on the second
following page illustrates the location of existing and recom-
mended median openings and turn pockets. U-turns would
be allowed at every median opening. Median openings
would be provided at 14 of Cherokee Lane's 21 cross -streets.
They are:
is Murray Street
• Lockeford Street
• Victor Road
• Elm Street
• Pine Street
-21-
• Lodi Avenue
• K-Mart/Orchard Center
• Tokay Street
• Hale Road
is Vine Street
• Delores Street
• Poplar Street
• Kettleman Lane
• Almond Drive
The "Proposed Improvements" sketches illustrate some of the
details of the Design Concept. Medians will be constructed
within the area occupied by the existing continuous left turn
lane, allowing existing travel lanes and curbside parking to
remain. The median will contain Valley Oaks or Walnuts,
decomposed granite surfacing, low shrubs to maintain auto
visibility, an open gutter (i.e. no curbing), and short, white -
painted concrete bollards along the edge of the roadway.
Frontage Renovation. A curbside planting strip containing
street trees and street lights should be established to
implement the Design Concept. Conditions along the street
vary, however, and creating a uniform planting strip will be
difficult, at least over the near term. The "Frontage Renova-
tion Conditions" plans on the third following page illustrate
three typical existing frontage conditions and recommenda-
tions for responding to them to implement the Design
Concept. The three Conditions are
1) Wide Planting Strip and/or Setback Area - This condition is
the model for the rest of the street. It consists of a
generous planting strip, sidewalk, back -of -walk grass or
landscaping, and street trees. It reflects the City's goals
for frontage landscaping as they have been implemented
over the last ten to fifteen years, and it characterizes
most new development along the street. It occurs along
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Phase 1
CitySponsoreJ Median Improvements:
• large 'Valley" Trees le.g. Oaks Wa1nWs1
• I ow Sledge
• I ore While Bollards 1 No Curbs
CHEROKEE LANE
_- Phase II
Uevelopmenl Standards/City-Sponsored
Frontage Improvements!
• Shade Trees
• Planting Ship
• Ornamental Street Lights
PROPOSED IMPROVEMENTS
CHEROKEE LANE
MEDIAN CONCEPT
Cherokee La
Frontage Parking Apron:
t Replace Parking Apron with Planting Strip and Walk.
s Install Consistent Row of Trees in Planting Strip.
• Fstahlish Curbside Parallel Parking.
t Typical: Frontage of l'elton's, Cherokee Liquor, Del
Monte Club.
Cherokee Lane
Narrow Curbside Walk/ROW:
• Reverse Walk/Landscaping to Create Planting Strip.
• Install Consistent Row of Trees in Planting Strip.
• Install Attractive Screen Fence Adjacent to Parking.
• Typical: Frontage of Buck's Restaurant, Tokay Bowl.
CHEROKEE LANE
is
e
Wide Planting Strip and/or
Setback Area:
• Infill Existing with New Trees to Create Consistent
Spacing and Species; Double Row if Feasible.
• Typical: Frontages of K•Marr/Orchard Supply
shopping center, Bridgestone Tire, Auto Sales South
of Kettleman Lane.
FRONTAGE RENOVATION CONDITIONS
the frontage of the K -Mart shopping center and along
both frontages of the street south of Kettleman Lane.
Existing trees rarely form consistent rows along the
street, however, and additional trees should be added to
create an average tree spacing of approximately thirty
feet on center. Street lights should be installed at ap-
proximately 120 feet on center. Where the right-of-way is
bordered by large surface parking areas, a second row of
trees should be installed as a screen, with breaks in the
planting to allow for views of buildings and signs; the
second row of trees should be optional for auto deal-
erships, where visibility of cars Ls needed for business
reasons.
2) Curbside Walk without Landscape - As illustrated, this
condition consists of a monolithic curb, gutter, and
sidewalk, and a relatively narrow planting area between
the sidewalk ane adjacent buildings or parking areas. Im-
plementing the Lesign Concept requires that the walk
and planting area be reversed. A minimum 5 foot curb-
side planting strip and 5 foot sidewalk should be
established. Trees should be established at approximately
30 feet on center. Street lights should be installed at ap-
proximately 120 feet on center.
3) Frontage Parking Apron - This condition occurs a number
of locations along the corridor, particularly on small,
shallow parcels. Examples include the frontages of
Felton's, Cherokee Liquor, and the Del Monte Club.
Angle or head -in parking is located directly adjacent to
the roadway. Cars pull into parking spaces directly from
the street and back out directly onto the street. In some
cases there is a narrow sidewalk adjacent to the gutter
line. In others, there is no sidewalk. Renovating this
condition to accommodate a curbside planting strip
affects existing on-site parking; i.e. spaces would need to
-22
be removed and replaced by curbside parallel parking.
Depending on whether existing parking is angled or 90
degrees, frontage parking could be reduced by up to
50%. However, the frontage of the street is currently
underused for curbside parking and convenient parking
could be found in close proximity to any of the business-
es along the street.
Phasing and Construction Costs
The consensus recommendation reached during the course of
the Workshops was to incorporate street lighting with con-
struction of medians as part of Phase I. Construction costs
for new medians with trees, shrubs, concrete bollards, and
upgraded plantings on existing medians is estimated at
approximately $425,000. Ornamental frontage lighting is
estimated at approximately $1,325,000. Total costs for the
recommended Phase I project are approximately $1,750,000.
Phase II frontage renovation costs are estimated at $860,000
if sponsored as a single project by the City; it is assumed,
however, that they will occur incrementally as new develop-
ment and property renovations proceed. If combined, total
Phase I and Phase II costs would be approdmately
$2,610,000. These cost estimates exclude sik;nalization at
intersections, and they assume that no utility reconstructions
or relocations are required.
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Chapter V
THE EAST SIDE NEIGHBORHOOD
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THE EAST SIDE
NEIGHBORHOOD
Existing Conditions
The East Side Neighborhood contains Lodi's most significant
reservoir of affordable, single-family housing. It is a
generally attractive area, with small bungalows and cottages
and tree -lined streets. Until the 1970's, the East Side was a
complement to the West Side; a more modest, yet stable,
single-family neighborhood. In the 1970's, however, the area
was rezoned to accommodate multi -family housing. The
quality of the new development was not generally high,
reducing the value of owner -occupied, single-family
properties nearby. This started a process of disinvestment
and instability, with single-family houses converted into
rental properties as more apartments were built, overcrowd-
ing of both single-family houses and apartments, and falling
median income and property maintenance levels.
The East Side was rezoned back to single-family residential -
only in 1987. According to the 1989 General Plan, there were
three goals: "(1) retain the single family character of the
neighborhood; (2) maintain a stock of single family units,
and; (3) limit the added stress that intensification would
place on the City's infrastructure."
A key element of the Central City Revitalization Program is
improving the symbiosis between the area's residential and
commercial areas. Like the West Side, the East Side Neigh-
borhood is within a 10 -minute walk from Downtown.
Improving the commercial vitality of Downtown will make
the East Side a more desirable neighborhood. Improving the
land values and stability in the East Side will help to
support investment in Downtown.
-23-
Revitalization Strategy
The Policies listed below address near term and long term
objectives for improving residential conditions in the East
Side Neighborhood. Some are already being pursued by the
City.
1. Expand code enforcement efforts to eliminate blighted
and unsafe conditions that have resulted in an increas-
ingly negative image for the neighborhood.
2. Encourage home ownership and renovation. Establish
incentive programs such as design assistance to encour-
age reinvestment in existing structures.
3. Reconfigure commercial and multi -unit residential zoning
designations to reflect revitalization goals and objectives.
Allow high-quality multi -unit development adjacent to
the edge of Downtown. Preserve the rest of the district
for exclusively single-family development.
4. Upgrade multi -unit residential development standards to
insure sensitively designed apartments, flats, and at-
tached housing types that are compatible with the char-
acter of the neighborhood's best buildings.
5. Work with local community organizations to promote
neighborhood services and programs
6. Invest in the revitalization of the Downtown Core to
enhance the appeal of the East Side Neighborhood as a
place to live in walking distance of an exciting cluster of
shops, eateries and services.
Chapter VI
FINANCING THE PROGRAM
FINANCING THE PROGRAM
To pay for the Downtown Revitalization Program outlined in
Chapters II through V, the City of Lodi must identify new
sources of funding. This chapter summarizes the costs of
both capital improvements and ongoing costs of revitaliza-
tion. It then describes alternative methods of paying for
both types of costs, and recommends a strategy for Lodi.
Summary of Program Costs
The Lodi Downtown Revitalization strategy will require
expenditures for both capital improvements and ongoing
program and maintenance costs.
Capital Improvements
Capital improvements proposed for the Central City area
total approximately $4.8 million. The capital improvements
recommended for the Downtown Core area, described in
Chapter III of this report, would cost a total of approximate-
ly $3.05 million. This total includes $1.75 million for Town
Square/Post Office improvements and $1.3 million for
School Street streetscape improvements.
The improvements recommended for Cherokee Lane would
have a total cost of approximately $1.75 million. This cost
covers the construction of a new median strip and the
installation of new median landscaping and new street
lights.
-24-
Ongoing Programs
In addition to the construction of capital improvements,
revitalization will require (1) maintenance of the new
improvements and (2) a set of ongoing programs to support
revitalization by strengthening the economy of the Down-
town Core.
Maintenance of Improvements. The capital improvements
in the Downtown Core and on Cherokee Lane will require
annual expenditures for maintenance of the Town Square,
median strips and landscaping, and operation of the street
lights. These costs are expected to total $20,000 per year for
the Downtown Core, $30,000 per year for School Street and
$33,000 per year for Cherokee Lane (in addition to existing
Cherokee Lane street lighting costs of $12,000 per year). The
grand total for the three areas would be $83,000 per year.
Programs to Support Revitalization. These programs,
described in Chapter III, may be funded at a wide range of
levels depending on the resources available for them. For
Lodi, an average expenditure of $55,000 per year (in 1994
dollars), excluding staff costs, is considered adequate to
support downtown revitalization efforts at a reasonable
level. One distribution of this cost among the various
activities described above is shown in Table VI.1.
Table VI.1
Sample Budgets for Downtown Revitalization Program Expenditures
Program
Business recruitment and relocation
program
Design assistance program for
downtown core (5 per year
$3,000 ea.)
Downtown marketing program
(brochure and advertising)
Publicity and special events
Business development program
Total
Table V1.2
Capital Cost of Downtown Revitalization:
Total Nominal Cost
Private Sector's Share (50% of total)
Year 1 Payment
Annual Payment After Year 1
Assessment per Square Foot
Downtown Core
Annual Col/
$27,500
15,000
1,500
6,000
5,000
$55,000
Private Sector's Share
Total (50% of pvt.:,ectcr share)
Per sq. ft. (468,980 sc.. ft.)
Total 15 -year cost per sq. ft.
Cash Cost
$3,050,000
1,525,000
1,525,000
0
762,500
1.63
1.63
Rest of Greater Downtown Total (50% of pvt. sector share) 762,500
Per sq. ft. (2,643,658 sq. ft.) 0.29
Total 15 -year cost per sq. ft. 0.29
* Debt on 51.750 million. with amount in excess of 51.525 million to pay for costs of bond issuance.
ratc of 7 percent and repayment term of 15 years.
Debt Cost*
$3,050,000
1,525,000
192,150
192,150
96,075
0.20
3.00
96,075
0.04
0.60
Assumes interest
Paying for Revitalization
The City of Lodi operates with a balanced budget, as
required by California law: operating expenditures may not
exceed operating revenues. Like most California cities, Lodi
has achieved budget balance by limiting or eliminating cost
increases, stretching its annual income to pay for existing
services, and occasionally tapping city reserves. Transfers
from operating accounts to the capital improvement fund
have been severely limited during recent years, leaving
development impact fees and assessment districts as the
major sources of funds for capital fadlities.
In this context, the City must identify and secure new
sources of revenue to pay for bcth the capital and operating
costs of downtown revitalization. The approach adopted
preliminarily for the Lodi revitalization strategy assumes
that the private sector — that is, those businesses that are
expected to benefit directly from the capital improvements
and ongoing programs described above — will be responsible
for funding one-half of the capital costs and the public sector
— that is, the City of Lodi — will be responsible for funding
the other half, in keeping with the Central City's rote as the
"heart of the city". Alternatives for funding the ongoing costs
of maintenance and programs are addressed but
responsibility is not assigned to either sector. This will
require additional City study.
The remainder of this chapter discusses the characteristics of
private sector and public sector funding mechanisms that
could be used to implement both the capital improvements
and the ongoing maintenance costs and supporting programs
of the recommended revitalization strategy.
-25-
Private Sector Funding
Capital Improvements. Capital improvements may be paid
for in either of two ways: cash or debt. Both approaches
have advantages and disadvantages. Cash purchase has a
lower total cost, but requires a large up -front payment that
many agencies may not have on hand. Incurring debt (e.g.,
through sale of a bond to be repaid over time) has a higher
total cost, but allows the public agency to make smaller
annual payments over time, much like paying a mortgage on
a home.
The private sector's share of capital costs would most likely
be collected by an assessment district. Under California law,
special assessment districts may be formed to collect funds
to pay for capital improvement that will directly benefit the
property owners of the district. The district may either pay
cash by raising money through one-time assessments, or use
debt by issuing bonds to pay for capital improvements.
When bonds are issued, the district promises to repay
principal and interest by levying an assessment on all of the
property owners in the district periodically (e.g., annually or
semi-annually, typically on the property tax bill) until the
bonds are retired. Property owners may choose to pay off
their entire assessment in one cash payment instead of
annual over the life of the bonds. Downtown Lodi formed
an assessment district to pay for beautification in 1984,
selling bonds that will be retired in 1999. The annual
payment on the existing bonds is approximately $50,000.
The following analysis presents, for each area, a discussion
of the cash cost versus annual debt service cost of the
improvements recommended for revitalization.
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Downtown Improvements. The private sector would be
responsible for $1.525 million of the total cost of $3.05
million for Downtown improvements (Town Square/Post
Office and the School Street streetscape).
The amount of the assessment that each property owner
would have to pay is typically determined based on some
relative measure of benefit such as land area, street frontage,
proximity to the proposed improvement(s), or a combination
of these factors. In Downtown Lodi two criteria are
proposed:
1. Assessments for all lots in the Greater Downtown Area
would be based on the lot area of each parcel; see
"Downtown Financing Areas" map on the following
page.
