South Lake Tahoe City Council
August 23, 2022

Budget Details by Department –
Revenues and Expenditures

242
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

Budget Details by Department –
Revenues and Expenditures (continued)

243
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

Budget Details by Department –
Revenues and Expenditures (continued)

244
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

Budget Details by Department –
Revenues and Expenditures (continued)
245
City of South Lake Tahoe
2022-2023 CIP Budget
Project Name Project Number
Revenue Expense
Upper Truckee River Restoration 301-40017 (87,396) 87,219 Tahoe Valley Storm Water Improvement 301-40030 (7,067,407) 7,474,652 Bijou Area Erosion Control 301-40033 - 27,821
Drainage Master Plan 301-40036 - 35,000
Storm Water Management Plan 301-40037 - 28,818
City-Wide Drainage- SWMP 301-40040 - 37,150
Keys Drainage Pipeline Replacement 301-40049 - 321,604
Bijou Park Creek Restoration 301-40050 - 15,635
Bijou Park Creek 301-40051 (1,688,790) 1,786,735
Ruby Way Erosion 301-40052 (1,272,812) 21,591
James-Eloise Drainage 301-40053 - 445,308
Barton - 2nd Street 301-40054 - 1,454,665
Rehab Water Quality 306-42001 (20,000) 20,000
Erosion Control Project Total $ (10,136,405) 11,756,198 Sierra Boulevard Intersection 301-50002 - 2,727
Street Overlay Program PMP 301-50005 (35,000) 3,502,367 Linear Park Bike Trails 301-50008 - 152,829
Class 1 Bicycle Trail Rehabilitation 301-50013 (75,000) 75,000 Pioneer Trail Pedestrian 301-50024 (539,131) 607,813
Lake Tahoe Blvd. Bike Trail 301-50026 (3,437,430) 4,332,646 Al Tahoe Safety 301-50027 - 30,684
RMRA Roadway 301-50035 (129,819) -
Bellamy Court Parking 301-50036 - 275,188
Bijou Park Connector 301-50037 - 859,566
Pioneer Trail Safety 301-50038 (47,396) 52,896
Pioneer-Ski Run 301-50040 - 80,000
Bike Trail 301-50041 - 298,537
Sierra/Palmira 301-50042 - 26,000
Misc. Traffic Safety 301-50043 - 50,000
LED Pedestrian Light 301-50044 - 165,460
Streets Projects Total $ (4,263,776) 10,511,713
Service Center Lobby Remodel 301-60017 - 188,208
Remodel Rec/Rufus 301-60018 (4,636,549) 4,636,549
Fire Station 2 Rehab 301-60019 - 75,996
Police Dept. Remodel 301-60022 - 75,000
Relocation of PW 301-60028 - 20,406
Community Fields restroom/concessions 301-60050 - 14,223 Lakeview Commons- Ph 1 301-60051 - 5,524
Bijou Bike Park 301-60066 - 35,000
Senior Center Rehab 301-60067 - 7,676
Community Playfields 301-60068 - 28,707
Campground 301-60069 (427,952) 427,952
56-Acre Master Plan 301-60070 (91,711) 82,816
Fire Station III Crews 301-60071 - 156,700
Rehab 301-60072 - 35,550
Cemetery Security 301-60073 - 45,000
Police Training Center 301-60074 - 100,000
Skatepark Renovations 301-60075 - 250,000
Broadband 301-60076 - 400,000
STPUD Fire Hydrant 301-60077 - 300,000
Ski Run Park 301-60078 - 150,000
Buildings and Grounds Projects Total $ (5,156,212) 7,035,307 City CIP Administration 301-70000 - 15,000
Miscellaneous 301-70020 - 49,440
City Communication 301-70021 - 1,371,586
Backup Power Replacement 301-70053 - 150,000
Long Term Capital Replacement 310-70000 (220,000) 417,785 LT Rental Incentive Pilot Program 320-30003 - 431,223
Capital Equipment Purchase Total $ (220,000) 2,435,034
Carryforward at 6-30-2022
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City of South Lake Tahoe
2022-2023 CIP Budget
Project Name Project Number
Revenue Expense
Obstruction Study 501-80036 - 54,802
GA Ramp Reconstruction ph 4 501-80040 - 89,760
Airport Veg Mngt 501-80041 (200,000) 241,555
Airport Apron Recon - Phase 5 501-80043 - -
GA Ramp Reconstruction ph 5 501-80044 (120,503) 211,967 Airport Hangar Pavement 501-80046 - 575,050
GA Ramp Reconstruction - Phase 6 501-80047 (589,096) 671,971 Airport Improvement Projects Total $ (909,599) 1,845,105 Total CIP Carryforward @ 6-30-2022 $ (20,685,992) $ 33,583,357 New 2022-2023 CIP Budget Requests $ (4,856,256) $ 5,371,256 Total CIP 2022-2023 Budget $ (25,542,248) $ 38,954,613
Carryforward at 6-30-2022
2 of 2 247
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA General
Government
DRAFT DEPARTMENTAL SUMMARIES 1
248
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City Council
City Vision
Elevating South Lake Tahoe by providing service excellence for an inspired future that values the natural and built environments, civic engagement for all, and economic prosperity.

City Council Priorities
City Council will be responsible financial stewards of its resources and assets to ensure long-term fiscal sustainability by practicing sound financial management and fiscal transparency, while providing fiscally sustainable government services that address the needs our community.

Continue to monitor progress of the 2021-26 Strategic Plan, which serves as the blueprint for the City Council’s policymaking process.

Strategic Priorities from the 2021-26 Strategic Plan:
• Built Environment
• Recreation and Equitable Access
• Community for All
• Economic Development
• Continuous Improvement
City Council
100 01110
The City Council is the legislative, policy-making and law-making body elected to represent the interests of the citizens of South Lake Tahoe. In general, the City Council is responsible for determining and delivering services necessary to meet the needs of the community, overseeing of the City’s operations and adoption of an annual budget.

DRAFT DEPARTMENTAL SUMMARIES 2
249
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Council
DRAFT DEPARTMENTAL SUMMARIES 3
250
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City Clerk
Core Services
City Clerk
100 01130
The City Clerk performs all mandated functions under the United States Constitution, the Constitution of the State of California, California Government and Election Codes, and the City of South Lake Tahoe Municipal Code.

The City Clerk serves as clerk for the City Council, South Tahoe Redevelopment Successor Agency (STRSA), South Tahoe Joint Powers Parking Authority (STJPPA), South Tahoe Joint Powers Financing Authority (STJPFA), City of South Lake Tahoe Parking Authority (SLTPA), and City of South Lake Tahoe Planning Commission; oversees preparation and noticing of agendas, records, and official legislative history; manages the citywide records program; acts as filing officer for the California Fair Political Practices Commission; is the elections official for conduct of municipal elections; and performs a variety of other administrative duties for the City Council, STJPFA, SLTPA, and Planning Commission.

City Council Strategic Priorities Supported
Strategic Priority 3 - Community for All
Goal 3.2: Inclusion and Diversity
FY 2021/22 Department Accomplishments
Inclusion and Transparency

1. Coordinated 35 City Council Regular Meetings and 16 Planning Commission Meetings.

2. Fulfilled 335 Public Record Requests.

3. Received over 1,048 City Council and Planning Commission Public Comments.

4. Processed 72 FPPC Annual Statement of Economic Interest Form 700 fillings (employees, commissioners, and elected officials).

5. Continued progress on the City Clerk Repository of Public Document.

6. Participated in RFP process and selection of Broadcasting, Media, and Video Production Services (SoSu TV).

7. Began publication of all City Commission Agendas through Granicus Agenda Management System.

Records and Services

8. Processed 282 City Contracts, 195 Resolutions, 12 Ordinances, and 54 Deeds.

9. Produced Minutes for City Council and Planning Commission meetings.

10. Updated South Lake Tahoe City Code.

11. Accepted 77 Claims and 5 Appeals.

12. Notarized 146 documents.

13. Completed City Clerk Budget process.

14. Issued 21 Proclamations.

15. Drafted “At Lake Level” Articles.

Education and Training

16. Received 4-Year California Notary Commission.

17. Completed eleven CCAC and IIMC Educational Courses toward Master Municipal Clerk designation.

18. Attended League of CA Cities - New Law and Election Seminar.

DRAFT DEPARTMENTAL SUMMARIES 4
251
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA FY 2022/23 Department Goals and Objectives
City Clerk's office strives to provide exceptional service to all residents of the City of South Lake Tahoe, the City Council, city staff and other public agencies. Our primary goal is to preserve the public's trust in government by ensuring the city's legislative processes are transparent, accurate and timely; safeguarding the legislative history of the city; administering open elections; and delivering timely information and services.

1. Continue electronic archival of public documents.

2. Develop revenue generating services (passport processing).

3. Research cost saving opportunities for agenda management production services.

Performance Measures
Strategic Priority 3.2: Inclusion and Diversity
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Translation services offered for City Council and Planning Commission meetings (Spanish - Written & Verbal). 31 31 31 Department Goal 1: Provide exceptional services by enhancing accessibility to public records.

Measure
Requests
Received
Fulfilled/
Uploaded
Target
Achieved
Number of public record requests fulfilled. 141 141 100% Total number of city contracts, resolutions, ordinances, and deeds processed and uploaded to the public repository. 384 384 100% Department Goal 2: Promote transparency by increasing public participation.

Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Number of city council regular meetings and planning
commission meetings offered. 31 31 31
Number of city council regular meetings and planning
commission meetings offering remote participation. 31 31 31 DRAFT DEPARTMENTAL SUMMARIES 5
252
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Clerk
DRAFT DEPARTMENTAL SUMMARIES 6
253
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City Treasurer
Core Services
Treasury
100 01516
The City Treasurer invests public funds in a prudent manner that provides maximum security while meeting daily cash flow demands and conforming to all statutes governing the investment of public funds. Within these parameters, funds are invested to optimize investment return.

Revenues and Expenditures by Fund Type and Category
City Treasurer
DRAFT DEPARTMENTAL SUMMARIES 7
254
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City Attorney
Core Services
City Attorney
100 01210
Major areas of responsibility:

Provide sound legal advice regarding all aspects of municipal affairs, including advice to the City Council, City Manager, City Clerk, Department Heads and Division Managers daily.

Review every contract that the City enters into, and every insurance certificate and bond to ensure they contain comprehensive risk transfer provisions.

Draft ordinances and resolutions for the City Council to address City business and issues.

Directly handle or manage City litigations as cost-effectively as possible, to eliminate or minimize defense costs and monies paid to settle claims.

Risk Management
100 01220
The Risk Management function of the department administers and processes the City’s liability program and monies paid to settle claims, oversees worker safety programs, handles insurance procurement, and serves as the City’s Americans With Disabilities Act Coordinator.

Worker’s Compensation Insurance
602 01220
The Workers’ Comp Insurance account is the funding account for the City’s self-insured Worker’s Compensation Program. The Risk Manager oversees the City’s Worker’s Compensation program.

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.2: Mid-Town Revitalization
Goal 1.4: Transportation
Strategic Priority 3 - Community for All
Goal 3.4: Waste Management and Stewardship
Strategic Priority 5 - Continuous Improvement
Goal 5.4: Local Control
DRAFT DEPARTMENTAL SUMMARIES 8
255
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA FY 2021/22 Department Accomplishments

1. Successfully resolved 6 lawsuits on the merits or with favorable settlements, 4 of which were defended in-house and 2 with outside counsel, with no unfavorable judgments against the City.

2. Assisted with drafting and successful adoption of ordinances including ordinance implementing Senate Bill 1383 requirements for organics recycling, update to cannabis regulations, ballot placement for cannabis business and professions tax measure, military equipment use ordinance, and urgency ordinance to waive penalties and interest for late Transient Occupancy Tax payments due to Caldor Fire.

3. Assisted with drafting and negotiating contracts including purchase agreements for acquisition of property for Tahoe Valley Greenbelt and Stormwater Improvement Project, funding agreement with South Shore Transit Management Association for microtransit service, and loan and funding agreements with Sugar Pine Village affordable housing developer.

4. Oversaw implementation of compliance agreement with apartment complex owner, resulting in substantial repairs to property and certification in Multi-Family Dwelling program.

5. Assisted with claim for reimbursement from FEMA for Caldor Fire emergency response

6. Negotiated agreement with El Dorado County for operation and management of 56 Acres, including ground lease and property swap to allow for construction of new Multi-Generational Recreation Center.

7. Continued to re-establish citywide risk management program, including convening employee safety committee, drafting cyber safety policies, and establishing and overseeing contract services for COVID19 employee safety (OPATS) and injury prevention and wellness for public safety employees.

FY 2022/23 Department Goals and Objectives

1. Negotiate new franchise agreement and Memorandum of Understanding with Liberty Utilities to bring to City Council for adoption.

2. Work with City Manager’s Office to evaluate feasibility of Community Choice Aggregation for clean energy delivery.

3. Issue Request for proposals, select consultant, and oversee completion of update to ADA Transition Plan.

4. Conduct ethics training (AB 1234) for City Council and Planning Commissioners in early 2023.

5. Resolve Measure T lawsuit in court of appeal.

Performance Measures
Strategic Priority 1.1: Broadband For All
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Broadband feasibility study/funding strategies completed. n/a n/a 100% Broadband deployment strategies developed. n/a n/a 100% Strategic Priority 1.2: Mid-Town Revitalization
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
56-Acre Master Plan funding strategies developed. 100% 100% n/a Lease agreement with El Dorado County entered. 100% 100% n/a DRAFT DEPARTMENTAL SUMMARIES 9
256
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Strategic Priority 1.4: Transportation
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
City-wide parking management strategies evaluated. n/a n/a 100% US50 Community Revitalization Project outcome. 100% 100% n/a Feasibility study of new transit services conducted. 50% 50% 100% Strategic Priority 3.4: Waste Management and Stewardship Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Evaluate potential code amendments to update trash
ordinance with respect to SRO's. 100% 100% n/a
Draft suite of regulations for City Council consideration to further regulate single-use plastics. 50% 50% 100%
Strategic Priority 5.4: Local Control
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Revisit whether City should pursue charter city status. 100% 50% 100% Evaluate feasibility of annexing portions of unincorporated El Dorado County. 100% 50% 100%
Develop a strategy to improve the way the city coordinates with Basin entities. 100% 100% 100%
DRAFT DEPARTMENTAL SUMMARIES 10
257
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Attorney
DRAFT DEPARTMENTAL SUMMARIES 11
258
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 12
259
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Internal
Services
DRAFT DEPARTMENTAL SUMMARIES 13
260
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City Manager’s Office
Core Services
City Manager
100 01310
As a Council/Manager form of government, the South Lake Tahoe City Manager operates as CEO of the organization, carrying out the policies established by the City Council from which the organization functions. The City Manager’s role is to ensure the efficient, effective, and equitable day-to-day operations of the City and administration of the government and provide professional advice and counsel to the City Council on issues of importance to the community and those affecting government operations.

The City Manager also prepares a budget for the Council’s consideration and provides direct supervision over all Department Directors and City Manager’s Office. Included in the South Lake Tahoe City Manager’s Office are the following divisions:

Human Resources
100 01320
The function of Human Resources is to coordinate recruitments, labor relations/negotiations, employee personnel file record management, administer benefits, pensions, promotions, transfers and training coordination, retirement planning, employee separation and other compensation related procedural requirements. The division is also responsible for ensuring legal compliance relative to diversity and discrimination issues, disability, leaves, fitness-for-duty, workplace wrong-doing investigations and compliance with all state and federal laws, regulations, and employment policies applicable to the City.

Communications and Government Affairs
100 01330
The Assistant to the City Manager/Public Information Officer provides professional, administrative, and technical assistance to the office of the City Manager; develops and coordinates public outreach information, including television, radio, internet, social media, and print media to effectively disseminate news and other items of interest to the community.

The City’s communications strategy includes creating an integrated environment to promote civic engagement and participation. Staff leverages social media, traditional media, the City’s website, and other innovative platforms to educate and inform the public on citywide programs, policies, and priorities.

The PIO coordinates with South Lake Tahoe Police Department and South Lake Tahoe Fire Rescue on crisis communications, to help ensure public safety messaging is widely disseminated and effective in times of emergency.

As a government affairs representative on behalf of the City, the Assistant to the City Manager/PIO serves as a liaison to local, regional, state, and federal entities, communicating policy priorities and creating opportunities for the City to collaborate with stakeholders.

Sustainability
100 01967
The purpose of the Sustainability program is to continue making and documenting progress on greenhouse gas reduction programs and projects. Specifically, the Sustainability Coordinator works across departments to:
advance actions articulated in the 2020 Climate Action Plan; reduce solid and organic waste; and advance large, clean energy projects.

