Agenda packet — South Lake Tahoe City Council, April 4, 2023

1 City of South Lake Tahoe
City Council
Meeting Agenda
Tuesday, April 04, 2023 at 5:30 PM
City Hall - Council Chambers - 1901 Lisa Maloff Way, South Lake Tahoe City Council
Cristi Creegan, Mayor
Cody Bass, Mayor Pro Tem
John Friedrich, Councilmember
Tamara Wallace, Councilmember
Scott Robbins, Councilmember
Mission of the City Council
The City was established to provide essential,
outstanding and cost-effective services that
enhance environmental sustainability, economic
vitality and the quality of life for our residents,
businesses and guests.

Public Participation
City Council meetings are held in person at the time and location listed on this agenda. Meetings are live-streamed on Channel 21, City website at www.cityofslt.us, YouTube at https://www.youtube.com/channel/UC3LYne8Ih-kTPLnnuyJW9SQ/live and via ZOOM at this link https://us06web.zoom.us/j/86997508851
A public agenda packet is available for review at City Hall, 1901 Lisa Maloff Way, on the City’s Website at www.cityofslt.us, or by contacting the City Clerk’s Office, (530) 542-6005 or [email protected] Providing Public Comment:

In Person: Every agenda for regular meetings provides an opportunity for members of the public to directly address the legislative body (City Council), on any item of public interest which is within the jurisdiction of the City Council during Public Communications. For items on the agenda or in connection with any item which the City Council will consider, the public is given the opportunity to comment before or during the City Council's consideration of the item [Government Code Section 54954.3(a)].

By Phone: If you are joining the meeting via ZOOM and would like to make a comment, press the “raise a hand” button.

If you are joining the meeting via Channel 21 or live stream and would like to make a comment, please call (530) 542-6500. The meeting ID is ID: 869 9750 8851 press *9 to indicate a desire to make a comment. Press *6 to unmute your phone. The Clerk will call you by the last three digits of your phone number when it is your turn to speak.

In Writing: Written comments received by 3 p.m. the day before the meeting will be distributed to City Council prior to the meeting. Written public comment regarding any item on this agenda may be sent to [email protected].

When emailing comments, identify the agenda item number in the subject line to which your comments relate. Any 1 2
such comment that is a public record and is emailed to [email protected] or otherwise provided to a majority of the City Council before the meeting will be made available for public inspection during normal business hours at the City Clerk's Office located at City Hall, 1901 Lisa Maloff Way, South Lake Tahoe [Government Code Section 54957.5(b)]. Written comments will not be read out loud during the meeting.

The City Council Chambers meeting facility is accessible to people with disabilities. Every reasonable effort will be made to accommodate any person needing special assistance to attend this meeting. Contact the City Clerk at (530) 542-6005 at least 48 hours in advance of the meeting for assistance [28 CFR 35.102.35.104 ADA Title II and Brown Act Government Code Sections 54953.2, 54954.1, 54954.2, and 54957.5].

Spanish Interpretations: The public may access Spanish interpretation using the ZOOM link listed on the front of the Agenda from an internet device (smartphone, laptop, tablet, home computer) with audio capabilities and selecting the Spanish language option. Persons without an internet device may attend the meeting in-person and a device will be provided while supplies last. Requests for interpreter services to offer public comment may be made by contacting the City Clerk.

Call to Order/Pledge of Allegiance
Roll Call
Closed Session Report
Public Communications
This is the public's opportunity to speak on any topic NOT LISTED on this agenda. Comments shall be limited to four (4) minutes. In accordance with the Brown Act, the City Council cannot deliberate or vote on any matter raised under public communications, but may briefly respond to statements made or questions posed. (Government Code Sections 54954.2)
Presentations

1. Presentation by Keep Tahoe Blue
Requested Action / Suggested Motions: Receive a presentation from Keep Tahoe Blue regarding Polystyrene Ordinance outreach efforts.

Responsible Staff Member: Sara Letton, Sustainability Coordinator Item 1 - Executive Summary.pdf
01-2023 Polystyrene Ordinance Flyer.pdf
02-ESPANOL_Polystyrene & Plastic Waste 2023 Ordinance Flyer_2023.02.22_PRINT.pdf 03-Plastics_poly Letter to Businesses final - 2023.pdf
04-Polystyrene_Ordinance_Alternatives_Resources_Guide.pdf 05-Outreach Tracker to print.pdf
06-To-Go Litter Flyer_Keep Tahoe Blue-- New QR code.pdf City Commissioner and Student Advisory Reports
Consent Agenda
Public Comment - This is the public's opportunity to speak on any topic listed on the Consent Agenda.

Comments shall be limited to three (3) minutes.
2 3
The consent agenda consists of items of a repeating or routine nature considered under a single action.

Any Councilmember may have an item on the consent agenda removed and considered separately upon request.

Pass a Motion to adopt the Consent Agenda in one motion except as indicated at each item.

2. Participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and Acceptance and Appropriation of Settlement Funds Requested Action / Suggested Motions: Pass a Resolution approving participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and accepting and appropriating settlement funds.

Responsible Staff Member: Heather Stroud, City Attorney Item 2 - Executive Summary.pdf
01 - Staff Report.docx
02 - Resolution.docx
03 - Settlement Documents (Exh. A to Reso).pdf
04 - Exhibit E to Settlements (Allowable Uses of Funds).pdf

3. California Automated Permit Processing Program Grant Application Requested Action / Suggested Motions: Pass a Resolution authorizing the Director of Development Services to submit a grant application to the California Automated Permit Processing Program for an amount up to $40,000 and authorizing the City Manager to execute grant documents if awarded.

Responsible Staff Member: Hilary Roverud, Director of Development Services Item 3 - Executive Summary.pdf
01-Staff_Report_-_Permit_Processing_Grant.docx
02-CalAPP Solicitation Manual.docx
03-Resolution - California Automated Permit Processing Grant.docx

4. Contract with West Coast Paving for Pothole Repair on Pioneer Trail, Johnson Blvd and Park Ave.

Requested Action / Suggested Motions: Pass a Motion authorizing and directing the Mayor to execute a contract with West Coast Paving for an amount of $244,840 and 10% contingency of $24,480 for pothole repair on selected roadways in the City.

CEQA Determination: The project is categorically exempt from CEQA review under CEQA Guidelines section 15301(c) (Existing Facilities).

Responsible Staff Member: Anush Nejad, Director of Public Works Item 4 - Executive Summary.pdf
01-Staff Report - Pothole Repair Contract.docx
02-Pothole Repair Contract.docx
Regular-Unfinished Business
3 4

5. Termination of Proclamation of Local Emergency Due to Severe Winter Storms Requested Action / Suggested Motions: Pass a Resolution terminating the proclamation of local emergency due to severe winter storms.

Responsible Staff Member: Heather Stroud, City Attorney Item 5 - Executive Summary.pdf
01-Staff Report Termination of Local Emergency.docx
02-Resolution Terminating Local Emergency.docx
03-Res 2023-014 Ratifying Proclamation of Local Emergency.pdf 04-California Disaster Assistance Act Letter to CalOES.pdf Regular-New Business

6. 2022-2023 Master Fee Schedule
Requested Action / Suggested Motions: Pass a Resolution adopting the Annual Master Schedule of Fees and Charges for City Services.

Responsible Staff Member: Akemi Nishimura, Accountant I Item 6 - Executive Summary.pdf
01-Staff Report - 2023 Master Fee Schedule.docx
02-Resolution Master Fee Schedule 2023.docx
03-Master Fee Schedule 2023 (Exh. A to Reso.).pdf
04-Financial Policy.pdf
05-Master Fee Schedule 2023 (Red-Lined).pdf

7. Agreement with Design Workshop for Preparation of the Mid-Town Area Plan in Amount Not to Exceed $598,697
Requested Action / Suggested Motions: Pass a Resolution appropriating $151,405 from General Fund Undesignated Excess Reserves and $100,000 from General Plan available fund balance for the Mid-Town Area Plan and authorizing and directing the Mayor to execute a Professional Services Agreement in an amount not to exceed $598,697 with Design Workshop for consultant services to prepare the Mid-Town Area Plan.

CEQA Determination: Awarding this agreement to Design Workshop is statutorily exempt from review under the California Environmental Quality Act (CEQA) 15262 (feasibility and planning studies).

Responsible Staff Member: John Hitchcock, Planning Manager Item 7 - Executive Summary.pdf
01-Staff Report - Mid-Town Area Plan.docx
02-Location Map.pdf
03-Design Workshop Proposal.pdf
04-PSA with Design Workshop.pdf
05-Resolution - Mid-Town Area Plan Agreement with Design Workshop.docx

8. Potential Amendments to Purchasing Ordinance Regarding Apprenticeship, Health Care, and Local Hire Provisions for Public Works Contracts
4 5
Requested Action / Suggested Motions: Receive report and provide direction to staff regarding potential amendments to Purchasing Ordinance.

Responsible Staff Member: Heather Stroud, City Attorney and Jim Marino, CIP and Facilities Manager
Item 8 - Executive Summary.pdf
01-Staff Report.docx
02-Requested Amendments from Northern California Carpenters Union.pdf 03-Labor Code 1777.5 Employment of registered apprentices.pdf 04-Labor Code 1773.1 Employer payments included in per diem wages.pdf 05-Contractor Survey.pdf
Agenda Planning Calendar

9. Agenda Planning Calendar
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
Item 9 - Executive Summary.pdf
APC -03 28 2023.pdf
Updates and Announcements (City Attorney, City Clerk, City Manager) Councilmember Reports and Comments - Assignments to Boards, Committees, and Commissions Adjournment
I, Susan Blankenship, City Clerk for the City of South Lake Tahoe, declare that the foregoing agenda for the Tuesday April 4, 2023 meeting of the City of South Lake Tahoe City Council was posted and available for review on Thursday, March 30, 2023 at City Hall, 1901 Lisa Maloff Way, South Lake Tahoe, CA 96150. The agenda was also available on the City website at https://www.cityofslt.us.

Signed March 30, 2023
\\sb\\
Susan Blankenship, Elected City Clerk
5 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 1
Agenda Item: Presentation by Keep Tahoe Blue
Executive Summary: Together, staff from the City and Keep Tahoe Blue, with the help of 36 community volunteers, educated 101 local businesses about the updated Polystyrene and Single-Use Plastics Ordinance.

Requested Action / Suggested Motions: Receive a presentation from Keep Tahoe Blue regarding Polystyrene Ordinance outreach efforts.

Responsible Staff Member: Sara Letton, Sustainability Coordinator Responsible Staff Member: Sara Letton , Sustsainabilty Coordinator Reviewed and Approved By:

Susan Blankenship, City Clerk
Attachments:

Item 1 - Executive Summary.pdf
01-2023 Polystyrene Ordinance Flyer.pdf
02-ESPANOL_Polystyrene & Plastic Waste 2023 Ordinance Flyer_2023.02.22_PRINT.pdf 03-Plastics_poly Letter to Businesses final - 2023.pdf
04-Polystyrene_Ordinance_Alternatives_Resources_Guide.pdf 05-Outreach Tracker to print.pdf
06-To-Go Litter Flyer_Keep Tahoe Blue-- New QR code.pdf 6 EXPANDED POLYSTYRENE
(STYROFOAM) AND

SINGLE-USE PLASTIC

REGULATIONS
Plastics, including polystyrene, damage Lake Tahoe’s
sensitive natural habitats and scenic beauty. These
materials are not biodegradable, nearly impossible to
recycle, and persist for many years in the environment by disintegrating into smaller plastic particles.

In October 2022, the City Council responded to these
challenges by updating its ordinance in order to minimize the potential for this waste entering our local ecosystem.

To understand these changes and to make sure you
comply with the City’s ordinance, please continue reading on the reverse side.

Send us a question: [email protected]

RESTAURANTS & OTHER FOOD PROVIDERS
Since 2018, the following single-use plastic containers and related foodservice ware items may be provided
to customers only upon request: cups, bowls,
plates, trays, cartons, clamshell containers, cup lids, utensils (forks, knives, spoons, and sporks),
chopsticks, straws, and stirrers. The ordinance
prohibits the use of polystyrene (Styrofoam)
food and drink containers.

EFFECTIVE JANUARY 1, 2023:

Plastic condiment cups and packets
may be provided to customers
ONLY upon request.

Acceptable alternative products
include uncoated paper,
coated paper, cardboard,
aluminum foil, and
compostable or
“bio-products.”
CITYOFSLT.US • (530) 542-6000 • @CITYOFSLT
For more information, and to view the ordinance, visit cityofslt.us/plasticwaste or scan the QR code.

GROCERY STORES & OTHER RETAILERS
The ordinance prohibits the retail distribution or
sale of any polystyrene (Styrofoam) product, such as
disposable foam trays for uncooked products,
foam coolers, cups, plates, bowls and packing peanuts,
except for products wholly encased in durable material, such as paddleboards and life preservers.

EFFECTIVE JANUARY 1, 2023:

The sale of polystyrene (Styrofoam) products is
prohibited. There are no exceptions for polystyrene
raw meat, fish, and food trays or for food prepared or
packaged outside of South Lake Tahoe in polystyrene
containers.

League to Save Lake Tahoe 7

POLIESTIRENO EXPANDIDO
(STYROFOAM) Y
REGLAMENTACIÓN PARA
PLÁSTICOS DE UN SOLO USO
Los plásticos, incluyendo el poliestireno, dañan los sensibles hábitats naturales y la belleza escénica del lago Tahoe.

Estos materiales no son biodegradables, son casi imposibles de reciclar y persisten durante muchos años en el medio ambiente al desintegrarse en partículas de plástico más pequeñas.

En octubre de 2022, el ayuntamiento respondió a estos
desafíos actualizando su ordenanza para minimizar el
potencial de que estos desechos ingresen a nuestro
ecosistema local. Para comprender estos cambios y
asegurarse de cumplir con la ordenanza de la ciudad,
continúe leyendo al reverso.

RESTAURANTES Y OTROS PROVEEDORES DE ALIMENTOS
Desde 2018, los siguientes recipientes de plástico de un solo uso, así como los artículos relacionados para el servicio de alimentos, pueden proporcionarse a los clientes solo con previa solicitud: vasos, tazones, platos, bandejas, cajas, recipientes plegables, tapas, utensilios (tenedores,
cuchillos y cucharas), palillos, pajitas y agitadores. La ordenanza prohíbe el uso de recipientes de
poliestireno (Styrofoam) para alimentos y bebidas.

A PARTIR DEL 1 DE ENERO DE 2023:

Los vasos y paquetes de plástico para
condimentos pueden proporcionarse a los
clientes SOLO con previa solicitud.

Los productos alternativos aceptables
incluyen papel no estucado, papel
estucado, cartón, papel de
aluminio y compostables o
“bioproductos.”
CITYOFSLT.US • (530) 542-6000 • @CITYOFSLT
Envíanos una pregunta: [email protected]
Para obtener más información y ver la ordenanza, visite cityofslt.us/plasticwaste o escanear el código QR.

SUPERMERCADOS Y OTROS MINORISTAS
La ordenanza prohíbe la distribución al por menor o la
venta de cualquier producto de poliestireno
(Styrofoam), como bandejas de espuma desechables
para productos sin cocinar, enfriadores de espuma,
vasos, platos, tazones y productos para empacar, a
excepción de los productos totalmente revestidos de
material duradero, como tablas de remo y salvavidas.

A PARTIR DEL 1 DE ENERO DE 2023:

Está prohibida la venta de productos de poliestireno
(Styrofoam). No hay excepciones para bandejas de
poliestireno utilizadas para carne cruda, pescado o para alimentos preparados o empacados fuera de South Lake
Tahoe en recipientes de poliestireno.

League to Save Lake Tahoe 8
Dear Business Owner and Manager,
We are here on behalf of the City of South Lake Tahoe and the League to Save Lake Tahoe to ask for your help in protecting our local environment from harmful plastic pollution.

Businesses like yours are a huge part of the South Shore community. Your customers are locals like us and visitors who come here to experience Tahoe’s natural beauty. Plastic pollution threatens all of that. We want to share some shocking facts about single-use plastics and remind you about the City of South Lake Tahoe’s expanded polystyrene/Styrofoam ordinance that went into effect in October of 2018 and was updated in October 2022.

Disturbing Plastic Facts
● Single-use plastics like bags, straws and cutlery are only used for a few minutes but they stay in our environment forever because they don’t break down like paper or food scraps. ● Plastics clog storm drains, leach chemicals into the environment and carry bacteria that harm the Lake and wildlife.
● Here in Tahoe, the League’s volunteers removed 155,737 pieces of single-use plastic, including 31,424 polystyrene items, 19,290 straws and stirrers, and 8,707 utensils between 2014 and 2023. And much more has escaped into the environment and the Lake.
● Researchers have found microplastics in Lake Tahoe! If microscopic plastic trash is here, then it’s everywhere. You can help stop it.

Styrofoam / Expanded Polystyrene (EPS) Ordinance
The City of South Lake Tahoe’s Expanded Polystyrene (EPS or Styrofoam) Ordinance has been in effect since 2018 and the current updates are in effect as of January 1, 2023. This ordinance prohibits the use of EPS food and drink containers by food providers and retailers in the City and requires that single-use plastic containers and related foodservice ware items be made available only on request. This includes cups, bowls, plates, trays, cartons, clamshell containers, cup lids, utensils (forks, knives, spoons, and sporks), chopsticks, straws, and stirrers, and plastic condiment cups and packets. Grocery stores and retailers cannot sell disposable foam coolers, cups, plates, bowls and packing peanuts, including meat, fish, and food trays prepared or packed outside of South Lake Tahoe. There are plenty of affordable, compliant and environmentally friendly alternatives out there. Included with this letter is a guide to help you find alternatives to plastics - and there are more options all the time.

Your role
Choose to refuse - say no thanks to disposable plastics and choose reusables when possible. Provide to-go utensils and straws on request only. Choose lower-impact products like cardboard, paper, foil, recycled materials instead of plastics. Together, we can Keep Tahoe Blue.

Best regards,
Marilee Movius and Kelci Brown
Community Engagement Team
League to Save Lake Tahoe
Sara Letton
Sustainability Coordinator
City of South Lake Tahoe
9 Image by upklyak on Freepik
Tips for selecting reusables (best option!)
Price: Prices can range widely depending on the quality and quantity ordered.

Shop around: Check online retailers, shop at local
outlets, and visit membership distributors to find your best deal. Shopping locally gives you the opportunity
to examine and handle the product before you buy.

Online retailers may offer a wider variety of styles and very competitive prices.

Quantity: Don’t buy more than you need. Factor in
your busiest time of service and how frequently dishes
can be washed.

Style: Look for items that match your cuisine,
customers, and décor.

Durability: To ensure long-term savings, choose items
that will last.

Washing: Consider your dishwashing capabilities when
choosing each item.

Always avoid
Products labeled #6 in the “chasing arrows” - this
indicates polystyrene which is not allowed.

Mixed materials like paper and plastic bonded together.

Products described as “oxo-degradable.”
Products destined for the landfill or made of virgin
materials - these are traditional plastics such as:
◦ Products labeled #3, #4, and #5 in the “chasing
arrows” - these are not recyclable in South Lake
Tahoe.
◦ PFAS: Nonstick chemicals known as per- and poly-
fluorinated alkyl substances (PFAS) are commonly
used in disposable food packaging and food
service ware as an oil and grease barrier. These are
also known as “forever chemicals” and have terrible
effects on the environment and human health.

At first glance, single-use disposable plates, cups, cutlery, and other foodware seem inexpensive and convenient.