2. The Downtown Core area would be responsible for one-
half of the private sector's share of capital costs, because
these properties would be closest to — and therefore
derive the greatest benefit from — the capital improve-
ments. The nonresidential properties in the rest of the
greater downtown area would be responsible for the re-
maining one-half of the private sector's share. Their as-
sessments would be lower per square foot of land area,
because their benefit from the proposed improvements
would be less direct.
The amount of the assessment per square foot for property
in the Downtown Core vs. property in the rest of the Greater
Downtown Area is shown in Table VI.2. The table compares
the assessment amount for a one-time cash payment to the
amount for debt payment that is repaid at an interest rate of
7 percent over a term of 15 years. These amounts are
illustrative; the exact amount would depend on a number of
factors, including the exact amount, interest rate and term of
the bond issue and the costs of issuing the bond.
-26-
Table VI.3 illustrates the amount of the one-time or annual
payment for lots of various sizes in the Downtown Core and
the rest of the Greater Downtown Area. The downtown core
contains an estimated 67 privately -owned parcels. Of the '
total, 28 parcels (42 percent) are between 5,001 and 10,000
square feet in area; another 11 (16 percent) are between 4,001
and 5,000 square feet in area. Only four parcels are larger
than 15,000 square feet; the largest is 32,300 square feet.
The rest of the Greater Downtown Area contains an
estimated 276 parcels occupied by nonresidential uses. Of
those, 110 (40 percent) are between 5,001 and 10,000 square
feet in area; another 47 (17 percent) are between 10,001 and
15,000 square feet. A full 95 percent of all parcels in this
area (excluding the core) are 25,000 square feet or smaller.
The largest parcel is 75,760 square feet.
Cherokee Lane Improvements. The private sector would be
responsible for one-half of the cost of Cherokee Lane
improvements, or $880,000. The assessment district that
would be responsible for covering this cost would be entirely
different from the Downtown assessment district: no
property would be located in both districts, and each
property in each district would be responsible for only one
assessment.
In the Cherokee Lane area, the assessment would be levied
based partly (50 percent) on each parcel's linear frontage on
Cherokee Lane and partly (50 percent) on each parcel's total
area. This approach assures, for example, that large "flag"
lots, with frontage wide enough only for a driveway but a
large area in the rear of the site pay their fair share of the
total cost.
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Lot Size
fSq. Ft.1
1,000
2,000
3,000
4,000
5,000
10.000
15,000
20,000
25,000
30,000
50,000
75,000
Table VI.3
Sample Assessments for Parcels in the Downtown Core and Rest of Downtown
Downtown
Core
(51.63/sq.
$1,630
3,260
4,890
6,520
8,150
16,300
24,450
32,600
40,750
48,900
81,500
122,250
Cat
Rest of
Downtown
Area
f 50.29/sqa ft.)
$290
580
870
1,160
1,450
2,900
4,350
5,800
7,250
8,700
14,500
21,750
rt.1
Debt
Downtown Core
(50.20/sq. ft.)
15 -Year
Per Year Total
5200 53,000
400 6,000
600 9,000
800 12,000
1,000 15,000
2,000 30,000
3,000 45,000
4,000 60,000
5,000 75,000
6,000 90,000
10,000 150,000
15,000 225,000
Table V1.4
Capital Cost of Cherokee Lane Improvements:
Total Nominal Cost
Private Sector's Share (50% of total)
Year 1 Payment
Annual Payment After Year 1
Assessment
Per linear foot of frontage
Per square foot of lot area
Total (50% of pvt. sector share)
Per linear ft. (15,520 ft.)
Total 15 -year cost per linear. ft.
Total (50% of pvt. sector share)
Per sq. ft. (2,137,530 sq. ft.)
Total 15 -year cost per sq. ft.
(15 Years
Rest of Downtown
f$0.04/sq. ft.)
15 -Year
pvt Year Total
$40 $600
80 1,200
120 1,800
160 2,400
200 3,000
400 6,000
600 9,000
800 12,000
1,000 15,000
1,200 18,000
2,000 30,000
3,000 45,000
Private Secjor's Share
Cash Cost Pebt Cost*
51,750,000 51,750,000
880,000 880,000
880,000 111,100
0 111,100
440,000 55,550
28.35 3.58
28.35 53.70
440,000 55,550
0.21 0.03
0.21 0.45
• Dcbt on 51.012 million, with amount in excess of 5880.000 to pay for costs of bond issuance.
7 percent and repayment term of 15 years.
Assumes interest rate of
Table VI.4 compares the assessment district levies that would
be required for a one-time cash payment and annual debt
service payment that would be required to cover the private
sector's cost of Cherokee Lane improvements.
Table VI.5 illustrates the amount of the one-time or annual
payment for lots of various sizes in the Cherokee Lane area.
The smallest lot with frontage on Cherokee Lane has an area
of about 30 square feet; the largest is approximately I47,400
square feet. The calculations shown are for hypothetical
combinations of frontage width and lot area.
Ongoing Costs
As noted above, the prospective responsibility for funding
ongoing costs of revitalization, including both maintenance
of capital improvements and supporting programs, has not
been discussed or assigned. It is nevertheless useful to
consider the advantages and disadvantages of private versus
public sector funding for these expenditures, and to estimate
the cost implications for property and business owners in the
areas of direct benefit. Costs are described below; advantag-
es and disadvantages of private sector versus public sector
funding are discussed at the end of this chapter.
The costs of maintaining capital improvements were
estimated at the beginning of this chapter to total $83,000 per
year. $50,000 in the Downtown area and $33,000 (net of
current costs) in the Cherokee Lane area. The assessments
that would be required to cover these costs (e.g., by a Land-
scape and Lighting Maintenance District) are shown in Table
VI.6.
The programs to support revitalization that were summa-
rized in Table VI.1 would benefit the Downtown area but
not Cherokee Lane. Therefore, if those programs were to be
covered by the private sector, assessments would be levied
- 27 -
only in the Downtown area. The annual assessments that
would be required are summarized in Table VL7.
Public Sector Funding
Potential Sources of Funds. The City of Lodi would be
responsible for funding the remaining 50 percent of the cost
of capital improvements recommended for downtown
revitalization and Cherokee Lane improvements. Typical
sources of public sector funding, and their applicability and
availability for the revitalization of downtown and Cherokee
Lane, are summarized in Table VI.8.
Considering the information summarized in Table VI.8, the
most promising approach to raising public sector funds for
both capital and operating expenses appears to be increases
in existing tax rates. The total amount of funding for capital
improvements that must be collected from this source would
be reduced by the $290,000 federal grant for street lighting
improvements on Cherokee Lane. Because taxes generate
revenues for the City over long periods of time, it is most
appropriate to assume that the public share of expenditures
would be covered by incurring debt (Le., selling bonds or
certificates of participation) and then repaying the debt with
a portion of the tax revenues.
The two most likely taxes that could be used to generate the
needed money are (1) the business license tax and (2) a
utility users tax. Lodi has a business license tax that
currently generates a total of about $90,000 for the City's
general fund. The amount of tax paid by each business
operating in the city is based on the number of employees.
Rates per employee have not been changed since 1948. In
1993, the Old Lodi High Foundation commissioned a study
of its business license tax, which recommended fundamental
changes in the basis of and rates for the tax levy. That study
provided estimates of the tax rates that would be required to
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Table VI.S
Sample Assessments for Parcels in the Cherokee Lane Area
Debt (15 Years)
Lot Size Frontage 15 -Year
(Sq. Ft.1 (Linear Ft.) rat Per Year Total
1,000 10 5494 566 $987
1,000 50 1,628 209 3,135
5,000 50 2,468 329 4,935
5,000 100 3,885 508 7,620
7,500 50 2,993 404 6,060
7,500 100 4,410 583 8,745
10,000 100 4,935 658 9,870
10,000 150 6,353 837 12,555
15,000 150 7,403 987 14,805
15,000 175 8,111 1,077 16,148
25,000 150 9,503 1,287 19,305
L 25,000 175 10,211 1,377 20,648
75.000 200 21,420 2,966 44,490
i_ 100,000 200 26,670 3,716 55,740
150,000 300 40,005 5,574 83,610
Note: Assumes payments per square foot and per linear foot as calculated in Tabk V1.4.
Table VI.6
Annual Assessments Required to Cover Maintenance Costs
Annual Cost
Assessment per Sq. Ft. of Lot Area
Assessment per Linear Foot of Frontage
Downtown Rest of Cherokee
Cat Downtown j&pg
525,000 525,000 $33,000
$0.05 $0.01 50.02
$2.13
Table VI.7
Annual Assessments Required to Cover Supporting Programs
Annual Cost
Assessment per Sq. Ft. of Lot Area
Source
General obligation bonds
Cash surplus
State grant(s)
Redevelopment project
Increases in existing tax rates
Downtown Rest of
Con D9.11111RE1
$27,500 $27,500
$0.06 $0.01
Table VI.8
Sources of Public Sector Funds
May be Used for:
Capital °aerating
Comments
Requires 2/3 vote of the electorate.
J Not available in Lodi.
As specified by As specified by Lodi has $290,000 for street lighting
granting agency granting agency improvements on Cherokee Lane.
J
Requires formation of a project area.
Would take more than 5 years to gen-
erate significant revenues.
J J Requires majority vote of City Council.
generate revenues of $700,000 to $1,000,000, which were
considered more typical yield levels for the 1990s. Paying
for the public sector's share of revitalization costs with the
business license would confer primary funding responsibility
on businesses, which would be expected to pass through
their extra costs to their customers to the extent that they can
given competitive market conditions.
Lodi does not currently have a utility users tax, and takes
advantage of that fact to market the city to businesses
considering moving to the city. The general fund does
receive some revenues in the form of in -lieu fees from the
City -owned electric, water and sewer utilities, but it has no
ability to collect revenue based on sales of natural gas,
telephone service or cable television service. Using a utility
tax to pay the public sector's share of revitalization costs
would spread the funding responsibility among all business
and residential ratepayers and City utility rates could be
reduced accordingly.
Both taxes are controversial, but the business license tax
appeared to have greater support in the public workshops
for the Downtown revitalization planning process. There-
fore, this analysis discusses the characteristics of a business
license tax that would have to be adopted to cover the City's
share of capital costs and, possibly, the ongoing costs of
maintenance and revitalization programs.
Amount of Money Required
Table VI.9 calculates the amount of funding that the City of
Lodi would be required to contribute each year to Down-
town revitalization. The public sector share of capital im-
provements costs would amount to $266,650 per year. If the
City were to be responsible for 100 percent of ongoing costs
as well, the total annual requirement would be $404,650.
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In 1993, the Old Lodi High Foundation commissioned a
study to evaluate its business license tax structure. That
study recommended that the City revise the basis for its
business license tax, from a levy per employee to a levy
based on gross receipts. The study then defined three
categories of businesses, based on their operating characteris-
tics, and suggested different levy rates for the three catego-
ries. Table VI.10 recapitulates the categories defined in the
earlier study.
The business license tax analysis recommended that the levy
rate for Category 2 businesses equal twice the rate for
Category 1 businesses, and that the levy rate for Category 3
businesses equal three times the rate for Category 1
businesses.
This report adopts the fee structure recommended by the
business license analysis. Based on this structure, the levy
rates required to fund capital improvements and ongoing
costs are summarized in Table VI.1I.
The levy rates shown in Table VI.11 would exactly cover the
public sector share of capital improvements and the
estimated ongoing maintenance and program costs for
downtown revitalization, as estimated in 1994 dollars. They
would provide no cushion for contingencies, nor increases
for inflation, nor funds to pay for other City programs that
have been cut back in recent years to enable Lodi to balance
its operating budget. In addition, these revenues would flow
to the General Fund and could not be earmarked specifically
for Downtown. Therefore, it is strongly recommended that
any business license tax levy increase consider the potential
current and future demands on this revenue source in
addition to the amount of funding calculated in Table VI.11,
and be sized appropriately to meet those demands.
Table VI.9
Summary of City Funding Requirements
Capital Costs
Total Cost
City Share
Available from Other Sources`
Additional Capital Funds Required
Per Year'
Ongoing Costs
Maintenance of Cap. Imps.
Supporting Programs
Total
Total Requirement Per Year
powntowrl Cherokee Lane
$3,050,000
1,525,000
0
$1,525,000
$192,150
$1,750,000
880,000
290,000
$590,000
$74,S00
S50,000 $33,060
Tile
$4,800,000.00
2,405,000
290,000
$2,115,000
$266,650
$83,000
55,000
$ 138,000
$404,650
1. Grant from State Department of Transportation for Cherokee Lane street lighting.
2. Amount shown is debt service cost on 51.750 million for downtown and on $678.500 for Cherokee Lane. Amounts
in excess of "Additional Capital Funds Required" are required to pay for bond issuance. These costs total
approximately 5313.500, or 15 percent of the "Additional Capital Funds Required." Assumes interest rate of 7
percent and repayment term of 15 years.
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Paying for Maintenance and Ongoing Programs: Private
Sector or Public Sector?
The estimated costs of maintaining capital improvements
and of carrying out programs to support Downtown
revitalization are presented in this chapter in two places: (1)
under the assumption that they would be covered by the
private sector, through special assessments on property, and
(2) under the assumption that they would be covered by the
public sector — that is, the City of Lodi -- through an increase
in the business license. Each approach has advantages and
disadvantages.
If the private sector were to pay ongoing revitalization costs,
the annual assessments in the areas to be revitalized would
be higher than if the private sector were to finance only its
portion of the capital costs. This additional burden might
cause a hardship for the very businesses that revitalization
programs are intended to help. At the same time, the mon-
ey collected would be earmarked for spending on
Downtown/Cherokee Lane maintenance and Downtown
programs, and could not be diverted to any other use
considered attractive by the City Council.
If the City were to pay for ongoing revitalization costs, then
the cost burden would be spread over a broader tax base:
all businesses in Lodi rather than only the businesses located
Downtown. The money that is collected, however, would be
placed in the City's general fund, and could be used for any
purposes considered appropriate by the City Council.
Downtown would have to compete with other areas,
interests, services and programs each year during the budget
process to assure that sufficient funds would be allocated to
Downtown maintenance and Downtown programs to sustain
the revitalization effort.