DRAFT DEPARTMENTAL SUMMARIES 14
261
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Arts – Public Art
217 04504
The purpose of the Public Art program is to provide a financing mechanism for creation of art pieces and designs to be displayed on City property and within the City limits. Through our Arts, Culture, and Tourism Commission, members can provide input on how they envision the role of arts and culture in the City of South Lake Tahoe. The Arts, Culture, and Tourism Commission will also review proposed public art projects and make recommendations for the appropriation of allocated funds.

Public, Education, Government Program Fund
224 01330
The purpose of the Public, Education, Government Program fund is to collect Franchise fees which provide a financing mechanism for capital expenditures that support day-to-day operations of public-access channels.

Health Insurance
601 01220 Health Insurance
605 01220 Health Insurance Savings
The Health Insurance account is the funding account for the City’s Health Insurance Program. It is funded through payroll deductions for all departments and through contributions from employees for buy-up options.

These accounts are used for payments of Health Insurance premiums as well as excess insurance payments, third party administration fees, and employee safety incentive programs.

The Health Insurance Savings account remains open for the purpose of payments of yearly fees applicable to the individual retiree HRA accounts.

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.4: Transportation
Goal 1.5: Carbon Neutrality
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.3: Connectivity
Strategic Priority 3 - Community for All
Goal 3.2: Inclusion and Diversity
Goal 3.3: Arts and Culture Program
Goal 3.4: Waste Management and Stewardship
Strategic Priority 4 - Economic Development
Goal 4.1: Economic Diversification Strategy
Goal 4.2: Support Development of a Regenerative Tourism Model Goal 4.3: Resident Retention and Workforce Development
Strategic Priority 5 - Continuous Improvement
Goal 5.2: Digital Government
Goal 5.4: Local Control
DRAFT DEPARTMENTAL SUMMARIES 15
262
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA FY 2021/22 Department Accomplishments

1. City Manager’s Department administered the first ever Cannabis Revenue Grant program, distributing almost $400,000 to South Lake Tahoe non-profits.

2. Sustainability Coordinator started at the end of February and has helped advance renewable energy projects and partnerships; an Electric Vehicle Charger Siting Plan; a new state mandated edible food recovery program; and a new Climate Action Plan tracking and outreach website.

3. Facilitated City Council Economic Development Strategic Planning Advance.

4. Continued implementation the City’s Strategic Plan.

5. Initiated Comprehensive Transit Analysis.

6. Initiated Broadband Feasibility Study.

7. Initiated construction of the Multi-Generational Recreation and Aquatics Center.

8. Conducted an audit of all social media platforms to inform and improve social media strategy.

9. Improved social media platform engagement by more than 10%.

10. Received 100% media coverage on press releases issued.

11. Continued to increase participation in regional and state partnerships, including participating in California Tahoe Alliance Lobby Days, the Destination Stewardship initiative, and the South Shore Transportation Management Association.

12. Implemented Performance Evaluation Platform in NEOGOV, automating a core Human Resources process.

FY 2022/23 Department Goals and Objectives

1. Finalize Franchise agreement and MOU with Liberty Utilities as part of achieving renewable energy goals.

2. Develop effective public communications to share progress on greenhouse gas reduction strategies.

3. Increase the number of electric vehicles chargers available to both city fleet and the public.

4. Develop an Edible Food Recovery program in compliance with SB1383.

5. Complete and implement city-wide classification and compensation study.

6. Continue to collaborate with federal, state, county, and local delegations to ensure the City’s priorities are effectively communicated.

7. Complete a community-wide survey to inform the policy and budget decision-making process.

8. Launch improved Public-Education-Government Channel 21 to enhance an underutilized public communications tool.

9. Work with City Clerk and Information Technology to upgrade the City Council Chamber and City Hall control room to improve public meeting production quality using available PEG funds.

10. Create a High Performing Organization.

11. Ensure the budget is balanced and find ways to fund facilities and storm water maintenance with general funds.

12. Work with the STACS program and El Dorado County to improve in-field mental health outreach.

DRAFT DEPARTMENTAL SUMMARIES 16
263
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Performance Measures

1. Develop a work plan to advance renewable energy projects in collaboration with Liberty Utilities.

2. Enhance resource available on City website and roll out a new tracking platform showing City progress on the Climate Action Plan and Strategic Plan by the end of Q2.

3. Install electric vehicle chargers at three city-owned sites.

4. Online tools and resources available on City website to support local Tier 1 food generators in support of Edible Food Recovery Program by end of FY.

5. Using the City-wide classification study, establish an equitable pay and compensation philosophy by end of FY.

6. Provide leadership in Destination Stewardship collaboration and various regional initiatives consistent with Strategic Plan and Climate Action Plan; maintain membership to League of California Cities to weigh in on legislative initiatives; actively engage with state legislators and agencies at least two times per year in person.

7. Complete the community wide survey by end of Q2 and apply results used in the development of the FY 2023 – 24 budget development.

8. Produce and program into the improved PEG channel at least four Public Service Announcements related to City services and programming.

9. Create an implementation plan to upgrade antiquated equipment to current industry standards by the end of Q1.

10. Initiate an action plan toward the creation of a High Performing Organization.

11. Budget is balanced and includes funding for facilities and stormwater maintenance in General Fund.

12. Further evaluate best practices for in-field mental health outreach and work with STACS and County to develop next steps.

DRAFT DEPARTMENTAL SUMMARIES 17
264
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Manager’s Office
DRAFT DEPARTMENTAL SUMMARIES 18
265
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Finance Department
Core Services
The Finance Department is responsible for providing centralized professional support services to the City Council, City Manager and operating departments assisting them in making sound financial and organizational decisions that promote the fiscal sustainability of the City and its ability to provide services to the community as well as providing support to employees at all levels on a variety of issues.

The Finance Director is responsible for overall departmental leadership and administration of the department’s Financial Services, Treasury, Revenue, and Purchasing functions and oversight of the Information Technology division functions. The Director is also responsible for financial policies, financial reporting and compliance, financial analysis and interpretation, financial planning, the annual financial audit, internal controls, budget development and management, debt financing and debt administration. The Director serves as the City’s Chief Financial Officer and provides financial support to the City Council, City Manager, City Treasurer, City Departments, Redevelopment Successor Agency, Financing Authorities and Special Districts.

The Finance divisions are responsible for protecting the City’s fiscal health and sustainability by maintaining compliance with financial policies and internal controls, accurate accounting of financial transactions, timely revenue collection and accounts receivable processing, timely payment of accounts payable, payroll and debt service, transparent and professional financial reporting, effective budget management, grant administration, cash and investment management, debt financing and administration, and ensuring efficient purchasing practices.

Financial Services Division
100 01511
The Financial Services Division staff is responsible for all governmental accounting, financial reporting and compliance functions, budget development and support, debt financing and management, Accounts Payable, Payroll, including PERS and tax reporting, Grant Administration, fixed asset accounting, salary and benefit analyses, coordination of yearly audit, preparation of the Annual Comprehensive Financial Report and Budget documents, and accounting support to all City Departments and Special Districts.

In addition, the division also provides financial reporting and accounting services to the South Tahoe Redevelopment Successor Agency, the South Lake Tahoe Joint Powers Financing Authority, the South Tahoe Joint Powers Parking Financing Authority, and the South Lake Tahoe Basin Waste Management Authority.

Revenue Services Division
100 01730
The primary goal of the Revenue Services Division is to manage the City’s revenues. Major responsibilities of the division include monitoring and collection of Transient Occupancy Tax from approximately 120 hotels/motels, over 100 vacation homes rented by individual property owners, including hosted rentals and qualified VHRs, and 33 property management companies, as well as Business Tax collection for over 3,800 businesses. Staff is also responsible for bank deposits, city-wide accounts receivable processing, revenue audits, delinquency collections, and economic development loan collections. The division also provides Cash/Treasury management including banking and investment transactions to ensure availability of city funds when needed. In addition, the division provides revenue collection and disbursement services, and financial reporting for several business improvement districts. The division annually updates the Master Fee Schedule in accordance with financial policies.

DRAFT DEPARTMENTAL SUMMARIES 19
266
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Information Technology Division
100 01840
The Information Technology (IT) division provides computer services for all city departments; including police and fire. Services include network administration, internet, email, help desk, software and hardware support, technology purchases and installation, specialized programming, database administration, and training.

The IT Division supports approximately 3 virtualized data centers, 250 computers and laptops, 20 patrol cars with mobile data computers (MDCs) with In-Car-Video (ICV) equipment, 130 printers/faxes/plotters, 20 scanners, over 50 surveillance cameras, body-camera data and a wide variety of networking equipment (firewalls, routers, and switches). These servers, computers and other equipment are located throughout the city in 18-facility locations connected with a fiber back-bone. Support is also provided for a variety of audio/video and presentation equipment in the Council Chambers and other conference rooms. Staff is also responsible for the encrypted access control systems for the Police Department and the Airport - these systems control, monitor and log entry and egress to all doors and gates. These systems are slowly being expanded to cover all city facilities.

PARKING ENTERPRISE
520 05340 – Parking Authority Debt Service
The City’s public parking garage is located adjacent to the Heavenly Village and gondola and provides over 400 parking spaces. The garage has been improved to include automated payment capability and increased marketing. The Finance Department is responsible for the management of the Parking Authority Debt Service.

The Parking Garage’s daily operations are managed by the Police Department.

City-wide Strategic Priorities Supported
Strategic Priority 5 - Continuous Improvement
Goal 5.2: Digital Government
Goal 5.3: Infrastructure and Maintenance
Goal 5.5: Fiscal Sustainability and Resiliency
FY 2021/22 Department Accomplishments

1. Updated outdated City’s Financial Policies.

2. Applied for and received the Distinguished Budget Presentation Award for FY 21/22 and the Certificate of Achievement for Excellence in Financial Reporting for FY 20/21 from the Government Finance Officers Association (GFOA).

3. Provided financial reporting on revenues, expenditures and projects currently underway for Measure S Sales Tax through the City’s Fiscal Accountability webpage.

4. Provided support to City Attorney Office in preparation for the Cannabis Tax ballot measure in November 2022.

5. Provided Five Year Financial Plan Update to City Council in March and August 2022.

6. Prepared and presented financial information to the credit rating agency for receiving a bond rating on the new Recreation center construction financing bonds.

7. Coordinated, reviewed, and submitted documents and held a presentation to City Council for the Recreation Center bond financing approval.

8. Applied for 19 grants totaling $44,347,369 and has received 9 awards in the amount of $13,883,949 to date with 9 proposals currently under review totaling $29,995,500 and 1 proposal in the amount of $467,920 denied.

9. 1,800+ helpdesk tickets closed.

10. Network infrastructure and software systems audited, upgraded, and simplified at several locations.

11. New security measures implemented based on best industry practices.

12. Completed Azure and SharePoint migration.

DRAFT DEPARTMENTAL SUMMARIES 20
267
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

13. Replaced Firewalls at all data centers.

14. New VM farm at IT building, migration of VM environment to airport.

15. Implemented comprehensive site to site back up system with ransomware protection.

16. New video storage and surveillance at parking garage.

17. Audited council meeting equipment and created comprehensive guide to running meetings.

18. Set up new GIS server.

19. Upgraded Cognos.

FY 2022/23 Department Goals and Objective

1. Continue to look for cost savings within City departments to ensure financial stability.

2. Continue to aggressively pursue grant funding as well as actively engage in updates to legislature and available funding.

3. Upgrade CommunityPLUS Software.

4. Initiated process for the Parking Garage bond debt early pay-off.

5. Continue to create efficiencies through technology.

6. Audit and simplify data centers, file systems, and software packages to reduce overhead.

7. Finish CAD system project for police department.

8. Finish Communications System upgrade project for police and fire.

9. Implement new VPN system for police vehicles.

10. Implement sub polices and plans of action for new IT security policy.

11. Implement mobile device and application management system.

12. Implement comprehensive end point protection system.

13. Implement Insider threat protection system.

14. Conduct regular cyber security testing and training for city staff.

15. Implement VOIP system city wide.

Performance Measures
Strategic Priority 5.2: Digital Government
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
CommunityPLUS software upgrade 0% 0% 100%
IT Strategic Plan completed and implemented 50% 60% 70% Strategic Priority 5.5: Fiscal Sustainability and Resiliency Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Publish Annual Comprehensive Financial Report no later
than 180 days following fiscal year end. 100% 100% 100% Publish Budget document no later than 90 days following the budget adoption. 100% 100% 100%
Complete month closing within 30 days of month end. 100% 92% 100% Maintain solid financial practices and a “clean”
unqualified opinion. 100% 100% 100%
DRAFT DEPARTMENTAL SUMMARIES 21
268
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Finance Department
DRAFT DEPARTMENTAL SUMMARIES 22
269
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Non-Departmental
Core Services
100 01951 – Non-Departmental
100 01952 – Emergency Preparedness
100 01953 – Community Marketing
100 01956 – General Fund Transfers In/Out
100 01958 – Rents & Leases
101 01951 – PERS Savings
102 01511 – Measure S Sales Tax
263 09110 – TOT Revenue Fund
264 01952 – Local Fiscal Recovery / ARPA
401 01910 – City Debt Service
401 08220 – City Debt Service Other Debt
The non-departmental budget provides a financial reporting and budgeting section to account for all General Fund monies transferred to other funds, as well as to monitor disbursement of monies for general purpose items not specific to any one department. These disbursements include: City Administrative office rent, retirement payouts, rentals and leases of equipment used by all departments, City’s debt service payments, cost of Animal Control Services provided by El Dorado County, LAFCO fees, portion of PADMA cost for the maintenance of Park Avenue area, Community Marketing, disbursements to Contract Agencies, and other specific types of expenditures that have no ongoing activities or projects.

Measure S Sales Tax
102 01511
On July 14th, 2020 the South Lake Tahoe City Council unanimously placed Measure S, the South Lake Tahoe Fire Protection, Emergency Response, City Services Measure, on the November 2020 ballot. 63.73% of the Voters in the 2020 election approved Measure S, allowing for the collection of a one-cent sales tax that will generate up to an estimated $5.9 million in local funding.

Following passage of the measure, collection of the tax – an additional one cent on each $1 of taxable purchase – began on April 1, 2021. The City began receiving revenue from the tax in June of 2021.

As part of its promise to voters, the City has implemented strict fiscal accountability for Measure S spending and released a webpage dedicated to Measure S financial reporting on revenues, expenditures and projects currently underway. To learn more about Measure S Sales Tax revenue and spending, please visit:
www.cityofslt.us/MeasureS/fiscal.

Local Fiscal Recovery / ARPA
264 01952
The American Rescue Plan Act (ARPA) (Public Law No. 117-2) was signed into law by President Biden on March 11, 2021. The Act appropriated Coronavirus State and Local Fiscal Recovery Funds for allocation by the U.S.

Department of the Treasury to states, counties, metropolitan cities, and small cities with population under 50,000 (referred to as non-entitlement units (NEUs) of local government). As NEU, the City of South Lake Tahoe was allocated $5,309,994. This amount will be received in two tranches, in 2021 and 2022 and needs to be obligated by the end of 2024. There were no funds obligated in 2021-22 adopted budget from this funding.

DRAFT DEPARTMENTAL SUMMARIES 23
270
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Non-Departmental
DRAFT DEPARTMENTAL SUMMARIES 24
271
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Business Improvement Districts
Core Services
Ski Run BID
280 01511
The Ski Run Business Improvement District is located on Ski Run Boulevard between Pioneer Trail and Lake Tahoe Blvd. Fees are collected with business tax payments for the purpose of supporting landscaping and snow removal expenses along the bike trail. Approximately 70 businesses/property owners are subject to fees in this program.

Tourism Improvement District
285 01513
Begun in November 2006, its main purpose is to collect a per night fee for each room night occupied by a visitor and pass through the monies to the Tourism Improvement District (TID) for their use toward marketing the South Lake Tahoe area. City retains a 1% administrative fee for collection, accounting/reporting, and pass-through of the monthly assessments to the TID Board by the Revenue Division of the Finance Department.

Revenues and Expenditures by Fund Type and Category
Business Improvement Districts
DRAFT DEPARTMENTAL SUMMARIES 25
272
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA South Tahoe Redevelopment Successor
Agency (STRSA)
Core Services
725 09220 - RD Obligation Retirement Fund
In an effort to balance its budget, the State of California adopted ABx1 26 on June 28, 2011, which suspends all new redevelopment activities except for limited specified activities as of that date and dissolves redevelopment agencies effective October 1, 2011. The State simultaneously adopted ABx1 27 which allows redevelopment agencies to avoid dissolution by the City opting into an “alternative voluntary redevelopment program” requiring specified substantial annual contributions to local schools and special districts. However, in its December 29, 2011 decision the State Supreme Court upheld ABx1 26, but invalidated ABx1 27, and extended the date of dissolution to February 1, 2012.