But it may be time to take a closer look at your business’s use of disposables. Reusable foodware can provide
significant benefits, including reducing costs and attracting more customers.

Reusables cost more per item to buy than their disposable counterparts, but they are durable products designed for thousands of uses. Over time, replacing disposable with reusable foodware can dramatically reduce your cost of
doing business. Even factoring in the energy and water
needed to wash reusable cutlery, plates, and cups, the
overall environmental impact of reusables is also far less than disposables.

IN-RESTAURANT DINING
Reusable or going without should be the top priority
– remember, “only upon request” applies for customers
dining in or taking food to go.
◦ See the “Break-Even Point Calculator” below.
◦ Reusable Food Serviceware Guide:
rethinkdisposable.org/resources.

If this is not an option, see the “to-go orders” section.

Break-Even Point Calculator for Reusables
When choosing between a reusable or disposable item, it’s important to think beyond the item’s initial cost.

Disposables are relatively inexpensive to buy, but you
have to continually replenish your supply. Those ongoing costs add up fast. Reusables, on the other hand, cost more upfront but will be used over and over again. Use this
calculator to determine your break-even point for the cost of reusable items. The break-even point is the number of uses required to recover your investment. As soon as you exceed the break-even point for a particular item, you’ll be saving money.

Break-even point calculator:

Cost of reusable (each) = $_____________ ÷
Cost of disposable item (each) = $_____________
Break-even point = _____________ uses
Example: Reusable cup = $1.00 each ÷
Disposable cup = $0.05 each
Breakeven point = 20 uses
After that you are saving money!

FOODWARE

RESOURCE GUIDE
10 TO-GO ORDERS
Reusables are still the best option. As often as you
are able, allow customers to use their own - such as
tupperware, hot and cold beverage mugs and cups, and
condiment containers.

Paper/paperboard lined with foil (best option) or wax
paper, foil trays, and 100% recycled plastic are the
top alternatives to reusables. Below, we recommend
substitutes in general and by product category.

Products made from recycled content are the second
best alternative - the higher the percentage of postconsumer recycled content, the better. “Compostable” or “biodegradable” are an option,
but ONLY if approved by the Compost Manufacturing
Alliance (CMA) or the Biodegradable Products Institute
(BPI - products.bpiworld.org). Foodservice ware products labeled “compostable” are not actually accepted in the
composting facility that serves South Lake Tahoe.

Specific preferred alternatives
Cold cups: LDPE-coated paperboard and PLA-coated
paperboard cups are the best options. Only provide lids if requested.

Hot cups: LDPE-coated paperboard and PLA-coated
paperboard and wax-coated paperboard cups are the
best options. Only provide lids and sleeves if requested.

Plates and bowls: Paperboard is the best option.

Cutlery (forks, knives, spoons, straws, stirrers):

Bamboo or other bio-based materials (see above) are
the best options.

Clamshells: Molded fiber or 100% recycled cardboard
are the best options.

Condiment cups: Biobased fibers or PLA bioplastics are
the best alternatives.

Meat, poultry, and fish trays: Biobased fibers or 100%
recycled PET “rolled edge” trays.

Plastic water bottles: Empty aluminum bottles
filled with Tahoe Tap are the best option. Encourage
customers to use their own bottles by offering to fill
them up.

General preferred alternatives
Some terms and materials that you should look for in
product descriptions:

Biobased products: Made, in whole or in part, from
renewable materials, such as:
◦ plant-based fibers
◦ bamboo and other grasses
◦ cellulose from sources like potatoes, corn, palm
leaf, etc.
◦ fiber crops such as hemp and flax
◦ agricultural waste such as sugarcane (bagasse) and
rice straw
◦ materials derived from agricultural products such
as starch and lactic acid (PLA)
Bioplastics: Derived from renewable bio-based sources,
such as vegetable oil, corn starch, potato starch, or
pea starch rather than traditional plastics derived from petroleum.

Recyclable plastics: Those labeled with #1 or #2 in the “chasing arrows” stamp (“PET” and “HDPE”).

PLA and PHB: (compostable plastic, but not
compostable in South Lake Tahoe).

LPDE: (Low Density Polyethylene, less toxins but still
not a good plastic).

Bio-wax
Soak Proof Shield™ coating for paper/paperboard.

Enshield® coating for paper/paperboard.

Send us a question: [email protected]
KEEPTAHOEBLUE.ORG • (530) 541-5388 • @KEEPTAHOEBLUE
For more information, and to view alternative resources, visit keeptahoeblue.org/foodware or scan the QR code.

League to Save Lake Tahoe
To-go ware on request only.

Provide cutlery, a straw,
condiments, napkins, or a bag
only if a customer asks for it.
11 Awareness of
ban
Awareness of
cost
Awareness of
alternatives Other
Business Outreach group Comments Date &
Time
Where do you get your
disposible cups, plates,
cutlery, straws, etc.?
Compliant?
(Y/N)
If Not, Why Not?
12 Toss your to-go garbage at home
Trash cans overflow quickly- trash next to
the cans harms wildlife
Switch to reusables
We will only provide
utensils, straws and napkins
when requested.

TO-GO FOOD

IS A MAJOR CULPRIT

TAHOE HAS A

LITTER PROBLEM

TAKE CARE OF TAHOE
& KEEP TAHOE BLUE:

Thank you for being part of the solution
keeptahoeblue.org
SCAN
ME
13 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 2
Agenda Item: Participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and Acceptance and Appropriation of Settlement Funds Executive Summary: In 2021, the City opted into a National Opioid Litigation Settlement with Janssen and distributors McKesson, Cardinal Health, and Amerisource Bergen. The City now has an opportunity to join a second round of nationwide settlements involving Teva, Allergan, CVS, Walgreens, and Walmart. Cities and counties have a deadline of April 18, 2023, to sign on to these settlements. The total settlement amount is $18.1 Billion over 15 years. The City may get as much as $850,265 from this second round of settlements, depending on how many California local jurisdictions opt in. Like the funds from the previous settlements, these funds will be used for allowable opioid abatement activities in support of the Police Department's South Tahoe Area Collaborative Services (STACS) program.

Requested Action / Suggested Motions: Pass a Resolution approving participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and accepting and appropriating settlement funds.

Responsible Staff Member: Heather Stroud, City Attorney Responsible Staff Member: Heather Stroud, City Attorney (530) 542-6046 Reviewed and Approved By:

Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Attachments:
01 - Staff Report.docx
02 - Resolution.docx
03 - Settlement Documents (Exh. A to Reso).pdf
04 - Exhibit E to Settlements (Allowable Uses of Funds).pdf 14 Council Agenda Report- April 4, 2023 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2023
Title: Participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and Acceptance and Appropriation of Settlement Funds Location: Citywide
Responsible Staff Member: Heather Stroud, City Attorney (530) 542-6046 Background:

On December 7, 2021, City Council adopted Resolution No. 2021-105 which approved the City’s participation in the National Opioid Litigation Settlement (Distributors and Janssen). On September 7, 2022, City Council adopted Resolution No. 2022-112 to accept and appropriate the settlement funds. The $26 Billion settlement consisted of agreements with opioid distributors McKesson, Cardinal Health, and Amerisource Bergen and opioid manufacturer Janssen. The City now has an opportunity to join a second round of nationwide settlements involving Teva, Allergan, CVS, Walgreens, and Walmart (“Defendants”). Cities and counties in California have a deadline of April 18, 2023, to sign on to these settlements.

The proposed settlements will cover all states, counties, and cities, including those like the City of South Lake Tahoe who are not parties to the litigation. The Defendants will pay $18.1 Billion over a 15-year period. Under the terms of the settlements, California is slated to receive up to 9.92 percent of the total amount, or up to $1.8 Billion.

The California Attorney General and litigating entities in California have developed an intrastate allocation agreement to determine how the funds received by the State will be distributed to cities and counties. Under this agreement, 15 percent of the total goes to the State, 15 percent goes to the California Subdivision Fund, and 70 percent of the abatement funds will go to eligible counties and cities over 10,000 in population based on the 2020 census, whether or not they have filed a lawsuit. Settlement funds distributed to cities and counties may be used only for approved abatement activities.

Issue and Discussion:

The City, as a non-litigating entity, has two options: (1) Opt in to the settlements; or (2) Do not opt in.

If the City opts in to the settlements, it must release its claims against the Defendants. The City would have the ability to either receive the settlement funds directly or have them allocated to El Dorado County, and can change the allocation over time by notifying the Settlement Fund Administrator at least 60 days prior to each annual distribution. The funds may be used only for approved opioid abatement activities such as opioid overdose training for first responders, 15 Council Agenda Report- April 4, 2023 Page 2 of 3
recovery programs, and opioid prevention outreach (see Exhibit E to the Teva, Allergan, Walgreens, Walmart, and CVS Settlement Agreements, attached). Additionally, at least 50 percent of the funds received must be used for High Impact Abatement Activities, which are: (1) the provision of matching funds or operation costs for substance abuse disorder facilities; (2) creating new or expanded substance use disorder treatment infrastructure; (3) addressing the needs of vulnerable populations including homeless individuals and people of color who are disproportionately impacted by substance use disorder; (4) diversion from the justice system of people with substance use disorder into treatment programs including first responder training and restorative justice programs; and (5) interventions to prevent drug addition in vulnerable youth.

The City is responsible for annual reporting to the State of directly distributed funds.

Like the funds from the previous settlements, these funds will be used for allowable opioid abatement activities in support of the Police Department’s South Tahoe Area Collaborative Services (STACS) program.

Staff recommends that City Council delegate authority to the City Manager and City Attorney to determine whether to accept direct distribution on an annual basis and to negotiate any agreement with El Dorado County that may be desirable if part or all of the City’s distribution is determined to be appropriate to go to the County for provision of these services. The City Manager and City Attorney intend to select direct distribution of the funds for year one.

The allocation model distributes funds based on a city’s population and available federal data on opioid use, disorder, overdose deaths, and opioid shipments within a city. The City of South Lake Tahoe’s “weighted allocation percentage” is 0.0665456 percent. Although the funds allocated to the City will depend on the participation level among cities and counties in California, it is anticipated that based on this weighted allocation percentage and the amount of funds the City has received thus far under the Distributors and Janssen settlement using the same formula, the City would receive a maximum of $850,265 over 15 years.

By not opting in, the City would not be a participant in the settlement but would retain the ability to pursue its own litigation against the Defendants in the future if desired. If the City does not opt in, then the funds otherwise allocated to the City would go to the State.

More information about these national opioid settlements and the California allocation is available on the Attorney General’s website at https://oag.ca.gov/opioids.

Financial Implications:

The proposed resolution would authorize and Direct the City Attorney to execute the settlements and direct the Director of Finance to accept and appropriate these funds into Account No. 290- 02110-36294 (Opioid Settlement Proceeds). The total distribution over the 15-year term of the settlement is estimated to be up to $850,265.

Environmental Considerations:

This action is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(4) (the creation of government funding mechanisms or other government fiscal activities which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment).

Policy Implications:
16 Council Agenda Report- April 4, 2023 Page 3 of 3
This action is consistent with City of South Lake Tahoe Strategic Plan 2023-2028 Priority 3.1 (Mental Health and Homelessness), specifically action item 2 (Explore uses of opioid settlement money for those experiencing substance use disorders).
17 Resolution 2023-XXX April 4, 2023 Page 1 of 2
Resolution 2023-XXX
Adopted by the City of South Lake Tahoe
City Council
April 4, 2023
Approving Participation in National Opioid Litigation Settlements (Teva, Allergan, CVS, Walgreens, and Walmart) and Accepting and Appropriating Settlement Funds

BACKGROUND
A. On December 7, 2021, City Council adopted Resolution No. 2021-105, which approved the City’s participation in the National Opioid Litigation Settlement with opioid distributors McKesson, Cardinal Health, and Amerisource Bergen and opioid manufacturer Janssen.

Under the terms of the settlement, $21 Billion will be paid by the opioid distributors over an 18-year period and $5 Billion will be paid by Janssen over a 9-year period.

B. On September 7, 2022, City Council adopted Resolution No. 2022-112 to accept and appropriate the funds from the settlement with distributors and Janssen.

C. A second round of nationwide settlements has been reached with Teva, Allergan, CVS, Walgreens, and Walmart (“Defendants”).

D. Under the terms of these settlements, $18.1 Billion would be paid by the Defendants over a 15-year period.

E. While the City is not a party to this litigation, it may opt in to the settlements and receive the benefits of the settlements in exchange for releasing its claims against the Defendants.

F. The more cities with populations greater than 10,000, such as the City, opt in to the settlements, the more funds will be received under the incentive structure of the settlements.

G. Opting into the settlements will enable the City to receive funds from the settlements, estimated to be a maximum of $850,265 over 15 years, which can be used to mitigate the impacts of opioid use disorder in the community.

H. The City intends to use the settlement funds to support the Police Department’s South Tahoe Area Collaborative Services (STACS) program.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

1. Authorizes and directs the City Attorney to execute the Settlement Participation Agreements for the settlements with Defendants (attached hereto as Exhibit “A”). 18 Resolution 2023-XXX April 4, 2023 Page 2 of 2

2. Delegates to the City Manager and City Attorney, on an annual basis, to select direct distribution of some or all of the City’s settlement funds, or to select distribution of some or all of the City’s settlement funds to El Dorado County.

3. Delegates to the City Manager and City Attorney authority to negotiate an agreement with El Dorado County for use of the City’s settlement funds to provide County services in the City, to be brought back to City Council prior to execution.

4. Authorizes and directs the Finance Director to accept and appropriate these settlement funds into Account No. 290-02110-36294 (revenue) and 290-02210-42025 (expenditures).

Adopted by the City of South Lake Tahoe City Council on April 4, 2023, by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Cristi Creegan, Mayor
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
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City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 3
Agenda Item: California Automated Permit Processing Program Grant Application Executive Summary: In September 2022 the Governor signed Senate Bill 379 (Wiener, 2022) which requires most California cities and counties to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows the city to issue permits in real time for a residential solar energy and storage systems. The California Energy Commission (CEC) is administering the CalAPP Program to support California cities and counties to establish required online solar permitting systems and is currently soliciting grant applications.

Requested Action / Suggested Motions: Pass a Resolution authorizing the Director of Development Services to submit a grant application to the California Automated Permit Processing Program for an amount up to $40,000 and authorizing the City Manager to execute grant documents if awarded.

Responsible Staff Member: Hilary Roverud, Director of Development Services Responsible Staff Member: Hilary Roverud, Director of Development Services Reviewed and Approved By:

Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Heather Stroud, City Attorney
Attachments:
01-Staff_Report_-_Permit_Processing_Grant.docx
02-CalAPP Solicitation Manual.docx
03-Resolution - California Automated Permit Processing Grant.docx 206
Council Agenda Report April 4, 2023 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2023
Title: California Automated Permit Processing Program Grant Application Location: Citywide
Responsible Staff Member: Hilary Roverud, Director of Development Services Background: To meet its clean energy goals, California needs new renewable and storage resources, including rooftop solar and storage projects. Per the 2021 Senate Bill 100 Joint Agency Report, achieving 100% clean electricity in California requires an acceleration of the development of rooftop solar projects.

Previous legislation required cities and counties to administratively approve applications to install solar energy systems through the issuance of a building permit or similar nondiscretionary permit. The City has implemented a ministerial permit review and application checklist for solar energy system installations. Review of the application is limited to the building official’s review of whether it meets all health and safety requirements of local, state, and federal law, as required by state legislation.

In September 2022 the Governor signed Senate Bill 379 (Wiener, 2022) which requires most California cities and counties to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows the city to issue permits in real time for a residential solar energy system and for a residential energy storage system paired with a residential solar energy system that is no larger than 38.4 kilowatts alternating current nameplate rating. The legislation specifically requires cities and counties to implement an online, automated solar permitting platform (platform), such as SolarAPP+. SolarAPP+ is a web-based portal, developed by the National Renewable Energy Laboratory, that automates project plan review and produces code-compliant approvals to support building departments in quickly issuing permits for residential solar energy system installations. A city with a population of 50,000 or fewer that is not exempt shall satisfy the requirements by September 30, 2024.

The California Energy Commission (CEC) is administering the CalAPP Program to support California cities and counties to establish online solar permitting. CalAPP funding is intended to encourage cities and counties to further enhance permitting processes and accelerate processing and turnaround time, particularly regarding plan review. Overall, funding is intended to promote the development of residential solar and solar-plus-storage systems, greatly decreasing approval times, cutting permitting costs for local governments and homeowners, and helping California meet its greenhouse gas emission reduction goals through an easier installation process. The CEC is currently accepting CalAPP grant applications. 207
Council Agenda Report April 4, 2023 Page 2 of 2
Discussion: The solicitation of applications for the California Automated Permit Processing Program grant funding opportunity is included as attachment 02. For a city with population less than 50,000 the maximum award amount is $40,000. Costs allowed to be covered by this grant include staff time, consulting services, equipment, training and three years of subscription and maintenance costs. If awarded, grant funds must be spent by May 31, 2027.

Financial Implications: If grant funds are awarded, upon Acceptance, funds should be appropriated into the Fiscal Year 2022-23 budget as follows:

Account# 27103110
Revenue 33244: Housing, Community Development Grants $40,000 Expense 46122: Software Purchases/Upgrades $40,000
Environmental Review: Application and acceptance of this grant is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies)
Policy Implications: The Development Services Department intends to implement an automated solar permitting platform concurrently with the City Council Strategic Plan Priority

5.2, Digital Government, Action Item 1, “Upgrade the CommunityPLUS permit tracking software to provide robust opportunities to increase workflow efficiencies and provide customer access to real time status and permit information.”
Financial Impacts: If awarded, acceptance of these grant funds will offset the cost of implementing an automated solar permitting platform and compliance with state law. 208

GRANT FUNDING OPPORTUNITY
California Automated Permit Processing Program
GFO-21-402
Addendum 01
https://www.energy.ca.gov/funding-opportunities/solicitations State of California
California Energy Commission
June 2022
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Table of Contents
I. INTRODUCTION .............................................................................................................................................1 A. PURPOSE OF SOLICITATION......................................................................................................................................1 B. KEY WORDS/TERMS ..............................................................................................................................................2 C. PROJECT SCOPE OF WORK.......................................................................................................................................2 D. FUNDING .............................................................................................................................................................3 E. KEY ACTIVITIES SCHEDULE .......................................................................................................................................6 F. QUESTIONS ..........................................................................................................................................................6 G. APPLICANTS’ ADMONISHMENT & RESPONSIBILITY........................................................................................................7 H. BACKGROUND.......................................................................................................................................................7 II. APPLICANT ELIGIBILITY REQUIREMENTS........................................................................................................9 A. ELIGIBILITY ...........................................................................................................................................................9 B. FIRST-COME, FIRST-SERVED ....................................................................................................................................9 C. TERMS AND CONDITIONS ........................................................................................................................................9 III. APPLICATION ORGANIZATION AND SUBMISSION INSTRUCTIONS ............................................................... 10 A. APPLICATION CONTENT ........................................................................................................................................10 B. METHOD FOR DELIVERY .......................................................................................................................................10 IV. EVALUATION AND AWARD PROCESS........................................................................................................... 11 A. APPLICATION EVALUATION ....................................................................................................................................11 B. NOTICE OF PROPOSED AWARD AND AGREEMENT DEVELOPMENT .................................................................................11 C. GROUNDS TO REJECT AN APPLICATION OR CANCEL AN AWARD.....................................................................................12 D. MISCELLANEOUS .................................................................................................................................................12 E. EVALUATION CRITERIA..........................................................................................................................................13

ATTACHMENTS
Attachment
Number
Title of Section
01 Application Form (requires signature)
02 Agreement Terms and Conditions
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I. Introduction
NOTE: This solicitation is for the California Automated Permit Processing (CalAPP) Program and the solicitation documents are unique and different from other California Energy Commission solicitations. Please do not use attachments from other Energy Commission grant solicitations as this will result in disqualification (e.g., EPIC and FPIP programs).