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Table V1.10
Categories of Businesses, Based on Operating Characteristics
Category Types of Businesses
1 Manufacturers
Public Utilities
Retail Trade
Wholesale Trade
Administrative Headquarters*
2 Contractors
Recreation and Entertainment
Rentals of Residential and Nonresidential Properties
Services
3 Professions
• For administrative headquarters only, tax would be based on cost of operations
rather than gross receipts.
Table VI.11
Business Ucense Tax Rates
Required to Fund Downtown Revitalization
Rate »er $1.000 of Gross Receipts*
Category 1 Category 2 Category 3
Capital Improvements
Downtown $0.05 $0.11 $0.16
Cherokee Lane 0.02 0.04 0.06
Total $0.07 $0.15 $0.22
Ongoing Costs
Maintenance $0.02 $0.05 $0.07
Supporting Programs 0.02 0.03 0.05
Total $0.04 $0.08 $0.12
Total $0.11 $0.22 $0.34
* Except administrative headquarters, which would pay based on cost of operations.
Chapter VII
NEXT STEPS: HIGH PRIORITY ACTIONS
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NEXT STEPS: HIGH PRIORITY
ACTIONS
The actions listed below should be undertaken as soon as
possible to promote near term investment in the Central
City's three districts:
1. Adopt the "Concept Development Phase' Central City
Revitalization Program and institute needed funding
mechanisms for capital improvements, business improve-
ment programs, and ongoing operations and mainte-
nance.
2. Install "Post Office Square" improvements in Downtown
and streetscape improvements along Cherokee Lane and
School Street to improve the investment environment and
express the City's commitment to the revitalization
process.
3. Establish incentive programs to stimulate near term
investment in the Downtown Core. At a minimum, these
should include a business recruitment and relocation
program and a design assistance program.
4. Revise land use, parking, signage, and design policies for
Downtown and Cherokee Lane to support the goals of
the Revitalization Strategy. These policies must focus on
concentrating pedestrian -oriented, activity -generating
uses in the Downtown Core and improving the appear-
ance of businesses and buildings along Cherokee Lane.
30
APPENDICES
II 1
A. Sample Community Workshop Notes
B. Sample Workshop Survey Forms
C. Construction Cost Backup Information
D. Resolutions in Support of Post Office Square
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APPENDIX A. SAMPLE COMMUNITY WORKSHOP NOTES
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APPENDIX B. SAMPLE WORKSHOP SURVEY FORMS
r r r• r r
r r r r r
Central City Revitalization Program - Community Workshop #1
COMMENT SHEET
Discussion Group: Revitalizing Downtown
DOWNTOWNSTRENGTHS' " : ` " =': :• "`"" �••
Di/ 5tvr-,'c- AND 1fre t cJi ' et, 5 focg
God e liL'.c,c - c- (..00ew_Qn,o 3
✓ , a r, cvrc2
Down /6 , ' ,at ke6
(2i 1 L 4 i 11
DOWNTOWN WEAXNESSES
(75 Pehe—Qp f t crtit Dour n ¢0co n i5
wY.t : frmce
d.3w , 4- (Atop
f wwrD a°+rne-2—
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Central City Revitalization Program - Community Workshop #1
COMMENT SHEET
Discussion Group: Revitalizing Downtown
` ..' � I r �1 � �.r �'Y�ia' t '7. II�K.+i�+lf+�'y'�y
`DOyYNTOWN STItENG.Ti S� 1 /� . itirtINa
i 5fori c Ago Mfrac f i n e Qu., ti. , 5 C .,
�li
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DOWNTOWN WEAKNESSES
PeA.c ft eyeN D own. koctin i5
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6/1-1;0 2.otv`r1 Motua
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RATINGS
Central City Revitalization Program - Community Workshop #1
COMMENT SHEET
Discussion Group; Improving Cherokee Lane
14101t CAvokv11-4(. Moe
Mk." -.j. 151/41064t5
1.h4oteAsotecv
Deouoyeew PRospre
Wiinmw -tb city wepAito
1
53
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- •• ..i.•• ,,,„;•. • - -.,41.1.7. .., ;- . •: RATINcs.,:.i.
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5 aunutre ()Y reokv 3
CA•U tm-itg.„ orrprics- 1-
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1. Ptattof DsVet,tv 01)
Central City Reiization Program - Community 1Vorkshop
COMMENT SHEET
Discussion Group: Planning Objectives for the East Side Neighborhood
41naatit*4
ge4uri -f CIA eVd, ce.4./ le.(ar 04 t: I<L,•?„,
/9o5 e IMR- AA / Sj.iq
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3
APPENDIX C. CONSTRUCTION COST BACKUP INFORMATION
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Summary Table (Draft 11/10/94)
CENTRAL CITY REVITALIZATION PROGRAM
City of Lodi
Town Square Construction Cost
Item Description
(Large Square Option • 22,500 sf +'•)
Land Acquisition
Demolition of Parking Area .:
Demolition of Wail (Allowance)
Pedestrian -Scale Lighting
Trees @ 36' Box Size w[ Irrigation
Furnishings (Allowance) •.: ' ' .•
Paved Pedestrian Surface
Concrete Walks w/ Special Scoring
Fountain or Kiosk (Allowance)
Move Post Office Loading Dock
Replacement Parking: Land Acquisition
Replacement Parking: Improvements
Estimated
Ouantity
22,500:x:;
• 22,500kb
1
20.
Units
ea
ea
Total Cost
93,7
60
$10,000.00 $10,000
50Q9.90,_._ 100,000
School Street Construction Cost
Item Description
(School Street 2,750 If x 2 = 4,675 If)
Pedestrian -Scale Street _Ughting @ 60'.0.0:
Parking Zone Street Trees la4.30' 0.0. (incl. krt.,
36" box tree, curbed tree well, patching, etc.)
Misc. Demolition/Patching/Removal of Existing Trees
Benches (CP150' +1-)
Trash Receptacles (ep 150'.14)
Corner Bow -Outs (incl demo turrets/storm drain mods )
22,500
10,000
14,000
20,000
75
$7.00
ea
ea
Subtotal
Units
$17.50
$5.00
Unit Cost
Total Cost
ea $0.00 $0
ea X300.00 22 500
ea $12,500.00
Subtotal
$250,000
$965.900
Cherokee Lane Construction Cost
Item Description
(Cherokee Lane 13,150 LF X 2- 26,300 LF)
MOW! Dernelition .
Median Trees ,; 24' Oaks Or Walnuts
Median Treatment - Turf, DG, Bollards (allow
Existing Median Upgrades
Street QOM 9 HdlorttlaW4P47140e7
Frontage Si eet Treei (not
Estimated
Quantity
Units
Unit Cost
Total Cost
49,500 sf $2.50 $123,750
1 ea POPQQ.09..
- -fttom,
0
0
ea $0.00 SO
ea $0.00 $0
ea $0.00 $0
Subtotal
$1,434,325
• ..• . - . , ,,,,,,, • • AA- "%e'"A
..ift6W?
Design Contingency (20%)
Total Construction Cost
(_
$771,445
$4,628,670
TO:
TRANSMITTAL LETTER
Ms. Anne Bums
Freedman. Tung & Bottomley
47 Kearny Street. Suite 500
San Francisco. CA 94108.5522
JOB: Lodi Revitalization Program - Feasibility Study
REMARKS:
We transmit for your:
Date: September 13, 1994
Information X
Approval
Files X
Correction
Return
1 copy of The Post Office Loading Dock Feasibility Cost Study
A1)% ,\CEL) RESOI'RCES f\ CUKSTRI'CIIO\ SFk%ICI.S 1 11)
11.1.5it. • ZS' •4)NM)
By
Yours very truly,
Patrick W. Collins
Prinicip�l—i �� / „ �%•
• fiku\1)N \ '. 'ri .•-
4)' k1 \\U 4:0 11-11k\13% .441,41-
1 .\ • • ,,01
DOWNTOWN LODI REVITALIZATION PROGRAM
FEASIBILITY COST STUDY
POST OFFICE LOADING DOCK RELOCATION
1.0 Existing Loading Dock
1.1 Remove existing double entry doors at 2 PR $200 $400
vestibule.
1.2 Block existing door openings and refinish 200 SF 530 $6.000
interiors. Metal stud. sheetrock and stucco
exterior.
NOTE: Vestibules are closed off at the location
of existing double entry doors.
1.3 Remove existing concrete ramp and rails. 180 SF $15 52.700
1.4 Remove existing wall -mounted guards and 1 LS 5500 5500
free-standing bollards.
1.5 Patch existing exterior stucco wall and 1 LS $2.800 52,800
paint entire surface.
1.6 Rework area where concrete ramp is removed 180 SF $15 $2,700
and infill with conform concrete.
1.7 Slurry coat. stripe and seal asphalt paved area 1.100 SF 52 $2,200
at loading dock.
NOTE No allowance is included for the
relocation of utilities that may be
encountered.
No allowance is included for work to
existing catwalk systems at the existing
loading dock location
Existing exterior overhang; canopy
remains as is
SUBTOTAL - EXISTING LOADING DOCK $17,300
AinA,.c111 RI:.u>t'kut:s
2.0 New Loading Dock
2.1 Remove existing asphalt paving and precast 1,000 SF $3 53.000
concrete bumpers.
2.2 Remove existing overhang complete. 200 SF 510 52.000
2.3 Remove interior face of wall where existing 300 SF $5 51.500
overhang is removed.
2.4 Penetrate existing exterior stucco wall to create 400 SF 55 52.000
new vestibule area.
2.5 Metal framing reconfiguration and miscellaneous 1 LS 52.000 52,000
patching to existing exterior walls.
2.6 Metal frame, metal deck with sound board floor 200 LF 550 510.000
isolation in new catwalk system to be located in
the interior high bay area for observation platform.
2.7 Rework existing roofing and roof drains. 200 SF 55 51.000
2.8 New canopy similar to existing to conform to 100 LF 5550 555.000
existing building appearance.
2.9 New vestibule, framed exterior, with three (3) 800 SF 520 516.000
pairs of double doors.
2.10 Concrete ramp and paving. 1,000 SF 510 510.000
2.11 Motor operated gate and miscellaneous curb 1 LS 55.000 55.000
work
2.12 Pavement striping and miscellaneous patching. 1 LS S2.000 52.000
etc.
2.13 Electrical power and lighting. 1 LS 57.500 S7.500
SUBTOTAL - NEW LOADING DOCK 5117,000
Atnv.t.Eu laso ku.
CESCRIPTlON _;
Summary
Existing Loading Dock
New Loading Dock
Subtotal
General Conditions (15%)
Subtotal
Overhead Profit & Bonds (20%)
Subtotal
Design Contingency (20%)
$17.300
$117.000
$134.300
$20.145
$154.445
$30.889
$185.334
$37.066
TOTAL $222,400
Ain k i SOL R('1S
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APPENDIX D. RESOLUTIONS IN SUPPORT OF POST OFFICE SQUARE
Os. 2 1. 94 09:34.06M «LONG' s s Ass 1'02
P.O. Box 1565
Lodi Ca. 95241
LODI ,.., 1i,. n;,i BUSZNESS ASSOCIATION
'JUNE 20, 1994
Mr. Jerry Adkins
!tanager, Facilities Service Office
650 Cherry Avenue
San Bruno, Ca 94099
Dear mt.. Adkins:
The city of Lodi is in the midst of a revitalization effort
of our downtown district. It is a well know fact that the
Post Office is a distinct anchor and it is responsible
for a significant percentage of the customer count existing
in downtown Lodi.
One of the most inovative and creative suggestions coming out
of our three workshops on revitalization is the building of a
"Post Office Square ° on the corner of school and Oak streets.
This would require use of some of the existing spaces in the
the Post Office's parking lot.
Business owners and managers of the downtown business district
are very such aware of the importance of adequate parking
requirements and understand the value of the spaces in your lot.
Any changes Made to the downtown area will. be painful for some
businesses but success will not be possible without the support
of the Post Office and other businesses focussing on the long
term livelihood of our downtown. We request your support of
this concept and look forward to meaningful dialogue with you.
Very truly yours.
Ken Cantrell
President,
Lodi Downtown Business Assn.
J114-21-1994 09: 38 209 369 5853
P. 02
RESOLUTION NO. 94-77 `•-r . _`
A RESOLUTION OF THE LODI CITY COUNCIL
IN JVPYv+li OF EXPLORING THE FEASIBILITY OF SITING
PLAZA= THE SOU AST CORNER OF OAK
AND SQ OOf/'STRE TS IN a+ola\a,+'+ka► LODI
•==============================aa=====masa
a=aaasa=========s
WHEREAS, the City of Lodi has embarked on an aggressive Economic
Development Program to further stimulate business growth and economic
vitality in the City; and
WHEREAS, the citizens of Lodi, business leaders, City officials
and staff, have identified Downtown Revitalization as a significant
element of the Economic Development Program; and
WHEREAS, Downtown Lodi is in a state of deterioration with a high
vacancy rate and fewer citizens visiting Downtown Lodi; and
WHEREAS, through a community workshop series, the Lodi U.S.
Postal Office has been overwhelmingly identified as a major draw to
Downtown as a destination point; and
WHEREAS, the citizens, business community, City officials and
staff, have determined that Downtown Lodi needs a Downtown Plaza
located where the Lodi Post Office currently has a parking lot;
NOW, THEREFORE, BE IT RESOLVED, that the City Council requests
that the U. S. Postal Service work with the City of Lodi in a
cooperative spirit to explore the feasibility of siting a Downtown
Plaza on the southeast corner of Oak Street and School Street in
Downtown Lodi. It is the City's intention that this project not be a
burden on the Post Office in terms of cost or loss of facilities. The
City looks forward to an opportunity to work cooperatively with another
government agency to improve the quality of life in Lodi.