The suspension provisions of ABx1 26 prohibit all redevelopment agencies from a wide range of activities, including incurring new indebtedness or obligations, entering into or modifying agreements or contracts, acquiring or disposing of real property, taking actions to adopt or amend redevelopment plans and other similar actions, except actions required by law or to carry out existing enforceable obligations, as defined in ABx1 26.

On September 27, 2011, the City of South Lake Tahoe adopted Resolution 2011-54 electing to serve as the South Tahoe Redevelopment Successor Agency. The Successor Agency is responsible for the wind down of the former Redevelopment Agency’s debt, obligations and affairs.

Revenues and Expenditures by Fund Type and Category
South Tahoe Redevelopment Successor Agency
DRAFT DEPARTMENTAL SUMMARIES 26
273
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Trust and Agency
Core Services
707 01962 – Park Avenue CFD
708 01963 – Parent/School Partnership
711 01965 – Bijou ECP CFD
712 01973 – Harrison Avenue CFD
There are many financial relationships that may exist between a city and the public or other organizations that require special accounting treatment by the city in a trust and agency fund. These relationships and conditions are usually governed by ordinances, statutes, regulations, trust indenture agreements or other contractual arrangements. The following excerpts from GAAFR are provided to explain the various types of trust and agency funds and their related accounting treatment:

Trust and Agency Funds are used to account for assets held by a government in a trustee capacity or as an agent for individuals, private organizations, other governments, and/or other funds. GASB Codification, Section 1300 further classifies trust and agency funds as pension trust, nonexpendable trust, expendable trust, and agency funds.

Pension trust funds are used to account for pension plans other than public employee retirement system (PERS).

City does not currently have any pension trust funds.

Nonexpendable trust funds are those whose principal must be preserved intact. Nonexpendable trust funds are most often used to account for the principal portion of endowments provided to a government by private donors with the stipulation that their principal be preserved intact. Nonexpendable trust funds and pension trust funds are accounted for in essentially the same manner as proprietary funds.

Expendable trust funds are those whose principal and income may be expended in the course of their designated operations. Expendable trust funds are most often used to account for income amounts transferred to them from nonexpendable trust funds. Expendable trust funds are accounted for in essentially the same manner as governmental funds.

Agency funds are custodial in nature (assets equal liabilities) and do not involve measurement of results of operations. A common example of agency funds is a tax collection fund that is used to account for property taxes billed and collected by one local government on behalf of another.

DRAFT DEPARTMENTAL SUMMARIES 27
274
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Trust and Agency
DRAFT DEPARTMENTAL SUMMARIES 28
275
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 29
276
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Police Department
Core Services
The City of South Lake Tahoe Police Department is a full-service general law enforcement organization. The Police Department serves a permanent population of approximately 22,000. The community is a tourist resort destination consistently inflating the functional population to 100,000 on weekends and holidays. The Police Department also manages the Joint Dispatch Center which is classified as a Public Safety Answering Point (PSAP) for the County and State of California. The Joint Dispatch Center provides public safety dispatching services to the Police Department, City Fire Department, Lake Valley Fire Protection District, Fallen Leaf Fire Department, along with Cal Tahoe JPA Ambulance Services.

The Department provides the following programs/services:
• Uniform Patrol
o Canine Unit
o Traffic Enforcement Unit (motor)
o STACS Officer (Homeless/Mental Health)
o Crisis Negotiation Team
o SWAT Team
o School Resource Officer at STHS and Tobacco Grant Funded SRO at STMS • Detectives
o Homicide
o Sexual Assault
o Child Crimes
o Domestic Violence
o Property Crimes
o Cannabis Control Officer
o Evidence/Property Technicians
• Joint Dispatch Center
o SLTPD Police
o SLTFR
o CalFire Station 5
o Fallen Leaf Lake FD
o Lake Valley FD
o Cal Tahoe Ambulance
• Community Service Officers
o VHR Enforcement
o Code Enforcement
o Nuisance Abatement
o Parking Enforcement (Shops at Heavenly Village, Transit Way/Bellamy Ct.) o Parking Garage operations and parking enforcement
o Vehicle Abatement
o Graffiti abatement reporting and volunteer program
o Radar trailer deployment
o Lime/Byrd scooter compliance
• Police Records
• Police Boat Safety Program (State Grant/vessel tax funded) • Reserve Officer Program
DRAFT DEPARTMENTAL SUMMARIES 30
277
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Administration
100 02110
The Administrative Division is responsible for the overall leadership and managerial duties at the Police Department i.e. policy, budget, recruitment, payroll, training, travel, and human resource functions. The Administration Division is currently staffed with the Chief of Police, and an Administrative Assistant.

For FY 22-23 we are requesting to add an Administrative Lieutenant funded through Measure S public safety funds. This new administrative lieutenant position would assist with new State Law mandates, Policy Manual updates Internal Affairs investigations, Community Service Officers, Parking Garage Management, training compliance, and other duties. In February of 2012 a police captain position was cut when Capt. Hewlett retired and was never replaced (that workload then being transferred to the remaining two lieutenants). Increased work load has greatly increased at the administrative level with new State and Federal mandates along with increased training, transparency, and accountability efforts.

Operations
100 02120
The Operations Division encompasses the basic patrol functions of the police department. During this fiscal year the division will consist of 27 patrol officers. This includes one (1) traffic (motor) Officer, two (2) canine officers, one (1) School Resource Officer assigned to STHS (paid in part by the LTUSD), one (1) School Resource Officer assigned to STMS (temporary full-time tobacco grant funded), and one (1) officer assigned to the STACS program. In addition to the line level staff, this division has four (4) Reserve Officers (Part time Marine Unit Officers), Five (5) Patrol Sergeants, and one (1) Patrol Lieutenant.

Note: At the time of this report 7 of the 41 Sworn Officer positions (17%) are off work on long term injuries, and one Officer is off on long term military leave (frozen position).

In FY 19/20 one (1) FTE police officer position was frozen but funded due to possible budget concerns around COVID. In FY 21/22 that position remained frozen and was unfunded. The long-term military leave Officer was moved to that frozen/unfunded position. That officer is scheduled to complete his military service in August of 2023.

The main service provided in this division is uniformed patrol. In addition to patrol level functions, this division develops, manages, and executes special event planning, a canine program, field training program, officer-incharge program, marine program, crisis negotiations, SWAT, STACS, traffic, and a reserve program.

Joint Dispatch
100 02160
The Joint Dispatch account handles all costs associated with the dispatch center located in the Police Department. We provide dispatch services to the City Police Department, the City Fire Department, Lake Valley Fire Department, Fallen Leaf Fire, and Cal Tahoe JPA Ambulance Service.

The Dispatch Center is currently allocated with (1) Full-time Dispatch Supervisor, (9) Full-time Public Safety Dispatchers.

Support
100 02180
The Police Support Division budget handles all the positions within the Police Department that are not covered in Administration, Operations, or the Joint Dispatch Center. The area of responsibility is primarily Detectives, Property and Evidence, Records, and Building Maintenance.

Detectives are staffed with one (1) lieutenant, one (1) Detective Administrative Sergeant, five (5) investigative detectives, one (1) Cannabis Investigator, and two (2) evidence technicians.

The Records Division is staffed with one (1) records supervisor and two (2) records technicians.

DRAFT DEPARTMENTAL SUMMARIES 31
278
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA AB3229 COPS Grant
231 02110
COPS grant funds are used for paying officer overtime for projects associated with Community Policing Programs. Funds have also been used for training and supplies as they relate to community matters. The requirements for this fund are broad and allow for discretion on our part, based on the suitability of the expenditure as long as the expenditure of funds is not supplanting the general fund.

Proposition 172 Safety Sales Tax
232 02110
Safety Sales Tax revenues provide funds to supplement equipment purchases and technical support, i.e. police vehicles, computers, the mobile range, other one-time equipment purchases, and salary and wages. These revenues may also be used to purchase other large expenditure items such as the purchase/replacement of the police boat for the Department.

OTHER POLICE PROGRAMS
Police Certified Training (POST)
100 02150
The State of California through POST provides reimbursements for some law enforcement training. The Police Department actively sends officers, supervisors, and non-sworn personnel to POST training. The majority of training is reimbursed but some training is cost shared with the department.

Police Vehicle Replacement
211 02110
This program provides the budget resources to purchase vehicles by supporting either outright purchases or debt service and lease programs needed for acquisition. This program is funded through transfers in from the Safety Sales Tax account.

Cannabis Program
223 02120
This program provides the budget resources to
(1) Oversee the Public Safety License Application/inspection Process, (2) Respond to, investigate, and collate information on all marijuana-related calls for service, (3) Conduct proactive compliance inspections of marijuana businesses, (4) Gather marijuana-related data and provide periodic reports to City Council, (5) Coordinate and monitor marijuana education efforts, (6) Conduct training on cannabis regulations for local hotels to ensure marijuana products are handled properly,
(7) Conduct/coordinate illicit marijuana enforcement activities, (8) Facilitate/coordinate periodic audits to provide for transparency, (9) Perform other unanticipated marijuana-related duties, and (10) Keep accurate time records of activities so future Public Safety Impact Mitigation Fee and Public Safety License Application Fee apportionments can be accurately developed.

DRAFT DEPARTMENTAL SUMMARIES 32
279
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Tobacco Grant
225 02110
The Tobacco Grant is an enforcement and education program funded through the California Department of Justice. This grant provides funding for one (1) FTE School Resource Officer assigned to South Tahoe Middle School. This funding supports education and enforcement efforts to reduce the illegal sale of tobacco products to minors. This grant expires on June 30, 2023. Currently, we are pursuing the renewal of this grant. If this grant is not available for the next fiscal year, the Department will request funding at mid-year to cover the FTE for the remainder (one quarter) of fiscal year 2022/2023.

ABC Grant
229 02112
The ABC Grant is an enforcement and assistance program funded through the State Department of Alcohol and Beverage Control. ABC works with law enforcement agencies to help aide in eliminating the crime and public nuisance associated with alcohol beverages by providing funds to assist with additional enforcement including minor decoy, shoulder tap, and plain clothes enforcement operations. We did not receive this grant for the 22/23 grant cycle; however, we will apply again for budget year 2023/2024.

Asset Forfeitures – Justice Fund
233 02110
Asset forfeiture funds are received as a result of criminal assets being seized. These funds are used for contract services, equipment, training, and special police investigations. These funds are one-time monies; the amount and frequency of these funds are not guaranteed. Allocating these funds is carefully thought out prior to expenditure.

Boat Patrol Grant
237 02110
The Boat Patrol provides law enforcement services to the open waters and harbor area of the City of South Lake Tahoe and mutual aid to surrounding jurisdictions that share a boundary of Lake Tahoe. Some of these services include:
• Law enforcement patrol
• Crime prevention
• General law enforcement investigations
• Rescue operations
• Vessel assist
• Vessel collision investigation
• Boater Education
Law Enforcement Specialized Unit Grant
238 02110
This program funds a collaborative effort between the SLTPD and Live Violence Free to use an integrated community-oriented approach to address domestic violence. The detective provides investigative expertise of criminal cases and works with an Advocate from Live Violence Free assigned to a Domestic Violence Response Team.

This program funds $107,265.00 for Live Violence Free to provide advocacy, support, assistance, and outreach to victims of Domestic Violence. In addition, $67,714.00 goes towards the salary and incentives of one full time Police Detective (FTE) as well as $28,000.00 towards overtime expenses generated by the PD Joint Dispatch Center. Dispatchers are responsible for fielding calls from victims and facilitating police and medical emergency response. Additionally, dispatch may summon or refer advocacy services for domestic violence victims. Funding for this grant expires on 12/31/2022. We intend to re-apply for this grant should it be available for calendar year 2023.

DRAFT DEPARTMENTAL SUMMARIES 33
280
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

COMMUNITY SERVICES OFFICE (CSO) DIVISION
The Community Services Office is staffed with (1) Full time sworn Detective Administrative Sergeant, (1) Lead full time Community Services Officer, (1) Full time Administrative Assistant, (5) Full time VHR and Community Services Officers handling Code Enforcement, Nuisance Abatement, Vacation Home Rental Enforcement and Vehicle Abatement, and (1) Full time Code Compliance Investigator.

Code Enforcement
100 02140
This account was established for 2015-16 budget to consolidate four Parking Management Program and one Community Code Enforcement accounts established during the past 3 years. The City’s paid parking program was dissolved; however, the function of parking enforcement remains for general parking violations. This budget will continue to receive revenue from fines generated by the enforcement of standard parking violations. In addition, this program will be funded by the revenue generated from enforcement of other violations.

Vehicle Abatement
242 03802
As part of their assignment, the Community Service Officers respond to and identify vehicles as abandoned in accordance with the City Code. The owners are notified of pending action. The CSOs coordinate with contract tow companies to remove abandoned or junk vehicles and then notify DMV of vehicles to be destroyed. The CSOs maintain files on all identified vehicles for annual audit. Submit quarterly reports to El Dorado County Joint Powers Authority (JPA). This budget account partially funds, and is administered by, the Community Services Office. Partial reimbursement for the vehicle abatement process is funded by a portion of vehicle registration through California DMV.

Nuisance Abatement
243 03803
Additionally, the Community Service Officers process all complaints of nuisances as identified in the City Code; prepare correspondence notifying property owners of identified nuisances; prepare cases for hearing by the Zoning Administrator; post all properties with notices of identified nuisances; present cases at Zoning Hearings; coordinate the abatement of the nuisance. Additionally, CSOs coordinate action and programs to remove graffiti.

This budget account partially funds, and is administered by, the Community Services Office.

Parking – Bellamy Court
510 05440
This account was established in June of 2011 to provide support for the paid parking program on Transit Way and Bellamy Court. Net revenue from this program is identified to reduce the debt associated with the parking garage or transferred to the General Fund.
520 05320 – Parking Garage Operations
The City’s public parking garage provides over 400 parking spaces adjacent to the Heavenly Village and The Gondola. The garage has been improved to include automated payment capability and increased marketing. The Finance Department is responsible for the management of the Parking Authority Debt Service. The Parking Garage’s daily operations were transferred to the Police Department with the Parking Management Program that was established in 2012.

DRAFT DEPARTMENTAL SUMMARIES 34
281
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Clean Community
241 03801
Clean Community Program removes litter from highly visible locations along public roadways and in neighborhoods, issues notices for trash violations and provides education and special events including the annual Community Cleanup Day, Coastal Cleanup Day as well as Earth Day.

Clean Tahoe contracts with the City and El Dorado County to conduct these services. Clean Tahoe Staff is comprised of a Program Manager, Program Assistant and two Field Assistants. These are not City or County employees. The budget in this account is administered by the Community Services Office.