A. PURPOSE OF SOLICITATION
The purpose of this solicitation is to provide funding for California cities, counties, or cities and counties, to establish online, automated solar permitting. Senate Bill 129 (Skinner, Budget Act of 2021) appropriates $20 million in funding to the California Energy Commission (CEC) to support a funding program pursuant to this purpose.

Funding through CalAPP is available to all incorporated cities, counties, or cities and counties to implement an online, automated permitting platform that verifies code compliance and issues permits in real time for a solar energy system.

To meet its clean energy goals, California needs new renewable and storage resources, including rooftop solar and storage projects. Per the 2021 Senate Bill 100 Joint Agency Report, achieving 100% clean electricity in California requires an acceleration of the development of rooftop solar projects. CalAPP funding is intended to encourage cities and counties to further enhance permitting processes and accelerate processing and turnaround time, particularly regarding plan review. Overall, funding is intended to promote the development of residential solar and solarplus-storage systems, greatly decreasing approval times, cutting permitting costs for local governments and homeowners, and helping California meet its greenhouse gas emission reduction goals through an easier installation process. 211
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B. KEY WORDS/TERMS
Word/Term Definition
Adoption A term for when a new automated permitting platform is fully installed and operational for processing solar permits.

Applicant The entity that submits an application to this solicitation.

Application An applicant’s written response to this solicitation.

Authorized
Representative
Authorized Representative, the person signing the application form who has authority to enter into an agreement with the CEC.

CalAPP California Automated Permit Processing Program
CAM Commission Agreement Manager, the person designated by the CEC to oversee the performance of an agreement resulting from this solicitation and to serve as the main point of contact for the Recipient.

CAO Commission Agreement Officer
CEC State Energy Resources Conservation and Development Commission or, the California Energy Commission.

Days Days refers to calendar days.

NOPA Notice of Proposed Award, a public notice by the CEC that identifies award recipients.

Platform Online, automated solar permitting platform
Project Manager The person designated by the applicant to oversee the project and to serve as the main point of contact for the CEC.

Project Partner An entity or individual that contributes financially or otherwise to the project (e.g., match funding, provision of a test, demonstration or deployment site), and does not receive CEC funds.

Recipient An entity receiving an award under this solicitation.

Solicitation This entire document, including all attachments, exhibits, any addendum and written notices, and questions and answers (“solicitation” may be used interchangeably with “Grant Funding Opportunity”).

State State of California
C. PROJECT SCOPE OF WORK
The applicant may apply for grant funding through CalAPP. Awarded applicants, in consultation with the local fire department, district, or authority, shall implement an online, automated solar permitting platform (platform), such as SolarAPP+. SolarAPP+ is a web-based portal, developed by the National Renewable Energy Laboratory, that automates project plan review and produces code-compliant approvals to support building departments in quickly issuing permits for residential solar energy system installations. Attachment 1, the Grant Application Form, is the scope of work.

If choosing to adopt a tool other than SolarAPP+, the CEC will verify that it meets the following requirements:
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1. The platform verifies code compliance and issues permits in real time to a licensed contractor for a solar energy system, or an energy storage system paired with a solar energy system, that is no larger than 38.4 kilowatts alternating current nameplate rating.

2. The platform is consistent with the system parameters and configurations of SolarAPP+ as described in D.6, the Verification section of this solicitation manual.

D. FUNDING

1. Amount Available and Minimum/Maximum Funding Amounts There is a minimum of $19,000,000 available for grants awarded under this solicitation.

Funding levels vary based on population size of the applicant’s jurisdiction, from a minimum of $40,000 to a maximum of $100,000 per awarded applicant. Funding amounts are the maximum that can be invoiced by the awardee to the CEC. The CEC will issue payment only for eligible costs supported by required documentation.

Applicant Population Maximum Funding Award Amount
Less Than 50,000 $40,000
50,000 to 99,999 $60,000
100,000 to 200,000 $80,000
Greater Than 200,000 $100,000

2. Population Determination
The maximum funding award amount is determined by the latest population estimates as of January 1, 2021, or sooner and provisional population estimates as of January 1, 2022, provided by the State of California Department of Finance. Population estimates for each city and county can be accessed at https://dof.ca.gov/forecasting/demographics/.

County applicants shall NOT include the population of each city within that county for the purpose of identifying a corresponding award amount since each city can apply individually. A county’s population for purposes of this GFO is considered the population outside of incorporated cities within the county’s borders.

3. Statutory Funding Deadlines
Funding through CalAPP is available for encumbrance (funding reservation) until June 30, 2023, and available for liquidation until June 30, 2027. However, due to administrative deadlines, Recipients will have to complete activities, including final invoicing before the liquidation date. Deadlines to submit an application and complete funded activities are identified in Section E below.

4. Budget Costs
Allowable Costs only include reasonable amounts and rates for the following:
 Ongoing staff labor costs associated directly with the adoption, and maintenance of a qualifying online, automated permitting platform, including:
 In-house staff time, including IT resources
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 Third-party consultation services
 Ongoing, in-house staff time spent on staff training specific to the platform.  Ongoing costs associated with training installers, developers, and other external parties in the use of the system, including but not limited to:
 Facility rental
 Training printouts and materials
 Essential hardware or equipment necessary to support the adoption of a qualifying platform, which could not otherwise be completed without such hardware or equipment.
 Following the adoption of an online, automated permitting platform, a maximum of three years of maintenance and subscription costs for permit tracking software in support of the adopted permitting platform.
 Maintenance may include adding support for energy storage paired with solar energy system permitting to an existing platform such as SolarAPP+.  Jurisdictions that have started the process of adopting an automated, online solar permitting platform may still apply for funds to go towards any of the ongoing allowable costs in this list in order to complete their full adoption.

Unallowable Costs include:
 Software not related to the adoption of a qualifying online, automated permitting platform.
 Any costs incurred or activities conducted prior to entering into a grant agreement with the Energy Commission or incurred after the grant agreement has ended.  Typically excluded items such as food and beverages.
 Fines and penalties.
 Advertising costs.
 Permit processing fees charged by operator of an online platform to the user.  All other costs not identified as allowable.
 Unreasonable amounts or rates.

5. Invoicing and Payment
 Payment is issued as reimbursement for eligible costs.  CAM will provide template invoice spreadsheet to Recipient.  If invoicing for in-house staff time, the template invoice spreadsheet must identify the employee’s name, hours worked, and billing rate to be included as a reimbursable expense.
 The first invoice must follow the successful adoption of a qualifying solar permitting platform and will be verified by CEC staff prior to payment approval. Following the first invoice after successful adoption, recipients may invoice as frequently as once per month during the grant agreement for post-adoption activities allowed under 214
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section I.D.4. To avoid processing and workload delays, CEC staff highly encourage a frequency of no more than quarterly.
 Reimbursement is for:
 Paid Costs. Paid costs are expenses which the Recipient has already made payment.
o For invoicing, Recipient must submit paid invoices/receipts, or other supporting documentation for line-item expenses over $500. o For expenses under $500, Recipients will have to retain documentation in case it is requested by CEC staff, such as part of an audit.

6. Verification
The recipient shall submit the first invoice to the CEC following successful adoption of a qualifying permitting platform. The applicant will indicate on the invoice form that the platform has been fully adopted. CEC staff will verify successful adoption of a platform prior to approving payment of an invoice. The applicant agrees to assist CEC staff with verification, which may include:
 Verifying adoption of SolarAPP+ with the National Renewable Energy Laboratory (NREL) or other authorized collaborating partner.
 Declaration and attestation of completed grant requirements.  Written report, including screenshots, if the platform is not SolarAPP+.  An online virtual meeting that includes screen-sharing a live demonstration of the platform and answering CEC staff questions.
 In-person site visit to demonstrate an in-house platform to CEC staff.  Pictures, system overviews, and other items requested by CEC staff.

Applicants choosing to adopt a permitting tool other than SolarAPP+ will be required to attest to minimum capabilities supported by the tool. Applicants must adopt a qualifying tool that:
 Performs an automated plan review for residential solar energy systems that completes automatic code compliance checks based on user inputs (such as a contractor), thereby enabling or otherwise issuing permits instantly when the project is confirmed as code compliant, without the need for human review.  Supports online, immediate fee payment once an application is complete, which may include auto-invoicing of permit fee costs.
 Supports immediate generation of a permit job card following payment confirmation.
 Blocks noncompliant applications from receiving a permit.  Either:
o Stand-alone permitting tool; or
o Integrates with current software and inspection platform already in use 215
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CEC staff will review these capabilities during the verification process prior to approving payment of invoices.

7. Reporting
Following adoption and verification of a qualifying platform, the Energy Commission may request, and the Recipient will provide if requested, annual data on the number of permits issued for solar energy systems and a solar energy system paired with an energy storage system including relevant characteristics of those systems, such as system capacity.

E. KEY ACTIVITIES SCHEDULE
Key activities, dates, and times for this solicitation and for agreements resulting from this solicitation are presented below. An addendum will be released if the dates change for activities that appear in bold.

ACTIVITY DATE TIME1
Solicitation Release June 1, 2022
Deadline to Submit Applications May 1, 2023* 11:59 p.m.

Questions and Answers Ongoing
Anticipated Notice of Proposed Award Posting Date Ongoing Anticipated Energy Commission Approval Ongoing
Anticipated Agreement Start Date Ongoing
Anticipated Agreement End Date May 31, 2027
* Because the encumbrance deadline for these funds is June 30, 2023, applicants filed late in the process up to the deadline might not receive funds if the CEC cannot process them in time (e.g., many applicants wait until the last minute and submit all at once). Accordingly, applicants are encouraged to apply as early in the application process as possible.

F. QUESTIONS
During the solicitation process, direct questions to the Commission Agreement Officer (CAO) listed below:

Kevyn Piper, Commission Agreement Officer
California Energy Commission
715 P Street
Sacramento, California, 95814
Telephone: (916) 827-9241
E-mail: [email protected]
The CAO can answer administrative questions directly to applicants. But if questions of a technical nature arise, the CAO may answer by publicly posting questions and answers in order to provide all applicants the information at the same time. If an applicant discovers a conflict, discrepancy, omission, or other error in the solicitation at any time prior to 5:00 p.m. of the application deadline date, the applicant may notify the CEC in writing via electronic mail and

1 Pacific Standard Time or Pacific Daylight Time, whichever is being observed. 216
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request modification or clarification of the solicitation. The CEC, at its discretion will provide modifications or clarifications by either an addendum to the solicitation or by written notice to all entities that requested the solicitation.

Any verbal communication with a Commission employee or anyone else concerning this solicitation is not binding on the State and will in no way alter a specification, term, or condition of the solicitation. Therefore, all communication should be directed in writing via electronic mail to the assigned CAO.

G. APPLICANTS’ ADMONISHMENT & RESPONSIBILITY
This solicitation manual contains application requirements and instructions. Applicants are responsible for carefully reading the solicitation, asking appropriate questions in a timely manner, ensuring that all solicitation requirements are met, submitting all required responses in a complete manner by the required date and time, and carefully rereading the solicitation before submitting an application. In particular, please carefully read the Application and Evaluation Criteria and Grounds for Rejection in Part IV of this Solicitation Manual and any other resource materials located at: https://www.energy.ca.gov/programs-and-topics/programs/californiaautomated-permit-processing-program-calapp.

Applicants are solely responsible for the cost of developing applications. This cost cannot be charged to the State of California. Applicants should not submit any confidential information in their applications. Applications that include confidential information will be rejected.

All submitted documents will become public records upon its inclusion on the ongoing posting of the Notice of Proposed Awards.

In addition to any other right reserved to it under this solicitation or that it otherwise has, if the CEC determines, in its sole and absolute discretion, that if an agreement is not being successfully executed with an applicant in a timely manner, the CEC may cancel a proposed award and award funds to another applicant, if applicable.

H. BACKGROUND
CalAPP is authorized with the passage of Senate Bill 129 (Skinner, Budget Act of 2021). The program is receiving $20 million from the General Fund (up to $1 million available for administrative costs). The funds appropriated shall be used to support a grant program for cities, counties, or cities and counties to establish online solar permitting.

Existing law requires every city, county, or city and county to develop a streamlined permitting process for the installation of small residential rooftop solar energy systems, and to approve administratively applications to install such systems through the issuance of a building permit or similar nondiscretionary permit.

This solicitation addresses solar permitting processes for city and county building departments by providing grant funding to further improve plan review and approval turnaround time, particularly for small residential rooftop solar energy systems. Improving permitting processes to issue permits quickly is intended to promote the development of solar and storage projects and support California’s clean energy goals.

The Energy Commission is aware of proposed legislation that may impact CalAPP. if signed into law. Senate Bill 379, introduced by Senator Wiener in 2021, in its amended version as of May 13, 2022, may require CalAPP awardees to comply with the following provision if this bill is signed into law with existing provisions intact:
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 Within one year of implementing an online, automated solar permitting system, a city, county, or city and county shall report annually to the Energy Commission on the number of permits issued for solar energy systems and an energy storage system paired with a solar energy system and the relevant characteristics of those systems.

If this or any other law is enacted that impacts CalAPP, applicants agree to comply with the provisions applicable to them.
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II. Applicant Eligibility Requirements
A. ELIGIBILITY
Strikethrough Disclaimer: Strikethrough language contained within brackets to be removed.

This solicitation is open to all California cities, counties, or cities and counties (including any incorporated towns [and villages]) that will have costs associated with establishing online solar permitting. Applications from any other entities will not be accepted. Grant applications must be completed and signed by an authorized representative of the applicant’s jurisdiction or will be rejected as indicated in Section IV.E.

B. FIRST-COME, FIRST-SERVED
Applications for grant funding will be processed on a first-come, first-served basis. Qualifying applications for funding are intended to be accessible to any California jurisdiction interested in adopting a qualifying online, automated permitting platform such as SolarAPP+. Eligible applicants may only receive one award under this solicitation. Multiple applications submitted by the same applicant will be rejected. Staff will continue receiving and processing applications until funding is exhausted or until the application deadline, whichever is first.

Prospective applicants are encouraged to submit a complete application as soon as possible to ensure that funding remains available. Applications will be reviewed on a pass/no pass basis using criteria defined in this solicitation manual.

C. TERMS AND CONDITIONS
Each grant agreement resulting from this solicitation will include terms and conditions that set forth the recipient’s rights and responsibilities. By signing the Application Form (Attachment 1), each applicant agrees to enter into an agreement with the CEC to conduct the proposed project according to the terms and conditions that correspond to its organization, without negotiation.

Standard terms and conditions are included as Attachment 2. Failure to agree to the standard terms and conditions by taking actions such as failing to sign the Application Form or indicating that acceptance is based on modification of the terms will result in rejection of the application.

Applicants must read the terms and conditions carefully. The CEC reserves the right to modify the terms and conditions prior to executing grant agreements. 219
June 2022 Page 10 GFO-21-402
California Automated Permit Processing (CalAPP)
Program
III. Application Organization and Submission Instructions A. APPLICATION CONTENT
Below is a description of application materials. Completeness in submitting all required information is critical for timely approval and successful implementation.

Application Form (Attachment 1)
This form requests basic information about the applicant and the project. The application includes an original form that includes all requested information. The application must be signed by an authorized representative of the applicant’s organization or will be rejected as indicated in Section IV.E.

The application form collects information that will be used to develop and execute a grant agreement with the CEC. By signing this document, the applicant attests that all information provided is true and correct, and the applicant agrees to the terms of this solicitation.

B. METHOD FOR DELIVERY
The method of delivery for this solicitation is via email to the CalAPP program inbox, [email protected]. This allows applicants to submit their electronic documents to the CEC prior to the date and time specified in this solicitation. Electronic files must be in Microsoft Word XP (.doc format) or PDF formats unless originally provided in the solicitation in another format. Attachments requiring signatures may be electronically signed or scanned and submitted in PDF format with a wet signature. Applications received after the application due date and time may not be processed. Please note the CEC is not responsible for delays in submitting applications. The due date and time are based on when the CEC receives the application. If an applicant sends its application before the due date and time but it for whatever reason is delayed and the CEC does not receive it until after the deadline, the application will be rejected. Please plan accordingly.

Applicants will receive an automated acknowledgement e-mail after submitting their application via email to the CalAPP program inbox. You may contact the Commission Agreement Officer identified in the Questions section of the solicitation for more administrative assistance. 220
June 2022 Page 11 GFO-21-402
California Automated Permit Processing (CalAPP)
Program
IV. Evaluation and Award Process
A. APPLICATION EVALUATION
Applications for grant funding will be evaluated and processed based on responses to the information requested in this solicitation on a first-come, first-served basis. Information collected in the application form (attachment 1) will be used to reach an award decision on a pass/no pass basis. A passing application for funding is intended to be accessible to any eligible jurisdiction interested in adopting a qualifying online, automated permitting platform. Submitted applications will be assigned to CEC staff and processed in the order they are received. Applications achieving a “no pass” mark will be reviewed by an Evaluation Committee for confirmation of that determination.

Staff will continue accepting and reviewing applications until funding is exhausted or until the application submittal deadline, whichever is first. Eligible applicants may only receive one award under this solicitation. Multiple applications submitted by the same applicant will be rejected.

Applications will be evaluated in one stage:

Application Evaluation - Pass/No Pass
Applications will be submitted to the Evaluation Committee for review based on the Application and Evaluation Criteria in Section E of this Part.
 An application must achieve a “pass” in each section of the Application and Evaluation Criteria.
 Clarification Interviews: The Evaluation Committee may conduct optional telephone interviews with applicants during the evaluation process to clarify and/or verify information submitted in the application. However, these interviews may not be used to change or add to the content of the original application. Applicants will not be reimbursed for time spent answering clarifying questions.
 All sections must receive a passing score for the application to be approved for an award.

B. NOTICE OF PROPOSED AWARD AND AGREEMENT DEVELOPMENT

1. Notice of Proposed Award
Applications that achieve a “pass” in the evaluation criteria will proceed.  CEC staff will post a Notice of Proposed Award (NOPA) on an ongoing basis at its discretion that includes: (1) the total funding amount; and (2) the amount of each award. The CEC will post the NOPA on its website, including an email to the program list serve. Proposed awards must be approved by the CEC.  Debriefings: Unsuccessful applicants may request a debriefing after the release of the NOPA by contacting the Commission Agreement Officer listed in Part I via electronic mail. A request for debriefing must be received no later than 30 calendar days after the NOPA is released.

Applications that are rejected or achieve a “no pass” mark may submit a new application according to the requirements outlined in the solicitation. 221
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California Automated Permit Processing (CalAPP)
Program

2. Agreements
Applications recommended for funding will be developed into a proposed grant agreement to be considered for CEC approval. Recipients may begin the project only after full execution of the grant agreement (i.e., signature by the Recipient and the CEC).  Agreement Development: The Contracts, Grants, and Loans Office will send the Recipient a grant agreement for approval and signature. The agreement will include the applicable terms and conditions and will incorporate this solicitation and the application by reference. The CEC reserves the right to modify the award documents (including the terms and conditions) prior to executing any agreement.  Failure to Execute an Agreement: If the CEC is unable to successfully execute an agreement with an applicant in a timely manner, it reserves the right to cancel the pending award and use the funds elsewhere, such as to fund the next eligible application.