Dated: June 15, 1994
I hereby certify that Resolution No. 94-77 was passed and adopted
by the Lodi City Council in a regular meeting held June .15, 1994 by the
following vote:
Ayes: Council Members -
Noes: Council Members
Absent: Council Members
Davenport, Mann, Pennino, Snider
and Sieglock (Mayor)
- None
- None
411/11-,-CMfer M Pin
Clerk
94-77
CITY COUNCIL
)ACK A. SIECI.00K. Mayor
STEPHEN 1. MANN
Mayor Pro Tempore
RAY C. DAVENPORT
PHILLIP A. PENNINO
JOHN R. (Randy) SNIDER
June 27, 1994
CITY OF LODI
CITY HALL. 221 WEST PINE STREET
P.O''BOX 3006
LODI. CALIFORNIA 95241-1910
(209) 334-5634
FAX 12091 333.6796
Manager - Facilities Service Office
850 Cherry Avenue
San Bruno, CA 94099-0300
Dear Mr. Adkins:
THOMAS A PETERSON
C.tv manager
JENNIFER M. PERRIN
Cuv Clerk
BOB McNATT
City Attorney
RE: Downtown Lodi - Post Office Square
The City of Lodi is engaged in a Downtown revitalization effort that involves local business
people, residents, City officials and staff. Our overall goal is to re-establish Downtown► as the
social and civic heart of our community. We have conducted three community workshops so far,
and a theme that has emerged loud and clear is that Downtown's single most valuable asset is our
beaiutiful Post Office. It brings many people to Downtown, some of whom might not otherwise
visit the district, and it is a companion to our other Downtown civic buildings, including our
Library, Public Safety Building and historic City Hall.
The Post Office is located on School Street, our Downtown's "main street", and we would like to
(1) ensure that we preserve it as a vital functional element of Downtown, and (2) feature it as part
of an initial "catalyst" revitalization project. Our work to date tells us that one of the best
opportunities we have to capture the community's imagination and spark local investment is to
build on the importance of the Post Office by convening the existing public parking area along
School Street into a new town square. The square would be Downtown's center of gravity. It
would focus on the new entrance to the Post Office, and enhance the possibilities for filling some
attractive, yet vacant, adjacent buildings with new tenants.
We ask for your support in the City's efforts to explore alternatives for a new "Post Office
Square" with Mr. Lambertsen, the Iocal Postmaster. We know that we must accommodate the
Post Office's functional operating requirements if it is to remain an important element of our
Downtown, and we very much want it to remain so. We believe that these requirements and our
Mr. Jerry Adkins
June 27, 1994
Page - 2
community's desires for an attractive Downtown "people place" are not mutually exclusive.
PIease lend your voice to our Downtown revitalization effort. Thank you for your attention.
Sincerely,
Cram • . '? • lanning commission Chairman Roger S ord. Commission Via Chairman
Pida
S Hitchcock. Planning Conunissioner
Joidi Schmidt, Planning Commissioner
CITY COUNCIL
)ACK A. SIECLOCK. Maya
STEPHEN 1 MANN
Mayor Pro Tempore
RAY C DAVENPORT
PHILLIP A PENNINO
JOHN R. (Randy) SNIDER
June 15, 1994
CITY OF LODI
CITY HALL, 221 WEST PINE STREET
P.ES .BOX 3006
LODI CALffipRNIA 95241-1910
(209) 334-5634
fAX (2119) 333-679S
Mr. Jerry Adkins
Manager - Facilities Service Office
850 Cherry Avenue
San Bruno, CA 94099-0300
RE: Downtown Lodi - Post Office Square
Dear Mr. Adkins:
THOMAS A PETERSON
.,-� Cell Manager
•TE1VNtfERM PERRIN
�• City Clerk
BOB McNATT
City Attorney
The City of Lodi is engaged in a Downtown revitalization effort that involves local business people,
residents, City officials and staff. Our overall goal is to re-establish Downtown as the social and civic
heart of our community. We have conducted three community workshops so far, and a theme that
has emerged loud and clear is that Downtown's single most valuable asset is our beautiful Post
Office. It brings many people to Downtown, some of whom might not otherwise visit the district, and
it is a companion to our other Downtown civic buildings, including our Library, Public Safety Building
and historic City Hall.
The Post Office is located on School Street, our Downtown's "main street", and we would like to (1)
ensure that we preserve it as a vital functional element of Downtown, and (2) feature it as part of an
initial `catalyst* revitalization project. Our work to date tells us that one of the best opportunities we
have to capture the community's imagination and spark local investment is to build on the importance
of the Post Office by converting the existing public parking area along School Street into a new town
square. The square would be Downtown's center of gravity. It would focus on the new entrance to
the Post Office, and enhance the possibtities for filling some attractive, yet vacant, adjacent buildings
with new tenants.
We ask for your support in the City's efforts to explore altematives for a new "Post Office Square'
with Mr. Lambertsen, the local Postmaster. We know that we must accommodate the Post Office s
functional operating requirements if it is to remain an important element of our Downtown, and w,1
very much want it to remain so. We believe that these requirements and our community's desires for
an attractive Downtown 'people place' are not mutually exclusive. Please lend your voice to o(.r
Downtown revitalization effort. Thank you for your attention.
Very truly yours,
f
Stephen J. Mann, cr- or •ro Tempore
411T., 6411".ANN,,a---)
Phillip A. Pend o, Council Member
John R (kandWSmder, Council Member
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ACKNOWLEDGEMENTS
CITY COUNCIL
Jack A. Sieglock, Mayor 1994
Stephen J. Mann, Mayor Pro Tempore
Ray G. Davenport
Phillip A. Pennino
John R. (Randy) Snider
PLANNING COMMISSION
Roger Stafford, Chairperson
Susan Hitchcock, Vice Chairperson
Harry L. Marzolf
Johnathan McGladdery
Michael A. Lapenta
Craig Rasmussen
W. John Schmidt
TASK FORCE
Tony Segale, Chairperson
Jim Schweickhardt, Vice Chairperson
John Borelli, Lodi Downtown Business Assoc. Representative
Dennis Cunnington, Cherokee Lane Representative
Dale Gillespie, Cherokee Lane Representative
Bob Johnson, Chamber of Commerce Representative
Rose Marie Mendonca, Cherokee Lane Representative
Barbara McWilliams, Lodi Downtown Business Assoc.
Representative
Virginia Snyder, East Side Improvement Committee
CITY STAFF
Thomas A. Peterson, City Manager
Bob McNatt, City Attorney
Dixon Flynn, Finance Director
Jerry L. Glenn, Assistant City Manager
l
Jim Schroeder, Community Development Director
Jack Ronsko, Public Works Director
Ron Williamson, Parks and Recreation Director
Larry Hansen, Police Chief
Charlene Lange, Community Center Director
Janet S. Keeter, Economic Development Coordinator
Richard Prima, City Engineer
Barbara Reed, Secretary to the City Manager
David Morimoto, Senior Planner
COMMUNITY ORGANIZATION DIRECTORS
Ken Cantrell, President, Lodi Downtown Business
Association
Les Dabritz, Executive Director, Lodi Chamber of
Commerce
Dick Sanborn, Chairperson, Cherokee Lane Committee
Virginia Snyder, Chairperson, East Side Improvement
Committee
CONSULTANTS
Freedman Tung & Bottomley
Urban Design and Town Planning
Michael Freedman
Terence Bottomley
Gregory Tung
Anne Burns
Anthony Imbiscusco
Colette Haroun
Mundie & Associates
Economics
Suzanne Lampert
... and all those who participated in the community
workshops.
DECLARATION OF MAILING
On November 29, 1994 in the City of Lodi, San Joaquin County, California, California, I
deposited in the United States mail, envelopes with first-class postage prepaid thereon,
containing a copy of the Notice attached hereto, marked Exhibit "A'; said envelopes
were addressed as is more particularly shown on Exhibit "B" attached hereto.
There is a regular daily communication by mail between the City of Lodi, Califomia, and
the places to which said envelopes were addressed.
I declare under penalty of perjury that the foregoing is true and correct.
L
Executed on November 29, 1994, at Lodi, California.
decmail/forms
Jennifer M. Perrin
City Clerk
J acqualine L. Tay9Ar
Cr-ptty City Clerk \\
4
r
CITY OF LODI
Carnegie Forum
305 West Pine Street, Lodi
+ 4
NOTICE OF PUBLIC HEARING
Date: December 13, 1994
Time: 7:00 p.m.
r 1
•
For information regarding this notice please contact:
Jennifer M. Perrin
City Clerk
Telephone: (209) 3334702
A
NOTICE OF PUBLIC HEARING
December 13, 1994
NOTICE IS HEREBY GIVEN that on Tuesday, December 13, 1994 at the hour of 7:00
p.m., or as soon thereafter as the matter may be heard, the City Council will conduct a
Public Hearing at the Carnegie Forum, 305 West Pine Street, Lodi, to consider the
following matter:
a) That the City Council review and adopt Central City Revitalization Project
strategies
All interested persons are invited to present their views and comments on this matter.
Written statements may be filed with the City Clerk at any time prior to the hearing
scheduled herein, and oral statements may be made at said hearing.
If you challenge the subject matter in court, you may be limited to raising only those
issues you or someone else raised at the Public Hearing described in this notice or in
written correspondence delivered to the City Clerk, 221 West Pine Street, at or prior to the
Public Hearing.
By Order of the Lodi City Council:
.'TQ�w►
fer M. «in
Ci Clerk
Dated: December 7, 1994
Approved as to form:
(AN)
Bobby W. McNatt
City Attorney
J CIIYCLRK\FOKUSWOIICE28 WC I2/2F 4
r
THIS IS IT!!
Downtown Revitalization
and
Cherokee Lane Improvement
Special Meeting
of tFie
Lodi Ci,y Council
iuesday
December 13, 1994
7:00 p.m.
Lodi City Council Chambers
Carnegie Forum
305 West Pine Street, Lodi
AGEN DA
• Presentation of Consultant's Report by
Michael Freedman
• Central City Revitalization Task Force
Report and Recommendations
• Comments by Public
• City Council Action
•r
Frank C. Alegre
2000 Edgewood Drive
Lodi, CA 95240
Doreen Rice
P. 0. Box 2501
Lodi, CA 95241
Elizabeth Rosenquist
1011 W. Walnut Street
Lodi, CA 95240
AM PM Mini Market
David Hildebrand
225 S. Cherokee Lane
Lodi, CA 95240
IBRAHIM ABDEL & K
100 North Sacramento St.
Lodi, CA 95240
Abrahamson Printing
15A W. Pine St.
Lodi, CA 95240
Lutfi A Alburatti
101 N. Sacramento St
Lodi, CA 95240
Aldee Market
Jyoti Singh
216 N Cherokee Lane
Lodi, CA 95240
Art & Dennis Altnow
Lodi Truck Service
1430 S. Cherokee Lane
Lodi, CA 95240
Aluminum Welding
Ervin Host
1515 S. Cherokee Lane
Lodi, CA 95240
American Opinion Book Store
Forrest Vowel
100 N Cherokee Lane #3
Lodi, CA 95240
•J •
Donald & Martha Anderson
114 N. Sacramento St
Lodi,CA 95240
Arch Cafe
15 S. School St.
Lodi, CA 95240
Trella Areida
Lodi Senior Citizens' Commission
1330 Midvale
Lodi, CA 95240
Donald Ariola
721 S. Cherokee Lane
Lodi, CA 95240
Atlantic Richfield Co.
P. 0. Box 2485
Los Angeles, CA 90051
Edwat1 Atwood
36 Pembrook Ct
Morays, CA 94556
Back Bay
100 N. Cherokee Lane #5
Lodi, CA 95240
Becky Bailey
Eastside Improvement Committee
909 S. Garfield Street
Lodi, CA 95240
Lois P. Ballard Trust
2331 W. Highway 12
Lodi CA 95242
Bank of America
Attn: Roscoe Brownfield
31 S. School St.
Lodi, CA 95240
Bank of Lodi
Leon Zimmerman
701 S. Ham Lane
Lodi, CA 95240
Bank of Stockton
Mr. Bob Maus
120 W. Walnut St.
Lodi, CA 95240
Barbera Packing Co.
P. 0. Box 789
Lodi CA 95241
0
J
Jim Baum
3380 E. Woodbridge Road
Acampo, CA 95220
B & P Investments
P. O. Box 457
Lodi, CA 95241
Baskin-Robbins Ice Cream
Terry Sazama
480 S Cherokee Lane #D
Lodi, CA 95240
Beacon Oil Co #502
Ultramar, Inc.
35 N. Cherokee Lane
Lodi, CA 95240
Ben's Electric
Ben Osburn
1535 S Cherokee Lane
Lcdi, CA 95240
Teo Bergman
7736 Heather Drive
Stockton, CA 9520'
Michael Bertolone
1610 Calabrese Way
Gilroy, CA 95020
Best Western Hotel
710 S Cherokee Lane
Lodi, CA 95240
Big "O" Tires of Lodi
Dennis Cunnington
3C2 N. Cherokee Lane
Lodi ,CA 95240
Harry Bistolarides
511 E. Pine St.
Lodi, CA 95240
Bitterman,s Jewelry
10 N. School St.
Lodi, CA 95240
Keith Bohnet
1906 W. Walnut St.
Lodi, CA 95242
John Borelli
John Borelli Jewelers
9 N. School St.
Lodi, CA 95240
.AD
J
Browman Development
100 Swan Way, Suite 206
Oakland, CA 94621
Alton Brinlee
125 Vien S E
Salem, Or 97302
Buck's Steak & Seafood Restaurant
620 S. Cherokee Lane
Lodi, CA 95240
Leonard Bull
SPARC
180 S. Corinth
Lodi, CA 95242
EARL E & L BURLINGTON
910 N. HAM LANG
LODI, CA 95240
Business Council, Inc.
Ron Addington
2800 W Marc) Lane
Stockton, cA 95219
William Butler
P. O. Box 2026
Lodi, CA 95241
Burtons Shoes
226 S. School St.
Lodi, CA 95240
June Margaret Bush
609 W. Oak St
Lodi, CA 95240
C R Star Inc
741 S. Cherokee Lane
Lodi,CA 95240
Mr. & Mrs. Douglas Cacianti
8875 S Hwy 26
Valley Springs, CA 95252
Campora Gas Service
Tim Kellogg
2081 Sylvan Way #203
Lodi, CA 95240
David Castagna
San Joaquin County
1810 E. Hazelton
Stockton, CA 95201
Warren W. Canepa
Cherokee Motors
821 S. Cherokee Lane
Loid, CA 95240
Anthony Canton
Eastside Improvement Committee
1029 South Church Street
Lodi, CA 95240
Ken Cantrell, Store Manager
Longa Drug Store
100 W. Lodi Avenue
Lodi, Ca 95240
Central Valley Hofbrau
Paul K. Tsampia
28 N. School St.
Lodi, CA 95240
Chamber of Commerce
Lee Dabritz
Executive Director
P. 0. Box 386
Lodi, CA 95241
Peter Chan
701 S. Cherokee Lane
Lodi, CA 95240
Wen Chang
10 Twin Dolphin Dr 88
Redwood City, CA 94065
Check Cashing of Lodi
Charles D. Atherton
920 S. Cherokee Lane 81
Lodi, CA 95240
Chelsey's Clothes for Cute Kids
40 Downtown Mall
Lodi, CA 95240
Cherokee Lane Liquor
James McCarty
220 N Cherokee Lane
Lodi, CA 95240
Cherokee Radiator Service
Joe Gonzales
324 N Cherokee Lane
Lodi, CA 95240
Cherokee Retail
700 S. Orange
West Covina, CA 91790
Cherokee Veterinary Hospital
Marilyn Wiley
1120 S Cherokee Lane
Lodi, CA 95240
Christensen's Fashions Inc.