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.4: Transportation
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Goal 3.4: Waste Management and Stewardship
Strategic Priority 5 - Continuous Improvement
Goal 5.1: Public Safety
FY 2021/22 Department Accomplishments

1. Police Advisory Committee established and meeting

2. Caldor Fire response including citywide evacuation

3. Operation Bear Trap search warrants and arrests with the FBI

4. Hiring of six officers and one dispatcher
FY 2022/23 Department Goals and Objective

1. Open the Community and Police Resource Center

2. Bring the Police Department to full staffing

3. Complete implementation of the Records Management System

4. Complete the radio project and transition to new system

5. Continue progress with the STACS program

6. Retain and enhance community relations

7. Creation of comprehensive employee wellness plan
DRAFT DEPARTMENTAL SUMMARIES 35
282
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Performance Measures
Strategic Priority 1.4: Transportation
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
City-wide parking management strategies evaluated. 50% 25% 75% Strategic Priority 3.1: Mental Health and Homelessness
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
STACS (South Tahoe Alternative Collaborative Services)
implemented. 100% 100% 100%
Strategic Priority 3.4: Waste Management and Stewardship Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Implement strong enforcement policy that the "Tahoe
Way" includes not littering in our community. 100% 50% 100% Strategic Priority 5.1: Public Safety
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
New public safety communications system implemented. 80% 80% 100% Department Goal 1: Open Community and Police Resource Center Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Open Community and Police Resource Center. 100% 10% 100% Department Goal 2: Bring the Police Department to Full Staffing Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Fully staffed patrol division, Community Service Office Division, and Dispatch Center. 100% 70% 100%
Number of employees on injured status. 1 6 1
Number of overtime hours. 0 8 0
DRAFT DEPARTMENTAL SUMMARIES 36
283
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Department Goal 3: Complete Implementation of Records Management System Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Complete implementation of RIMS system. 80% 40% 100%
Department Goal 4: Complete Radio System Upgrade and Move to New System Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Completed replacement of Public Safety Radio System. 80% 80% 100% Department Goal 5: Continue Progress with STACS Program Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
STAC collaboration. 100% 100% 100%
Department Goal 6: Retain and Enhance Community Relations Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Social Media as Agency Information Source; number of
followers gained. 10,000 6,500 10,000
Department Goal 7: Creation of Comprehensive Employee Wellness Plan Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Comprehensive employee wellness plan. 50% 20% 90%
DRAFT DEPARTMENTAL SUMMARIES 37
284
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Public Safety - Police Department
DRAFT DEPARTMENTAL SUMMARIES 38
285
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Fire Department
Core Services
The City of South Lake Tahoe Fire Rescue’s mission is to serve our community with compassion, professionalism and honor. We accomplish this through our guiding principles:
• We are committed to the protection of life, property and the environment at South Lake Tahoe. • We believe the community, the pristine lake and the citizens and visitors are the reason for our existence. • We will foster and sustain the trust of the community, and will consistently protect that confidence through our professionalism, competence, attitude, conduct and actions. • We will serve our community with honesty, fairness and integrity. • We will pursue safe, effective, timely, caring, standardized and economic solutions to our residents and visitors’ emergencies.
• We will provide professional, skilled and courteous customer service at all times.

The Fire Department provides fire suppression, emergency medical response, and a variety of emergency and non-emergent responses to our community. Our commitment to residents and visitors in need is that we will respond staffed paramedic engine and truck companies with three (3) personnel, a Captain, an Engineer and a Firefighter/Paramedic and resolve or assist them in the resolution of their emergency. We have found that individuals activate the 911 system when they need assistance and do not know where to turn for help. In the calendar year 2021 the Fire Department responded to 3,365 calls for service; 1860 or 55% were for medical emergencies, 1421 or 42% were for public service calls and 84 or 3% were for fire calls. The call volume for 2021 was slightly lower due to the City being evacuated during the Caldor Fire. That being said, the City of South Lake Tahoe has an above average number of public service calls which include a variety of events including smoke/carbon monoxide alarms, helping someone back into bed after a fall or general smoke checks within the area. These public service calls provide our employees an opportunity to provide superior customer service to those in need. Our fire calls are consistent with the National average of 1-3 % of fires in jurisdictions with a population of 49,000 or less. Fire loss for 2021 was estimated at $400,000. In the year 2021 we responded to outof-jurisdiction wildland fires fulfilling our commitment to the Lake Tahoe Regional Fire Chief’s Association as well the State of California’s Master Mutual Aid Agreement. Our current staffing is 37 members which staffs three 3- person Paramedic Engines and an on-duty Battalion Chief, which allocates 11-13 personnel daily per shift. The Fire Department continues to work off of its adopted 5-year Strategic Plan and Business Plan(2017).

The Fire Department is divided into 6 budget divisions: Administration, Suppression, Special Operations, Prevention, Training, and Emergency Medical Services.

Administration
100 02210
Fire Administration is staffed with the Fire Chief and Administrative Assistant and is responsible for budget management, personnel management, and administrative oversight for the Fire Department. Fire Administration manages a budget of $11,167,344.07, and a workforce of 40 employees. Fire Administration also represents the department and City in regional endeavors, such as cooperative response agreements with State and Federal forest agencies, mutual aid agreements, local and county preparedness groups, and other regional approaches to services. The Fire Chief serves as the City of South Lake Tahoe’s emergency operations center manager and coordinates annual Emergency Operations Center drills and trainings.

DRAFT DEPARTMENTAL SUMMARIES 39
286
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Suppression
100 02220
The Suppression Division is staffed with 37 positions. The City provides a minimum daily staffing level of three 3- person paramedic engines and a Battalion Chief. Generally, we have one person on vacation each day but on days when everyone is at work, we have four (4) personnel assigned to Station 2 where a ladder truck was placed in service during the Fall of 2020. This division provides boots on the ground for all emergency response, maintains operational readiness through facility and apparatus maintenance, individual and team training, pre-incident planning and by participating in mutual aid response through an agreement with the Lake Tahoe Regional Fire Chiefs Association as well as the State of California. Emergency Response, Fitness and Training are the overall priorities within the Suppression Division.

Special Operations
100 02230
The Fire Special Operations division has five (5) basic components: Rescue, Hazardous Material Response, Arson Investigation, Public Education and Tactical Emergency Medical Services. All work is performed by suppression personnel. The City of South Lake Tahoe has several rescue challenges which include water rescue, ice rescue, rope rescue, heavy and technical rescue scenarios. Our location dictates that we protect those on the lake, in the mountains and within our urban environment. Our firefighters must have a variety of skills and equipment to meet those challenges. We also respond to all hazardous materials calls in conjunction with Law Enforcement.

The Fire Department is responsible for determining cause and origin for all fires. We take great pride in presenting and educating our citizens in areas which include CPR, wildland fire prevention and specific safety tips for living in Lake Tahoe. Our engine paramedics also work closely with the Police Department with Tactical EMS where medics are trained and work with the SWAT Team. Several years ago, local citizen Lisa Maloff donated a brandnew rescue boat to SLTFR to help reinstate our water rescue program. Our water rescue program has been successful in the rescue of stranded boaters or citizens that experience trouble in the frigid waters of Lake Tahoe.

The City is responsible for water response one mile out from shore from Stateline to the Tahoe Keys. The United States Coast Guard is responsible for the lake as a whole and has a Coast Guard Station in Tahoe City.

Fire Prevention
100 02240
In May of 2020 a Fire Inspector position with the Fire Department was filled to assist with plan checks, building inspections, code enforcement, defensible space clearance and represent the Fire Department for community projects such as Firewise. The Fire Inspector has an office in the Building Department to ensure efficiencies in duties. The Fire Inspector has been an even greater asset to the City than projected, serving the needs of the community on behalf of both the Fire Department and Development Services. In addition to the Fire Inspector, the Fire Department also employs as many as three seasonal Defensible Space Inspectors who work through the Summer and Fall. In late 2021, Council approved a new Fire Marshal position. The Fire Department has worked diligently with City Staff to develop the job description, pay and benefits for this new addition. We are on track to begin recruitment for the new Fire Marshal in August of 2022 and will fill the position around October 1st, 2022.

Fire Training and Safety
100 02250
Training is the backbone of any Fire Department, and is an extremely high priority for South Lake Tahoe Fire Rescue. We have a young and energetic department that prides itself on skilled and well-trained response.

Training is the best and safest way to ensure competency from the probationary firefighter level to the rank of Chief Officer managing command and control of larger events. This program provides funding of ongoing safety training for firefighting, emergency response and safety within the Department, as well as providing professional development to all personnel. This includes but is not limited to testing services for new and existing employees, travel costs in the form of meetings and seminars, and training materials for in-service, field and classroom DRAFT DEPARTMENTAL SUMMARIES 40
287
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA settings. Firefighters are required to train a minimum of 2 hours every day. Having a classroom is a vital component of our training regimen and has also been beneficial for the Police Department to use on a regular basis as well. This year’s budget continues to reflect our commitment to command and control training.

Emergency Medical Services (EMS) Division
236 02262 – EMS
The EMS Division supports our paramedic engines, ladder truck, and rescue boat. The City currently charges a first responder fee for medical response, realizing $186,986 in 2021. These funds directly support training, certification and equipment for the department. In 2021 Emergency Medical response accounted for 55% of the calls. Fast arriving paramedic crews with SLTFR in conjunction with the Cal Tahoe JPA ambulance crews support the County’s Emergency Medical Services (EMS). The change from transport to paramedic-based truck and engine companies continues to help our recruitment and retention program.

Fire Prop 172 Safety Sales Tax
222 02210
This program provides a funding source for Fire Department operations through the acquisition of equipment (Fire Vehicle Replacement Program - 213 02210). This is a critical funding source to replace the apparatus and equipment needs for an organization that has a full variety of risks including high-rise buildings to wildland urban interface firefighting challenges. We are currently in contract with Pierce Manufacturing to build a new Type I Fire Engine which should be complete by the Summer of 2023.

Fire Vehicle Replacement Program
213 02210
This program provides the budget resource to purchase fire apparatus/vehicles by supporting either outright purchases or debt service programs needed for acquisition. The Department has developed a Strategic Plan for the next two (2) years which is supported by our Business plan outlining the capital needs of the fire department.

City-Wide Strategic Priorities Supported
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Strategic Priority 4 - Economic Development
Goal 4.3: Resident Retention and Workforce Development
Strategic Priority 5 - Continuous Improvement
Goal 5.1: Public Safety
FY 2021/22 Department Accomplishments

1. Broke ground on a 5 million-dollar communications overhaul.

2. Completed the City’s Local Hazard Mitigation Plan with Cal OES.

3. Built and continue to grow our Fire Prevention and Defensible Space Inspection Program.

FY 2022/23 Department Goals and Objective

1. Update our Standards of Cover Document, Business Plan and Strategic Plan document.

2. Complete the Communications System Overhaul.

3. Design and approve a public safety pier.

4. Fire Station 3 Remodel.

5. Improved Health and Wellness through access to PT Revolution.

DRAFT DEPARTMENTAL SUMMARIES 41
288
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Performance Measures
Strategic Priority 4.3: Resident Retention and Workforce Development Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Evaluate/develop career pipelines to the city. 50% 50% 100% Strategic Priority 5.1: Public Safety
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
New public safety communications system implemented. 75% 80% 100% Wildfire preparedness and emergency evacuation plan
developed. 100% 100% 100%
Number of “Community Conversations” and other
outreach/training events with the public. 12 20 20
Department Goal 1: Update Standards of Cover Document and Strategic Plan document Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Collect and analyze demographics, call volume by type
and response metrics. 10% 20% 100%
Department Goal 2: Design and Approve a Public Safety Pier Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Work with TRPA on design and process to build a workable plan for the public safety pier. 10% 15% 50% Department Goal 3: Remodel Fire Station 3
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Work with Public Works on the Capital Improvement
Plan to establish an affordable design. 10% 20% 75%
DRAFT DEPARTMENTAL SUMMARIES 42
289
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund and Category
Public Safety – Fire Department
DRAFT DEPARTMENTAL SUMMARIES 43
290
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 44
291
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Public Works
Department
DRAFT DEPARTMENTAL SUMMARIES 45
292
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Public Works Department
Core Services
The Public Works Department comprises seven operating divisions: Administration, Airport, Engineering, Facilities Maintenance, Streets Maintenance, Snow Removal and Fleet Maintenance Services. These operating divisions deliver core services in support of the City’s strategic initiatives, including capital project implementation, stormwater management, compliance with the City’s municipal stormwater discharge permit, roadway maintenance, snow removal, road rehabilitation, maintenance of facilities, preservation of City facilities, provision of safe public spaces, and fleet services supporting City operations: police, fire, snow removal, and airport.

The Public Works Department is funded through multiple funding sources, including the General Fund, Gas Taxes, State and Federal Grants, Assessment Districts, and Permit and Inspection fee revenues. Over the last several years, grant funding has helped to offset costs and reduce the Department’s general fund budget. While grants have significantly helped offset the cost of implementing priority capital improvement projects, the Public Works Department is also focused on determining asset maintenance needs and evaluating funding options for infrastructure upgrades and repair as a strategic priority.

Public Works Administration
100 03010
The administration is responsible for coordinating assistance to the citizens of the City of South Lake Tahoe. The administration responsible for fiscal oversight, and clerical support for the Public Works Departmental divisions, is also accountable for budgetary management and clerical support for the Public Works Department and other regulatory and coordination responsibilities.

ENGINEERING DIVISION
The Engineering Division comprises three functional areas with a team leader for each group: Engineering Services, Complete Streets Program, Storm Water Compliance, and Capital Improvement Program and Facilities Program.

Engineering, Design, and Construction
100 03210
The Engineering group is responsible for designing and constructing transportation projects, roadway rehabilitation, and bicycle and pedestrian facilities. The Engineering group coordinates with the Complete Streets and Capital Improvement Program team leaders for coordinated planning, design, and construction of improvements.

The Road Rehabilitation program is run by the Engineering group. The goal of the program is to provide roadways that are safe, effective, and in good repair, which can be utilized by all user modes. The program includes pavement preservation and rehabilitation of roadways, bike trails, and sidewalks. The program also incorporates the repair of drainage infrastructure, underground utilities, ADA upgrades, and complete streets elements. On an annual basis, the group reviews and updates the City’s 5-year paving plan, reviews the current roadway pavement condition index, and administers the annual Road Rehabilitation Project. The program is funded by a combination of Measure S taxes, state gas tax, and utility reimbursement agreements.

The Engineering group provides engineering services for review and issuance of permit applications, including encroachment permits, grading, excavation permits, transportation permits, subdivision, lot line applications, right-of-way abandonment applications, building permits, planning permits, and BMP retrofits. The Division DRAFT DEPARTMENTAL SUMMARIES 46
293
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA includes planning, design, bidding, construction management and inspection for Environmental Improvement Projects (EIP) and Capital Improvement Projects (CIP). Throughout project delivery, the Division provides all aspects of project management, including preparing grant applications for project funding, public outreach, managing consultants and contractors, permitting, construction management, quality assurance, and reporting.

The Department also coordinates with Caltrans, utility companies, and other agencies concerning construction projects located within the City.

Engineering coordinates with the Metropolitan Planning Organization (MPO) for the Tahoe Basin. The local MPO is Tahoe Transportation District (TTD) branch within the Tahoe Regional Planning Agency (TRPA). The MPO works directly with Caltrans to allocate and appropriate Federal Highway Administration (FHWA) federal grant funding through the Regional Grant Program (RGP) competitive grant application process. Engineering Division staff assures the City’s high priority transportation and Environmental Improvement Program (EIP) projects are included in the TRPA Regional Transportation Program as projects eligible for FHWA program funding. To qualify for FHWA funding, Engineering ensures high priority projects are added to the Federal Transportation Improvement Project (FTIP) list. Engineering Division project managers prepare competitive RGP applications to acquire federal funding for planning, environmental permitting, Project plans, easement & land acquisitions, construction management, and construction of Project improvements. Federally funded grants must be administered in strict accordance with Caltrans’ Local Agency Procedures Manual (LAPM).

Complete Streets and Storm Water Management
245 03215
The Complete Streets group is responsible for planning, designing, and constructing the citywide Complete Streets program. The Complete Streets program involves all facets of the roadway system, including the storm drainage system, bicycle, pedestrian facilities, and Environmental Enhancement Projects. In addition, the Complete Streets group is responsible for the stormwater management program, regulatory compliance, coordination with the Development Services Department for review of private development projects, lot line adjustments, and GIS services.

The stormwater management program, mandated by federal and state laws and regulations, is focused on reducing pollutants in stormwater discharges and urban runoff (protecting Lake Tahoe and local streams which are a significant focus for our tourist-based economy), and ensuring that stormwater discharges within the City’s jurisdictional boundaries do not cause or contribute to violations of water quality standards. Every year, stormwater runoff generated from streets, private, and public properties within the City boundaries flows into City storm water infrastructure. The Lake Tahoe Total Maximum Daily Load (TMDL) identified fine sediment carried in the City’s urban runoff as the significant source of Lake Tahoe’s annual fine sediment load, contributing to the loss of clarity and increased algal growth in Lake Tahoe. The stormwater management program must develop strategies and funding plans to implement programs needed within municipal operations, construction, commercial, industrial and residential sectors to prevent and reduce the discharge of pollutants in stormwater.

The Complete Streets group also administers the City’s Storm Water Management Plan (SWMP) to comply with the City’s municipal stormwater discharge permit, issued by the Regional Water Quality Control Board, Lahontan Region (Lahontan). Additionally, the Storm Water Management Program has assisted the Bijou Golf Course with groundwater monitoring, data analysis, and reporting required by the Lahontan mandated Waste Discharge Requirements (WDR) for the Bijou Golf Course. In FY 21/22, these responsibilities were transferred to the newly created Parks and Recreation Department, which oversees the budgeting and operations of the Bijou Golf Course.