C. GROUNDS TO REJECT AN APPLICATION OR CANCEL AN AWARD
Applications that do not pass the screening stage will be rejected. In addition, the CEC reserves the right to reject an application and/or to cancel an award for any reason, including any of the following:
 The application contains false or intentionally misleading statements or references that do not support an attribute or condition contended by the applicant.  The application is intended to erroneously and fallaciously mislead the State in any way.  The application does not comply or contains caveats that conflict with the solicitation, and the variation or deviation is material.
 The applicant has included a statement or otherwise indicated that it will not accept the terms and conditions, or that acceptance is based on modifications to the terms and conditions.
 The application contains confidential information or identifies any portion of the application as confidential.

D. MISCELLANEOUS

1. Solicitation Cancellation and Amendment
It is the policy of the CEC not to solicit applications unless there is a bona fide intention to award an agreement. However, if it is in the State’s best interest, the CEC reserves the right, in addition to any other rights it has, to do any of the following:
 Cancel this solicitation;
 Revise the amount of funds available under this solicitation, including maximum funding award amounts;
 Amend this solicitation as needed; and/or
 Reject any or all applications received in response to this solicitation.

If the solicitation is amended, the CEC will post it on the CEC’s website at:
https://www.energy.ca.gov/funding-opportunities/solicitations. The CEC will not reimburse applicants for application development expenses under any circumstances, including cancellation of the solicitation.

2. Modification or Withdrawal of Application
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California Automated Permit Processing (CalAPP)
Program
Applicants may withdraw or modify a submitted application before the deadline to submit applications by sending a letter to the Commission Agreement Officer listed in Part I.

Applications cannot be changed after that date and time.

3. Confidentiality
Though the entire evaluation process from receipt of applications up to the posting of the NOPA is confidential, all submitted documents will become publicly available records after the CEC posts applicant’s name on the ongoing NOPA or the solicitation is cancelled.

The CEC will not accept or retain applications that identify any portion as confidential.

4. Solicitation Errors
If an applicant discovers any ambiguity, conflict, discrepancy, omission, or other error in the solicitation, the applicant should immediately notify the CEC of the error in writing and request modification or clarification of the solicitation. The CEC will provide modifications or clarifications by written notice to all entities that requested the solicitation. The CEC will not be responsible for failure to correct errors.

5. Immaterial Defect
The CEC may waive any immaterial defect or deviation contained in an application. The CEC’s waiver will not modify the application or excuse the successful applicant from full compliance with solicitation requirements.

6. Disposition of Applicant’s Documents
Upon the posting of applicant’s name on the ongoing NOPA, its application and related materials submitted in response to this solicitation will become property of the State and publicly available records.

NOTE ABOUT SIGNATURES: The CEC may have waived the requirement for a signature on application materials for this solicitation. If a notice regarding CEC’s waiver of the signature requirement appears here: https://www.energy.ca.gov/funding-opportunities/solicitations, the waiver applies to this solicitation. In the event of a conflict between the notice and any language in this solicitation regarding signatures, the notice will govern.

E. EVALUATION CRITERIA
Proposals will be evaluated based on the Evaluation Criteria below. ALL items in the Evaluation Criteria must pass to be approved for a proposed award.

APPLICATION AND EVALUATION CRITERIA
The Application Form (Attachment 1) must respond to each criterion below. The responses must directly relate to the solicitation requirements and focus as stated in the solicitation. 223
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Evaluation Criteria Pass/No
Pass

1. Administrative Screening
 The application is received by the CEC by the due date and time specified in the “Key Activities Schedule” in Part I of this solicitation and is received in the required manner (e.g., by e-mail).
 The application form is signed where indicated.

2. Complete Application
 All required sections of the application form are complete, and all information provided is true and correct to the best knowledge of the applicant.
 The applicant selected the correct funding amount according to the corresponding population size.

3. Intention to Adopt Qualifying Platform
 The applicant successfully identifies a qualifying permitting platform to implement as required in Section I.C.
 For platforms other than SolarAPP+, the applicant clearly describes its capabilities and how it meets solicitation requirements. 224
Resolution 2023-XXX April 4, 2023 Page 1 of 2
Resolution 2023-XXX
Adopted by the City of South Lake Tahoe
City Council
April 4, 2023
California Automated Permit Processing Program Grant Application

BACKGROUND
A. To meet its clean energy goals, California needs new renewable and storage resources, including rooftop solar and storage projects. Per the 2021 Senate Bill 100 Joint Agency Report, achieving 100% clean electricity in California requires an acceleration of the development of rooftop solar projects.

B. Senate Bill 379 (Wiener, 2022) requires most California cities and counties to implement an online, automated permitting platform that verifies code compliance and issues permits in real time or allows the city to issue permits in real time for a residential solar energy system and for a residential energy storage system paired with a residential solar energy system that is no larger than 38.4 kilowatts alternating current nameplate rating.

C. The California Energy Commission (CEC) is administering the CalAPP Program to support California cities and counties to establish online solar permitting.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED that the City Council of the City of South Lake Tahoe:

1. Authorizes the Director of Development Services to submit an application(s) to the California Automated Permit Processing Program for an amount up to $40,000.

2. Authorizes the City Manager or designee to execute in the name of the City of South Lake Tahoe, all grant documents, including but not limited to, applications, agreements, amendments, and requests for payment, necessary to secure grant funds and implement the approved grant project.

4. Agrees to comply with all applicable federal, state, and local laws, ordinances, rules, regulations, and guidelines.

5. If awarded, authorizes acceptance of grant funds up to $40,000 and authorizes the Finance Director to load the budget into the Fiscal Year 2022-23 as follows:

Account#27103110
Revenue 33244: Housing, Community Development Grants $40,000 Expense 46122: Software Purchases/Upgrades $40,000
Adopted by the City of South Lake Tahoe City Council on April 4, 2023 by the following vote:

Ayes:

Noes:
225
Resolution 2023-XXX April 4, 2023 Page 2 of 2
Abstain:

Absent:

Cristi Creegan, Mayor
Attest:

Susan Blankenship, City Clerk
226
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 4
Agenda Item: Contract with West Coast Paving for Pothole Repair on Pioneer Trail, Johnson Blvd and Park Ave
Executive Summary: The 2022-23 winter has created significant number of potholes throughout the City. The City Council will consider a contract with West Coast Paving, Inc., in the amount of $244,840, plus 10% contingency in the amount of $24,840 for pothole repairs on Pioneer Trail, Johnson Blvd and Park Ave. The pothole repairs will include grinding the pavement and using hot mix asphalt for a more permanent pothole repairs. Other roadways in the City will be treated with cold patch asphalt by City crews.

CEQA Determination: The project is categorically exempt from CEQA review under CEQA Guidelines section 15301(c) (Existing Facilities).

Responsible Staff Member: Anush Nejad, Director of Public Works Responsible Staff Member: Randy Carlson - Associate Civil Engineer (530) 542-6033 Mark Frisina - Resident Engineer (530) 542-7415
Reviewed and Approved By:

Anush Nejad, Director of Public Works
Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Heather Stroud, City Attorney
Attachments:
01-Staff Report - Pothole Repair Contract.docx
02-Pothole Repair Contract.docx
227
Council Agenda Report April 4, 2023 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2022
Title: Contract with West Coast Paving for Pothole Repair on Selected Roadways Location: Pioneer Trail, Johnson Blvd and Park Avenue
Responsible Staff Member: Randy Carlson (530) 542-6033
Background: The 2022-23 winter storms have created significant number of potholes throughout the city. Pioneer Trail, Johnson Blvd. and Park Avenue are high traffic volume roadways and have experienced significant potholes. City Staff has been repairing these potholes on an on-going basis.

However, in order to repair these potholes, a contractor is required to apply hot-mix asphalt. City staff will continue repair of other potholes throughout the City using cold mix asphalt.

Issue and Discussion: The potholing services will be provided for three specific roadways:

1. Pioneer Trail

2. Johnson Blvd

3. Park Avenue
City staff have driven these corridors and measured the total area for treatment, which is approximately 7,530 Square Feet.

On March 16, 2023, the Public Works Department advertised the 2023 Pothole Repair Project on the City Planet Bids website. 292 vendors were notified. 14 bidders downloaded the bid documents. The Project bidding period closed on March 28, 2023. Public Works received two sealed bids, which were publicly opened and read aloud at the scheduled bid opening located at the City Public Works Building. The lowest responsible and responsive bidder was determined to be West Coast Paving Inc. with a bid amount of $244,840.00. The Engineer’s Estimate for the bid was $275,000.

The bid results are as follows:

Name of Contractor Bid Price
West Coast Paving Inc. $244,840.00
Qualcon Contractors Inc. $322,520.00
Financial Implications: The lowest responsive and responsible bid received for this project was from West Coast Paving Inc. in the amount of $244,840.00. Utilizing the City Paving Fund Account, there are sufficient funds to award the bid with the City’s standard 10% contingency in the amount of $24,480.
228
Council Agenda Report April 4, 2023 Page 2 of 2
The Street Overlay Program account currently has $3,467,566 available, which is primarily a combination of Measure S and Southwest Gas Reimbursement funds. To fund this contract, the following amounts are needed:

Expense Description Amount
West Coat Paving Inc. $244,840
10% Construction Contingency $24,480
Materials Testing $5,000
Labor Compliance Oversite $5,000
TOTAL ANTICIPATED EXPENSES $279,320
Environmental Considerations: This project is considered roadway rehabilitation and will not extend the boundaries of the existing roadways. As such, the project is exempt from Tahoe Regional Planning Agency (TRPA) permits and the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15301(c) (Existing Facilities). All applicable best management practices will be utilized to protect air and water quality during construction.

Policy Implications: The City Council has included Street Rehabilitation as one of their Strategic Priorities and Goals in their 2021-2026 Strategic Plan. This project will help accomplish the City Council’s objective as well as provide adequate roadways for all to use. 229

CITY OF SOUTH LAKE TAHOE

DEPARTMENT OF PUBLIC WORKS

AGREEMENT
City of South Lake Tahoe

DEPARTMENT OF PUBLIC WORKS

AGREEMENT
for
2023 POTHOLE REPAIR PROJECT
PWC 23-30150005-01
CITY BID NO. 23-30150005-01-BN1
THIS AGREEMENT is made and entered into this _4th__ day of April 2023, by and between the City of South Lake Tahoe, a political subdivision of the State of California, herein designated “City”, and West Coast Paving, herein designated as “Contractor.” WITNESSETH, that the City and the Contractor, in consideration of the mutual covenants hereafter set forth, agree as follows:

ARTICLE 1 - THE WORK
Contractor agrees to furnish all labor, tools, equipment, facilities, materials, transportation and services necessary to perform and complete, in a good and workmanlike manner, the 2023 POTHOLE REPARI PROJECT as required pursuant to the Contract Documents.

ARTICLE 2 - COMMENCEMENT AND COMPLETION
The Work to be performed under this Agreement shall commence at the time as specified in the Notice to Proceed, and the Contractor shall diligently undertake the performance of the obligations as set forth in the Contract Documents to achieve Final Completion of the Work (as defined at Section 9.9 Special Provisions) on or before May 26, 2023 (the “Contract Time”). No grading or excavation or other land disturbance will be allowed between October 15th and May 1st; all Work shall be performed after the issuance of the Notice to Proceed, and Final Completion achieved within the contract time as set forth in these Contract Documents.

The City and the Contractor recognize that time is of the essence of this Agreement and that the City will suffer financial loss if the Work is not completed within the time specified herein, plus any extensions thereof allowed in accordance with the Contract Documents. The City and Contractor also recognize the delays, expense, and difficulties involved in proving the actual loss 230
suffered by the City if the Work is not completed within the Contract Time. Accordingly, instead of requiring any such proof, and pursuant to the Contract Documents, the City and the Contractor agree that as liquidated damages (but not as a penalty), the Contractor shall pay the City the sum of $500 for each calendar day beyond May 19, 2023, and continuing until Bidder achieves Milestone #1, Substantial Completion (per Document 00100, Article 1.04.A.1), and $500 for each calendar day beyond May 26, 2023, that portion of the Contract Time within which the Bidder is required to achieve Milestone #2, Final Completion (per Document 00100, Article

1.04.A.3).

In accordance with the Contract Documents, including, without limitation Document 00400.4.2 (“Bid Proposal”), the daily amount that Contractor may charge to the City for all delay costs, direct and indirect (and inclusive of all expenses and damages, including, without limitation, jobsite and home office overhead costs and extended general conditions) applicable to the first sixty (60) calendar days of Compensable Delay, if any, is Zero dollars per calendar day, the amount set forth by Contractor in Document 00400.4.2 (“Bid Proposal”). This sum shall represent the exclusive and sole amount (i.e., payment in full for any and all direct and indirect delay costs) that Contractor, on behalf of itself and subcontractors and suppliers, of every tier, shall receive for any and all Compensable Delay(s) during the first sixty (60) calendar days of actual, Compensable Delay at the Project. Delay costs that may arise from Compensable Delay, if any, beyond the first sixty (60) calendar days of a Compensable Delay, if allowable, shall thereafter be governed by, and subject to, the applicable provisions of Sections 8 and 9 of the Standard Specifications, as modified by the Special Provisions, and the Contract Documents.

ARTICLE 3 - CONTRACT PRICE
The City agrees to pay, and the Contractor agrees to accept, in current funds for the performance of the Work pursuant to the Contract Documents, the Contract Sum for the completion of the Work in accordance with the Contract Documents as follows:

BID
ITEM
NO.

BID ITEM DESCRIPTION UNIT
BID
QTY

UNIT BID
PRICE

BID ITEM
TOTAL
1 Mobilization LS 1 $12,000 $12,000
2 Traffic Control LS 1 $18,000 $18,000
3 Temporary Erosion Control LS 1 $4,000 $4,000
4 Pothole Repair SQFT 7530 $28.00 $210,840
Daily Rate for Compensable Delay Cal
Day 60 $0.00 $0.00
TOTAL CONTRACT SUM $244,840.00
For the Total Contract Sum of two hundred forty-four thousand, eight hundred forty dollars and zero cents.
231
The above Total Contract Sum includes all allowances, if any, provided for in the Contract Documents.

Compensation for Unit Price Items shall be based upon the unit prices stated in the above schedule multiplied by the actual quantities or units of work and materials performed or furnished. Unit prices paid by the City may change depending on actual quantities or units of work completed in accordance with the Contract Documents.

ARTICLE 4 - PREVAILING WAGES
Pursuant to the provisions of California Labor Code, Sections 1770 to 1780, inclusive thereof, the Contractor, and any subcontractor, of any tier, shall pay not less than the prevailing rate of per diem wages as determined by the Director of the California Department of Industrial Relations.

In compliance with Senate Bill 854 and the California Labor Code, this project is subject to compliance monitoring and enforcement by the Department of Industrial Relations. Contractors must submit their certified payroll records directly to the Division of Labor Standards Enforcement Compliance Monitoring Unit through the electronic certified payroll reporting (eCPR) system, as well as to the City.

Pursuant to the provisions of California Labor Code Section 1773.2, the Contractor is hereby advised that copies of the prevailing rate of per diem wages and a general prevailing rate for holidays, Saturdays and Sundays and overtime work in the locality in which the Work is to be performed for each craft, classification, or type of worker required to execute the Contract, are on file in the City's office. The Contractor agrees that not less than said prevailing rates shall be paid to workers employed on this public works contract as required by Labor Code Section 1774.

These rate determinations are found on the State of California Department of Industrial Relations’ website at: http://www.dir.ca.gov/dlsr/DPreWageDetermination.htm.

ARTICLE 5 - CONTRACT DOCUMENTS
The Agreement includes and incorporates by reference the Contract Documents for the Project, which consists of the following documents:
(a) Notice to Bidders (Document 00100);
(b) Instructions to Bidders (Document 00200);
(c) Bid Proposal (Document 00400);
(d) Bidder's Bond (Document 00410);
(e) Designation of Subcontractors (Document 00420);
(f) Self-Performance Declaration (Document 00425);
(g) Debarment and Suspension Certifications (Document 00430); (h) Non-Collusion Declaration (Document 00432);
(i) Worker's Compensation Certification (Document 00435); 232
(j) Business and Professions Code Sections 7028.15 and 7031 Statement (Document 00440);
(k) Bidder's Statement of Financial Responsibility, Technical Ability and Experience (Document 00450);
(l) Equal Employment Opportunity Certification (Document 00460); (m) Non-Lobbying Certification (Document 00465);
(n) Disclosure of Lobbying Activities (Document 00466); (o) Agreement (Document 00500);
(p) Payment Bond Form (Document 00610);
(q) Performance Bond Form (Document 00620);
(r) Sample Escrow Agreement for Security Deposits In Lieu of Retention (Document 00630);
(s) Warranty/Guaranty Form (Document 00635);
(t) Acknowledgment of City Code (Document 00640);
(u) Bid Document Certification (Document 00650);
(v) The Standard Specifications of the State of California, Department of Transportation, dated 2018; the Standard Plans of the State of California, Department of Transportation, dated 2018, and the South Lake Tahoe Public Improvement and Engineering Standards;
(w) Special Provisions (which incorporate by reference, and, as specified, modify the Standard Specifications of the State of California, Department of Transportation, dated 2018; the Standard Plans of the State of California, Department of Transportation, dated 2018, and the South Lake Tahoe Public Improvement and Engineering Standards) (Document 00700);
(x) Supplemental Conditions (Document 00800), if any;
(y) General Requirements, if any;
(z) Construction Progress Documentation (Document 01300); (aa) Technical Specifications;
(bb) Contract Drawings;
(cc) Addenda (numbers 1 to 1, inclusive; and
(dd) Permits from other agencies as may be required by law. (ee) All Documents referenced as constituting the “Bid Documents” pursuant to Section 1.3 (“Bid Documents”) of the Special Provisions.

Exhibits to this Agreement are enumerated as follows:
• Exhibit A: Insurance Certificates and Endorsements
• Exhibit B: Payment Bond and Performance Bond
233
ARTICLE 6 - WORKERS’ COMPENSATION
Contractor shall take out and maintain during the life of the Agreement, adequate and sufficient workers’ compensation insurance for all Contractor’s employees employed at the site of improvements, and, if any Work is sublet, Contractor shall require each subcontractor similarly to provide workers’ compensation insurance for all of the latter’s employees, unless such employees are covered by the protection afforded by Contractor. If any class of employees engaged in Work under this contract at the site of the Project is not protected under workers’ compensation law, Contractor shall provide, and shall cause each subcontractor to provide, adequate insurance for the protection of employees not otherwise protected. Contractor shall indemnify the City and the California Department of Transportation for any damage resulting to it from failure of either Contractor or any subcontractor to take out or maintain such insurance.

By its signature upon this Agreement, Contractor certifies that it has carefully reviewed and is aware of the provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability for worker's compensation, or to undertake self-insurance in accordance with the provisions of the labor Code. Contractor, as a condition precedent to the commencement of its Work pursuant to the Agreement, shall comply with such provisions.