Mike Locke
5 N. School St.
Lod, CA 95240
Porfirio Cisneros
910 S. Cherokee Lane
Lodi, CA 95240
Bob Comartin
1 Montgomery St, 8th Floor
San Francisco, CA 94104
Comfort Inn
118 No. Cheroke Lane
Lodi, CA 95240
Esther Cone
P. 0. Box 1827
Lodi, CA 95241
Corner Pocket Bar
Sandra Wareham
725 S. Cherokee Lane
Loid, CA 95240
Cottage Bakery
Terry Knutson
203 S. School St.
Lodi, CA 95240
Bonnie Dancer
430 Valley Drive
Lodi, CA 95240
Danz Jewelers
Dan & Carol Ingrum
220 S. School St.
Lodi, CA 95240
3
Delta Pump & Supply
130 N. Cherokee Lane
Lodi, CA 95240
Mike Daniger
4 W. Lodi Avenue
Lodi, CA 95240
Rick Dentino
Woodbridge Coffee Co
305 W Lockeford St
Lodi, CA 95240
Discovery Toys
Barbara Steinheimer
1410 Mettler Road
Lodi, CA 95242
Delores Dickey
Lodi Senior Citizens' Commission
326 Del Mont St.
Lodi, CA 95242
Colleen Dixon
Eastside Improvement Committee
333 Hilborn Street
Lodi, CA 95240
Duncan Press
25 W. Lockeford St.
Lodi, CA 95240
Du Bois Fashions
125 S. School St.
Lodi, CA 95240
Daisy Shop
Janet Smythe
25 W. Pine St.
Lodi, CA 95240
Bob Elliott et al
1001 W Elm St
Lodi, CA 95240
Paul Easley
216 N School St
Lodi, CA 95240
El Rancho Bar
Jimmy Norton
P. 0. Box 2522
Lodi, CA 95241
Ellis Car Wash
David 1. Park
820 S. Cherokee Lane
Lodi, CA 95240
William S. Ereth
Lodi Eagles
21 W. Oak Street
Lodi, CA 9240
El Pajero
212 S. School St
Lodi, CA 95240
Phil Erickson
4234 Cambridge Road
Cameron Park, CA 95682
The Elizabeth of California
Rose Knut'on
20 S. School St.
Lodi, CA 95240
First United Methodist Church
200 W Oak St
Lodi, CA 95240
Fred's Puff -N -Stuff
13 W Pine St
Lodi CA 95240
Farmers & Merchants Bank
Phil Felde
Pine & Church St
Lodi, CA 95240
F & i Bookkeeping
100 N Cherokee Lane
Lodi, CA 95240
Darrel Fendrich
14630 N. Beckman Road
Lodi, CA 95240
Nick Felten
1001 W. Pine St.
Lodi CA 95240
Hiroshi Fujikawa
708 Park St.
Lodi, CA 95240
Frames and Fine Things
Kathryn Parker Bennett
18 W. Pine St.
Lodi, CA 95240
Glenn & Sharon Fait
305 Scott St
Folsom, CA 95630
First Interstate Bank
Attn: Ron Mettler
200 S. School Street
Lodi, CA 95240
Farmers & Merchants Bank
Attn: Joyce Edwards
Main Branch
121 W. Pine
P. 0. Box 380
Lodi, CA 95241
Fosen Interiors
Attn: Eric Posen
120 N. School St.
Lodi, CA 95240
Fellowship in Action Corp.
P. O. Box 2113
Lodi CA 95241
Frank's Business Machines
Frank Bachman
107 S. School St.
Lodi, CA 95240
Felten's Topaz Restaurant
215 N. Cherokee Lane
Lodi, CA 95240
Vicki Fitzhugh
1420 S. Mills Avenue, Suite F
Lodi, CA 95242
Fremont Shoe Repair #2
24 N. School St.
Lodi, CA 95240
General Mills
Mr. Bob Wheeler
General Manager
P. 0. Box 3003
Lodi, CA 95241-1906
Gienger's Floor Coverings
Ron & Connie Riggs
15 W. Oak Street
Lodi, CA 95240
Grape Vine
Mike and Angelo Cundari
14 N. School St.
Lodi, CA 95240
j
Gallagher's Hearing Aid Center
Alice Gallagher
480 S Cherokee Lane #B
Lodi, CA 95240
GT Auto Sales
Mike Oberle
821 S. Cherokee Lane
Lodi, CA 95240
Tony Goehring
724 Virginia Avenue
Lodi, CA 95240
Dale Gillespie
Geweke Properties
P. O. Box 1210
Lodi, CA 95241
Graphic Workshop
115 N. School St
Lodi, CA 95240
Geweke Land Development & Marketing
P. O. Box 1210
Lodi, CA 95241
Chris Gianulias
3220 Province Towne
Modesto, CA 95355
Donald Griffith
340 S Olive St.
Stockton, CA 95205
Sisto Gelsanini
1806 N. Wilson Way
Stockton, CA 95205
Lloyd Gums
731 Birchwood Drive
Lodi, CA 95240
Joe Gonzles
11707 Quiggle Road
Galt, CA 95632
Seward Grifith
P. O. Box 1598
Lodi, Ca 95241
Generations
LaVern Burns
14 W. Pine St.
Lodi, CA 95240
Miguel Guerrero
1331 S. Wilson Way
Stockton, CA 95205
Lillian Goldsmith
Lodi Senior Citizens' Commission
1830 S. Hutchins St.
Lodi, CA 95240
D. Juan Gonzalez
Lodi Arts Commission
P. 0. Box 272
Woodbridge, CA 95258
Miguel Guerrero
1331 S. Wilson Way
Stockton CA 95205
Thomas N. & S. L. Gundershaug
130 N. Sacramento
Lodi CA 95240
John Graffigna
5221 E. Acampo Road
Acampo CA 95220
The Gourmet Sandwich
230 W. Pine St.
Lodi, CA 95240
Geirhart Wells & Donahue Funeral Home, Inc.
Pat & Merry Donahue
123 N. School St.
Lodi, CA 95240
Gerard & Gerard
Attn: Barbara Feine
218 W. Pine St.
Lodi, CA 95240
Gienger's
Russell Martin
15 W. Oak St.
Lodi, CA 95240
Guild Cleaners
17 S. Church St.
Lodi, CA 95240
Garry's Lounge
Attn: Elaine Hecker
13 S. School St.
Lodi, CA
J
Stephanie Geweke
Geweke Xnteriors
1045 S. Cherokee Lane
Lodi, CA 95240
Gomez, Salvador
19058 Lamber Way
Lockeford, CA 95237
Howard Clark
6796 B. Hwy 12
Lodi, CA 95240
Barry Hand
Community Development Director
City of Tracy
520 Tracy Boulevard
Tracy, CA 95376
Hollywood Cafe
Bert Heim
315 S. Cherokee Lane
Lodi, CA 95240
Havatan Tanning Salon
Angi Orlandella
100 N Cherokee Lane #6
Lodi, CA 95240
Helmsman Printing
14 S. School St
Lodi, CA 95240
Henry Hansen
P. 0. Box 437
Lodi, CA 95241
Harold Heiser
6604 E. Harney Lane
Lodi, CA 95'440
Wing Hom
1401 S. Cherkoee Lane
Lodi,CA 95240
JA Coub Blian Habibeh
401 S. Cherokee Lane
Lodi, CA 95240
Mohammad Jameel
521 N. Cherokee Lane
Lodi, CA 95240
Henderson Bros.
Mike Fyffe
21 S. Sacramento St.
Lodi, CA 95240
Rich Hanner
The Record
101 So. Locust Ste. 4
Lodi, CA 95240
Susan Hitchcock
Planning Commission
Lodi, CA 95242
House of Clocks
Joe and Marie Hohn
110 S. Church St.
Lodi, CA 95240
R M Holz
Mr. Ed R. Marchese, President
1129 So. Sacramento Street
Call Box 241002
Lodi, CA 95241
Ray Hirning
236 Mission Street
Lodi, CA 95240
Frank D. Hogge
President
Hogge Enterprises, Inc.
P. 0. Box 773
Lockeford, CA 95237
Abdel & K. Ibrahim, et al
100 N. Sacramento St.
Lodi CA 95240
The Image
Attn: Judi Ito
24 S. School St.
Lodi, CA 95240
Bob Johnson
Recreation Commission
1311 Midvale Road
Lodi, CA 95240
Edward D. Jones & Co.
Phil Lenser
101 W. Locust St. #3
P .0. Box 1148
Lodi, CA 95241
3
Ervin ICost
1515 S. Cherokee Lane
Lodi, CA 95240
Bo Katzakian
P. 0. Box 1778
Lodi, CA 95241
Louis Kasten
109 S. Cherokee Lane
Lodi, CA 95240
Robert Kulp
518 St Claire
Lodi, CA 95240
Jean Kiggens
21 Blue Sky Ct
Sacramento, CA 9528
Christian Knox
4571 N. Pershing Ave
Stockton, CA 95207
Zamurad Khan
19 N American St
Stockton, CA 95202
Kentucky Fried Chicken
Attn: Laura Mullen
224 V. Kettleman Lane
Lodi, CA 95240
Marlo Kerner
P. 0. Box 1890
Lodi, CA 95241
Eleanor Kundert
Lodi Arts Commission
1726 S. Mills
Lodi, CA 95242
Zamurad & S. Khan
19 N. American Street
Stockton CA 95202
Lorrie King
Eastside Improvement Committee
508-A E. Lodi, Avenue
Lodi, CA 95240
Saleem Khan
Eastside Improvement Committee
32 Eden Street
Loth, CA 95240
Donald P. Kundert
SPARC
1726 S. Mills Avenue
Lodi, CA 95242
Jeffrey J. Kirst
General Contractor
18826 N. Lower Sacramento Road
Woodbridge, CA 95258
King Tsin Restaurant
Mike & Lily Wang
121-B S. School St.
Lodi, CA 95240
Kundert & Bauer
Clara & Ken Bauer
6 W. Oak St.
Lodi, CA 95240
K -Mart
520 S. Cherokee Lane
Lodi, CA 95240
Alien Lee
CalTrans
1976 H. Charter Way
Stockton, CA 95201
LUSTRE -CAL Nameplate Corporation
Mr. Joseph C. Hohenrieder
Chairman/CFO
P. O. Box 439
Lodi, CA 95241
LUSD
Teri Black
1305 E Vide St
Lodi, CA 95240
Lodi Sports Club
114 N Sacramento St
Lodi, CA 95240
Lodi Metal Tech, Inc.
Mr. D. Allen Gross, President
P. O. Box 967
Lodi, CA 95241
Lodi Sporting Goods
Rich Marini
858 W. Kettleman Lane
Lodi, CA 95240
Gary J. Lund Promotions
P. O. Box 22
Lodi, CA 95241
Rich Laiblin
222 R Weber Aenu #707
Stockton, CA
Ken Lung
Lodi Tire Service
240 N. Cherokee Lane
Lod:, CA 95240
Lod; Moving Center
450 N Cherokee Lane
Lodi, CA 95240
Lodi Trucking Co.,
Art Altnow
1430 S Cherokee Lane
Lodi, CA 95240
Laverne's Coffee Shop
116 N. School St
Lodi, CA 95240
Living Way Christian Book Store
Neva Bauer
110 W. Oak St.
Lodi, CA 95240
Let's Celebrate
8 N. School St
Lodi, CA 95240
Ken Lung
820 W. Oak St
Lodi, CA 95240
Lodi Retal Deve Assoc
2680 N First St
San Jose, CA 95134
LTS Rentals
P. O. Box 1120
Lodi, CA 95241
Jerry Link
222 S. School St.
Lodi, CA 95240
Robert Litfin
1445 S Cherokee Ln
Lodi,CA 95240
Lodi Motor Inn
Daryl Geweke
1140 S. Cherokee Lane
Lodi, CA 95240
Domenico & G Lima
65 Cambridge Avenue
San Leandro, CA 94577
Lodi News -Sentinel
Attn: Fred Weybret
125 N. Church St.
P. 0. Box 1360
Lodi, CA 95241
Lodi News -Sentinel
Attn: Dan Battilana
125 N. Church St.
P. 0. Box 1360
Lodi, CA 95241
Donald Levy
Lodi Arts Commission
128 S. Fairmont
Lodi, CA 95242
Virginia Lahr
Eastside Improvement Committee
311 E. Elm Street
Lodi, CA 95240
Michael Locke
SPARC
5 N. School St.
Lodi, CA 95240
Michael A. Lapenta
Planning Commission
1718 Edgewood Dr.
Lodi, CA 95240
Domencio & G Lima
65 Cambridge Avenue
San Leandro CA 94577
The Luckey Company
Mr. Tony C. Goehring
P. 0. Box 7428
2495 W. March Lane, Suite 100
Stockton, CA 95207
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Lodi Schwinn
11 S.Church St.
Lodi, CA 95240
Lasting Impressions
Richard Linton
110 N. School St.
Lodi, CA 95240
Lodi Coin & Precious Metal
105 W. Walnut St.
Lodi. CA 95240
Lodi Office Products
21 N. School St.
Lodi, CA 95240
Lodi Barber Shop
Eddie Richter
5 1/2 S. School St.