In the upcoming fiscal year, the Storm Water Management budget reflects a focus on the activities required to achieve the increasingly stringent TMDL load reductions, in addition to construction and business inspections, increased road maintenance activities, and stormwater treatment facility inspections and maintenance) identified in the SWMP and Pollutant Load Reduction Plan. The City will continue implementing water quality improvement projects to comply with the TMDL requirements and Tahoe Regional Planning Agency (TRPA) requirements and achieve maximum development allocations from TRPA. The City’s partnership with the California Conservation Corps allows the City to cost-effectively maintain stormwater basins and channels and provide vegetation management, trash clean-up, and other visual improvements to ensure City-owned stormwater basins are not DRAFT DEPARTMENTAL SUMMARIES 47
294
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA providing visual cover for homeless and vagrant related activities. With assistance from the Finance Department, the Storm Water Management Program established a dedicated Water Quality Rehabilitation and Maintenance Fund, which will be used to fund the long-term maintenance of water quality treatment systems required to comply with the increasingly more stringent Lake Tahoe TMDL requirements. This dedicated fund will enable the program to utilize TRPA O&M mitigation funds or in-lieu maintenance fees received from private property owners seeking BMP compliance through contribution to the long-term fund for area-wide stormwater system maintenance. In FY 20/21, the City achieved the new 21% reduction in fine sediment particles required by the Lake Tahoe TMDL. In FY 21/22, the City requires a 21% reduction of the fine sediment particles under the Lake Tahoe TMDL, which will continue to increase in the years to come. The Storm Water Management Program is also working on completing an inventory of high-risk underground storm drain infrastructure with the highest probability of failure. The condition assessment should provide a proactive plan for critical infrastructure replacement and repair in the years to come as aging corrugated metal pipes continue to rust and fail.

Complete Streets group is also responsible for coordination with the Development Services Department. Lot line Boundary line adjustments such as Lot Line Adjustments, Lot Merges, and Public Right-of-Way abandonment occurring within the city are facilitated by the Engineering Division. The City retained the services of a professional land surveyor to review boundary line adjustment documents for technical correctness before they are sent to the County Recorder. Engineering Division staff administrate the on-call land surveyor agreement and coordinate between the applicant and on-call land surveyor to assure all pertinent documents are delivered as a part of the review process. Lot Line Adjustments, Lot Merges, and Parcel Maps are typically completed at the staff level. Engineering Division prepares staff reports and resolutions to the Planning Commission and City Council if the boundary line adjustments require approval of the City Planning Commission or City Council (i.e., public right-of-way abandonments, easement abandonments if they were created via a subdivision map, and condominium subdivision maps).

The group is also responsible for the City-wide GIS services to various departments for mapping, data analytics, mobile apps, real-time data, and inventory management. GIS focuses on data management, creating a single “source of truth” vs. the previous “data silo” approach. This helps reduce decisions based on old, incorrect, or incomplete data. GIS also collaborates with many governmental organizations, Non-Government Organizations (NGOs), and private companies to improve data sharing and collaborative efforts. 301 - Capital Improvement Program and Facilities Program The Capital Improvement Program and Facilities Program group is responsible for developing and administering the 5-Year Capital Improvement Program (CIP). The group provides project development and project management services and works closely with other divisions and groups within the Public Works Department, particularly the Engineering and Storm Water Divisions. The group is also responsible for focused planning, design, and construction of new facilities and facility upgrades. New facilities include the new Multi-generational Recreation Center, 56-acre master plan, upgrade of fire stations, upgrades of Police Department, Ice Arena, Maintenance Facilities, EV Charging Stations, and Solar Projects.

The CIP program is a citywide program to create one-year (funded) and unfunded but essential projects. The group is responsible for developing financing mechanisms for the CIP program in coordination with the City Manager’s office and Finance Departments.

Capital Improvements are often referred as the bricks and mortar of infrastructure that all cities and towns need to provide essential services to current residents and support changing community needs. Streets and roads, fire and police stations, drainage systems, parks and landscape beautification projects, and major equipment purchases are all capital improvements. Capital improvement projects are defined as $50,000 or greater in value and providing at least seven years of service life.

The list of potential projects for inclusion into the program comes from a variety of sources, including department requests, plans for facility construction and renovations, long-term capital replacement programs, citizen requests, General plans, Community plans, Master plans, condition assessments and projects for which grant funds are available.

DRAFT DEPARTMENTAL SUMMARIES 48
295
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Programming capital projects over time can promote better use of the City’s limited financial resources and assist in the coordination of public and private development. In addition, the programming process is valuable as a means of coordinating and taking advantage of joint planning and development of projects where possible. The underlying strategy of the program is to plan for the funding to support the design, acquisition, construction, replacement, and maintenance of public assets necessary for the safe and efficient provision of public services and operations. While the program serves as a long-range plan, it is reviewed and revised annually based on current circumstances and opportunities.

The CIP does not appropriate funds; instead, it functions as a budgeting tool, supporting the actual appropriations made by the City Council through the budget adoption process. As a basic tool for scheduling anticipated capital projects and capital financing, the CIP is a key element in planning and controlling future debt service requirements. For this reason, the CIP includes some projects where needs have been defined, but specific solutions for funding have not been identified.

STREET MAINTENANCE AND STORMWATER PROGRAM COMPLIANCE
The Street Maintenance Operations Division performs various maintenance services to repair, replace, develop, and maintain the City’s various facilities and assets, including streets and other infrastructure. Two hundred fiftynine lane miles of roadway, 115 linear miles of curb, 29 miles of stormwater pipe, over 7,700 street signs, street markers, and 13 miles of multi-use paths.

This functional area provides street maintenance for 259 lane miles of road, maintains over 7,700 signs and post markers, inspects, cleans and maintains 2000+ drainage inlets, vaults, infiltration basins, and pipes essential to compliance with the City of South Lake Tahoe Storm Water Management Program. Street Maintenance operations also provide for stop-gap asphalt repairs and maintenance for City streets. Staffing is split between 6- months Street Maintenance and 6-months Snow Removal.

Gas Tax
201 03510
Gas Tax is the money received from the State of California per the Streets and Highways Code to construct and maintain streets and roads. The City uses the funds for asphalt maintenance and all related expenditures.

Snow Removal
207 03610
Provide safe and efficient snow removal services for City streets and generate clear, traversable routes for emergency services, citizens, businesses, school routes, solid waste collection and visitors. Fifty percent (50%) of specific snow removal expenses are reimbursed through the State of California Gas Tax.

The City of South Lake Tahoe receives an average of 201 inches of snowfall per year and may have up to 100,000 visitors in town at any given time. These conditions can create a potentially challenging environment for snow management operations.

Snow Removal Equipment
208 03610
A Joint Powers Agreement (JPA) with El Dorado County permits them to collect $20.00 per improved parcel within County Service Area (CSA) #3, which includes improved parcels within the City limits. The City collects approximately $230,602 per year from the County under the JPA.

Previously, City Council approved budget for new snow removal equipment. The funding enabled the purchase of three (3) 2020 motor graders/plows, a Kodiak snow blower and a Chevrolet 5500 truck with a plow on the front and a sander on the back, Holder S-100 multi-use tractor and on order is Chevrolet Silverado 2500HD 4x4 and Multi-hog MX130 multi-use tractor with a snow blower attachment, Meyer Elite sander bed for a pickup truck.

DRAFT DEPARTMENTAL SUMMARIES 49
296
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Storm Water Maintenance - Street Sweep
245 03805
Street Sweeping collects all the debris and sediment during the non-snow season, usually spring through autumn.

The amount of material collected is tracked to illustrate the effort to reduce pollutants carried in urban runoff into Lake Tahoe.

Storm Water Maintenance - Snow Street Sweep
245 03806
This account is designed to track the expenditures for street sweeping during the snow season (abrasives reclamation), usually November through April. Fifty percent of these expenditures are reimbursed from the State of California Gas Tax Fund. The City of South Lake Tahoe is one of twelve communities that receive this reimbursement.

One new hi-efficiency sweeper arrived in 2021 in support of Storm Water Maintenance. Winter street sweeping is the most cost-effective means for recovering sediment (traction sand) from roadways before it can be pulverized into fine sediment particles by vehicle traffic. Winter street sweeping is a critical component in the City’s effort to reduce the amount of fine sediment particles in urban and roadway runoff that impact the clarity of Lake Tahoe.

FLEET MAINTENANCE DIVISION
Fleet Services
100 03410
The Fleet Services Division is responsible for managing and maintaining the City’s vehicles and equipment (over 356 vehicles and pieces of equipment), to provide safe and reliable transportation and reliable equipment for the City’s use. Services include vehicle specification writing and review, purchasing and contracts, the sale (auctioning) and disposal of vehicles, equipment and assets, scheduled and unscheduled maintenance and repairs, annual fire apparatus pump testing and opacity (diesel emissions) testing, 24/7 service support for snow removal operations, maintenance of required State and County records for fuel, hazmat, and vehicle emissions along with vehicle and equipment costs and utilization. Specific parts are maintained in the inventory to minimize downtime.

The Division operates two fuel sites. This operation includes ordering fuel, billing departments, minor field repairs, and performing regular inspections and testing. Fleet Services provides 24- hour a day emergency roadside service 365 days a year in all weather conditions.

The Facilities Division is also responsible for implementing the Vehicle Electrification program in coordination with the Sustainability Coordinator.

Regulatory Compliance
City of South Lake Tahoe Fleet is in compliance with the following California Air Resources Board (CARB) and California state regulations:

1. Portable Equipment Registration Program (PERP)

2. Diesel Off-road Online Reporting System (DOOR)
Vehicle Replacement
210 03010
This program is designed to purchase vehicles and equipment for citywide use. Each Department is responsible for their own funding and purchase of non-pool car vehicles. This program is funded from the General Fund and revenue from the sale of used vehicles and equipment.

DRAFT DEPARTMENTAL SUMMARIES 50
297
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

FACILITIES MAINTENANCE DIVISION
Maintenance Operations
100 03310
The Facilities Division maintains 43 separate properties for a total of 450,000 square feet citywide. The Facilities Division is responsible for maintenance of all city facilities, including but not limited to the Ice Arena, Police Department, Development Services building, Maintenance Facilities, and Transit Operations Center. The maintenance Facilities Division is also responsible for implementing the City’s sustainability and efficient emergency programs.

OTHER PROGRAMS

SOLID WASTE JPA
Solid Waste JPA
244 03804
The South Lake Tahoe Basin Waste Management Authority (Solid Waste JPA) comprises the City of South Lake Tahoe, the County of El Dorado, and Douglas County, Nevada. The Solid Waste JPA was established to oversee regional cooperation in solid waste management. The current franchise agreement recipient, South Tahoe Refuse (STR), provides solid waste collection, recycling, and transfer station operations for the customers in the City of South Lake Tahoe, the eastern part of El Dorado County, and portions of Douglas County. Each member agency of the JPA holds individual franchise agreements with STR.

Core services include oversight, development, and administration of the Franchise Agreement with South Tahoe Refuse. This includes processing requests for rate increases, monitoring compliance with AB 939 requirements, and responding to customer complaints and inquiries. Also included in the development of the annual delinquent South Tahoe Refuse Fees Report under City Code Section 4.150.370 (D); (Code 1997 § 23-20.6.) Residential refuse pickup is mandatory within the City limits. Approximately 9,682 residential and 576 commercial accounts are served within the City of South Lake Tahoe.

SB 1383 was signed into law in September 2016 and established methane emissions reduction targets to reduce emissions of short-lived climate pollutants. Implementing SB 1383 consistent with State Law and Measure WA-2 in the City’s Climate Action Plan will help the City achieve its goals to reduce Green House Gas (GHG) emissions.

The City will be assessing its readiness to meet SB 1383 requirements as mandates included in the legislation continue to rollout. The City and South Tahoe Refuse have worked together, enabling the existing solid waste program to comply with SB 1383; however, future budget needs will need to be evaluated as requirements continue to emerge.

AB 939
240 03800
AB 939 established the "California Integrated Waste Management Act (IWMA) of 1989." Among its provisions, AB 939 established an integrated waste management hierarchy to guide the California Integrated Waste Management Board and local agencies in implementing the IWMA. Priorities include (1) source reduction, (2) recycling and composting, and (3) environmentally-safe transformation and land disposal. The City of South Lake Tahoe works closely with South Tahoe Refuse (STR) and residents, visitors, and businesses to meet the provisions of AB 939. South Lake Tahoe Area citizens, visitors, and businesses. STR also promotes environmentally friendly practices to reduce solid waste by diverting as much recyclable material as possible.

DRAFT DEPARTMENTAL SUMMARIES 51
298
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

TRANSIT SERVICE COORDINATION
Transit Operations
550 05220
The City of South Lake Tahoe participates in providing a coordinated transit system within the City limits. The city is an active participant on the Tahoe Transportation District Board.

AIRPORT DIVISION
Lake Tahoe Airport is a General Aviation airport operated and maintained by all applicable State and Federal regulations governing public use airports serving general aviation. The airport strives to maintain facilities by commercial service airport standards. Additionally, the City of South Lake Tahoe has accepted numerous FAA grants, thus obligating the City to operate the airport in accordance with various Federal grant assurances.

The Airport Division is responsible for operations and maintenance of the Airport, including the terminal facilities, hangers, and non-aeronautical ground leases within the airport property. Airport Division performs various maintenance services to repair, replace, develop, and maintain the Airport facilities and assets. Airport staff is also responsible for coordination with Federal Aviation Administration (FAA), the Caltrans Division of Aeronautics, and the Fixed Based Operator (FBO). The airport staff is responsible for the asset management and leasing contracts for airport assets, including the restaurants, office spaces, hangers, and parking spaces. The Airport Manager is responsible for seeking state and federal funding for various projects, including master plan updates, hazard removal, and airport rehabilitation projects.

The airport staff is tasked with the responsibilities required for the airport. These include, but are not limited to:
• Operate the airports safely and efficiently and by numerous Federal, State, County and local directives. • Daily inspections of runways and taxiways; correcting noted deficiencies. • Maintenance of the equivalent of 46 miles of roads (asphalt). • Marking runways and taxiways.
• Maintenance of various high voltage electrical systems. • Completing various construction projects.
• Snow removal.
• Operating heavy equipment.
• Alerting pilots regarding temporary hazards.
• Investigate and report on airport noise issues.
• Wildlife Hazard Mitigation.
• Tree obstruction maintenance and prevention in surrounding airport environs. • Participate in legislative and regulatory issues affecting the airport. • Real estate management and development.
• Facility Planning and Maintenance.
• Special event promotion.
• Tenant improvement project oversight and permitting assistance. • Airport Facility Development and Planning Coordination. • Property management and facility leasing.

Airport Administration
501 05110
Manage all airport functions including monitor daily operations, leasehold compliance, real property management, coordination with Federal, State, County and local agencies and organizations on projects affecting the airport environment, personnel management, budget creation and management, capital improvement projects, etc.

DRAFT DEPARTMENTAL SUMMARIES 52
299
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Airport Terminal Building
501 05120
Provides rental space for aviation uses, restaurant, and non-aviation use, including temporary City Hall offices.

Aviation use spaces are an FAA requirement. Aviation and non-aviation rental space generates approximately $380,000 in annual income.

Airfield Area
501 05130
Operate and maintain airport runway, taxiways, aircraft parking ramp, and aircraft hangars. Operate and maintain instrument landing system and airfield l.

Airport General Shop
501 05160
Operate and maintain airport shop to complete various maintenance and repairs of airport facilities and equipment.

Airport Environmental Operations
501 05180
Operate and maintain stormwater monitoring, oil pollution prevention, deicing fluid collection/disposal, wildlife management, and other airport environmental tasks per current regulations.

Other Airport Programs
501 05140 - Airport Other Areas
501 80041 - Airport Vegetative Management
The Airport Other Areas program involves the annual State Grant of $10,000 for airports that do not have 10,000 or more annual revenue enplanements. The revenue must be used for airport purposes approved by the State Division of Aeronautics.

The Airport is moving forward with a comprehensive long-term plan to mitigate airport airspace obstructions caused by encroaching trees surrounding and on airport property. The airport manages numerous grant-funded capital projects. As a condition of these State and Federal grants, each grant is treated as a separate budget area for financial tracking and auditing purposes.