ARTICLE 7 - INDEMNITY AND INSURANCE
To the fullest extent permitted by law, including, without limitation, Civil Code section 2782, et seq., and in strict accordance with the Contract Documents, Contractor shall defend, indemnify, and hold harmless the City, its officials, officers, City Council members, employees, agent, the California Department of Transportation, the Project Manager, the Architect/Engineer, the Project consultants, and their respective principals, officers and employees, and each of them, of and from any and all claims, demands, suits, causes of action, damages, costs, expenses, attorneys' fees, losses, or liability, in law or in equity, of every kind and nature whatsoever related to, arising out of, or in connection with, Contractor's operations to be performed under this Agreement, and as otherwise set forth in Contract Documents, including, without limitation, Section 7-1.05A of the Standard Specifications, as modified by Section 7.11 of the Special Provisions. The obligations of defense and indemnity set forth in this Article, and in the Contract Documents, shall not be limited by any insurance requirements or obligations pursuant to the Contract Documents, and shall not extend to the sole negligence or willful misconduct of the City, or the active negligence of the City. The obligations arising from this Article shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity (including all duties to defend), which would otherwise exist as to a party, or person described elsewhere in the Contract Documents.

Contractor shall maintain the insurance coverage described in Section 7-1.06 of the Standard Specifications, as modified by Section 7.12 of the Special Provisions, throughout the performance of the Agreement, including any maintenance, warranty and/or guaranty periods.

This Agreement shall not be operative until evidence of such insurance has been provided to, and approved by, the City as to form, amount, and carrier. Contractor shall not allow any subcontractor to commence Work at the Project until subcontractor provides evidence to Contractor and City that subcontractor has obtained insurance acceptable to the City. 234
ARTICLE 8 - NOTICES
Whenever any provision of the Contract Documents requires the giving of written notice, it shall be deemed to have been validly given if delivered in person to the individual for whom it is intended, or if delivered at or sent by registered or certified mail, postage prepaid, to the address listed below:

Notices required to be given to City: Notices required to be given to Contractor:

Public Works Director/City Engineer West Coast Paving Inc.

City of South Lake Tahoe P.O. Box 19102
1740 D Street Reno, NV 89511
South Lake Tahoe, CA 96150-6251 ______________________________________ Notices required to be given to any surety(ies):

LP Insurance
300 E 2nd Street Ste 1300
Reno, NV 89501
ARTICLE 9 - MISCELLANEOUS

9.1 Terms. Terms used in this Agreement will have the meanings indicated in the Contract Documents.

9.2 Assignment. No assignment by a party hereto of any rights under or interests in the Agreement will be binding on another party hereto without the written consent of the party sought to be bound; and, specifically but without limitation, moneys that may become due and moneys that are due may not be assigned without such consent (except to the extent that the effect of this restriction may be limited by law), and unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under the Contract Documents.

9.3 Successors and Assigns. City and Contractor each binds itself, its partners, successors, assign, and legal representatives to the other party hereto, its partners, successors, assigns, and legal representatives in respect to all covenants, agreements, and obligations contained in the Contract Documents.

9.4 Severability. Any provision or part of the Contract Documents held to be void or unenforceable under any law or regulation shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon City and Contractor, who agree that the Contract Documents shall be reformed to replace such stricken provision or part thereof with a valid and enforceable provision that comes as close as possible to expressing the intention of the stricken provision.

9.5 South Lake Tahoe City Code. Contractor acknowledges that all pertinent provisions within the South Lake Tahoe City Code are incorporated by reference as though set forth in full herein, and, further, the failure of Contractor or any subcontractor, of any tier, to comply with any of its/their obligations under the Contract Documents, or the requirements of the South Lake Tahoe City Code, or any other applicable law, code, statute, or regulation, shall be deemed a material breach of the Agreement.
235

9.6 Third Party Beneficiary. Contractor expressly acknowledges the City's status as a third party beneficiary solely with respect to the performance to be rendered under each subcontract, of any tier, upon the Project, and, as a result, Contractor acknowledges that City possesses, inter alia, the rights enumerated within the South Lake Tahoe City Code as to the enforcement of obligations under subcontracts of any tier.

9.7 Regulatory Requirements. Contractor acknowledges that the Project is subject to requirements and regulations issued on behalf of various governmental and/or regulatory bodies, including, without limitation, the Lahontan Regional Water Quality Control Board and the Tahoe Regional Planning Agency, among others. Contractor agrees to fully and promptly comply with any and all requirements and regulations issued on behalf of such entities.

9.8 Governing Law. This Agreement and the Contract Documents shall be deemed to have been entered into in the County of El Dorado, State of California, and governed by California law. By entering into this Agreement, the Contractor consents and submits to the jurisdiction of Courts of the State of California, County of El Dorado, over any action of law, suit in equity, and/or other proceeding that may arise out of the Contract Documents.

IN WITNESS HEREOF, the said City of South Lake Tahoe, State of California, has caused this Agreement to be executed by its Mayor in its behalf, and the said Contractor has signed this Agreement the day and year first above written.
236
CITY OF SOUTH LAKE TAHOE CONTRACTOR:

By By
Cristi Creegan, Mayor Jeffrey Sander, President
Date Date
Business License No. 008425
APPROVED AS TO FORM:

By
Heather Stroud, City Attorney
ATTEST:

By
Susan Blankenship, City Clerk
237
Exhibit A
Insurance Certificates and Endorsements
238
Exhibit B
Payment Bond & Performance Bond
239
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 5
Agenda Item: Termination of Proclamation of Local Emergency Due to Severe Winter Storms Executive Summary: On March 14, 2023, the City Council ratified the proclamation of local emergency due to severe winter storms. This proclamation ensured the City was in the best position to garner the additional resources necessary to respond to the emergency conditions. The City's request for Public Assistance and Individual Assistance through the California Office of Emergency Services and Federal Emergency Management Agency is pending. Also on March 14, 2023, City Council requested that an item be brought back to consider a subsidy or reimbursement for residential snow removal. Staff is not recommending that such a program be established at this time because the urgent need has abated, and because of the significant costs and staff resources that would be required to stand up such a program and the challenges of establishing criteria to determine who should qualify for this assistance.

Now that the emergency conditions have abated, staff recommends adopting a resolution to terminate the proclamation of local emergency in accordance with the California Emergency Services Act, which requires that the local emergency be terminated at the earliest possible date that conditions warrant.

Requested Action / Suggested Motions: Pass a Resolution terminating the proclamation of local emergency due to severe winter storms.

Responsible Staff Member: Heather Stroud, City Attorney Responsible Staff Member: Heather Stroud, City Attorney (530) 542-6046 Joseph Irvin, City Manager (530) 542-6000
Reviewed and Approved By:

Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Attachments:
01-Staff Report Termination of Local Emergency.docx
02-Resolution Terminating Local Emergency.docx
03-Res 2023-014 Ratifying Proclamation of Local Emergency.pdf 04-California Disaster Assistance Act Letter to CalOES.pdf 240
Council Agenda Report- April 4, 2023 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2023
Title: Termination of Local Emergency Due to Severe Winter Storms Location: Citywide
Responsible Staff Members: Heather Stroud, City Attorney (530) 542-6046 Joseph Irvin, City Manager (530) 542-6000
Background:

On March 8, 2023, the Director of Emergency Services issued a Proclamation of Local Emergency Due to Severe Winter Storms, which was ratified by City Council on March 14, 2023 by adoption of Resolution No. 2023-014.

The California Emergency Services Act, California Government Code section 8630, requires that the City Council review the need for continuing the local emergency at least every sixty (60) days until such local emergency is terminated. Under Section 8630(d), the City Council is required to terminate the local emergency at the earliest possible date that conditions warrant.

Under South Lake Tahoe City Code section 1.15.020, and consistent with the California Emergency Services Act, “emergency” is defined as “the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, avalanche, or earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment and facilities of the city, requiring the combined forces of other political subdivisions to combat.” On March 9, Governor Newsom proclaimed a state of emergency covering El Dorado County, and on March 10, President Biden approved a Presidential Emergency Declaration.

Issue and Discussion:

At the time the Proclamation of Local Emergency was issued on March 8, the City had received a series of back-to-back storms with multiple feet of snow resulting in heavy snow loads on roofs, road damage, and other infrastructure and property damage within city limits, and a warm atmospheric river with significant rainfall was forecast to begin on March 9 and last for several days. Within City limits, six buildings collapsed, nine suffered a partial collapse or accessory structure collapse, and 20 additional buildings were red-tagged due to structural concerns. Some the red-tagged buildings have now been resolved and can be occupied. The City also experienced localized flooding from the rain-on-snow event. The Director of Emergency Services activated the City’s Emergency Operations Center (EOC) on March 9 and deactivated it on March 20. During 241
Council Agenda Report- April 4, 2023 Page 2 of 3
this time, the City’s EOC coordinated closely with the El Dorado County EOC and the Incident Management Team (IMT), which was activated within South Lake Tahoe and operated out of the City Council Chambers. The IMT was established under a unified command structure with South Lake Tahoe Fire Rescue (SLTFR), CalFire Amador-El Dorado Unit, and Lake Valley Fire Protection District.

The El Dorado County EOC and IMT acquired 8 strike teams of CalFire, Tahoe Douglas Fire Protection District, SLTFR, and other fire agency crews who assisted with flood mitigation and cleared snow from roofs with a focus on critical infrastructure such as South Tahoe Public Utility District sewer pump stations, county service buildings, Barton Hospital, senor living facilities, and schools. The State also sent a team of structural engineers and building inspectors to South Lake Tahoe area to assist with inspecting buildings with reported signs of damage from the snow load.

In addition to critical public infrastructure, these resources were also deployed to assist several elderly and disabled residents in dire need of snow removal assistance because of observed structural damage.

Proclaiming a local emergency allowed the City to acquire more resources to deal with the storm and its aftermath, including requesting assistance from state and federal agencies and waiving normal procurement rules for repairs to City facilities and infrastructure. The City entered into several contracts for emergency snow removal and flood mitigation work. Emergency snow removal contracts to clear snow from roofs of city facilities including the police and fire stations, public works facilities, City Hall/Airport Terminal, transit facilities, recreation center, and ice arena totaled approximately $280,000. Emergency flood mitigation contract work to address localized flooding in the Woodbine, Keys Boulevard, and Eloise areas and to purchase related equipment totaled approximately $40,000.

At the City Council meeting on March 14, 2023, City Council requested (Robbins, seconded by Friedrich) that an item be brought back to Council to consider providing a subsidy or reimbursement to residents for roof snow removal on private property. While we recognize that roof snow removal has presented a physical and/or financial burden for all property owners during this series of heavy storms, staff does not recommend that the City Council establish a subsidy or reimbursement program at this time because of the significant cost and staff resources that would be required to stand up such a program and the challenges of establishing criteria to determine who should qualify for this assistance. At this point in time, the urgent need for snow removal has abated. Staff recommends that its efforts and resources be focused on providing expediting building permit processing for structural damage due to the winter storm emergency.

As required by the California Emergency Services Act, staff is requesting that City Council consider terminating the Proclamation of Local Emergency due to Severe Winter Storms now that the emergency conditions have abated.

Financial Implications:

The City has requested Public Assistance and Individual Assistance through El Dorado County from the California Office of Emergency Services and Federal Emergency Management Agency (see attached request letter). The City’s Initial Damage Estimate is $14.2 Million, which includes the emergency response contracts summarized above as well as estimated damage to public and private property within City limits.
242
Council Agenda Report- April 4, 2023 Page 3 of 3
Environmental Considerations:

This action is not a project subject to environmental review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2), (5) because it is a continuing administrative activity and an organizational or administrative activity of the City that will not result in direct or indirect physical changes in the environment.

Policy Implications:

Proclaiming a local emergency when conditions warrant ensures that the City is in the best position to garner additional resources necessary to respond to the emergency and protect the general health and safety.
243
Resolution 2023-XXX April 4, 2023 Page 1 of 2
Resolution 2023-XXX
Adopted by the City of South Lake Tahoe
City Council
April 4, 2023
Terminating the Proclamation of Local Emergency Due to
Severe Winter Storms

BACKGROUND
A. On March 8, 2023, the Director of Emergency Services issued a proclamation of local emergency in the City of South Lake Tahoe due to severe winter storms which began in late February 2023 with multiple feet of snow resulting in heavy snow loads on roofs, road damage, and other infrastructure and property damage within city limits.

B. Beginning on March 9, a warm atmospheric river resulted in significant rainfall lasting for several days, causing localized flooding and further property damage to public and private property because of the large existing snowpack.

C. On March 14, 2023, the City Council ratified the proclamation of local emergency issued by the Director of Emergency Services by adopting Resolution No. 2023-014.

D. California Government Code section 8630 requires that the City Council review, at least every sixty (60) days until such local emergency is terminated, the need for continuing the local emergency, and requires that the local emergency be terminated at the earliest possible date that conditions warrant.

E. The City Council has reviewed the need to continue the existence of the local emergency and finds that the local emergency does not continue to exist under Section 1.15.020 of the South Lake Tahoe City Code and Section 8558(c) of the California Government Code.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

Terminates the Proclamation of Local Emergency due to Severe Winter Storms.

Adopted by the City of South Lake Tahoe City Council on April 4, 2023, by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Cristi Creegan, Mayor
244
Resolution 2023-XXX April 4, 2023 Page 2 of 2
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
245
Resolution 2023-014
Adopted by the City of South Lake Tahoe
City Council
March 14, 2023
Ratifying the Proclamation of Local Emergency Due to Severe Winter Storms

BACKGROUND
A. Under Section 1.15.030(C) of the South Lake Tahoe City Code, the Director of Emergency Services is empowered to issue a proclamation of local emergency if the City Council is not in session, to be ratified by the City Council within seven days thereafter.

B. Beginning in late February 2023, the City of South Lake Tahoe has received a series of backto-back storms with multiple feet of snow resulting in heavy snow loads on roofs, road damage, and other infrastructure and property damage within city limits. A warm atmospheric river resulted in significant rainfall beginning on March 9 and lasted for several days, causing widespread flooding and further property damage to public and private property because of the large existing snowpack.

C. The severe winter storms have created conditions of extreme peril to the safety of persons and property within the territorial limits of the City of South Lake Tahoe, and these conditions are likely to be beyond the control of the services, personnel, equipment, and facilities of the City.

D. On March 3, 2023, the El Dorado County Sheriff proclaimed a local emergency for El Dorado County under the California Emergency Services Act, California Government Code section 8850 et seq., due to the severe winter storms in February and March 2023, which was ratified by the El Dorado County Board of Supervisors on March 7, 2023, by adoption of Resolution No. 046-2023.

E. On March 8, 2023, the City Director of Emergency Services issued a Proclamation of Local Emergency Due to Severe Winter Storms for the reasons stated above.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

1. Ratifies the Proclamation of Local Emergency Due to Severe Winter Storms, as issued by the Director of Emergency Services on March 8, 2023, attached hereto as Exhibit A.

2. Deems the local emergency to continue to exist until terminated by the City Council.

3. Directs the Director of Emergency Services to report to City Council at least every 60 days until terminated by the City Council as required by California Government Code section 8630.

Res 2023-014
246
Adopted by the City of South Lake Tahoe City Council on March 14, 2023 by the following vote:

Yes: Creegan, Friedrich, Bass and Wallace
No: Robbins
Cristi Creegan (Mar 14,023 15:31 PDT)
Cristi Creegan, Mayor
Attest:
~
Sue Blankenship {Mar 14, 2023 10:41 PDT)
Susan Blankenship, City Clerk
D t Mar 14, 2023
a e: -----
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.

Res 2023-014
247
Proclamation of Local Emergency Due to Severe Winter Storms By the Director of Emergency Services
March 8, 2023

8. Beginning in late February 2023, the City of South Lake Tahoe has received a series of backto-back storms with multiple feet of snow resulting in heavy snow loads on roofs, road damage, and other infrastructure and property damage within city limits. Weather forecasts indicate a warm atmospheric river will result in significant rainfall beginning on March 9 and lasting for several days, which is expected to cause widespread flooding and further property damage to public and private property because of the large existing snowpack.

D. On March 3, 2023, the El Dorado County Sheriff proclaimed a local emergency for El Dorado County under the California Emergency Services Act, California Government Code section 8850 et seq. , due to the severe winter storms in February and March 2023, which was ratified by the El Dorado County Board of Supervisors on March 7, 2023, by adoption of Resolution No. 046-2023.

E. The City Council is not now in session and cannot immediately be called into session.

NOW THEREFORE, IT IS HEREBY PROCLAIMED THAT

1. I find that the conditions in Section 1.15.020 of the South Lake Tahoe City Code and Section 8558( c) of the California Government Code, relating to the proclamation of a local emergency are met, and that a local emergency now exists throughout the City of South Lake Tahoe.

2. During the existence of this local emergency, the powers, functions, and duties of the Director of Emergency Services shall be those prescribed by state law ordinances, and resolutions of the City of South Lake Tahoe, as well as the City of South Lake Tahoe's Emergency Operations Plan.

Res 2023-014
248

3. The Director of Emergency Services is authorized to obtain any and all assistance from local, county, state, and federal agencies, including but not limited to aid and assistance pursuant to the California Disaster Assistance Act.

4. The Director of Emergency Services may authorize emergency purchases under Section

3.45.070 of the South Lake Tahoe City Code as needed to address this local emergency.

5. The Director of Emergency Services may modify personnel policies as needed to address this local emergency and maintain essential City services.

6. The City of South Lake Tahoe is subject to immunity under Government Code section 8655 to the maximum extent provided by law for any actions taken in furtherance of addressing this local emergency.

7. This proclamation of local emergency shall continue for no more than seven days unless ratified y City Council.

Joseph Irvin
Director of Emergency Services/
City Manager
Approved as to Form:
µ~
Heather Stroud
City Attorney
Res 2023-014
Date: -;f s/-zoz_?,
249
Res 2023-014 Ratifying Proclamation of Local
Emergency
Final Audit Report
Created:

By:

Status:

Transaction ID:
2023-03-14
jo Mcdonough [email protected])
Signed
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2023-03-14
"Res 2023-014 Ratifying Proclamation of Local Emergency" His tory
~ Document created by jo Mcdonough [email protected]) 2023-03-14 - 5:38:46 PM GMT- IP address: 128.92.136.146 ~ Document emailed to Sue Blankenship ([email protected]) for signature 2023-03-14 - 5:40:28 PM GMT
~ Email viewed by Sue Blankenship ([email protected]) 2023-03-14 - 5:40:45 PM GMT- IP address: 128.92.136.146 0o Document e-signed by Sue Blankenship ([email protected]) Signature Date: 2023-03-14- 5:41 :02 PM GMT - Time Source: server- IP address: 128.92.136.146 ~ Document emailed to [email protected] for signature 2023-03-14- 5:41 :03 PM GMT
~ Email viewed by [email protected]
2023-03-14 - 10:31 :29 PM GMT- IP address: 104.47.64.254 0'o Signer [email protected] entered name at signing as Cristi Creegan 2023-03-14 - 10:31 :50 PM GMT- IP address: 47.25.118.95 0o Document e-signed by Cristi Creegan ([email protected]) Signature Date: 2023-03-14 - 10:31 :52 PM GMT - Time Source: server- IP address: 47.25.118.95 9 Agreement completed.
2023-03-14 - 10:31 :52 PM GMT
Names and email addresses are entered into the Acrobat Sign service by Acrobat Sign users and are unverified unless otherwise noted.

Adobe Acrobat Sign
250
1901 Lisa Maloff Way, Ste. 203 │ South Lake Tahoe, CA 96150 │ (530) 542-6000 │ www.cityofslt.us Office of the City Manager
Joseph D. Irvin
March 14, 2023
Director Nancy Ward
California Governor’s Office of Emergency Services
3650 Schriever Avenue
Mather, CA 95655
RE: Request for Public Assistance – Severe Winter Storms 2023 Dear Director Ward:

On March 8, 2023, the City of South Lake Tahoe’s Emergency Services Director proclaimed a local emergency due to severe winter storms, which was ratified by the City Council on March 14 (enclosed).