Lodi, CA 95240
Lyons Restaurant
Suzanne Ventura/Ruth Robinson
233 S. School St.
Lodi, CA 95240
MacFrugals
380 S Cheokee Lane
Lodi, CA 95240
Vera Martin
8837 Skyway #A
Paradise, CA 95969
Russ Martin
625 Cardinal
Lodi, CA 95240
Pamela Martinez
321 Greenway Dr
Martinez, CA 94553
Massie Charles
8372 Carbide Ct
Sacramento, CA 95828
James Mc Carty
220 N. Cherokee Lane
Lodi, CA 95240
McMahan's Furniture Store
Robert Lautt
220 S. Church St.
Lodi, CA 95240
Moores Shou Shu Karate, Inc
5789 Southworth Rd
Valley Springs, CA 95252
Gillian Murphy, Director
San Joaquin Delta College
Small Business Development Center
814 N. Hunter Street
Stockton, CA 95202
Tim Mattheis
Lodi Arts Commission
234 S. Crescent Ave.
Lodi, CA 95240
Susan Maley
Lodi Arts Commission
P. 0. Box 886
Woodbridge, CA 95258
Cynthia Morris-Olagaray
Lodi Arts Commission
621 W. Locust St.
Lodi, CA 95240
Chad Meyer
Recreation Commission
250 Ticknor Court
Lodi, CA 95242
Elvers Melby
Recreation Commission
8 N. Sunset Drive
Lodi, CA 95240
JoAnne Mounce
Bastside Improvement Committee
512 1/2 B. Tokay Street
Lodi, CA 95240
Harry L. Marzolf
Planning Commission
445 Madrone Ct.
Lodi, CA 95242
Mr. & Mrs. Larry Meyers
131 S. Avena Avenue
Lodi, CA 95240
Comfort Inn
118 N. Cherokee Lane
Lodi, CA 95240
3
Karen Mueller
Cato Pools
840 S. Cherokee Lane
Lodi, CA 95240
Rose Marie Mendonca
Realty World
1 N. Cherokee Lane
Lodi, CA 95240
Morris Automotive
101 S. Sacramento St.
Lodi, CA 95240
Joe Newfield III
P. O. Box Q
Woodbridge, CA 95220
Esther Nickel
308 Leland Ct
Lodi, CA 95242
Michael Nilasen
Lodi Senior Citizens' Commission
612 Nevins Drive
Lodi, CA 95240
Haruko Okazaki
2143 W Elm St
Lodi, CA 95240
Dorance Ochs
Lodi Senior Citizens' Commission
1812 Burgundy Dr.
Lodi, CA 95242
Evelyn Olson
Lodi Arta Commission
1306 Burgundy Ct.
Lodi, CA 95242
011ie's Tavern
22 N. School St.
Lodi, CA 95240
Farmers & Merchants Bank
Mr. John R. "Jack" Olson CPA
Senior Vice President &
Chief Financial Officer
121 W. Pine Street
Lodi, CA 95240-2184
D
Evelyn Olson
The Music Box
730 W. Lodi Avenue
Lodi, CA 95240
Geri Osburn
Ben's Electric
1535 S. Cherokee Lane
Lodi, CA 95240
Mike & Audrey Oberle
GT Auto Sales
821 S. Cherokee Lane #B
Lodi, CA 95240
Doris Prohasha
14 N School Street
Lodi, CA 95240
Dale Probaska
610 W. Turner Road
Lodi, CA 95240
Walter & Janet Pruss
2421 Diablo Dr
Lodi, CA 95242
Pizza Plus
Frank Rivieccio
100 N. Cherokee Lane #5
Lodi, CA 95240
Payless Shoe Source #2020
450 S Cherokee Lane #e
Lodi, CA 95240
Play It Again Sports
117 S. School St
Lodi, CA 95240
Chetankumar Patel
3787 1st St
Livermore, CA 94550
Mohanbhai Patel
807 S Cherokee Lane
Lodi,CA 95240
Laxmiben Patel
815 S Cherokee Lane
Lodi, CA 95240
Suresh Patel
917 S Cherokee Lane
Lodi, CA 95240
Manhar Patel
826 W Capital Ave
W. Sacramento, CA 95691
Surendra Patel
607 S Cherokee Lane
Lodi, CA 95240
Asmita Patel
501 N Cherokee Lane
Lodi, CA 95240
Ed Parsons
1101 Lake Home Drive
Lodi, CA 95240
Joe Portscheller
2234 Aladdin Way
Lodi, CA 95242
Ramesh Pitamber
1118 Rockingham Drive
Roseville, CA 95678
Emil Pansky
901 Jackling Drive
Hillsborough, CA 94010
David Park
547 Riverside Dr
Woodbridge, CA 95258
Robert Pinnell
103 S Cherokee Lane
Lodi, CA 95240
Photo Instant Print
John & Marilyn Cook
222 W. Pine St.
Lodi, CA 95240
J. C. Penney's
Lee Rosen
111 S. School St.
Lodi, CA 95240
Pacific Gas & Electric
Mr. Marsial Fernandez
Community Manager
12 W. Pine St.
Lodi, CA 95240
David I. Park
Ellis Car Wash
820 S. Cherokee Lane
Lodi, CA 95240
J
Perfect Balance
Jacquelyn Davis
17 Downtown Mall
Lodi, CA 95240
Lupe 0 & B L Perez
118 N. Sacramento St
Lodi, CA 95240
Lupe G. & B. L. Perez
118 N. Sacramento
Lodi CA 95240
Judy Peterson
Pret 2 -Plus -2
15 Downtown Mall
Lodi, CA 95240
Plaza Liquors, Inc.
800 S. Cherokee Lane
Lodi ,CA 95240
Dennis Plummer
Plummer Pontiac
1011 S. Cherokee Lane
Lodi, CA 95240
Porfi's Mexican Food
910 S. Cherokee Lane
Lodi, CA 95240
Dee Porter
Gang Alternative Project
103 Koni Court
Lodi, CA 95240
Poser's TV & Radio
Lewis & Barbara McWilliams
208 S. School St
Lodi, CA 95240
Pacific Coast Producers
Mr. James L. Schweickardt
P. 0. Box 1600
Lodi, CA 95241
IDS
Duane Simpfenderfer
Personal Financial Planner
404 W. Pine St., Suite 6
Lodi, CA 95240
Quik Stop Market
1721 S. Cherokee Lane
Lodi, CA 95240
Eddie Richter
525 Louie Avenue
Lodi, CA 95240
Alvin Roberts
104 3. School St
Lodi, CA 95240
Rainbow Motel
Shobhana Patel
607 S Cherokee Lane
Lodi, CA 95240
Richmaid Ice Cream Co Inc
110 S Cherokee Lane
Lodi, CA 95240
R & P Properties Inc
220 Harding B1
Roseville, CA 95678
Fayeq & Yusra Rashid
27 S. Sacramento St
Lodi, CA 95240
Raul Rudy Rodriguez
5 N. Sacramento St
Lodi, CA 95240
Raymond Investment Corp
P. 0. Box 567
Stockton, CA 95203
Joan Rostomily
Lodi Senior Citizens' Commission
610 Virginia Avenue
Lodi, CA 95242
Dean Robinson
SPARC
1708 Windjammer Ct.
Lodi, CA 95242
Craig Rasmussen
Planning Commission
1111 W. Tokay Street
Lodi, CA 95240
Alison Rodrigues
Branch Services Assistant
First Interstate Bank
200 S. School St.
Lodi, CA 95240
Fayeq & Yusra Rashid
27 S. Sacramento St.
Lodi CA 95240
Rosa & Rosa
Randy & Roona Rosa
35 S. School St.
Lodi, CA 95240
Rocha's Mortuary
Walter Scheffer
215 S. School St.
Lodi, CA 95240
Renaisance
Jeannie Hitt
111 N. Church St.
Lodi, CA 95240
Robert's Jewelers
22 S. School St.
Lod, CA 95240
JP & P Seiferling Trs et al
2344 Cabrillo Circle
Lodi, CA 95242
Senior Citizens' Club
113 N. School St
Lodi, CA 95240
George & Sandy Smith
101 W Lockeford St
Lodi, CA 95240
Dr. Sam Swofford
Superintendent
Lodi Unified School District
1305 E. Vine Street
Lodi, CA 95240
Mamie Starr
L USD - Facility Planning
1305 E. Vine Street
Lodi, CA 95240
Sturman Jacobson Arbios Properties, Inc.
Jim Jacobson, Broker
641 S. Ham Lane, Suite A
Lodi, CA 95240
Super Plumbing Supply
Steve Marino
488 E. Kettleman Lane
Lodi, CA 95240
Valley Industries
Mr. Bryan Fletcher
General Manager &
Vice President of Operations
1313 S. Stockton St.
Lodi, CA 95240
Schaffer Suess & Boyd, Realtors
Mr. Jim Verseput, Broker
122 N. Church Street
Lodi, CA 95240
Woodbridge Coffee Co.
Mr. Rick Dentino
Coffee Czar
305 W. Lockeford St.
Lodi, CA 95240
San Joaquin Delta College
Small Business Development Centre
814 N Hunter
Stockton, CA 95202
Schaffer Suess & Boyd
101 W. Locust St
Lodi, CA 95240
Silver Bullet Ent.
Wanda Sarreler
216 N. School St
Lodi, CA 95240
Del Smith
Wine & Roses
2505 W. Turner Road
Lodi, CA 95242
Straw Hat Pizza
Ray Johnson
550 S Cherokee Lane
Lodi, CA 95240
Sherwin-Williams
920 S. Cherokee Lane Suite N
Lodi, CA 95240
3
Stockton Auto Glass
1110 S Cherokee Lane
Lodi, CA 95240
Security Lock & Key Service
216 S. School St
Lodi, CA 95240
Richard Sanborn
P. 0. Box 1057
Lodi, CA 95241
John Semas
1181 Forest Lake Drive
Acampo, CA 95220
Faisal Sublaban
1906 Royal Crest Drive
Lodi, CA 95242
Stockton Armature & Motor Works
P.O. Box 1927
Stockton, CA 95201
Cherie Strain
1430 Lorimer Wy
Roseville, CA 95678
Inder Singh
2033 Gate WAy Circle
Lodi, CA 95240
C R Star Inv
741 S Cherokee Lane
Lodi, CA 95240
Squires Clothiers
Roger Baffoni
100 W. Pine St.
Lodi, CA 95240
Synowicki's Jewel Bos
Walter Synowicki
110 W. Pine St.
Lodi, CA 95240
Stockton Savings Bank
Attn: Sheila Taylor
200 N. Chureh St.
Lc.di, CA 95240
Max Steinheimer
6 S. El Dorado
Stockton, CA 95201
San Joaquin County Historical Society
Attn: Mike Bennett
11793 N. Micke Grove Road
Lodi, CA 95240
Reverend Harmon Skillin
Lodi Arts Commission
P.O. Box 480
Lodi, CA 95241
Kevin Suess
Eastside Improvement Committee
P.O. Box 667
Lodi, CA 95241
Virginia Snyder
Eastside Improvement Committee
412 E. Oak Street
Lodi, CA 95240
Paula Sota
Eastside Improvement Committee
860 E. Pine Street
Lodi, CA 95240
Clay Saylor
Eastside Improvement Committee
41 N. Sacramento Street
Lodi, CA 95240
Roger Stafford
Planning Commission
801 S. Mills Ave.
Lodi, CA 95242
John W. Schmidt
Planning Coam►ission
2216 W. Walnut Street
Lodi, CA 95242
Clayton & June Sayler
1034 Lake Home Drive
Lodi CA 95240
Segale Signs
Attn: Tony Segale
204 N. Sacramento St.
Lodi, CA 95240
Star Market
741 S. Cherokee Lane
Lodi, CA 95240
Stockton Auto Glass of Lodi
1110 S. Cherokee Lane
Lodi, CA 95240
Sonshine Nutrition Center
Sheri Senft
6 N. School St.
Lodi, CA 95240
Patty Santoni
323 W. Oak Street
Lodi, CA 95240
Mike Smith
Mike Smith Engineering
4 North Main Street
Lodi, CA 95240
Bill Sandeen
410 S. Mills Avenue
Lodi, CA 95240
Michael Spracher
1215 Lakewood Drive
Lodi, CA 95240
Standard Brands Paint Co
450 S Cherokee Lane #C
Lodi, CA 95240
Paul Tarbell
19 N Sacramento St
Lodi, CA 95240
Carmelo Teresi
14776 Wells Ave
Lodi, CA 95240
Tokay Bowl
620 S Cherokee Lane
Lodi, CA 95240
Russell Triolo
1827 Edgewood Dr
Lodi, CA 95240
Walter Tecklenburg
935 S Cherokee Lane
Lodi, CA 95240
3
Jose & Eve 8 Tapia
325 C Street
Roseville, CA 95678
Thornton House
Attn: Al Nunes
6 S. School St.
Lodi, CA 95240
Ultramar Inc
525 W 3rd St
Hanford, CA 93230
Boyd A. Lamberten, Postmaster
United States Postal Service
120 S. School St.
Lodi, CA 95240-9998
Valley Telephone
100 N. Cherokee Lane #2
Lcdi, CA 95204
Theo Vandenberg
21 S Crescent Avenue
Lodi, CA 95240
Vintage Investments
P. 0. Box 690368
Stockton, CA 95369
Pamela Van Fleet
Lodi Arts Commission
333 Watson Street
Lodi, CA 95240
Valley Paints
Greg & Carol Soligan
130 N. School St.
Lodi , CA 95240
visible Changes
Lorraine Ostenberg
19 Downtown Mall
Lodi, CA 95240
Veterans of Foreign Wars
Neal Bichele
P. 0. Box 2
Lodi, CA 95240
Nancy Waitley
Gerard & Gerard Realtors
218 W. Pine Street
Lodi, CA 95240
D
3
Chuck Wentland
301 S. Ham Lane #A
Lodi, CA 95240
Eva Wishek
121 S. Avena Avenue
Lodi, CA 95240
Wayne M. West
Vice President
Siegfried Engineering, Inc.
4045 Coronado Avenue
Stockton, CA 95204-2396
Larry Wenell
Tim Mattheis
222 W Lockeford #9
Lodi, CA 95240
Weil Motors
2 W. Lodkeford St
Lodi, CA 95240
Evie Wetmore
9102 E Acampo Rd
Acampo, CA 95220
Ira Morgan White
7943 Kemper Ct
Pleasanton, CA 94588
Westgate Plaza
1401 S Cherokee Lane
Lodi, CA 95240
Weight Watchers
920 S. Cherokee Lane Suite K
Lodi, CA 95240
Rose Williams
623 S Cherokee
Lodi, CA 95240
Leone Wiebe
1106 Devine Dr
Lodi, CA 95240
Wright's Stationers
Jim Mitchell
105 S. School St.
Lodi, CA 95240
j
Terry Whitmire
Lodi Senior Citizens' Commission
206 N. Fairmont Avenue
Lodi, CA 95244-1820
Jon Withers
Lodi Arts Commission
2448 Corbin La.
Lodi, CA 95242
Ed Wall
Recreation Commission
1026 Port Chelsea Circle
Lodi, CA 95240
Dick Woolstrum
Eastside Improvement Committee
23438 N. Bruella Road
Acampo CA 95220
Raema Wright
Eastside Improvement Committee
309 E. Locust
Lodi, CA 95240
Ira Morgan White
7943 Kemper Court
Pleasanton, CA 94588
Westgate Plaza, Inc.