DRAFT DEPARTMENTAL SUMMARIES 53
300
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.2: Mid-Town Revitalization
Goal 1.4: Transportation
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.3: Connectivity
Strategic Priority 3 - Community for All
Goal 3.4: Waste Management and Stewardship
Strategic Priority 5 - Continuous Improvement
Goal 5.3: Infrastructure and Maintenance
FY 2021/22 Department Accomplishments
Administration Division

1. Develop a 10-year CIP and get Council Adoption.

2. Develop a Pavement Rehab and Maintenance Plan.

3. Develop a program to apply for Federal Funding using BIL legislation.

4. Coordinate with TRPA on major regional issues.

Airport Division

1. Completed General Aviation Ramp Reconstruction - Phases 5 and 6.

2. Transitioned Airport Restaurant Lease and increase revenue.

3. Initiated and completed RFQ for a 5-year Environmental On-Call contract.

4. Permitted and demolished abandoned former Civil Air Patrol building.

5. Completed design of South Hanger Taxi Lane Rehabilitation Project.

6. Completed annual pavement crack-sealing throughout the airport.

Engineering Division

1. Completed the Al Tahoe Mobility Improvement Project.

2. Completed Sierra Boulevard Streetscape Project.

3. Completed Police Department Renovations.

4. Completed Fire Station II Renovations - Crew Quarters.

5. Completed ADA Campsite.

6. Completed Bellamy Way Parking Improvements.

7. Completed Sierra Boulevard/US 50 Intersection Improvements.

8. Completed Bijou Park WQ/SEZ Restoration Project.

9. Completed Lakeview Commons Beach Replenishment.

10. Completed 2021 Roadway Rehabilitation Project.

11. Initiated the Bellamy Parking Garage Upgrade Project.

12. Complied the Lake Tahoe TMDL load reduction requirements through a combination of road operations (street sweeping, improved sanding) and maintenance of existing stormwater treatment systems.

13. Completed Annual Stormwater NPDES report, including compliance with statewide Trash policy.

14. Completed the Focused Condition Assessment of aging understood storm drainage pipes and presented findings and financial need to City Council.

15. Provided staffing of EOC during Caldor Fire.

16. GIS services developed and deployed a mobile application and report general service for the Multi-Family Dwelling Inspection Program.

DRAFT DEPARTMENTAL SUMMARIES 54
301
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

17. Completed scanning of all Public Works project as-built plans and began indexing electronic files for future access.

18. GIS services continued to expand digitization of all City easements and updating of construction stormwater systems.

Street Maintenance and Operations Division

1. Plowed December’s record amount of snowfall.

2. Installed new traffic control devices citywide.

3. Installed new dry wells to mitigate localized flooding.

4. Swept and disposed of 1,990 tons of material from City streets.

5. Removed 80.7 tons of sediment, trash and other materials from City storm drains and sediment traps.

6. Patched and paved over 7,000 square feet of streets using a total of 84,000 lbs. of asphalt.

Fleet Maintenance Division

1. Adhered to the California Air Resources Board Doors program; the City of South Lake Tahoe Fleet is compliant up to 2028.

2. Purchased one street sweeper and an Asphalt Zipper plus a new PB patch truck.

3. Purchased Kodiak Snow Blower.

4. Purchased Roadway Striping Truck.

Facilities Division

1. Throughout the COVID-19 pandemic, staff provided onsite custodial, and facility support for all departments and facilities.

2. Replaced and upgraded LED lighting at Championship Plaza and major City Facilities.

3. Upgraded two HVAC units and replaced outdated bay heaters in City Facilities.

4. Repaired roofs at Ice Arena, Service Center, and Police Department.

FY 2022/23 Department Goals and Objectives
Airport Division

1. Complete and implement a Rate Study for Aeronautical and Non-Aeronautical leases.

2. Initiate a new Master Plan for the Airport.

3. Repair and upgrade NAVAID equipment.

4. Initiate Tree Removal through various grant funds.

Engineering Division

1. Complete Phase I and award Phase II of the Recreation and Aquatics Center Project.

2. Complete Construction of Lake Tahoe Blvd Bike Trail Project.

3. Complete Construction of the 2022 Road Rehabilitation Project.

4. Complete Construction of James - Eloise Drainage Maintenance Project, Phase 1.

5. Complete alignment feasibility analysis and award Design and Permitting Professional Services Agreement (PSA) for Dennis T Machida Greenbelt Memorial Trail, Phase 1c (Herbert to Ski Run).

6. Obtain construction funding for the Tahoe Valley Stormwater & Greenbelt Improvement Project, Phase 2 ($5 million).

7. Bid and construct Police Department Community Resource Center (Stateline Transit Center Renovations).

8. Complete Planning & Design of Fire Station III Renovations.

9. Secure funding and begin planning and design for PW Campus Photovoltaic Microgrid Project.

10. Secure funding and construct improvements for Micro Transit EV Charging locations.

11. Complete Pioneer Trail/Ski Run and Pioneer Trail/Al Tahoe Traffic Signal Camera Upgrades.

DRAFT DEPARTMENTAL SUMMARIES 55
302
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

12. Complete Dark Sky LED lighting retrofits (Phase 1).

13. Complete 1740 D Street Vehicle Scale Removal.

14. Create Johnson Blvd Underground Utility District to remove overhead utility lines in preparation for the Johnson Blvd Complete Streets Project.

15. Complete property and easement acquisitions for Tahoe Valley Stormwater & Greenbelt Improvement Project, Phase 2.

16. Acquire all required permitting for the Tahoe Valley Stormwater & Greenbelt Improvement Project, Phase 1 and Phase 2.

17. Execute State Water Resources Control Board Proposition 1 grant agreement ($6,922,904) for Tahoe Valley Stormwater & Greenbelt Improvement Project.

18. Complete Construction of Tahoe Valley Stormwater and Greenbelt Improvement Project, Phase 1.

19. Retain the design consultant team to assist with the development of plans, specifications, and estimate (PS&E) documents for the Barton Avenue and 2nd Street Drainage Project.

20. Complete PS&E bid documents and construct the Pioneer Trail Safety Improvement Project.

21. Retain a professional land surveyor to prepare a topographic map for the Sierra Blvd-Palmira to South Tahoe Bikeway Class 1 Bike Trail Connector. Following the preparation of the topographic map, determine the best alignment of the bike trail connector and confirm required easements for the best bike trail alignment.

22. Complete easement acquisitions required for the Pioneer Trail Pedestrian Upgrade Project, Phase 2.

23. Prepare and submit the Cycle 6 Active Transportation Program grant application to acquire the balance of implementation grant funding to construct the Pioneer Trail project in 2024.

24. Complete PS&E bid documents for the Bijou Park Bike Trail Connector for construction in 2023/24.

25. New Pollutant Load Reduction Plan.

26. Comply with new Trash Management Requirements and associated submittals.

27. Update Stormwater Ordinance and provide legal certification by Sept. 15, 2023.

28. Complete data management and migration for complex GIS and PLRM files to the new SharePoint file management system.

29. Assist Public Safety Computed Aided Dispatch (CAD) project with critical underlying mapping and GIS data need.

30. Completed funded repair and replacement of the backlog of known pipe failures and repair needs (Bill Avenue, Shirley Avenue, Venice Drive, Stateline Avenue, and others as failures occur).

31. Complete the Skatepark Maintenance Project, begin planning and design for the skatepark expansion project.

32. Complete Facility Conditions Assessment Report, integrate priorities into O&M and CIP plans.

33. Complete Phase Construction Documents for Bellamy Parking Garage Upgrade.

34. Expand Traffic Calming for Neighborhood protection.

35. Apply for additional Federal Funding where appropriate.

36. Due to the Caldor Fire interruption and statewide fire priorities in a record-breaking fire season, minimal maintenance of detention basins and drainage channels using the California Conservation Corps (CCC) was able to be completed, and the backlog will need to be addressed in the FY 22/23 field season.

Fleet Services Division

1. Adapt and institute new technology (Alternate Fuel Vehicles etc.).

2. Seek to fund alternative fuel vehicles with grant and/or rebate fund sources.

3. Right size fleet in conjunction with changing operational needs and strategies.

4. Provide an accurate and consistent count of City-owned vehicles and equipment, operational data, and Utilization.

5. Send fleet mechanics to technical training on EV and alternate fueled vehicles.

6. Upgrade the Grader Gates to improve efficiency and operations.

7. Equipment Snow Equipment with GPS units to improve efficiency and operations.

DRAFT DEPARTMENTAL SUMMARIES 56
303
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Street Maintenance and Operations Division

1. Sweep streets on a regular basis throughout the City.

2. Initiate alternative street rehabs using City forces to extend the life of the pavement.

3. Install additional Green Bike Lanes.

4. Complete Pilot Projects for Traffic Calming.

5. Using the Vactor Equipment address drainage/flooding issues.

6. Train all new staff on operations.

7. Complete an inventory of traffic control devices.

Facilities Division

1. Increase maintenance of existing facilities based on additional resources and budget allocation.

2. Continue to improve the asset management program (VUEWorks) to help gain a better understanding of city assets, resources, and needs.

3. Implement a broader approach to contract services in several facets (electrical, HVAC, etc.) by having oncall contract services for technical and emergency repairs. We will see less downtime and faster services, allowing in-house staff to focus on more tasks.

Performance Measures
Strategic Priority 1.1: Broadband For All
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Broadband feasibility study/funding strategies
completed. n/a 30% 100%
Broadband deployment strategies developed. n/a 0% 100%
Strategic Priority 1.2: Mid-Town Revitalization
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
56-Acre Master Plan design completed. 100% 100% n/a
Complete the new Recreation and Swim Complex. 20% 20% 50% Strategic Priority 1.4: Transportation
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Street projects including continued progress of the
Greenway to Van Sickle Bi-State Park. n/a 10% 20%
Mobility Hub Feasibility. n/a 10% 20%
DRAFT DEPARTMENTAL SUMMARIES 57
304
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Strategic Priority 2.3: Connectivity
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Comprehensive way-finding signage plan developed. n/a n/a 100% Locations for bike repair stations, charging stations and bike racks identified. n/a n/a 100%
Seek funding to support the installation of such
infrastructure determined. 50% 50% 100%
Strategic Priority 3.4: Waste Management and Stewardship Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Evaluate potential code amendments to update trash
ordinance with respect to SRO's. 100% 100% n/a
Strategic Priority 5.3: Infrastructure and Maintenance
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Define maintenance needs by Asset Class.

Streets and Roads (Pavement Management Plan). 20% 20% 100% Storm Water. 100% 100% 100%
Facilities. 5% 5% 75%
Vehicles/Equipment. 100% 100% 100%
Appropriate funding sources matched to the defined
maintenance needs. n/a n/a 30%
Department Goal 1: Enhance Airport operations
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Complete Rate Study and reach a break-even point
Airport Operational Cost and Revenues. n/a n/a 30%
Non-closures during snow and other maintenance issues. n/a n/a 90% Number of tree obstruction hazards removed from
NAVAIDS and other safety areas. n/a n/a 50%
DRAFT DEPARTMENTAL SUMMARIES 58
305
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Department Goal 2: Complete Engineering ongoing projects Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Complete Pavement Management System Study and
develop a 20-Year Pavement Rehabilitation Program. 20% 20% 100% Attain Lake Tahoe TMDL required load reductions. 50% 100% n/a Complete required NPDES field inspections (construction site, stormwater treatment, and road condition
assessment) required for compliance with the NPDES
permit.
100% 100% n/a
Department Goal 3: Enhance Streets Maintenance operations Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Tracking of snow operations equipment and increasing
efficiency. n/a n/a 100%
Replace and/or install new signs. As needed. 433 100%
Install snow poles. As needed. 466 100%
Repair snow poles. As needed. 1549 100%
Install fiber glass poles. As needed. 658 100%
Prepare planning document for ongoing signing, striping, and pavement marking upgrades. n/a n/a 100%
Department Goal 4: Enhance Fleet Maintenance operations Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Maintain an 80% or more productivity rate of shop
mechanics, which is tracked month by month. 80% 83% 80% Update and maintain a comprehensive vehicle
replacement plan with a focus on electric vehicle fleet transition as technology advances.
100% 100% 100%
Replace the mechanic work van with a good used vehicle
to help streamline field repairs for winter and summer
work
100% 50% 100%
DRAFT DEPARTMENTAL SUMMARIES 59
306
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Department Goal 5: Enhance Facilities operations
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Training offered for new staff to increase capabilities to make more repairs and higher quality service in-house. 100% 100% 100% Utilizing the upcoming facility assessments study,
develop priorities, goals, and budget forecasting,
providing a pathway to better maintained, safer, more
efficient facilities
n/a n/a 50%
Revenues and Expenditures by Fund Type and Category
Public Works Department
DRAFT DEPARTMENTAL SUMMARIES 60
307
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Public Works Department (continued)
DRAFT DEPARTMENTAL SUMMARIES 61
308
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 62
309
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 63
310
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Development Services Department
Core Services
The Development Services Department ensures the built environment is consistent with the General Plan, design guidelines, Area Plan policies, City municipal code, State building code and the surrounding environment. The Department is committed to guiding principles that promote quality, clarity and consistency in the processing and approval of all permits as well as code compliance. The Department provides permit review, issuance, inspection and assistance with development permit applications. The department also exercises its delegated authority to review and approve various projects, consistent with the administration of the TRPA Memorandum of Understanding.

The Permit Center provides public counter services, permit and plan check processing and consultation services for local, regional and state code requirements related to the planning, design and construction of commercial and residential structures. The Permit Center also provides consultation and processes applications for all projects or activities which require a City and/or TRPA permit through the Planning Division.

The Development Review Team was established to provide exceptional customer service. The Team is made up of members from City Departments and other regulatory agencies (e.g., County Health, Liberty Utilities, STPUD, TRPA, Public Works and Public Safety) who gather weekly to collectively review projects and provide direct feedback to the developer/applicant. We also believe this Team provides vital communication linkage to ensure a project’s success.

In addition to permitting and inspection services, the Development Services Department provides services to the community that promote quality housing conditions and housing availability. The Department assists residents with resources to address substandard housing conditions and fair housing issues, including monitoring, inspection, and enforcement services.

BUILDING DIVISION
Building & Safety
100 03110
The Building Division provides to the general public, Building Code interpretation, Plan Check service, Building Permit issuance and inspection services to ensure compliance with California Building Code, TRPA regulations and City of South Lake Tahoe Ordinances for all construction activities.

Building Board of Appeals
100 03111
The purpose of the Building Board of Appeals (BBOA) is to provide a forum for the construction industry to seek relief, clarification and/or interpretation of the California Building and International Property Maintenance Codes.

Appointed BBOA members are local professionals in the building construction field and the Board will continue to hear and decide appeals of orders, decisions or determinations made by the Building Official relative to the application and interpretations of the Building Code.

Building Permit Fee – Long Term
271 03110
This account was created to ensure revenues are set aside for multiple years of inspection on major long-term projects. Permit fees are collected in one budget year but are dispersed over multiple years for inspection services. These funds support staff, equipment, vehicles and inspections for long term projects.

DRAFT DEPARTMENTAL SUMMARIES 64
311
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA

PLANNING DIVISION
Planning
100 03710
The Planning Division provides services to the general public, project applicants, and other City Departments.

The Division maintains the City General Plan, Zoning Ordinance, Airport Land Use Plan, City Design Standards, Sign Ordinance, Plan Area Statements, Community Plans, Area Plans and Design Guidelines. The Division provides research and consultation services to the community for all planning related issues. The Division conducts project or permit application review to ensure that subdivision and development activities in the City are consistent with City, State, TRPA, and Federal laws or policies. The Division also annually reports the status of residential permits issued and residential construction starts to California Department of Housing and Community Development.

Planning Commission
100 03711
The Planning Commission is comprised of five members appointed by the City Council. The Planning Commission considers projects on their merits and makes land use decisions on planning permit applications and related environmental documentation. They review, approve and recommend policy statements contained within the City’s General Plan, Community Plans, Area Plans, Zoning, Development Standards, Sign Ordinance, and other planning related items. The Planning Commission also solicits public input and provides recommendations to the City Council on various land use policy documents. City Planning Division staff provides the staff support for the Planning Commission.

General Plan
270 03710
State planning law requires every City to adopt and maintain a long-term "blueprint" for physical development throughout the City. The General Plan includes elements that address all aspects of development, including Land use, Circulation, Housing, Conservation, Open space, Noise, and Safety. The City adopted the General Plan Update in 2011 and updated the Housing Element in 2014. State law requires regular updates to the Housing and Safety Elements.

Community Plan
270 03712
The City currently maintains the Bijou/Al Tahoe and the South Y Industrial Tract community plans. After the TRPA Regional Plan update in 2012, Area Plans have been developed and adopted for the Tourist Core and Tahoe Valley areas.

Vacation Home Rental Program
218 05330
The City initially adopted the Vacation Home Rental (VHR) Program in 2003 in response to community concerns.

Over time the number of vacation homes has steadily grown and in response the City modified and created a set of policies and regulations to provide clarity for the processing or new applications, renewal of existing licenses, and notification of surrounding neighbors to ensure public participation, while maintaining the residential character. The City is currently implementing VHR regulations as modified by Measure T and has closed VHR permits in residential zones. In addition, the City continues to review applications and issues permits for qualified vacation home rental permits pursuant to Measure T.