The City activated its Emergency Operations Center as of 11am on March 9. We recognize and appreciate that on March 9, the Governor proclaimed a state of emergency covering El Dorado County and the City of South Lake Tahoe and requested a Presidential Emergency Declaration, which was approved on March 10, because the emergency conditions from the storms are beyond the control of the services, personnel, equipment, and facilities of the County and City, and emergency conditions require the combined forces of a mutual aid region to combat. To date, we have had 10 red-tagged structures, of which seven are collapses, including residential and commercial buildings from heavy snow loads within city limits and expect there will be more. We are also experiencing localized flooding from the rain-on-snow event that started on March 9 and is expected to continue through March 15.

The City also requests Public Assistance and Individual Assistance under the California Disaster Assistance Act and the Robert T. Stafford Act. We have enclosed an Initial Damage Estimate (IDE) and forwarded the IDE to El Dorado County OES to be included in the county-wide IDE. We look forward to continued partnership with your office on this and other emergencies impacting our communities.

Respectfully,
Joseph D. Irvin
Emergency Services Director/City Manager
cc: El Dorado County OES
State Senator Marie Alvarado-Gil
State Assembly Member Megan Dahle
251
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 6
Agenda Item: 2022-2023 Master Fee Schedule
Executive Summary: A public hearing was conducted at the March 14th, 2023 meeting. The 2022-2023 Master Fee Schedule incorporates CPI adjustments, reflects continuing efforts to promote full cost recovery for certain fees, incorporates market comparisons, and adds new fees adopted by City Council over the past year. The Master Fee Schedule seeks to balance the City's cost recovery goals, market conditions, and overall policy considerations.

Requested Action / Suggested Motions: Pass a Resolution adopting the Annual Master Schedule of Fees and Charges for City Services.

Responsible Staff Member: Akemi Nishimura, Accountant I Responsible Staff Member: Akemi Nishimura, Accountant I, (530) 542-6061 Reviewed and Approved By:

Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Heather Stroud, City Attorney
Attachments:
01-Staff Report - 2023 Master Fee Schedule.docx
02-Resolution Master Fee Schedule 2023.docx
03-Master Fee Schedule 2023 (Exh. A to Reso.).pdf
04-Financial Policy.pdf
05-Master Fee Schedule 2023 (Red-Lined).pdf
252
Council Agenda Report- April 4, 2023 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2023
Title: 2022-2023 Master Fee Schedule
Location: Finance Department
Responsible Staff Member: Akemi Nishimura, Accountant I, (530) 542-6061; Olga Tikhomirova, Director of Finance, (530) 542-7431
Background:

User fees in California are required to conform to the California Constitution (including Proposition 26) and statutory requirements including Government Code Sections 66014 through 66018.5.

User fees imposed to provide specific services, to cover reasonable regulatory costs to issue licenses and permits, or for entrance to or use of city property are generally excluded from the definition of “tax” under Proposition 26. Section 1(e) of article XIIIC of the California Constitution describes these exceptions. One of these exceptions is regarding fees for the use of City property such as the campground. These fees are not limited to cost-recovery and the city can charge whatever the market will bear.

Issue and Discussion:

After a comprehensive user fee study in fiscal year 2014-2015 city staff continues to evaluate the fees and charges annually for appropriateness of the fee structure and the cost of the service provided. The comprehensive Financial Policies previously adopted by Council regarding user fees states:

The City provides certain services to its residents and businesses that are funded in whole or in part by fees that are intended to cover all or a portion of the cost of providing such services. To the extent User Fees do not cover the entire cost of providing such services, the General Fund subsidizes the additional expense. Careful examination of User Fees shall enhance the stability of the General Fund.
…fees shall be adjusted by no less than the amount of the annual change in the Consumer Price Index.

Staff’s last CPI update was adopted by the City Council on March 15, 2022. It is fiscally prudent at this time to consider an adjustment of the fees by the CPI change that has occurred since the previously adopted period.

Consistent with the City Council motion passed at the February 19th, 2019 meeting, staff is using the San Francisco-Oakland-Hayward Urban All Items index (formerly the San Francisco-OaklandSan Jose Urban All Items index). This index has been historically utilized to apply an increase to those fees that are not restricted by either local market forces or otherwise dictated by state or local laws and ordinances. The current rate of increase is 4.88%. Excluded from the change are 253
Council Agenda Report- April 4, 2023 Page 2 of 3
fees that are bound by agreement or are limited by State or City Code. Further consideration for fee changes is as follows:
 Revenue derived from User Fees shall not exceed the cost of providing the overall service
 The method of collecting and assessing fees shall be as simple as possible  Fee levels shall be sensitive to the market for similar services  The cost recovery shall consider the community-wide benefit versus special benefit  The cost recovery shall consider the financial benefit to the service user  Consideration has been made for Proposition 26 requirements The Master Fee Schedule attached shows the existing fees as well as the proposed fees to be in effect upon adoption by the City Council, or as soon thereafter as practical. Also noted is the dollar amount of the change, which in most cases is minimal.

AREAS OF EXCEPTION TO THE PROPOSED 4.88% INCREASE AND OTHER CHANGES:

Recreation Services: Per recommendations noted in the 2015 City Wide Fee Study, Recreation Program fees are market based. As such staff decided to reject CPI increase on some programs and accept it in other programs where fees were below market rate. Where CPI increase was rejected, the program fees were compared to similar providers in the area such as Kahle Community Center, Carson Valley Swim Center, and Incline Village Parks and Recreation.

Staff accepted CPI increases for Facility and Building Rentals based on the market rates and the high demand combined. Staff also proposed to clarify an existing cancelation fee on facility use permits of $50 as there is a wide range of rental uses, some of which reserve facilities six months or more in advance. For larger events staff proposed the flexibility to increase the cancelation fee accordingly. In addition, Bijou Community Park Parking Lot Rental fee was added to account for an increasing number of park events that include requests to close the park to vehicle traffic.

In keeping with the strategic priority of Recreation and Equitable Access, staff proposed Free Swim for Children 3 Years and Under with a Paying Adult, which is more in line with the local market.

Campground fees with hook-ups, as well as tent cabin fees, were removed as they are no longer available due to renovation as part of the 56-Acre Master Plan. As a replacement, Standard Cabin fees were added for wooden permanent structures located outside the construction zone. Existing campground fees were unchanged due to the ongoing renovation impacts and limited access.

Development Services: Staff proposed new fees under Building Permit & Inspection to clarify the fee types and rates and removed obsolete ones. Residential Suppression and Fire Safety fees were added for consistency with Fire Department.

New Special Event Permit fees were proposed in anticipation of Council adoption of new Special Event Guidelines, including a permit review fee of zero dollars for special events produced by a non-profit and free to the public per Council direction at the February 14th, 2023 meeting.

Additionally, new fees were proposed for Qualified VHRs which are only allowed to operate 30 days in a permit cycle.

Per Resolution 2022-104, a review policy and fees were established in August 2022 for publicly visible art on private property. Resolution 2022-128 adopted in October 2022 established a cost recovery fee for General Plan, Community Plan, Area Plan and Plan Area Statement amendment 254
Council Agenda Report- April 4, 2023 Page 3 of 3
applications, which replaced the obsolete fees. These fees were not amended by CPI increase in the current schedule.

After the March 14th, 2023 meeting, an obsolete/duplicated fee for Special Event Review/Permit was identified, which has been redlined in the updated Master Fee Schedule provided as Attachment 5.

Public Works: Staff accepted all CPI increases for the current year except Transportation Permit, whereas the fees were significantly above market rate. These fees were compared to similar providers in the area such as Caltrans and El Dorado County.

Fire Department: Staff accepted all CPI increases for the current year. New Defensible Space Inspections fees were proposed to replace an obsolete one for AB38 (Real Estate Sale).

Police Department: Staff accepted all CPI increases for the current year except the Initial Alarm Permit Application fees, which was rolled back to the rate actually charged last year, and then increased by CPI. Furthermore, Parking Garage fees for Holidays and after-business hours were added for clarification per South Tahoe Joint Powers Parking Financing Authority Resolution 2018-01.

Airport: Per Resolution 2022-132, cost recovery fees were revised for Offices, Fuel Flowage Fee, Parking, and Hangars for one-year effective January 1st, 2023. Office spaces and parking fees were increased to meet fair market rates. Based on the Rates and Fees Study, Hangar and Storage Unit Rental fees were also updated and no longer differentiate between aeronautical and non-aeronautical use.

Per Resolution 2022-147, a new Aircraft Landing Fee Rate Structure was established effective January 1st, 2023 which replaced the obsolete fee table in the Master Fee Schedule. Staff accepted all CPI increases for existing fees except Movement Area Filming fee, which is a flat rate. Refundable and non-refundable security deposits were rolled back to appropriate rates as they are not subject to CPI increase. Airport Hangar Waitlist Fee was added to be more in line with similar providers and to filter out less committed applications.

City Clerk: Staff accepted all CPI increases for the current year except the Notary Service fee, which is determined by California Government Code Section 8211.

Finance: The passage of Measure B on June 5, 2012 precludes any CPI changes to the tax rate per $1,000 of gross receipts and sets the maximum annual tax of $20,000; therefore, no changes to the Business and Professions Tax Rates were proposed. Staff accepted CPI increases for Administrative and Business License Fees including Technology Fee, which was increased from $11 to $12.

Financial Implications:

Fees that are less than full cost recovery will be required to be subsidized by other General Fund revenues.

Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) Guidelines section 15378(b)(5) (organizational or administrative activities that will not result in direct or indirect physical changes in the environment).

Policy Implications: Implementation of the recommended fees for Fiscal Year 2022-2023 is consistent with the City’s adopted Financial Policies of cost recovery for City provided services where applicable.
255
Resolution 2023-XXX April 4, 2023 Page 1 of 2
Resolution 2023-XXX
Adopted by the City of South Lake Tahoe
City Council
April 4, 2023
Adopting the Annual Master Schedule of Fees and Charges for City Services 2022-2023

BACKGROUND
A. User fees in California are required to conform to the California Constitution including Proposition 26 and statutory requirements including Government Code Sections 66014 through 66018.5. User fees imposed to provide specific services, to cover reasonable regulatory costs to issue licenses and permits, for entrance to or use of city property, and fines for violating the City Code are generally excluded from the definition of "tax" under Proposition 26. Section 1 (e) of article XIIIC of the California Constitution describes these exceptions.

B. Staff’s last CPI update was adopted by the City Council on March 15th, 2022. It is fiscally prudent at this time to adjust fees by the CPI change that has occurred since the previously adopted period.

C. The City of South Lake Tahoe has conducted an analysis of the costs of its services, and wishes to recover the costs of providing services, such that general revenues are not diverted from general services to subsidize services.

D. Pursuant to Government Code Sections 66016 and 66018, certain specific fees to be charged for services must be adopted by the City Council by Resolution after providing and holding a public hearing. The City Council held a duly noticed public hearing on March 14, 2023.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

1. Adopts the new fee amounts according to the implementation dates as set forth in the applicable codes and all fees and charges as presented in the Master Fee Schedule attached hereto as Exhibit "A."
Adopted by the City of South Lake Tahoe City Council on April 4, 2023 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date: _________
256
Resolution 2023-XXX April 4, 2023 Page 2 of 2
Cristi Creegan, Mayor
Attest:
_______________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
257
City of South Lake Tahoe
Master Fee Schedule
Adopted April 4th, 2023
258
Master Schedule of Fees and Charges for City Services
Table of Contents

RECREATION
RECREATION COMPLEX…………………………………………………………………………………………………………...1-2 GOLF COURSE…................................................................................................................................2 CAMPGROUD………………………………………………………………………………………………………………………….....2 BOAT RAMP………………………………………………………………………………………………………………………………..3 ICE ARENA…………………………………………………………………………………………………………………………………..3

DEVELOPMENT SERVICES & PUBLIC WORKS DEPARTMENTS
BUILDING……………………………………………………………………………………………………………………………………4 HOUSING…………………………………………………………………………………………………………………………………….4 PLANNING……………………………………………………………………………………………………………………………….4-5 PUBLIC WORKS- ENGINEERING…………………………………………………………………………………………………..6

POLICE AND FIRE DEPARTMENTS
FIRE..……………………………………………………………………………………………………………………………………….7-8 POLICE……………………………………………………………………………………………………………………………………8-11

INTERNAL SERVICES
AIRPORT………………………………………………………………………………………………………………………………......12 CITY CLERK………………………………………………………………………………………………………………………………..13 FINANCE….………………………………………………………………………………………………………………………………..13 259
Adopted Fee
4/4/2023

FACILITY RENTALS
Building Rental:

Gymnasium hourly $67
Meeting Rooms, Recreation Complex hourly $37
Kitchen, Recreation Complex hourly $31
Senior Center Large Multi-Purpose Room hourly $61
Senior Center, Conference Room hourly $44
Senior Center, Arts & Crafts Room hourly $44
Public Shower Adult/discount for senior, disabled, youth each $3/$2 Non-Profit Organizations 25% Off Base Rate 25%
Recognized Local Youth Sport Organizations May Have Free Use of Meeting Rooms in the Recreation Complex No Charge $0
Group Rentals May Be Subject to $500 minimum or $1,500 maximum Security Deposit and/or Cleaning Fees at the Discretion of the City of South Lake Tahoe $500 (Security Deposit) $500 Minimum or $1,500 Maximum Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or$50 Maximum Pool Rental (Per Hour):

Swimming Pool Hourly Rental Rate hourly $80
Lifeguard Hourly Rate (Rental) hourly actual cost at fully burdened rate + overhead
Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or$50 Maximum Outdoor Park Facility Rentals:

Alcohol Use Permit, City Sanctioned Public/Private Outdoor Facilities each $62 Bijou Park, Kiwanis Picnic Shelter (4 Hours) hourly $165 Bijou Park, Rotary Picnic Shelter (4 Hours) hourly $165 Recreation Complex Group Picnic Areas (4 Hours) hourly $165 Gazebos and Picnic Areas beyond 4 hour minimum rental hourly $44 Mon-Thur $/hr $211
Fri & Sun $/hr $273
Sat $/hr $332
Public Special Event Park Rentals:

Lakeview Commons Special Event Rental, Attendance up to 500 persons day $1,039 Lakeview Commons Special Event Rental, Attendance 501-2,000 persons day $1,298 Bijou Bike Park or Skate Park Rental day $242
Disc Golf Course Rental for Tournaments & Special Events (Bijou Park) day $254 Bijou Park Concession (absent lease agreement) day $285 Bijou Park Sport Court (Per Day) daily $254
Late Payment Penalty Fee 10% of total rental fee due
Bijou Community Park Parking Lot Rental daily $100
Community Playfield Parking Lot Rental daily $100
Special Event Vendor Fee Not to Exceed $125 per event Not to Exceed $125 per event Non-Profit Organizations 25% Off Base Rate 25%
Late Payment Penalty Fee 10% of total rental fee due
Group Rentals May Be Subject to $500 Security Deposit and/or Cleaning Fees at the Discretion of the City of South Lake Tahoe $500 (Security Deposit) $500 Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or$50 Maximum Facility Day Use (Includes Pool, Weight Room, Gym, Ping Pong, Foosball, Traversing Wall):

Adult: 18-54 Year each $6
Youth: 18 Years and Under each $4
Senior 55 Years and Up or Permanent Disability each $5
Daily Day Rate for Medi-Cal, WIC , and Veteran Participants:

Adult: 18 and Over each $3
Youth: 18 Years and Under each $2
Multi-Use Passes:

Adult – 20 Use each $80
Adult – 90 Day each $160
Senior or Permanent Disability – 20 Use each $50
Senior or Permanent Disability – 90 Day each $120
Youth – 20 Use each $45
Youth – 90 Day each $95
Individual Annual Pass each $225
Family Annual Pass (up to 4 people) each $825
South Tahoe Recreation Passport each $22
Administrative Fee for replacement of annual passes only each $10 Non-Profit Organizations 25% Off Base Rate 25%
Recreation Complex
Fee Description Unit
Private Rental: Regan Beach West and Lakeview Commons (Per Hour; 2-Hour Minimum)

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Adopted Fee
4/4/2023
Swimming Programs:

H2O Exercise: Adult 18-54 years each $7
H2O Exercise: Senior or Permanent Disability each $6
H2O Exercise: Adult 18-54 years - 10 Use Pass each $50
H2O Exercise: Senior or Perm Disability – 10 Use Pass each $40 H2O Exercise: Individual Annual Pass each $295
Swimming Lessons (Group) 8 Class Session each $47
Swimming Lessons (Group) 6 Class Session each $37
Private Lessons (25 minutes) 1 Student each $31
Private Lessons (25 minutes) 2 Students each $42
Private Lessons (25 minutes) 3 Students each $52
Children 3 years and Under Are Free with a Paying Adult for Recreation Swim Only each $0 Master Swim Drop In each $10
Master Swim Session (6 weeks) each $60
Non-Profit Organizations 25% Off Base Rate 25%
Youth and Teens:

Star Camp Care (pre- and post-camp child care, per hour) each $8 Youth Adventure Camps each Fee based on production costs Kid’s Summer Day Camp each $35
Kid’s Summer Day Camp (Weekly Fee) each $150
Kid’s Summer Day Camp Multi-Child Discount 10% off base fee 10% Adopted Fee
4/4/2023
9 Hole each $18
Senior each $16
9 Hole Youth (14 and under, fee valid after 12 pm daily) each $11 9 Hole Family (1 adult & 1 youth (14 and under), after 12pm daily) each $22 Add 9 Holes each $11
Twilight each $15
Cart Rental each $5
Club Rental each $15
Walker/Spectator each $5
Passes:
20 Use each $240
10 Use each $135
10 Use Twilight (after 3 pm) each $110
10 Use Senior each $120
10 Use Family (1 Adult & 1 Youth (14 and under) after 12 pm daily) each $160 10 Use Youth (14 and under, valid after 12 pm daily) each $85 Individual Season Pass (no restrictions) each $450
Administrative Fee for replacement of annual passes only each $10 Adopted Fee
4/4/2023
Spring/Fall - No hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $41 Summer - No hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $45 Spring/Fall Standard Cabin (includes $10 infrastructure fee) per day $90 Summer Standard Cabin (includes $10 infrastructure fee) per day $90 Reservation Fee (non-refundable) each $10
Cancellation Fee (Inside 30 days from arrival date) One night rental fee $50 Cancellation Fee (Outside 30 days of arrival date) each $10 Dump Fee (charged to campers not staying in our campground) each $15 Extra person each $6
Visitor Day Use each $5
Pets each $2
Extra Vehicle (no holding tanks) each $6
Motorcycles and Electric Scooters each $3
Late Checkout Fees per site $10
Golf Course
Fee Description Unit
Campground
Fee Description Unit
Fee Description Unit
Recreation Complex (cont.)