1401 S. Cherokee Lane
Lodi, CA 95240
Sandra Wareham
The Corner Pocket Bar
725 S. Cherokee Lane
Lodi, CA 95240
Woolworth's
Phil Tempel
115 S. School St.
Lodi, CA 95240
Don York
601 N Sacramento St
Lodi, CA 95240
Sunil Yadav
1050 S Cherokee Lane
Lodi.CA 95240
John Young
Eastside Improvement Committee
500 E. Lodi Avenue
Lodi, CA 95240
Richard Zuniga
20 N Cherokee Lane
Lodi, CA 95240
Robert Zamor
Lodi Honda, Inc.
1700 S. Cherokee Lane
Lodi, CA 95240
Z & Z Security Patrol
20 N. Cherokee Lane
Lodi, CA 95240
Richard Selby
1209 Chianti Drive
Lodi, CA 95242
Paul & Nancy St. Clair
1106 Pinot Noir Drive
Lodi, CA 95240
Welton Lee
115 Louie Avenue, Apt. 112
Lodi, CA 95240
Shirley Brassy
115 Louie Avenue
Lodi, CA 95240
Winifred Brooks
811 Cardinal Street
Lodi, CA 95240
Walter Hansen
1501 W. Elm St.
Lodi, CA 95242
Clara Bitterman
822 S. California St.
Lodi, CA 95240
Beverly Martell
839 N. Church St.
Lodi, CA 95240
Claire Klipfel
1720 LeBec Ct.
Lodi, CA 95240
Troy Schweitz
338 Valley Oak Place
Lodi, CA 95242
kobert Woods
8 North Orange Avenue
Lodi, CA 95240
Leonard & Sally Humphreys
811 W. Elm St.
Lodi, CA 95240
Cedric Sakett
9 North Orange Avenue
Lodi, CA 95240
Carol Bauserman
15 N. Orange Avenue
Lodi, CA 95240
Emil Ziemann
617 Rimby Avenue
Lodi, CA 95240
Willis Hennecke
29 S. Cambridge Dr.
Lodi, CA 95242
Erna Bruhn
1120 S. Sunset Drive
Lodi, CA 95240
Ada Frothinger
929 S. Garfield
Lodi, CA 95240
Freda Zimmerman
725 S. Washington St.
Lodi, CA 95240
Anita Fehling
59206 E. Live Oak Road
Lodi, CA 95240
Edna Weber
P. O. Box 535
Lodi, CA 95241
Robert Sousa
536 Sandstone Ct.
Woodbridge, CA 95220
Robert Pulido
526 E. Lodi Avenue #5
Lodi, CA 95240
D
Robert Anderson
402 Daisy
Lodi, CA 95240
Randy Edmonds
427 W. Elm #6
Lodi, CA 95240
Leonard Tobeck
213 San Juan
Lodi, CA 95240
William, Robert & Cheryl McClaine
1068 Port Chelsea
Lodi, CA 95240
Geraldine Metcalf
421 N. School St.
Lodi, CA 95240
Wilma Sanserino
11090 E. Weigum St.
Lodi, CA 95240
Louis Kasten
109 S. Cherokee Lane
Lodi, CA 95240
Donald Campbell
412 W. Walnut St.
Lodi, CA 95240
Gladys Anderson
402 Daisy Avenue
Lodi, CA 95240
Earl Rieger
395 E. Harney Lane
Lodi, CA 95240
Richard Corpe
873 R. Pine St.
Lodi, CA 95240
Teresa LaRue
214 Columbia Dr.
Lodi, CA 95240
Kathryn Moyer
1428 Arundel Ct.
Lo?i, CA 95242
George Young
1100 W. Locust
Lodi, CA 95240
Pat Chadwell
2500 Banyan
Lodi, CA 95240
Seymore & A. Eileen Woodward
101 N. Mills Avenue
Lodi, CA 95242
Terry Sousa
536 Sandstone Ct.
Woodbridge, CA 95220
Ann Cerney
900 W. Vine St.
Lodi, CA 95240
Lois Paul
548 E. Oak St.
Lodi, CA 95240
Charles Lebexman
101 N. Hutchins St.
Lodi. CA 95240
Donna Brookes
811 Cardinal
Lodi, CA 95240
Linda Backman
507 N. Lower Sacramento Road
Lodi, CA 95242
Jon Grotelueschen
507 S. School St.
Lodi, CA 95240
Thomas Huff III
432 Mission St.
Lodi, CA 95240
Irene Kludt
749 S. Crescent
Lodi, CA 95240
Barry Stirm
1301 W. Lockeford St.
Lodi, CA 95242
Barry Stirm
1301 E. Lockeford St.
Lodi, CA 95242
Irene Schnabel
1516 Mariposa Way
Lodi, Ca 95242
3
Edwin Daminel
202 Royal Oak Ct.
Lodi, CA #5240
Clayton Sayler
1034 Lake Home Drive
Lodi, CA 95240
Dennis Addington
1544 Lake Street
Lodi, CA 95240
Helen Triolo
1827 Edgewood Drive
Lodi, CA 95240
Michael b Chris Stotts
1006 Stafford St.
Lodi, CA 95242
Dolores Munro
14809 N. Hwy 88
Lodi, CA 95240
Mike Watson
301 Del Mont St.
Lodi, CA 95242
Marlin Casjens
12500 N. Lower Sacramento Road
Lodi, CA 95242
Dennis Frame
14732 N. Lower Sacramento Road
Lodi, Ca 95242
Robert Gragg
14752 N. Lower Sacramento Road
Lodi, CA 95242
Craig Roberts
1209 E. Lodi Avenue
Lodi, CA 95240
Chris Hurtado
623 S. Orange
Lodi, CA 95240
Jesse Akin
1146 S. Sunset Drive
Lodi, CA 95240
Alma Merkel
746 S. Lee Avenue
Lodi, CA 95240
A
J
Lee & Mary Elwood
701 Cardinal St.
Lodi, CA 95240
Christy Spurr
2239 Alpine Dr.
Lodi, CA 95240
Margaret Hirschkorn
469 Murray
Lodi, CA 95240
James McKenzie
349 E. Pine
Lodi, CA 95240
James Beach
317 N. Church St. #5
Lodi, CA 95240
Judy Young
600 Tara Place
Lodi, CA 95240
Lorie Ripley
9 Spruce St.
Lodi, CA 95240
Donald Shively
1701 Lake St.
Lodi, CA 95242
Mabel Mortenson
1009 Holly Drive
Lodi, CA 95240
Barbara O'Rourke
1201 S. Central
Lodi, CA 95240
Paul Tsampis
23 N. School St.
Lodi, CA 95240
Joseph Young
230 1/2 S. Lee
Lodi, CA 95240
Bert Heim
315 S. Cherokee Lane
Lodi, CA 95240
Moises Herrera
309 S. Garfield St.
Lodi, CA 95240
.. , ,�., �a .a... ,..... .
Frank Moehrizg
315 E. Locust
Lodi, CA 05240
Edythe Jenkins
1537 Fawnhaven
Lodi, CA 95240
Minnie Pardy
815 1/2 S. Church St.