DRAFT DEPARTMENTAL SUMMARIES 65
312
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Hosted Rental Program
The City adopted a Hosted Rental Program in 2020 in response to the increased demand for shared rentals and their potential impacts on neighborhoods. The City Council adopted an ordinance regulating shared rentals including the following provisions: require the owner to live onsite; require the owner to meet guests in person at check-in to go over the rules; require owner to respond to complaints within a short period of time; prohibit shared rentals in multi-family residences like apartments; limit the days of shared rental permitted per year or number of shared rental contracts; limit occupancy based on number of bedrooms; include noise regulations and quiet hours; include parking requirements; and require owner to submit names of all advertising platforms to City.

Beginning on June 16, 2021, the City has been accepting and processing applications for 200 hosted rental permits.

HOUSING PROGRAMS - ADMINSTRATION
The City Council has established resident housing as a strategic priority. Over the past year and a half, the Housing Division has grown to 4 staff positions that oversee a broad array of programs, funding and policy development efforts necessary to implement the goals of the City’s Strategic Plan. The Division has overseen increased operational efficiency of the housing inspection programs which has resulted in significant improvements in the condition of existing housing stock within the City. The efforts of the division have also helped secure approximately $65 million in funding for the construction of new affordable housing. Success has been further realized through implementing programs which include the “Lease to Locals” grant program to incentivize the conversion of housing stock to long-term rentals, facilitating the rehabilitation of properties owned by the Tahoe Coalition for the Homeless that were purchased with State Homekey Program funds and to initiate a study to explore a permanent local funding source for housing programs. The division is also playing a central role in coordinating enforcement of blighted properties as well as creating informational materials to assist property owners in the development process related to Accessory Dwelling Units. Overall, there are approximately 40 housing related programs identified in the newly updated General Plan Housing Element which the housing division will bare either fully or at least partial responsibility for implementing, monitoring and reporting on.

Multi Family Dwelling (MFD) and Single Room Occupancy (SRO) Inspections 100 03112
In order to protect the public health, the State of California and the City of South Lake Tahoe have established minimum standards for human occupancy of multiple family dwelling units. Chapter 6.30 of the South Lake Tahoe City Code (SLTCC) establishes minimum health and safety standards and mandates annual housing inspections for certain multi-family rental properties.

The intent was to improve the overall housing stock and quality of the multi-family dwelling units. These standards are often referred to as the “tenants implied warranty of habitability”. This means that any building or portion of a building rented as a residential living space for human habitation must meet certain minimum health & safety standards. Standards established by the “tenants implied warranty of habitability” have been adopted by the California Legislature under California Health & Safety Code Section 17920.3 and by the South Lake Tahoe City Council under various sections of the City Code.

The MFD program currently inspects over 100 properties containing 1685 dwelling units on an annual basis. This involves an annual health and safety inspection of every unit yearly and the common grounds. Each property also receives a minimum of 1 follow up visit to verify corrections, with MOST properties requiring 2-3 follow up visits, and extra courtesy inspections that are performed at the request of the owner or tenant. In addition, this program is assigned the housing complaint hotline and each year fields approximately 400 phone calls and actively investigates and resolves about 90 complaints.

The City of South Lake Tahoe also recognizes that affordable housing opportunities are often difficult for certain residents to identify and obtain. Similarly, many older hotel/motel properties have responded to the demand for DRAFT DEPARTMENTAL SUMMARIES 66
313
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA lower income and workforce housing by converting their use from transient lodging to long-term living facilities.

As a result, the City of South Lake Tahoe passed the Single Room Occupancy (SRO) Ordinance, allowing for hotels/motels to rent one or more rooms for thirty (30) days or more. Although this has fulfilled some of the demand for affordable housing, the conditions in these converted motel rooms are often poor.

Hotel/motel owners apply for SRO status and are required to complete specified modifications to the property to accommodate long term residency within one (1) year. Department staff will continue its commitment to support and work with property owners pursing program compliance and certification. (Former) Redevelopment Agency
262 09120 – RDA Sr. Low Income Housing
Financial historical information for these divisions is included in the Revenues and Expenditures by Fund Type and Category table provided later in this section.

Work-Force Housing
250 06024
Revenue generated from the sale of development commodities and sewer units are deposited into the Workforce Housing account and are used for housing programs and projects.

Housing Administration
253 06010
Department staff providing housing services are responsible for program administration, project and program funding, and policy development.

Rehabilitation and Loan Repayment Programs
251 06014 – Home Loan Repayments
251 06015 – RDA Loan Repayments
255 06020 – CDBG Program Income Loans
258 06018 – CalHOME Loan Repayments
259 06022 – First Time Homebuyers Revenue Loan
The Homebuyer Acquisition Programs provided loans to low-and moderate-income households (depending upon program, up to 120% of the Area Median Income) to acquire homes within the City limits, as well as an educational program developed for potential homebuyers exploring all areas involved in the process of purchasing a home.

The Rehabilitation and Loan Repayment Programs provided loans to low-income homeowners to make necessary repairs and/or improvements to their homes.

Due to the lack of funding as a result of the dissolution of the Redevelopment Agency and the expiration of grant funding, the City no longer has staff in the Housing Division to offer these programs. However, program income from past loans continues to be received. A portion of the program income is used for existing loan portfolio administration.

Substandard Housing Relocation
271 03113
Housing complaints are received through the Housing Issues Hotline or other monitoring efforts and investigated by the Housing Inspector to ensure a safe and habitable condition for residents. If the resulting inspection determines the dwelling uninhabitable there are revolving funds available to pay for the relocation of tenants.

DRAFT DEPARTMENTAL SUMMARIES 67
314
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA These funds are generated by fees from substandard inspections. When this action is taken the owner of the property is responsible for repayment to the City.

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.2: Mid-Town Revitalization
Goal 1.3: Housing
Goal 1.5: Carbon Neutrality
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.1: Parks and Recreation Master Planning
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Strategic Priority 4 - Economic Development
Goal 4.2: Support Development of a Regenerative Tourism Model Strategic Priority 5 - Continuous Improvement
Goal 5.2: Digital Government
FY 2021/22 Department Accomplishments

1. Issued 971 construction permits, collecting over $1.5 million in permit fee revenue.

2. Completed 52% of all Building Permit Plan Check reviews within performance goals.

3. Received over 90% “very satisfied” or “satisfied” with their service responses to customer service survey.

4. Increased Planning Application review time performance from 66% achievement to 95% achievement since hiring two planners.

5. Increased the number of housing units certified to meet Multi-Family Dwelling Inspection Program requirements by 200 units and increased the number of Single-Room Occupancy units by 14 units.

6. Established the Lease to Locals Program to increase use of existing housing stock for long term rental.

7. Assisted with achieving financing of the first phase of the Sugar Pine Village project and issuance of permits to begin construction in July 2022.

8. Transferred Riverside/San Jose parcels to Saint Joseph’s Land Trust for the development of three moderate income homes.

FY 2022/23 Department Goals and Objectives

1. Initiate the Bijou/Al Tahoe Community Plan Update to an Area Plan to include the Bijou Community Park Master Plan and evaluation of Bijou Meadow.

2. Explore feasibility of local discretionary funding source to leverage access to and increase competitiveness for outside funds (second home vacancy tax, real estate transfer tax, inclusionary zoning in-lieu fee, employer impact, etc.).

3. Adopt a Reach Code.

4. Measure and improve customer and employee satisfaction.

DRAFT DEPARTMENTAL SUMMARIES 68
315
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Performance Measures
Strategic Priority 1.2: Mid-Town Revitalization
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Complete the Bijou/Al Tahoe Area Plan update. 0% 0% 80% Strategic Priority 1.3: Housing
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Sugar Pine Village progressed. 20% 20% 40%
St. Joseph Land Trust progressed. 100% 100% n/a
Housing Element of the General Plan updated. 100% 100% n/a Local discretionary funding source to leverage access to and increase competitiveness for outside funds
identified.
5% 5% 100%
Operational Agreement with Tahoe Coalition for the
Homeless. 100% 100% n/a
Strategic Priority 1.5: Carbon Neutrality
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Adopt a Reach Code. 10% 10% 100%
Strategic Priority 2.1: Parks and Recreation Master Planning Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Update the Master Plan for Bijou Park and evaluate the
option to include the Master Plan as part of the scope of work for the Bijou/Al Tahoe Area Plan update.
0% 0% 80%
Explore Alternative uses for Bijou Golf Course to reach the highest community and environmental benefit to
provide access for all.
0% 0% 80%
DRAFT DEPARTMENTAL SUMMARIES 69
316
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Strategic Priority 3.1: Mental Health and Homelessness
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Administration of CDBG CV-2/3 grant for Bears Den
rehabilitation. 50% 5% 100%
Strategic Priority 4.2: Support Development of a Regenerative Tourism Model Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
“Hole in the Ground” development facilitated. 0% 0% 100% Strategic Priority 5.2: Digital Government
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
CommunityPLUS permit tracking software upgraded. 0% 0% 50% Department Goal 1: Improve/Maintain Customer Satisfaction Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Achievement of performance targets for number of days
to review initial and resubmittal Building Permit Plan
Check.
75% 55% 75%
Achievement of performance targets for number of days
to review Planning Applications based on permit type. 75% 66% 75% Satisfied or Very Satisfied overall response on survey
collected through online Customer Service Survey. 90% 87% 90% Department Goal 2: Employee Satisfaction with Opportunities to Gain Knowledge and Abilities through Training.

Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Number of training opportunities provided. 50 45 50
DRAFT DEPARTMENTAL SUMMARIES 70
317
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Development Services Department
DRAFT DEPARTMENTAL SUMMARIES 71
318
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA DRAFT DEPARTMENTAL SUMMARIES 72
319
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Parks and Recreation
Department
DRAFT DEPARTMENTAL SUMMARIES 73
320
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Parks and Recreation Department
Core Services
The City of South Lake Tahoe Parks and Recreation Department pledge to sustain the delivery of the broad-based parks, facilities, programs and services creating a sense of community, enabling a safe and secure environment, and enhancing South Lake Tahoe’s quality of life, by:
• Being responsive to the recreational needs of the community; • Continuing a citizen-driven and professional approach to provide safe, well designed and maintained facilities and programs;
• Maximizing community resources.

The mission of the City of South Lake Tahoe Parks and Recreation Department is to provide fun, safe, and memorable recreation experiences for the residents and visitors of South Lake Tahoe.

In 2021, the department underwent re-organization moving the Parks Division from Public Works to Recreation Services resulting in the formation of a traditional Parks and Recreation Department. A re-branding effort is underway including revised mission and goals.

In 2021, summer youth programs including learn to swim programs and STAR camp were all canceled due to the pandemic. During the pandemic, a modified virtual Jr Giants program was offered through the Giants Community Fund to local youth ages 5-18. All contract instruction such as Zumba and Jazzercise were made available through a virtual format and the Recreation Complex remained closed through May with the exception of limited aquatics programs. By June 15th CDPH announced loosened restrictions allowing increased programming and activities.

The department began recruitment for seasonal staff focused on aquatics programs. On April 2,2021 the campground opened for limited operations serving existing reservations with self-contained RV’s only. Bijou Golf Course remained closed for the 2021 season due to the cost of the third-party lease agreement. Private rentals of park spaces began to pick up in July and August but were nowhere near normal level of bookings throughout the summer.

In 2022, the department phased in services after 15 months of interruption due to the global pandemic. The goal is to restore services to pre-pandemic levels contingent upon sufficient staffing levels to ensure safety and quality.

Recreation Administration
100 04105
Recreation Services Administration provides administrative support to operations and programs associated with Bijou Golf Course, Bijou Park, Campground by the Lake, El Dorado Beach and Lakeview Commons, Reagan Beach, Facility Rentals, Senior Center, Recreation and Swim Complex, Aquatics Programs, STAR Camp Youth and Teen Programs, and Special Events on Parks and Recreation Facilities. There are two Full Time Employees in Recreation Administration.

Golf Course
100 04110
Owned and operated by the City of South Lake Tahoe, Bijou Golf Course provides a family friendly golfing experience for the beginning golfer as well as the more advanced player. The 9-hole executive golf course is an easy walk through the meadow with spectacular mountain views in a tranquil setting. In 2015 tee times were recommended to support a better experience for guests. All club house staff adopted the Customer Service Standards consistent with those implemented at the Recreation Complex. In 2021 the course remained closed due to the pandemic and the added cost of the third-party lease agreement for use of the parking lot. The course reopened in 2022.

DRAFT DEPARTMENTAL SUMMARIES 74
321
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Campground
100 04130
Campground by the Lake is located across the street from beautiful Lake Tahoe and 2 ½ miles from the excitement of the Nevada casinos. The campground has a total of 173 sites which include 50 sites with electricity, a Group Site and a cabin. The addition of tent cabins has been very successful. The campground is very convenient to many activities and is located next to the Ice Arena and Recreation Complex.

In 2021, the campground opened on April 2 to self-contained RV’s only. Restrooms and shower facilities remained closed due to CDPH pandemic restrictions. The reservation system has been closed for 2022 due to the anticipated construction of the new recreation and swim complex. Once a construction timeline is established reservations will open for 2022 only for sites not impacted by the construction project. Hence, revenue will continue to be down for 2022 camping season due to the loss of approximately 90 campsites (A, B, and C loops).

In 2022, the campground offered limited sites in loops D, E, F in anticipation of construction of the new recreation center.

Parks Maintenance
100 04170
Parks Maintenance is responsible for providing maintenance services for all city owned parks, beaches, and rights of way. This includes grounds and turf maintenance, irrigation, hardscape and landscape, parks facilities maintenance (including plumbing and janitorial) as well as Measure S bike paths and other paths throughout the city including bike path snow removal in winter. Parks Maintenance is also responsible for the care and upkeep of Bijou Golf Course and assisting with special events on City parks and facilities. Parks Maintenance coordinates with user groups for Disc Golf and the Bike Park to aid volunteers for maintenance needs. Parks Maintenance is responsible for maintaining an estimated 180 acres of area throughout the City limits. The acres include a combination of high maintenance green spaces, playgrounds, and low maintenance grounds keeping.

In 2021, as consistent with most public parks and beaches across the country during the pandemic, all public recreation areas were highly impacted as people sought safe recreation outdoors. New strategies and staffing assignments were created to address increased trash and maintenance needs. The Take Care Tahoe Youth Ambassador Program was initiated on Memorial Day weekend and continued throughout the summer.

Ambassadors work directly with parks staff and community services officers to promote good stewardship and encourage leave-no-trace principals. A pilot program to test the benefits of solar trash compactors was implemented in high impact areas to improve efficiency of collecting and compacting refuse material.

In 2022, additional solar trash compactors were activated throughout the City. A Park Ranger Program was implemented to continue public outreach in high impact areas. On June 10, 2022 Ca. State Water Resources Board implemented mandatory water restrictions impacting all “ornamental turf” not used for public gatherings or recreation. Parks Maintenance has proposed a plan to replace ornamental turf with native vegetation.

Recreation Programs
100 04220
Two core programs provided include aquatics programs and youth and teen summer programs. All aquatic programs align with the American Red Cross standard for Water Safety Instruction. The City of South Lake Tahoe aquatics programs remain the only aquatics facility in the region to provide a national standardized program. A variety of Aquatics programs for all ages and abilities are provided all year long.

Youth and teen summer camp programs promote an emphasis on engaging youth in authentic outdoor recreation. The mission of STAR Camp (South Tahoe Adventure Recreation) is to provide an active, safe, and healthy environment for youth to learn and play. STAR Camp leaders are skilled recreation providers to support quality and service. Camps are offered Monday through Friday for nine weeks throughout the summer.

DRAFT DEPARTMENTAL SUMMARIES 75
322
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA In 2020 and portions of 2021, Recreation Services provided some virtual fitness programs and coordinated with education, health, and public safety agencies to provide access to essential services during the pandemic.

In 2022, aquatics programs gradually expanded to include learn to swim, masters swim, water exercise, lap swim and recreation swim. The department contracted with a private provider for youth summer camp programs.

Senior Center
100 04230
The City of South Lake Tahoe Senior Center is a multi-use facility that offers a variety of programs and activities, both scheduled and on a drop-in basis, for senior citizens. The facility is also available for rent to outside groups and individuals. The senior center provides a nutrition program daily administered by El Dorado County. The role of City staff includes managing room reservations, updating City website, janitorial, and maintenance of the facility and landscape.