Lodi, CA 95240
Gladys Peterson
831 Tilden
Lodi, CA 95242
Christina Shipman
156 Madera Dr.
Lodi, CA 95240
Betty Krueg
916 Sylvia Dr.
Lodi, CA 95240
Alta Manka
305 S. Garfield
Lodi, CA 95240
Jim Munro
P. 0. Box 864
Lodi, CA 95241
Albert Clark
530 N. Cross
Lodi, CA 95242
Cher Denham
1330 S. School St.
Lodi, CA 95240
Donna Western
16941 N. Tretheway Road
Lodi, CA 95240
Brandon & Terry Alexander
334 Del Mont St.
Lodi, CA 95242
James Graf
318 Del Mont
Lodi, CA 95242
Robert & Beverly Williams
300 Del Mont
Lodi, CA 95242
Val Watson
301 Del Mont
Lodi, CA 95242
Larry & Lisa Shinn
319 Del Mont
Lodi, CA 95242
Phyllis Kyle
327 Del Mont
Lodi, CA 95242
Kenneth Mori
Pat Mori
2136 Cabrillo Circle
Lodi, CA 95242
Lee Kraai
351 Del Mont
Lodi, CA 95242
Virginia Freierncultr
930 Tara Place
Lodi, CA 95240
Violet George
344 E. Elm St.
Lodi, CA 95240
Doris Reeves
224 S. Crescent
Lodi, CA 95240
Carol Hillman
942 Lake Home Dr.
Lodi, CA 95240
Genevieve Nealon
510 Murray, Apt. 1
Lodi, CA 95240
Esther Bender
840 S. Hutchins St.
Lodi, CA 95240
Elda Cromwell
832 S. Huchins
Lodi, CA 95240
Loren Cromwell
832 S. Ruching St.
Lodi, CA 95240
Charles & Patricia Cunningham
830 S. Hutchins
Lodi, CA 95240
Raymond Bender
840 S. Hutchins St.
Lodi, CA 95240
Marie Vian
920 Elliot
Lodi, CA 95240
Martha Wakimoto
806 Greenwood Drive
Lodi, CA 95240
Ervin Bruhn
1120 S. Sunset
Lodi, CA 95240
Ervin Bruhn
1120 S. Sunset
Lodi, CA 95240
Arela Ring
729 S. California
Lodi, CA 95240
W. E. & Wilma Chiesa
134 S. Fairmont
Lodi, CA 95240
Edward & Hilma Jackson
323 Barrington Way
Lodi, CA 95240
Janet Hodson
1111 S. Central
Lodi, CA 95240
Curtis Reiswig
505 1/2 E. Locust
Lodi, CA °5240
Ruth Ernst
318 W. Turner Road
Lodi, CA 95242
Connie Tamez
820 S. Church St.
Lodi, CA 95240
Lloyd & Gloria Brosnikoff
901 Windsor Drive
Lodi, CA 95240
Tilda Sachtleben
1419 W. Locust
Lodi, CA 95242
Gary Hombaker
6 W. Ramblerood Way
Woodbridge, CA 95220
Tena Stephens
1306 S. Church
Lodi, CA 95240
Esther Turner
535 Alicante
Lodi, Ca 95240
Ilus Yeaman
613 Windsor
Lodi, CA 95240
Irene Polenske
1443 Holly Drive
Lodi, CA 95240
Maria Tamez
820 S. Church
Lodi, CA 95240
Rose Marie McCoy
404 W. Walnut #7
Lodi, CA 95240
Virginia Word
48 N. Pacific Avenue
Lodi, CA 95242
Viola Mc Combs
196 La Paloma
Lodi, CA 95240
Mark & Dorothy Swoverland
810 Cardinal St.
Lodi, CA 95240
Shirley Ferrero
2946 White Oak Way
Lodi, CA 95242
Tresa Eaton
1305 S. Church St.
Lodi, CA 95240
Helen Apedaile
6430 Analitis
Lodi, CA '4240
Viola A&iama
115 Louie #236
Lodi, CA 95240
Verna Smalley
1030 Mason St.
Lodi, CA 95242
Katherine Crane
104 S. Washington
Lodi, Ca 95240
Adeline Zimmerman
519 Maple St.
Lodi, CA 95240
Martha Clark
1623 Sutter Lane
Lodi, CA 95240
Betty Brakebill
P. 0. Box 1807
Lodi, CA 95241
Eleanor Bender
729 S. Pleasant
Lodi, CA 95240
Hilda Hoffman
704 Tamarack Drive
Lodi, CA 95240
Jack & Vivian Kulm
540 S. Rose
Lodi, CA 95240
Georgia Martin
519 S. Rose
Lodi, Ca 95240
Gordon & Ruth Brackett
525 W. Tokay
Lodi, CA 95240
Terry Oea
541 W. Tokay
Lodi, CA 95240
Mary Burgess
1606 Foxborough Way
Lodi, CA 95240
J
Martha Weints
320 E. Locust St.
Lodi, CA 95240
Hilda Sehwartzman
1142 S. Fairmont Avenue
Lodi, CA 95240
Leone Wiebe
1106 Devine Drive
Lodi, CA 95240
Florence Vollmer
620 Willow Glen Drive
Lodi, CA 95240
Marie Haffner
301 Mission St.
Lodi, CA 95240
Peggy Ambert
4 Spruce St.
Lodi, CA 95240
Donald Snyder
Elizabeth Farrow
11 Spruce St.
Lodi, CA 95240
Fred Ripley
9 Spruce St.
Lodi, CA 95240
Roselle Gerzevekie
54 N. Pacific Avenue
Lodi, CA 95240
Evelyn Trovinger
1456 W. Tokay
Lodi, CA 95242
Riney Bender
729 S. Pleasant
Lodi, CA 95240
Steve 8atrilana
421 Almond Dr.
Lodi, CA 95240
Jon Smethers
221 N. Orange Avenue
Lodi, Ca 95240
Edward Mason
705 El Dorado
Lodi, CA 95240
3
Susie Eaparza
708 S. Central
Lodi, CA 95240
Ron Fergusin
706 S. Crescent
Lodi, CA 95240
S. C. Tarbuck
302 Mokelumne River Drive
Lodi, Ca 95240
L. & Ruth Decker
548 Tara Place
Lodi, CA 95240
Joathan & Ardella Fandrich
524 Tara Place
Lodi, CA 95240
Reinold & Irene Gerzevske
540 Tara Place
Lodi, CA 95240
Ben & Norma Wagenman
2200 Cabrillo Circle
Lodi, CA 95242
George Danver
2141 Cabrillo Circle
Lodi, CA 95242
Vernon Rieger
1205 S. Pleasant
Lodi. CA 95240
Leslie Bhehm
7 N. Fairmont
Lodi. CA 95240
Myrtle Rieger
1205 S. Pleasant
Lodi, CA 95240
Ida Trowbridge
350 Del Mont
Lodi, CA 95242
James Western
16941 N. Tretheway Road
Lodi, CA 95240
Richard 011enberger
211 Mission Street
Lodi, CA 95240
3
Tony Lopez
471 Cedar Ct.
Lodi, CA $5240
Carl Rosich
2380 Brittany
Lodi, CA 95242
Mae Horst
950 S. Garfield #10
Lodi, CA 95240
Rose Veil
531 Nevins Dr.
Lodi, CA 95242
Janet Beckman
7868 E. Hwy 12
Lodi, CA 95240
Roger McCormick
305 S. Daisy
Lodi, CA 95240
Bleu Ellis
11303 W. Hwy 99 #33
Lodi. CA 95240
Bertha Schopp
613 S. Washington
Lodi, CA 95240
Margaret Long
P. 0. Box 751
Lockeford, CA 95237
Lillie Berg
311 W. Turner Road
Lodi, CA 95240
Larry Shipman
156 Madera
Lodi, CA 95240
Sandra Jeffrey
1220 W. Elm St.
Lodi, CA 95240
Hazel Crouson
471 Almond Dr. #84
Lodi, CA 95240
Emily Bechthold
135 Estralita
Lodi, CA 95240
LaVera Guenther
1000 Cardinal St.
Lodi, CA 95240
Shirley Martell
749 S. Lee
Lodi, CA 95240
Catherine McBride
19690 N. Hwy 99 099
Acampo, CA 95220
Jennifer Blighton
1132 Cardinal
Lodi, CA 95240
Regina Jolley
1701 S. Mills
Lodi, CA 95242
Julie Dawe
44 S. Cambridge
Lodi, CA 95242
Kyle Roper
453 LaSalle Drive
Lodi, CA 95242
William Harrison
204 N. Cherokee Lane
Lodi, CA 95240
Karen Munro
17757 Kennison Lane
T^3i, CA 95240
Kevin & Lori Van Steenberge
1208 Devine Dr.
Lodi, Ca 95240
Paul Lawrie
2337 Tejon St.
Lodi, CA 95242
Robert Brunet
19381 Deer Trail Dr.
Woodbridge, CA 95220
Michael Van Steenberge
2344 W. Turner Road
Lodi, CA 95242
Jeannette Shoup
7200 E. Peltier Road
Acampo, CA 95220
Richard Hogue
420 Flora St.
Lodi, CA 95240
Tim Fuller.
1437 W. Rim
Lodi, CA 6524.:
Frank & Mary Alice Woollett
1011 Pinot Noir Dr.
Lodi, CA 95240
Robert Arroyo
216 N. Washington
Lodi, CA 95240
William & Shirley Dauer
225 Royal Oaks Way
Lodi, CA 95240
Ben Schaffer
207 River Oaks Drive
Lodi, CA 95240
Frank Johnson
3016 Park Oak Drive
Lodi, CA 95242
Dennis Bennett
1225 Rivergate Drive
Lodi, CA 95240
Jesse Rolph
1138 Devine Dr.
Lodi, CA 95240
Thomas Reichmuth
1358 Midvale Road
Lodi, CA 95240
Mike Bockman
504 Forrest Avenue
Lodi, CA 95240
Paul Van Steenberge
1029 S. School St.
Lodi, CA 95240
William Byant
508 S. School
Lodi, CA 95240
Sam Shands
419 E. Pine St.
Lodi, CA 95240
Ralph Fuller
611 Rutledge Drive
Lodi, CA 95242
Robert Arroyo
224 W. Daisy
Lodi, CA 95240
Frank Castellones
428 Olive Ct.
Lodi, CA 95240
Vickie Van Steenberge
1029 S. School
Lodi, CA 95240
Helen Tarnasky
1101 S. School St.
Lodi, CA 95240
Willard & Barbara Andrews
1107 S. School St.
Lodi, CA 95240
Kevin Wingo
1511 S. Mills #131
Lodi, CA 95242
Marion & Kenneth Bond
508 "B" E. Lodi Avenue
Lodi, CA 95242
Russell Triolo
1827 Edgewood Drive
Lodi, CA 95240
E. J. Ebel
225 Charles St.
Lodi, CA 95240
Paul Taormina
2225 Jackson St.
Lodi, CA 95242
Terry Hieb
863 Bel Air
Lodi, CA 95240
Micki Schultz
506 Plum Ct.
Lodi, CA 95242
Steve Thomas
1250 S. Sunset
Lodi, CA 95240
Michael Kozlencer
1337 S. Crescent #3
Lodi, CA .05240
Bernard Quesada
852 S. California
Lodi, CA 95240
Brenda Weber
905 Rutledge Dr. #1
Lodi, CA 95242
Kandee Stone
1028 W. Turner Road
Lodi, CA 95242
Bryce Quarnstrom
1432 Reiman St.
Lodi, CA 95242
John o& Norene Taddei
1433 Graffigna Avenue
Lodi, CA 95240
Mary Strickland
1919 Short Avenue
Lodi, CA 95242
Nancy Bender
Eugene Bender
1420 Reiman St.
Lodi, CA 95242
Donald & Bette Fuchs
1415 Reiman St.
Lodi, CA 95242
Lita Pattison
1409 Reiman St.
Lodi, CA 95242
William & Salomina Hall
624 N. Pacific Avenue
Lodi, CA 95240
Ivan Bender
1343 Holly Dr.
Lodi, CA 95242
Hazel Allen
134 Holly Drive
Lodi, CA 95240
3
j
James & Janet Riley
1401 Ayers Avenue
Lodi, CA 95242
Roy Metcalf
1405 Reiman St.
Lodi, CA 95242
Donna Chandler
1406 Reiman St.
Lodi, CA 95242
J. N. Russell
342 Bella Vista Dr,
Lodi, CA 95242
Ruth Havlina
1436 Reiman St.
Lodi, CA 95242
Ray Pearrow
1522 W. Lockeford St.
Lodi, CA 95242
Floyd & Doris Weisenhaus
1431 Reiman St.
Lodi, CA 95242
Stuart Pattison
1409 Reimna St.
Lodi, CA 95242
Priscilla Warnstrom
1432 Reiman St.
Lodi, CA 95242
Julie Rutledge
2409 Rockingham
Lodi, CA 95242
Stanley & Jean Nicholson
2240 Burton Way
Lodi, CA 95242
Val Schwartzenderger
10 N. Allen
Lodi, CA 95242
Robert Peterson
2201 Oxford Way
Lodi, CA 95242
Cindy Sluchen
Alice Schwarzenberv�:
10 N. Allen Dr.
Lodi, CA 95242
Viola La Croix
Clyde Pearson
335 Del Mont
Lodi, CA 95242
Samuel Teresi III
342 Del Mont St.
Lodi, CA 95242
Charles Trowbridge
350 Del Mont
Lodi, CA 95242
John Schook Jr.
906 Kirkwood Dr.
Lodi, CA 95242
Warren & Hilda Mantz
424 B. Lodi Avenue
Lodi, CA 95240
Rolf & Arlene Graves
15 N. Cherokee Lane
Lodi, CA 95240
Denise Ray
230 1/2 S. Lee St.
Lodi, CA 95240
Erma Smolniaky
509 Windsor Dr.
Lodi, CA 95240
Eda Ellison
2103 W. Vine St.
Lodi, CA 95242
Beverley Snider
305 Hilborn
Lodi, CA 95240
Mabel Price
433 E. Oak
Lodi, CA 95240
Stanley & Thelma Harkness
700 Cardinal
Lodi, CA 95240
Berney Tonn
1030 Lloyd St.
Lodi, CA 95240
Deborah McCallie
533 E. Elm St. #6
Lodi, CA 95240
Shirley Gorden
847 N. Cluff Avenue
Lodi, CA 95240
Don Lillard
315 Cherry St.
Lodi, CA 95240
Traci Green
21 N. Washington 84
Lodi, CA 95240
John Anderson
608 S. Central Avenue
Lodi, CA 95240
Rebel Young
744 S. Central Avenue
Lodi, CA 95240
Arvilla Kreiter
305 E. Vine
Lodi, CA 95240
Colleen Dixon
333 Hilborn St.
Lodi, CA 95240
Keith Land
511 Charleston Way
Lodi, CA 95242
David Warner
711 Willow Glen Drive
Lodi, CA 95240
THIS IS IT!!
Downtown Revitalization
and
Cherokee Lane Improvement
Special Meeting
of the
Loi City Council
Tuesday
December 13, 1994
7:00 p.m.
Lodi City Council Chambers
Carnegie Forum
305 West Pine Street, Lodi
AGEN DA
• Presentation of Consultant's Report by
Michael Freedman
• Central City Revitalization Task Force
Report and Recommendations
• Comments by Public
• City Council Action
MEMORANDUM, City of Lodi, Public Works Department
To: City Manager
City Council
From: Water/Wastewater Superintendent
Date: December 22,1994
Subject: Misleading Statements to City Council by Mr. Clayton Sayler
The Public Works Director requested a response to comments made by Mr. Clayton Saylees at
the Special Meeting held December 13, 1994.
Mr. Sayler stated the WaterJWastewater Division is responsible for the Toss of a tenant at
35 North Sacramento Street because of a plugged sewer problem. The following summarizes
activity leading up to Mr. Sayler's statements.
On June 15, 1994, the business owner/manager of Disco Down Soul, 35 North Sacramento
Street, called the City complaining of a plugged sewer. Staff found the Domestic Sewer in the
alley west of the building (behind 35 North Sacramento Street) flowing normally. Staff informed
the manager of their findings. Staff learned that the building's sewer lateral runs easterly to
Sacramento Street. City staff then reviewed the plumbing under the building. Staff verified that
a sewer lateral exits the building toward Sacramento Street and apparently ties into the
Industrial Sewer line in Sacramento Street. Restroom waste is not allowed in the Industrial
Sewer and the only Domestic Sewer is in the alley..
Staff contacted Mr. Clayton Sayler, the building owner, for any information regarding this lateral
flowing into the Industrial Sewer. He stated all his buildings had been re -plumbed about eight
years ago and this service lateral possibly routed east at that time. Staff indicated they would
return within a week to dye test lateral to determine exact connection point.
After verifying the 4" sewer lateral connects to the Industrial Sewer System. staff again
contacted Mr. Sayler. Staff informed him of our finding and directed him to contact a plumber
and reroute the plumbing into the Domestic Sewer promptly. Mr. Sayler indicated he would.
The attached follow-up letter dated July 19, 1994, restated the City's position and provided
Mr. Sayler 45 days to reroute his sewer lateral.
On July 29, 1994, a field supervisor and I met with Mr. Sayler to discuss how his plumber could
proceed. We offered the consultation services of our staff to make the rerouting as low-cost
and as painless as possible. Staff offered this consultation because we had gained
considerable knowledge about Mr. Sayler's existing plumbing during our investigation. Past
experience shows this type of consultation usually saves the customer hundreds of dollars or
more.
On August 17, 1994, a staff supervisor stopped by Mr. Sayler's barber shop. According to
Mr. Sayler. his plumber, Henderson Brothers, had not begun work because of their busy
schedule.
J %Mor ME M005 DOC
Memorandum, City of Lodi, Public Works Department
December 22, 1994
Page 2
On October 26, 1994, a staff supervisor again stopped at Mr. Sayler's barber shop. Staff
learned that Henderson Brothers still had not begun work. Staff also noted that Disco Down
Soul, tenant at 35 North Sacramento Street. had vacated the building.
A week later, staff asked Henderson Brothers for an estimated start -date on the work at
35 North Sacramento Street. Henderson Brothers indicated that Mr. Sayler had not made
contact or scheduled any work.
A nephew of the former Disco Down Soul owner is a City staff member. This staff member
learned that Disco Down Soul vacated 35 North Sacramento Street because of the increasing
vagrancy problem and not because of any sewer problem.
Around December 1, 1994, staff informed Mr. Sayler that the City would plug the service line
into the Industrial Sewer at the face of curb within two weeks. Mr. Sayler informed us this was
not a problem because his tenant had moved out. On December 13. 1994. a City maintenance
crew plugged the service lateral. To our knowledge, Mr. Se; :er still has not rerouted his service
lateral.
We intend to bill Mr. Sayler the $200.00 disconnect fee discussed in the attached letter dated
July 19, 1994.
14A/C-
n E. Forkas
ater/Wastewater Superintendent
FEF/rs
Attachment
cc: Public Works Director
Economic Development Coordinator
Lodi Downtown Business Association
Mr. Clayton Sayler
CITY COUNCIL.
JACK A. SIECLOCK, Mayor
STEPHEN) MANN
Mayor Pro Tempore
RAY C DAVENPORT
PHILLIP A PENNINO
JOHN R. (Randy) SNIDER
Mr. Layton Sayler
1034 ke Home Drive
Lodi, C 95242
CITY OF LODI
CITY HALL, 221 WEST PINE STREET
P.O. BOX 3006
LODI, CALIFORNIA 95241-1910
(209) 334-5634
FAX (2091 333•6795
July 19. 1994
SUBJECT: \ Unauthorized Wastewater Connection to Industrial Sewer System
THOMAS A PETERSON
City teenager
JENNIFER M PERRIN ^
City Clerk
BOB McNATT
Gtr Attorney
It has come to our attention that your property's domestic wastewater service lateral at
35 North Sacramento Street is connected to the City's Industrial Sewer System.
understand that Mr. Martin Jones, WaterJWastewater Supervisor, has explained that this
connection must be rerouted to the domestic wastewater system at the rear of your property.
As you'll recall, extensive domestic wastewater piping rework was accomplished several
years ago to allow the building of storage facilities. Had we been aware of the existing
condition, we would have required your unauthorized connection for 35 North Sacramento
Street be brought into compliance at that time.
The Industrial Wastewater System does not have the ability to treat the type of waste your
business is discharging,therefore the unauthorized connection must be abandoned and
reconnected to the domestic wastewater system in the rear of your property. This should be
accomplished within forty-five (45) days from the date of this letter. When this work is
completed, the City will make the proper disconnect from the Industrial Wastewater System in
North Sacramento Street. The $200 disconnect fee the City normally charges for this work
could be waived if the above work is completed within forty-five days.
If you have any questions or if we can be of assistance in this matter, please contact me or
Mr. Martin Jones at (209) 333-6740.
ran E. Forkas
Water/Wastewater Superintendent
FEF/dsg
cc: Public Works Director
Supervisor Martin Jones