In 2021, the senior center was closed due to the pandemic. El Dorado County Adult Services continued to provide meals for pick up or delivery during the closure.

In 2022, the senior center opened up for congregate meals and El Dorado County Adult Services provided limited senior services on site.

Transit Center / Explore Tahoe
216 05250
Explore Tahoe: An Urban Trailhead Visitor Center serves to welcome, educate and transport visitors and locals to recreational and cultural activities around the Lake Tahoe Basin. Interpretive programs, interactive exhibits and educational films provide visitors with a unique experience when visiting the center. Outreach programs bring environmental education to a variety of age groups within the community.

Transit information and access is provided and encouraged as the best way to reach points of interest. Internet access is provided to help visitors plan excursions.

Measure P - Recreation
220 04220
On November 8, 2016 the residents of South Lake Tahoe voted to support recreation by passing Measure P which increased the Transient Occupancy Tax by an additional 2%. Funds from Measure P will be used solely for the construction, operations and maintenance of a new Recreation center and Swim Complex. In 2017, conceptual designs and public input began. The final conceptual alternative plan provides for a roughly 50,000+ square foot facility.

In 2019, the Independent Citizen’s Oversight Committee for Measure P was established. The primary function of the committee is to review and report on the use of the South Lake Tahoe Measure P funds for the design and construction of the new recreational complex. There are five voting members. The committee shall act in an advisory capacity to City Council and advise of its findings and make recommendations for the use of funding during the design and construction of the new complex.

Ice Arena (Operator)
221 04260
On July 14, 2011, the City Council approved an initial Management and Operations Agreement with Tahoe Sports Entertainment (TSE) to operate and maintain the Ice Arena. The revised agreement commenced on July 1, 2012 with a ten-year term to expire on June 30, 2022. TSE will have an option to extend the contract under conditions related to the investment of capital of at least $500,000. The operation of the Ice Arena by TSE will save the City approximately $150,000 in annual operational costs, with a potential of additional revenue in future years.

DRAFT DEPARTMENTAL SUMMARIES 76
323
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues from the operator and the City’s portion of expenses under contract will be accounted for under this account. In 2014 Tahoe Sports and Entertainment and the Recreation Division incorporated broom ball, ice skating and Lacrosse into the STAR Camp program to enhance partnership development.

TSE has introduced high level ice hockey competition by bringing a semi-professional team to South Lake Tahoe.

Tournaments and events continue to draw capacity crowds to the Ice Arena. Recreation Services and TSE personnel collaborate to provide cross facility access and promotional material for programs and events in order to capitalize on the volume of users visiting each of our facilities.

OTHER PROGRAMS
Special Events
100 04225
The City is committed to hosting special events to attract visitors to enjoy all that Lake Tahoe has to offer. Parks and Recreation processes all requests for events on City parks and recreation facilities.

In 2021, a Special Event and Facility Rental Coordinator was added to the department structure to manage all event and rental permit processing for parks and recreation facilities.

In 2022, the department is responsible for the following City sponsored Special Events: Festival of Winter Lights, July 4 Parade, July Parks Make Life Better Events, Multicultural Festival. The City is under contract with On Course Events to produce the Live at Lakeview Summer Music Series.

MEASURE S FACILITIES
In 2015, the Public Works Department absorbed the Parks Division into its Maintenance Operations Division. In doing so, the department also absorbed all associated special revenue sources such as the Measure S and R funds described below.

In 2021, the Parks Division was combined with Recreation Services to form a traditional Parks and Recreation Department. The activities related to Measure S Facilities and bike trail maintenance will be unchanged however management and oversight is now the responsibility of the Parks and Recreation Department. It is anticipated that interdepartmental coordination with Public Works will continue for shared snow removal equipment to perform snow removal operations on the bike paths as needed.

Measure S Ski Run Bike Trail Maintenance
281 04120
This section of bike trail, which flanks Ski Run Boulevard on both sides from Pioneer Trail to Hwy 50 (2 miles), also features landscaping and pedestrian lighting to beautify this corridor. Maintenance includes seal coating the bike trail, providing snow removal, maintaining the turf areas, repairing and upgrading the irrigation system annually, and maintaining the lighting.

Measure S El Dorado Beach Bike Trail Maintenance
284 04121
Located between Tulare Avenue and Ski Run Blvd, the Class 1 Bike Trail link between Lakeview Commons and Ski Run Blvd was completed in 2017. The bike trail provides connectivity from the Al Tahoe Boulevard Intersection to Pioneer Trail near Stateline. The trail provides alternative transportation opportunities for children accessing the Middle School, Students attending Lake Tahoe Community College, public access to Civic Facilities, Stateline, area beaches, and recreation amenities.

DRAFT DEPARTMENTAL SUMMARIES 77
324
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Measure S Harrison/Riverside Bike Trail Maintenance
284 04122
Constructed in 2015, the Harrison Avenue/Riverside Class 1 Bike Trail provides critical gap closure along the US Hwy 50 corridor system. The trail is comprised of both concrete pavers and asphalt and was constructed as part of the Harrison Avenue Streetscape Project. The Trail now allows pedestrians and cyclists the ability to ride/walk on a separated path from the Alta Mira Site (east of Lakeview Commons) to the South Y and onto connectors for the Hwy 89 Corridor or the County of El Dorado Sawmill Path.

Measure S Playfield Bike Trail Maintenance
284 04125
This bike trail is located near the Community Playfield and provides an important link to connect the Al Tahoe bike trail to the community college area and the playfield itself. Trail is fairly new and in good shape. To date, maintenance needs have been minimal.

Measure S 15th Street Bike Trail Maintenance
284 04126
The 15th St. bike trail is an important link connecting city bike trails to the bike trail going to Camp Richardson and beyond. Trail is heavily used and was a key staging area during the Angora fire. Public Works is planning to address severe transverse pavement cracking during the 2020 construction season.

Measure S Playfield Maintenance
284 04127
Located off of Al Tahoe Blvd., adjacent to Lake Tahoe Community College, the Community Playfield is South Lake Tahoe’s first synthetic turf field. This surface allows almost limitless play, even in wet conditions. Demand for this facility has been very high and has required an increase in maintenance hours to keep up the facility.

In 2014 an evaluation of the community playfield determined the playing surface has been playable beyond its warrantied lifespan for several years and is recommended the turf be replaced. A replacement fund was established and in 2016 the synthetic field turf was replaced and at the same time other facility improvements were implemented. Additionally, in 2014 LTCC began intercollegiate soccer play. Over the summer of 2014 the use of the field was largely dedicated to LTCC activities. According to the existing MOU with LTCC for the community play field the City maintains the schedule and collects rental fees as well as performs all maintenance and repairs.

In FY15/16 a Recreation Joint Powers Authority (JPA) was developed between the City and LTCC to oversee maintenance and programming of the playfields. LTCC will be responsible for maintaining the fields and scheduling play on behalf of the JPA. In 2017, the City completed the construction of two new turf soccer fields within the newly developed JPA boundary. As part of the JPA agreement the City Parks Division is responsible for janitorial and maintenance of the restroom building and playground structure at the Community Play Fields.

In 2021, the well pumps serving the restroom building failed requiring replacement. In addition, City engineering staff continue to troubleshoot a section of the new field that has not drained properly. City staff work in coordination with LTCC field maintenance staff and facility manager to resolve the drainage issue.

Measure S Lyons Avenue Bike Trail
284 04128
A short but important bike trail as it allows cyclists and pedestrians to get from Hwy 50 to facilities located near Lyons Ave and Rufus Allen Blvd without having to share the road with vehicles. In winter, the trail is cleared and DRAFT DEPARTMENTAL SUMMARIES 78
325
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA provides a safe route for Middle School and St. Teresa School kids to get to the Recreation Complex, County Library, and adjacent neighborhoods.

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.2: Mid-Town Revitalization
Goal 1.4: Transportation
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.1: Parks and Recreation Master Planning
Goal 2.2: Equitable Access
Strategic Priority 3 - Community for All
Goal 3.3: Arts and Culture Program
Strategic Priority 4 - Economic Development
Goal 4.2: Support Development of a Regenerative Tourism Model FY 2021/22 Department Accomplishments

1. Re-brand Parks and Rec Dept: Tag Line: Gather ~ Connect ~ Inspire.

2. Expanded recreation partnerships to provide youth summer camp program and baseball program.

3. Improved efficiencies in parks maintenance through activation of Solar Trash Compactors.

4. Added New Park Ranger Program.

FY 2022/23 Department Goals and Objectives

1. Expand recreation programs consistent with program plan for new facility.

2. Improve efficiencies in Parks Maintenance Procedures.

3. Expand Golf Course Operation and Programs.

4. Prepare for operations of new recreation and aquatics center.

Performance Measures
Strategic Priority 2.1: Parks and Recreation Master Planning Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Number of recreation programs consistent with the new
facility program plan expanded. 11 12 14
Number of full time staff in Aquatics consistent with new facility operations plan. 4 0 4
Present City Council with a recreation priority list based on the existing Parks and Recreation Master Plan. 100% 100% n/a Open golf course for play by Memorial Day through Oct 1 weather permitting. 100% 50% 100%
DRAFT DEPARTMENTAL SUMMARIES 79
326
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Strategic Priority 2.2: Equitable Access
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Create low to no cost recreation programs and access to recreation gear for qualified families. 3 2 1
Improve aesthetics of high visibility City parks and right of ways. 100% 50% 80%
Opportunities identified to promote health and wellness, combat childhood obesity, and encourage active
lifestyles.
4 4 5
Evaluate option to develop a park or community garden
in every neighborhood. 100% 30% 40%
Strategic Priority 3: Community for All
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Develop a program to promote a culture of stewardship
and care taking by residents and visitors and coordinate with regional partners to reduce the amount of litter
impacting the environment.
100% 100% n/a
Strategic Priority 4: Economic Development
Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Evaluate opportunities to provide grants for local
workforce development. 100% 100% n/a
Department Goal 1: Expand Program Plan Consistent with New Facility Program Plan Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Identify two new contract instruction program providers. n/a 2 4 Expand Partnerships with LTUSD, LTCC, and Barton for
fitness programs. n/a 2 3
DRAFT DEPARTMENTAL SUMMARIES 80
327
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Department Goal 2: Improve efficiencies in Parks Maintenance Procedures Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Number of procedures: (1) Create procedures for all
maintenance and inspections of ALL parks areas; (2)
develop a tiered response timeline for addressing
reported issues; (3) Utilize Vue Works to track work.
n/a n/a 3
Replace ornamental turf with drought tolerant native
vegetation. n/a n/a 20 acres
Implement a Volunteer Program for Graffiti Removal. n/a n/a 1 Department Goal 3: Expand Golf Course Operation and Programs Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Assign a contract instructor for youth golf program. n/a 0 1 Organize a golf challenge event for locals. n/a 0 1
Department Goal 4: Prepare for Operations of the New Recreation and Aquatics Center Measure
2021/2022
Target
2021/2022
Actual
2022/2023
Target
Prepare draft plans based on operations study, update
information based on current fees and program trends,
and update recruitment plans to staff facilities by 2024. n/a n/a Ongoing
DRAFT DEPARTMENTAL SUMMARIES 81
328
Fiscal Year 2022-23 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Parks and Recreation Department
DRAFT DEPARTMENTAL SUMMARIES 82
329
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: August 23, 2022
Agenda Item #: 4
Agenda Item: Agenda Planning Calendar
Executive Summary:

Requested Action / Suggested Motions: A Councilmember may request that an item be placed on a future agenda. Upon the support of one (1) additional Council Member, direction shall be given to the City Manager to calendar the item for a convenient future agenda, but no sooner than the second meeting after the request was made, and/or modify the Agenda Planning Calendar as desired.

Responsible Staff Member: Joseph Irvin, City Manager
Responsible Staff Member:

Reviewed and Approved By:

Attachments:

APC - 08 16 2022.pdf
330
2022 Agenda Planning Calendar (Updated 08 16 2022)
Agenda Item Agenda Section
Sept. 6, 9 a.m. City Attorney Appropriation to pay two liability claims NB Accept funds from national opioid litigation settlement Consent City Manager TRPA Presentation on Regional Planning and VMT Plan City Clerk City Council Protocols (Travel Rembursements CB/TW 6/7/2022) Proclamation - Constitution Week Proclamations
Dev Services CDBG CV-1 Subrecipient Agreement Amendment NB City/CTC land exchange
Sugar Pine Village SuperNofa Resolution consent
Finance Financial Policy Update -Donations Consent
Financial Policy Update - Investment Policy Consent
Quarterly budget report Consent
Quarterly investment report Consent
Parks & Rec Parks Foundation MOU
Police OTS Traffic Enforcement Grant
Pub Works Authorization for Grant Submittal for Safe Streets and Roads for All (SS4A) NB Pilot Traffic Calming Projects for Lakeview (Al Tahoe) & High Woods Neighborhood NB Department
331
2022 Agenda Planning Calendar (Updated 08 16 2022)
PSA Right of Way Support Services Pioneer Trail Ped Imp Project Phase II Consent Broadband Presentation UB
Award of Contract for AnnualSnow Operations Consent
Award of Contract for Custodial Services Consent
Facility Assessment Award Consent
Award of the Taxiway D Apron Contract Consent
Johnson Blvd Underground Utility District Boundary NB
Professional Services Agreement for Barton Ave & 2nd Street Drainage Project Consent Sept. 20, 5:30 p. City Attorney Single-Use Plastic Ordinance Amendments UB Pub Works Bijou Creek Park Project Update
Adoption of Dark Sky Standard
UB
Title VI Plan Adoption
Professional Services Agreement for Pavement Management Program Update Consent Fire LHMP Adoption
Oct. 4, 9 a.m. City Clerk Conflict of Interest Code Update Approval of Solicitation for Applications to Boards & Commissions Ordinance Increasing City Council Compensation (First Reading) 332
2022 Agenda Planning Calendar (Updated 08 16 2022)
City Manager SW Gas Prestentation Renewable Energy Goals Presentation Tesla Contract
Dev Services California Building Code - Local Code Adoption TCAP Amendment – Montreal
Finance GANN Limit Consent
Budget Carry-Forward
Pub Works Airport Rate Study Presentation NB
Sustainable Transportation Planning grant - Citywide Connectivity Plan Consent Rec Center Award - Phase II
Police Discussion on Potential Gun Safety Measures NB
Nov. 1, 9 a.m. City Clerk Ordinance Increasing City Council Compensation (Second Reading) Resolution Increasing City Treasurer Compensation
Public Works Broadband Master Plan Adoption
Nov. 15, 5:30 City Manager Juvenile Treatment Center Discussion PD/CM/PR/DS Commission Annual Reports
Dec.13, 9 a.m. City Clerk Resolution Certification of Election Results 333
2022 Agenda Planning Calendar (Updated 08 16 2022)
City Council Re-Organization
Oath of Office
2023 Meeting Schedule
City Council Assignments to Boards and Commissions Discussion League - New Mayors and Council Members Attendance
City Employee Recognitions
California Tahoe Conservancy Proposition 1 Grant Funding ($550,000) Consent Bijou Area Erosion Control Project CFD Annual Report Consent Grant Funding for the Tahoe Valley Stormwater & Greenbelt Project move to Dec. Consent City Attorney Parking Garage License Agreement with Verizon City Attny/PW Undergrounding Utilities
Amendments to Small Cell Policy
Liberty Utilities Franchise Agreement
City Clerk Records Management Policy (Updated)
Policy - Use of Personal Devices for City Business
Unscheduled/Pending
Pub Works
334
2022 Agenda Planning Calendar (Updated 08 16 2022)
City Manager Potential new City slogan
Customer satisfaction survey(s)
Dev Services Inclusionary housing ordinance
Plan Area Statement Update for Tourist Accommodation Uses PLHA Moderate Income Homebuyer Administration PSA
Tourist Core Area Plan Amendment: 3828 Montreal Rd
RFP for consulting firms for Bijou / Al Tahoe Area Plan and Bijou Parks Master Plan Plan Area Statement 111 amendment
Single Room Occupancy Program Amendments
Outside Eating Code Review (coverage, seating, parking etc) Fire Weed abatement/nusance Program - Defensable Space
Fire Marshal
Parks & Rec Bijou Park Master Plan
Bijou Golf Course "Rock the Lake" Event and Review
Public Works Award Engineering and Construction Contract South Hangar Taxi Lane Rehab Award Contract PD - Community Recource Center Renovations

335
2022 Agenda Planning Calendar (Updated 08 16 2022)
SEED Solar Photovoltaic Project PPA
Award - James and Eloise Drainage Improvement Project Phase 1 Airport Deferred Maintenance Plan
336