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Adopted Fee
4/4/2023
Day Use per day $17
Annual Pass each $138
Adopted Fee
4/4/2023
ICE ARENA:

Learn to Play n/a Free
Morning School Skate n/a Free
School Skate Week (PE program) n/a Free
Military Discount (Served In combat area) n/a Free
Wounded Warriors (military event) n/a Free
Charity Events (i.e. St. Baldrick's), fees subject to review n/a Ice free all day Ice Sheet Rental See schedule for rates by time per hour $491 Party Room Full (hourly - 1 hour minimum) per hour $88
SKATING PROGRAMS:

Public Skate: Adult 18-54 years - varies per person $22 Public Skate: Youth (between 5-18 years) - varies per person $22 Public Skate: Child 5 & under - varies per person $8
Public Skate: Senior 55 & up - resident per person $8
Public Skate: Senior 55 & up - varies per person $22
Blue Card (available to frequent users/members) each n/a Skate Rental each $4
Free Style - Drop - In each $17
Hockey - Drop - In per person $17
Hockey League: Adult 18-54 years, 10 games each $380
Hockey League: Single Game each $33
Hockey League: Youth each $113
SKATING LESSONS:

Skate/Hockey School: per lesson per lesson $16
Private Skate lessons (1 student, 2 student, 3 or more) per lesson Varies by instructor City Sponsored Ice Programs:

Partnerships with City recreation programs fee determined by program type and need
Fee determined by program type and
need
Facility Rentals (various use agreements):

Year Round Rentals for Rec Programs/Rec Center typically billed monthly Refer to contract Refer to contract **The listed Ice Arena Fees represent the maximum allowable charges.

Ice Arena**
Fee Description Unit
*The Division of Boating and Waterways currently limits these fees to $17 for Day Use and $138 for an Annual Pass.

Fee Description Unit
Boat Ramp*

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Adopted Fee
4/4/2023
Encroachment Permit:

Encroachment Permit (each approach) includes overlays and replacements each $215 Encroachment Permit Existing each $215
Encroachment Permit Remove and Replace each $215
Building Permit & Inspection:

Building Permit Fee (25% plan review deposit due with application) Valuation shall be determined at the discretion of the Building Official utilizing the most current square foot valuation based on the proposed use and type of construction as published by the International Code Council or construction contract value submitted by the applicant
% of valuation 2% of valuation - $250 minimum
Administrative Processing per hour/ 1 hr min. $122
Deferred Submittal or Revision % of valuation 2% of valuation - $250 minimum Active Building Permit Extension each $182
Building Plan Review Extension each $182
In House Plan Review Hourly Rate per hour / 1 hr min. $122 Expedited Plan Review per hour / 1 hr min. $242
Stop Work Notice of Violation each $407
Stop Work/Red Tag Permit Fee each 2x the Building Permit Fee Special Building Inspections
per hour / 1 hr. min. regular working
hours
per hour / 3 hr. min. outside of
regular working hours
$169
Reinspection Fee
per work, for which an inspection
was requested, is not ready for
inspection
$169
Document Printing & Copying per page $0.10
Permit Technology Fee each permit $12
Illegal Unit Review each $1,053
Admin Fee for Cost of Collection on Liens, Nuisance, etc. % of collection costs % of collection costs Temporary Certificate of Occupancy Application each $169 Express/Over The Counter Permit each $250
Residential Suppression Sys–50 hds/Dry Chem sys per inspection $236 Residential Suppression Sys-200 hds per inspection $575 Fire Safety Plan Review – SFD each $119
Well Deconstruction (Electrical and Pluming Terminations) each $56 General Plan/Community Plan/Area Plan Maint. Fee each $1.09 per $1,000 valuation Vacation Home Rental Fees:

Vacation Home Rental Permit Inspection Fee each $164
Vacation Home Rental Permit Re-Inspection Fee each $99
Adopted Fee
4/4/2023
Loan Subordination Fee each $2,057
Multi-Family Dwelling Inspection Fee each unit $99
Single Room Occupancy Inspection Fee each unit $99
Reinspection Service per hour / 1 hr. min. $169
Substandard Condition Inspection each $625
Adopted Fee
4/4/2023
Allocations:

Deposit – Building Permit per application $1,000
Residential Permit Processing per living unit $746
General Permits:

Major General Planning Application (variance, special use permit, major design review, wireless communications facilities, small wireless communications facilities) application $3,064 Minor General Planning Application (minor variance, minor design review, eligible facilities request) application $970
Permit Revision and/or Permit Extension each $571
Categorical Exemption each $78
Negative Declaration Review each $4,201
Negative Declaration Preparation each $7,606
EIR/EIS each Cost of consultant + 25%
Development Services - Building
Fee Description Unit
Fee Description Unit
Development Services - Housing
*Specific flat rate fees below are consolidated for consistency with minimum building permit fee Development Services - Planning
Fee Description Unit

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Adopted Fee
4/4/2023
Other Permits:

Fence Permits each $277
Home Occupation Permit each $139
Minor Sign Review and Approval each $153
Major Sign Review and Approval each $381
Sign Application Revision each $153
Locally Unique Sign Application each $3,064
Minor Special Event Permit each $220
Major Special Event Permit each $437
Non-Profit Producer and Free to the Public - Special Event each $0 Temporary Use Permit each $656
Temporary Arts & Crafts Shows per show $673
Certificate of Compliance (Subdivision Map Act) each $845 Tentative Subdivision Map each $5,568
Condominiumization of Existing Residential Dev. each $5,726 Vacation Home Rentals:

Vacation Home Rental Application fee each $521
Vacation Home Rental Permit – Annual Fee
4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more occupants
$250
$500
$1000
$1,325
Vacation Home Rental Permit Master Report report $66
Qualified Vacation Home Rentals:

Qualified Vacation Home Rental Application fee each $521 Qualified Vacation Home Rental Permit – Annual Fee
4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more occupants
$100
$150
$200
$250
Hosted Rental Fees:

Hosted Rental Permit each $274
Hosted Rental Annual Renewal Fee each $274
Cannabis Use Permit:

Cannabis Use Permit each $5,536
Cost Recovery Deposit Amounts for Cannabis Use Permit and Development Agreement
a) Retailer / Cultivator / Testing Lab/ Manufacturing/ Distribution each $22,864 b) Microbusiness each $24,069
Annual Inspection Fee each $1,999
Re-Inspection Fee each $851
Other Services:

Zoning Letter each $241
Document Copying page $0.10
Planning Review of Building Permits per hour/1 hr. min. $122 Admin Fee for Cost of Collection on Liens, Nuisance, etc. % of collection costs 25% Historic Determination each $227
Public Notice Label Preparation each $223
Planning Documents:

General Plan Amendment each Fully burdened hourly staff cost and/or cost of consultant-$8,855 deposit
Community Plan Amendment/Area Plan/Plan Area Statement each Fully burdened hourly staff cost and/or cost of consultant-$8,855 deposit
Annexation:

Annexation each Fully burdened hourly staff cost
Mobile Vending:

Location Permit each $571
New Vendor Permit each $172
Renewal Permit each $86
Publicly Visible Art On Private Property:

Public Murals each $0
Non-mural Publicly Visible Art each $250
Fee Description Unit
Development Services - Planning (cont.)

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Adopted Fee
4/4/2023
Street/Property Abandonment each $3,119
Single-Family Residential Public Works plan review fee each $440 Multi-Family Residential Public Works plan review fee (6 units or less) each $508 Large Multi-Family Residential Public Works plan review fee (7 or more units) each $1,628 Commercial Development/Redevelopment Public Works plan review fee (less than 1 acre site) each $508
Commercial Development/Redevelopment Public Works plan review fee (greater than 1 acre site) each $1,628
GIS Fee (special requests for information/maps) each $330 Traffic Control Permit each $407
Grading Fee < 3 cubic Yards (no fee) project $0
Grading Fee 3 - 7 Cubic Yards project $539
Grading Fee 8 - 350 Cubic Yards project $911
Grading Fee 350+ Cubic Yards project $2,349
Parcel Merger/Lot Line Adjustment/Parcel Maps each $2,851 Final Subdivision Map each $6,616
Obstruction Permit each $292
Street Trench Permit (Greater Than 250 Cubic Yards) each $1,441 Encroachment (Street Cut) Permit/Minor each $729
Encroachment (Street Cut) Permit/Major; base + 1.5% of Construction value >$20,000 each $729
Transportation Yearly Permit each $148
Transportation Single Permit each $105
Road Closure, One Day day $454
Road Closure, 2-30 days days $747
Monitoring Well Permit; price for each well up to 3 wells/locations. Greater than 3 is half price each up to 3 $446
Monitoring Well Destruction, Each Well each $332
Private Trench Crossings in Addition to the Encroachment Fee each $388 Stop Work Fee each $687
Investigation fees (grading work > 3 cubic yards without a City or other TRPA/Water Board Permit) each $625
Storm water Inspection Fee: Commercial each $249
Storm water Inspection Fee: Commercial Reinspection each $125 Storm water Inspection Fee: Industrial each $311
Storm water Inspection Fee: Industrial Reinspection each $125 Easement Request/Review each $1,349
Time Extension – Existing Permits each Equal to cost of the existing permit base fee
Special Agreement Review; actual costs on a time and material basis using staff hourly rates against a deposit based on scope estimation project Actual Reproduction Fee per 23x26 sheet file plans and record
maps
$4
Street Name Change; actual costs of City staff, equipment, and materials each Actual Unapproved Work (ROW)/Correction Fee/Inspections of Repairs to City Infrastructure; deposit plus actual time and materials of various city staff each $900 Street and Traffic Sign Installation, Replacement and Traffic Control Striping; actual costs of City staff, equipment, and materials each Actual Special Event Review; includes Base fee then scalable by event size each $3,443 Facility Setup/Takedown Fee; actual costs of staff which may include overtime if event is after normal business hours each Actual
Traffic Control Device Rental & Setup; minimum plus actual costs of equipment, labor and/or materials each $215
Use of Equipment; base fee plus actual costs of labor each Actual Tentative Subdivision Map each $3,455
Condominiumization of Existing Residential Dev. each $1,634 Public Works - Engineering
Fee Description Unit

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Adopted Fee
4/4/2023
Emergency Medical Service:

Advanced/Basic Life Support, incident response hourly $507 + Medicare Mileage factor
Advanced/Basic Life Support – with standby to support air ambulance transport, incident response hourly $983/hr
Advanced/Basic Life Support – with engine standby for CPR, incident response hourly $983/hr County Fire Services:

Lake Valley Fire District Contract Per agreement (with CPI) Fallen Leaf Fire District Contract Per agreement (with CPI) Wild Land Fire Suppression Fee:

Support Vehicle hourly CA OES rate
Pumping Engine hourly CA OES rate
Ladder Truck hourly CA OES rate
Motor Vehicle Accident:

Level 1 Basic Response X hourly $1,103
Level 2 Extrication X hourly $1,672
Level 3 Multi Casualty X hourly $2,453
Hazardous Materials Clean-Up:

Level 1 Basic Response X hourly $734
Level 2 Full Alarm Response X hourly $2,453
Bomb Response/Bomb Squad:

Level 1 Full Alarm Response X hourly $1,103
Level 2 Full Alarm Engine Response plus TD Bomb Unit X hourly $2,453 Pipeline Breakage/Power Line Incidents:

Level 1 Single Engine X hourly $1,103
Level 2 Full Alarm Engine Response X hourly $2,453
Fire Hydrant Flow Test hourly $321
Witnessed Acceptance Test hourly $321
Fire Watch Service X Actual costs
hourly per engine $2,453
hourly per ladder truck $2,453
Emergency Assistance to Boats/Water Incidents: Includes boat responses, swift water and ice rescues, etc.

Level 1 Single Engine X incident $1,103
Rescue: Includes working with Search & Rescue for victim recovery, Rope Rescue, etc.

Level 1 in City X incident $780
Miscellaneous Fees:

False Alarm Responses 1st/2nd offense X response $156/$261 Open Burning and Recreational Fires inspection $260
Arson Investigation - Includes scene safety, investigation, source ID, Arson dog, equipment use, mobile detection and report X investigation At cost using fully burdened rate Fire Investigation Reports report $9
Fire Incident Report report $46
Copies page $0.12
Photographs See police fee See police fee
Video Tape Duplication See police fee See police fee
Fireworks/Pyrotechnical Display Permit permit $427
Fire Dance Permit Annual Fee permit $214
Per Event Inspection each $56
Fire Department
Fee Description Recovery USA Unit
Structure Fire Suppression (includes scene safety, initial investigation, traffic control, patient contact, hazard control) X

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Adopted Fee
4/4/2023
Miscellaneous Fees (cont.):

Defensible Space Inspections for AB38 (Real Estate Sale) per hour $70 Defensible Space Inspections for Homeowners (includes tree marking) per hour $30 Expert Testimony (includes case preparation, documents, etc.) per case At cost using fully
burdened rate
Special Event Review/Permit – Per Hour for Fire hourly $197 Expert Testimony (includes case preparation, documents, etc.) per case At cost using fully
burdened rate
Special Event Review/Permit – Per Hour for Fire hourly $190 Fire Inspection Fees:

Auto Alarm/Ext System – 10 per inspection $236
Auto Alarm/Ext System – 100 per inspection $575
Suppression Sys–50 hds/Dry Chem sys per inspection $236 Suppression Sys-200 hds per inspection $575
Underground Main <2” per inspection $115
Underground Main >2” per inspection $236
Board 7 Care Facility 7-50 per inspection $132
Board 7 Care Facility 50+ per inspection $326
Day Care Facility 6+ per inspection $115
Fire Safety Plan Review – SFD each $119
Fire Safety Plan Review-MFD each $250
Basic Fire Inspection, <1k k sq. ft. each $92
Basic Fire Inspection, 1k - 4k sq. ft. each $128
Basic Fire Inspection, 4k - 9k sq. ft. each $153
Basic Fire Inspection, >9 k sq. ft. each $194
Child Care Inspection Occupancy Permit Non-Home each $103 Child Care Inspection Occupancy Permit Home each $103
Miscellaneous Fire Services each At Cost
Re-Inspection each $115
Operational Permit and Inspection CFC 105.6 each $242
Tents Structure > 200 sq. ft. each $115
Adopted Fee
4/4/2023
Special Business Regulation:

Other Permits – New each $451
Other Permits – Renewal each $224
Pedicab Permit – Owner/Operator New each $250
Pedicab Permit – Owner/Operator Renewal each $88
Pedicab Permit – Driver New each $148
Pedicab Permit – Driver Renewal each $58
Sidewalk Vending Permit – New each $157
Sidewalk Vending Permit – Renewal each $26
Other Police Functions:

Misdemeanor Booking per booking $42
Fingerprinting each $25
Live Scan Fingerprinting each $18
Local Criminal Clearance Letter each $10
Towed Vehicle Release each $157
Special Police Service each actual cost at fully
burdened rate
DUI Incident Response – Police & Fire incident actual cost at fully burdened rate
Copy of Dispatch Event report $0.11
Civil Subpoena each $294
Restitution Rate each actual cost at fully
burdened rate
Police Department
Fee Description Unit
Fire Department (cont.)
Fee Description Recovery USA Unit

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Adopted Fee
4/4/2023
Other Police Functions (cont.):

Subpoena Duces Tecum page + hourly + microfilm .10 + $25 per hour per person + $.20 per microfilm
Govt. Code Controlled Activities actual cost at fully burdened rate Other Special Activities hourly actual cost at fully burdened rate Special Police Boat Service hourly actual cost at fully burdened rate Equipment Reimbursement each Actual cost
Firearm(s) Release (by appointment only) weapon $42
Ski Run Blvd. Vehicle Control hourly actual cost at fully burdened rate Police Report Copy pages $5
Tape Duplication – Audio tape $21
Tape Duplication – Video tape $21
Crime Scene/Police Photo Reproduction (CD photo) CD $21 Special Event Review/Permit (Small Event): 124 or less permit $83 Special Event Review/Permit (Medium Event): 125-299) permit $165 Special Event Review/Permit (Large Event): 300 or more permit $328 Non-Profit Special Event Review/Permit (Small Event): 124 or less permit $62 Non-Profit Special Event Review/Permit (Medium Event): 125-299) permit $124 Non-Profit Special Event Review/Permit (Large Event): 300 or more permit $246 Taxicab Fees:

Taxicab Company Permit Annual $5
Taxicab Vehicle Permit Annual per vehicle $5
Taxicab Driver Permit Annual $26
Police False Alarm Response:
1st & 2nd False Alarm No charge
Excessive > 3 False Alarms alarm Per city code
Non Permitted False Alarm Per city code
Initial Permit Application – Resident, 3 year period permit $39 Renewal Permit – Resident, every 3 years permit $19
Initial Permit Application – Business, 1 year period permit $39 Renewal Permit – Business, every year permit $19
Vacation Home Rentals:

Vacation Home Rental Permit – Late Fee On Renewal violation Counted as violation Vacation Home Rental Permit Master Report report $63
Vacation Home Rental Permit Label Report report $60 + cost of labels Vacation Home Rental Permit – Annual Fee - Tourist Core 4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more
Fractional
$200
$350
$650
$850
$19.23 to $850
Parking Program:

Parking Garage per 20 min/daily max $1.25/$25
Monthly Garage Pass April 1-Oct 31 each month $125
Winter Full Week Pass Nov 1-Mar 31 each month $175
6 Month Pass per 6 months $500
5 p.m. until 3 a.m. $.50 per 20 min/up to $5 $.50 per 20 min/up to $5 Holiday Rates (can include days before/after Holiday) Double Regular Rates $2.50/$50 Parking validations - 1 packet of 50 - 1 hr validations each packet of 50 $50 Electric Car Charging Electricity Fee each Rate as determined by STJPPA Electric Car Charging Overstay Fee each Rate as determined by STJPPA Parking – Bellamy/Transit Way per 20 min/2 hr max $1
Parking – Upper Ski Run (identified in map) per contract per contract Parking Citation - Kiosk Violations per violation $41
Cannabis:

Public Safety License Fee each $1,190 + $85 x's # of employees (fingerprint/background)
Public Safety License Renewal Fee each $1,190 + $85 x's # of employees (fingerprint/background)
Public Safety Mitigation Fee Amounts:

Retailer each $13,750
Microbusiness with Retail each $21,250
Testing Lab/Manufacturer, Cultivator, Distributor, Microbusiness without Retail each $7,500 Delivery Component each $5,000
Police Department (cont.)
Fee Description Unit

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Adopted Fee
4/4/2023
Shared Mobility:

Shared Mobility Device Fee per device $79
Parking Citations:

City Code:

4.25.300 - Parking, Restricted Parking Occurrence $75

4.25.330 - No Stopping Zone Occurrence $75

4.25.360 - Time Limited Parking Zone Occurrence $55

4.25.370 - Parked in Excess of 72 Hours Occurrence $75

4.25.410 - Parked Wrong Side of Street Occurrence $25

4.25.440 - Designated Taxi Zone / Bus Stop Occurrence $75

4.25.590 - Parking Garage Payment Required Occurrence $75

4.25.600 - Parking Garage Parked within Parking Space Occurrence $55

4.25.620 - Use of Entrance and Exit Occurrence $75

4.25.740 - Paid Parking - No Ticket Occurrence $75

4.25.750 - Paid Parking Time Expired Occurrence $75

4.25.840 - Residential Parking / Permit Zone Occurrence $75

4.95.050 - Private Property - Restrictions Occurrence $200

7.05.420 - Area restricted-Snow Removal Occurrence $205 All other City Parking Codes Occurrence $75
California Vehicle Codes:
21113 - Parking on Public Grounds Occurrence $75
21113(a) - Unauthorized parking on public grounds Occurrence $75 21211(b) - Park in bike path Occurrence $75
21211a - Blocking designated bicycle path Occurrence $75 22500.1 - Parked In Fire Lane Occurrence $105
22500a - Park Within Intersection Occurrence $75
22500b - Park on Crosswalk Occurrence $75
22500d - Park Within 15ft Fire Station driveway Occurrence $105 22500e - Block Driveway Occurrence $75
22500f - Park on a Sidewalk Occurrence $75
22500g - Obstructing Traffic/HWY Construction Occurrence $105 22500h - Double Parking Occurrence $75
22500i - Park in Bus Loading Zone Occurrence $75
22507.8(a) - Handicap Disabled Only Occurrence $455
22507.8(b) - Block Disabled Stall/Space Occurrence $455 22507.8c - Parked in Handicap Crosshatch Occurrence $455 22514 - Within 15ft of Fire Hydrant Occurrence $105
22515 - Unattended Running Vehicle Occurrence $75
22523(b) - Abandoned Vehicle Occurrence $250
4000a - Expired Registration Occurrence $75
5204(a) - No Tabs Occurrence $75
All other California Vehicle Codes Occurrence $75
Administrative Citations*
City Code:

3.35.040 - No Business License Occurrence $100

3.50.380 (B) - Unpermitted VHR - Owner Responsible Occurrence $1,000

3.50.440 (A) - Vacation Home Rental (Maximum Occupancy - Occupant and Owner Responsible) Occurrence $500

3.50.440 (B ) - Vacation Home Rental (Parking Space Availability - Owner Responsible) Occurrence $250

3.50.440 (C )- Vacation Home Rental (Commercial Activity Prohibited - Occupant and Owner Responsible) Occurrence $500

3.50.440 (D) - Vacation Home Rental (Compliance with SLTCC - Owner Responsible) Occurrence $1,000

3.50.440 (E) - Vacation Home Rental (Posting of Permit - Owner Responsible) Occurrence $1,000

3.50.440 (F) - Vacation Home Rental (Marketing/Advertising Requirements - Owner Responsible) Occurrence $1,000

3.50.440 (G) - Vacation Home Rental (Authorization to Inspect - Owner Responsible) Occurrence $1,000

3.50.440 (H) - Vacation Home Rental (Outdoor Spas/Hot Tubs prohibited between 10 p.m.-8 a.m. - Occupant and Owner Responsible) Occurrence $500

3.50.440 (I) - Vacation Home Rental (Interior Signage - Owner Responsible) Occurrence $1,000

3.50.440 (J) - Vacation Home Rental (Exterior Signage - Owner Responsible) Occurrence $1,000 Police Department (cont.)
Fee Description Unit

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Adopted Fee
4/4/2023
Administrative Citations (cont.)*
City Code:

3.50.440 (K) - Vacation Home Rental (Parking Requirements - Occupant and Owner Responsible) Occurrence $250

3.50.440 (L) - Vacation Home Rental (Noise and Amplified Music Prohibited between 10 p.m. - 8 a.m. - Occupant and Owner Responsible) Occurrence $500

3.50.440 (M) - Vacation Home Rental (Emergency Lighting - Owner Responsible) Occurrence $1,000

3.50.440 (N) - Vacation Home Rental (Lighting Design - Owner Responsible) Occurrence $1,000

3.50.440 (O) - Vacation Home Rental (Parking of Commercial Vehicle - Occupant and Owner Responsible) Occurrence $250

3.50.440 (P) - Vacation Home Rental (Records Relating to VHR - Owner Responsible) Occurrence $1,000

3.50.440 (Q) - Vacation Home Rental (Camping Prohibited - Occupant and Owner Responsible) Occurrence $500

3.50.440 (R ) - Vacation Home Rental (Trash/Bear Boxes Required - Owner Responsible) Occurrence $1,000

3.50.450 Vacation Home Rental (Operating without a Permit) Occurrence $1,000

4.150 - Refuse and Garbage Occurrence $150

4.35.020 - No Operator License - Mobile Vending Occurrence $100

4.40.020 - Nuisances Generally Occurrence $50

4.40.030 - Outdoor Display Occurrence $100

4.40.040 - Nuisances Generally - Noise Occurrence $100

4.45.040 - Abandoned Vehicle Occurrence $150

4.50.030 - Illegal Dumping Occurrence $1,000

4.50.050 - Unsuitable Trash Container - Commercial Occurrence $300

4.50.050 - Unsuitable Trash Container - Residential Occurrence $150

4.55 - Graffiti Occurrence $50

4.60 - Abandoned or Damaged Structure Occurrence $1,000

4.135.010 Police Service Occurrence $500

4.140.100 Private Patrols Occurrence $25

6.05 - Handbills Occurrence $100

6.10.160 - Exterior Lighting Occurrence $100

6.15 - Building Code Violation Occurrence $100

6.40 - Political Signs Occurrence $100

6.40.050 - Noncompliant Sign Occurrence $100

6.40.080 - Garage Sale Signs Occurrence $50

6.55.280 - No Home Occupation Permit Occurrence $100

6.55.810 - Marijuana Occurrence $1,000

7.05 - Sidewalk Snow Removal Occurrence $100

7.05.500 - Placing Snow in Right-of-Way Occurrence $100

7.05.560 - Sidewalk Snow Removal Occurrence $100
All Code Violations Not Listed Above or Specified in the Code Occurrence $250 *The fines for a second and any subsequent violation within a 12-month period for all violations with the exception of Vacation Home Rental violations will be double that of the previous fine assessed. The above penalties shall not supersede fines and penalties listed in the current City Code for specific violations. Under no circumstances shall a penalty be greater than $1,000.00 Police Department (cont.)
Fee Description Unit

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Adopted Fee
4/4/2023
Offices square foot or agreement $2.30
Ground Lease Rate square foot or agreement $0.34
Gratuitous Transportation vehicle $58
Conference/Meeting Room hourly rental hour $31
Conference/Meeting Room daily rental day $309
Restaurant Facilities Per agreement Per agreement
Airport Terminal Lobby (upper/lower) hourly rental hour $61 Airport Terminal Lobby (upper/lower) daily rental day $372 Advertising Negotiated Negotiated
Advertising “Paper” Pick-Up Ads monthly $79
Rental Car Ground Lease Area Negotiated / Market Rate Conditions Negotiated / Market Rate Conditions Other Use of Terminal Negotiated Negotiated
Commercial Filming:

Small Scale Commercial Filming (less than 50 persons); waived if City promotion per day/winter $449 Small Scale Commercial Filming (less than 50 persons); waived if City promotion per day/summer $748 Large Scale Film Production (film crew larger than 50 persons) – Prep / Strike Location per day $335
Large Scale Film Production (film crew larger than 50 persons) – Filming Days per day $5,575 Airport Escort Required on Filming Days per day $279
Movement Area Filming (Runway and/or Taxiway)* per day* $2,500* Large Scale Filming (more than 50 persons) Security Deposit Negotiated Based on Location Agreement Large Scale Film Production (film crew larger than 50 persons) – City Film Support for Permits, Police, Fire, etc. Per Hour Fully Burdened Rate of Employee Used Aviation Use of Airfield
GA Ramp Fee for A/C under 5,000 lbs day $10
GA Ramp Fee for A/C over 5,001 lbs "paid with landing fee" day $24 Monthly Tie Down Fee Flat Rate $75
Landing Fee Helicopter Takeoff Weight
3,001+ $50.00 flat rate
Landing Fee FixedWingTakeoffWeightPer1,000lbs.
5,501 - 19,000 $8.00
20,000 - 49,000 $10.00
50,000+ $12.00
Fuel Flowage Fee per gallon/per agmt $0.20
Building:

All Hangars (Box and Tee) per square foot $0.96
All Storage Units (Aeronautical Use) per square foot $0.96 All Storage Units (Non-Aeronautical Use) per square foot $0.96 Other Fees:

Parking per space $100
Airport Parking Lot Rental 100 Spaces 1/2 Parking Lot $1,115/day Ground Transportation - Limousine; yearly per company $740 Gratuitous Transportation – Taxi Cab; yearly, negotiable vehicle $37 North GA or Terminal Ramp; hourly, 300 linear feet full width hourly $309 North GA or Terminal Ramp; day, 300 linear feet full width day $3,713 Taxiway A between H and J– North End; hourly hourly $309 Taxiway A between H and J– North End; daily day $3,713
Airport Technician Fully burdened hourly rate Fully burdened hourly rate Dump Truck, Sander, Grader, Loader hourly $211
Carpet Cleaning; includes equipment use +actual costs of City staff hourly + actual Fully burdened hourly rate Airport Hangar Waitlist Fee each $250
Airport Lease Security Deposit (refundable deposit) each $750 Airport Key Card (refundable deposit) each $50
Lost/Stolen Key Card Replacement (non- refundable) each $50 Airport Hangar Key (refundable deposit) each $25
Lost/Stolen Hangar Key Card Replacement (non- refundable) each $25 Airport
Fee Description Unit
*Any filming conducted on runways or taxiways defined as the Movement Area by the Federal Aviation Administration will have a $2,500 per day additional fee on top of other rates.
**Local Emergency Agency Partners conducting training exercises to improve interagency airport emergency response is exempted from use fees.

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Adopted Fee
4/4/2023
Appeals per appeal $362
Document Printing and Copying, .10 per page plus postage document page $0.10 City Council Chambers Use Application Fee per application $26 City Council Chambers Rental, M-F, 8-5 p.m. per hour $42 Video Meeting Electronic File Transfer, 1 per Drive Thumb Drive $5 Verbatim Transcript Service actual outsource cost hourly or actual outsource cost Notary Service per signature $15
Notary Service - Providing California Notary
Acknowledgement or Jurat Form per form $1
Agenda Mailing Service, .10 per page plus postage agenda .10 per page plus postage Filming Application Fee application $187
Public Property Use Fee (for filming only) use $730
Temporary Sign Deposit (yard signs) campaign $166
Adopted Fee
4/4/2023
Business and Professions Tax Rates:

Schedule A (per $1,000 gross receipts) per 1,000 gross receipts $1.07 Schedule B (per $1,000 gross receipts) per 1,000 gross receipts $1.62 Schedule C (per $1,000 gross receipts) per 1,000 gross receipts $2.14 Schedule D (per $1,000 gross receipts) per 1,000 gross receipts $2.69 Schedule E (per $1,000 gross receipts) per 1,000 gross receipts $3.22 Schedule N (non-profit 501(c)(3); veterans; etc.) n/a $0.00 Maximum Annual Amount of Tax (Measure B, June 2012) application $20,000 Administrative Fee – New license application (Including $12 Business License Technology Fee) application $81
Administrative Fee – New Business One Time 6 Month License Application application $40 Administrative Fee – Annual Renewal (Including Business License Technology Fee) application $63 AB1379 (amended SB1186; ADA info and access fee - State of CA mandated; effective 1/1/2018 through 12/31/2023) per business certificate $4 Business License Technology Fee; collected with admin fee business application $12 Business License Certificate – duplicate copy certificate $19 Lien Release Fee lien Passed on to Seller through Escrow Administrative Fee for Delinquent Refuse Collections lien $83 TOT and Business License Reports:

Delinquent Tax Analysis per project At cost using fully burdened hourly rate Motel Tax Master (name/address listing) per report $60
Individual TOT Report per motel/per year $18
Vacation Home Rental Master Report per report $60
Vacation Home Rental Label Report per report $60 + cost of labels Business License Master Report, Standard Format per report $60 Business License Master Report Requiring Specific Formatting Due to Information Request per report $60 + fully burdened hourly rate
Business License Label Report per report $60 + cost of labels Miscellaneous Fees:

Returned Check (NSF) Processing per check $26
Geobase Information Service, Research per project At cost using fully burdened hourly rate Stop Payment Fee per check At cost using actual bank charge Fee Description Unit
City Clerk
Fee Description Unit
Finance

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272
City of SLT Financial Policies – Strengthening Financial Position 1 Rev. February 2013 Financial Policies:

Strengthening Financial Position
To preserve General Fund revenues, the City will take proactive steps to strengthen its financial condition. The following policies shall guide those efforts.

A. Diversified Economy and Revenues

1. Preservation of Commercial and Industrial Development Opportunities
The City shall diversify its economic base by encouraging a broad range of private sector commercial and industrial employment.

While it is important to maintain an inventory of land zoned for residential use, the City shall carefully consider economic impacts before rezoning any commercial or industrial land to residential use.

The City Council shall be presented with an analysis of trend data comparing percentages of residential development to
commercial/industrial development.

2. Jobs/Housing Balance
The City shall promote an equal ratio of jobs to housing, and shall encourage the expansion of businesses that will provide opportunities for residents to work in the community.

3. Effect of Fees/Charges/Rates on Commercial and Industrial Development
In setting fees, charges, and/or rates on commercial and industrial development, the City shall evaluate the comparative fee structure of other neighboring jurisdictions. The City shall strive to implement fees, charges and/or rates that are competitive with other jurisdictions and that shall not have a negative impact on sales tax or other valuable sources of revenue.

B. Economic Incentives for Commercial and Industrial Development The City shall provide economic incentives for commercial and/or industrial development when such incentives shall lead to a positive economic return for the City in terms of jobs, workforce housing opportunities, enhanced revenues, a more diversified economic base, or enhanced transportation or other public services. Any economic incentive policies shall be attached as an Appendix to this document. 273
City of SLT Financial Policies – Strengthening Financial Position 2 Rev. February 2013 C. Intergovernmental Revenues

1. Grants
Grants from federal, state or private organizations are an appropriate and desirable means of enhancing available revenues. However, grant funding is rarely a long-term, stable economic base. Grant applications and subsequent grant awards shall be approved by the City Council. The City shall ensure that grant funding is appropriately leveraged to enhance City services as set forth in its Grant Funding and Compliance Policy. (See separate policy document).

2. State Shared Revenues
To protect against fluctuations in intergovernmental revenues, the City shall maintain 25 percent General Fund Committed fund balance as a reserve against unanticipated or uncontrollable reductions in state subventions.

D. User Fee Cost Recovery
The City provides certain services to its residents and businesses that are funded in whole or in part by fees that are intended to cover all or a portion of the cost of providing such services. To the extent User Fees do not cover the entire cost of providing such services; the General Fund subsidizes the additional expense. Careful examination of User Fees shall enhance the stability of the General Fund. The following policies shall be implemented to ensure that User Fees keep pace with changes in the cost-of-living as well as changes in methods or levels of service delivery.

1. General Principles
a. Revenues derived from User Fees shall not exceed the reasonable cost of providing the service.
b. Cost recovery goals shall be based on the total cost of delivering the service, including all direct costs, departmental
administration costs, and organization-wide support costs such as accounting, personnel, data processing, building and/or vehicle maintenance, and insurance.
274
City of SLT Financial Policies – Strengthening Financial Position 3 Rev. February 2013 c. The method of assessing and collecting fees shall be as simple as possible in order to reduce the administrative cost of collection. Although a high cost of recovery may be appropriate for specific services, if it is impractical or costly to charge the user, a lower level of cost recovery shall be appropriate. d. Fee levels shall be sensitive to the “market” for similar services, including the provision of services by private sector service or program providers. User Fees shall not be set so high that services shall not be used. Conversely, User Fees shall not be set so low that the City is stimulating a demand by artificially low prices. Specifically, the City shall carefully consider whether it is appropriate to provide services at a subsidized cost (or a cost that does not include all cost of services, such as room rental costs, building maintenance or personnel charges) if such services are available through the private sector.
e. Fee levels shall be sensitive to smaller, infrequent users of the service, for example, small businesses that may have less of an opportunity to recover the cost of User Fees through ordinary business income.
f. The level of cost recovery should consider the community-wide versus special benefit of the program or activity that is the subject of the User Fee. The use of general-purpose revenues shall be appropriate for community-wide services, while User Fees at some level shall be appropriate for services that are of special benefit to easily identified individuals or groups. (For example, it would be unusual to charge a User Fee for a community-wide event such as an Easter Egg Hunt, while it would be appropriate to charge a User Fee at some level for an adult recreational program with a limited number of participants.) g. The level of cost recovery shall consider the financial benefit to the service user, and whether the user is a service driver or a service recipient. In cases where there user benefits financially from the provision of the service, and the service would not be provided but for the expanded business or revenue
opportunities, the level of User Fee should more closely approximate 100% cost recovery. (For example, a developer receives financial benefit at the conclusion of the development review process, and the City would not provide the review of development applications but for the expanded business or revenue opportunity for the developer. While the community may be the actual service recipient of the review of development applications, the developer is the service driver.)
275
City of SLT Financial Policies – Strengthening Financial Position 4 Rev. February 2013

2. Factors Favoring High Levels of Cost Recovery. High cost recovery levels are especially appropriate in the following circumstances:
a. The service is similar to services provided through the private sector.
b. Other private or public sector alternatives could or do exist for the delivery of the service.
c. The demand for the service is high and cost of service is needed as a mechanism to help control demand.
d. The cost of service can be used as a mechanism for
encouraging compliance with the law. (For example, police response to false burglary alarm calls.)
e. The service is regulatory and voluntary compliance is not expected to be the primary method of detecting failure to meet regulatory requirements. (For example, building permit, plan checks and subdivision review services.)

3. Factors Favoring Low Levels of Cost Recovery. In addition to the general policy considerations noted above, low cost recovery levels are appropriate in the following circumstances:
a. The program or services falls within the range of general public services which are provided to the community to promote the general safety, health and well-being of the community, and there is no intended relationship between the amount paid and the benefit received. (For example, police and fire services, general access to park facilities.)
b. The service is not generally available through private sources and is necessary to promote the general safety, health and wellbeing of the community. (For example, teen after school programs.)
c. The service is generally non-recurring, delivered on a “peak demand” or emergency basis, cannot reasonably be planned for on an individual basis, and is not readily available from a private sector source. (For example, police and fire services in response to emergencies.)
d. Collecting fees would discourage compliance with regulatory requirements and adherence to regulatory requirements is not 276
City of SLT Financial Policies – Strengthening Financial Position 5 Rev. February 2013 readily identified by the City. (For example, home-based business licenses.)

4. Periodic Adjustment of User Fees. A comprehensive analysis of User Fees shall be made at least every three years. In the interim, if applicable, fees shall be adjusted by no less than the amount of the annual change in the Consumer Price Index. Fees may also be adjusted more frequently based on supplemental analysis whenever there has been significant change in the method, level or cost of service delivery. A schedule reporting the rate of all User Fees shall be included as an Appendix to the budget, and the City Council may direct adjustment in User Fees as part of the annual budget process.

5. Development Review Programs. Cost recovery for development review programs shall be very high, and in most cases the goal for cost recovery should be 100%. The City shall also impose clear performance standards to ensure that there is high value for services rendered. This cost recovery principle applies to the following types of development review programs:
a. Planning (planned development permits, tentative and parcel maps, rezonings, general plan amendments, variances, use permits, etc.)
b. Building and safety inspections (building permits, structural plan checks, fire inspections, etc.)
c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments, etc.)
E. Enterprise Fund Rates
Each of the enterprise funds shall be operated in a manner to fully cover the total direct and indirect costs (including operations, capital outlay and debt service) for operating such functions so as to avoid General Fund subsidies for enterprise operations.

1. Rates shall be reviewed on an annual basis and shall be adjusted as appropriate and equitable.

2. Rates charged for enterprise activities shall be compared periodically against rates charged by other public agencies for purposes of benchmarking cost of service and operations. Private contracting opportunities shall be evaluated as appropriate as a means of reducing expenses, while remaining in compliance with the City’s Purchasing Policies.
277
City of SLT Financial Policies – Strengthening Financial Position 6 Rev. February 2013 F. Collections
The City shall implement a uniform collection program. The costs of this collection program shall be reviewed annually to ensure the total direct and indirect costs are fully covered. The costs shall be passed on to the delinquent customers as a penalty in the collection process.

The City’s options for collection are:
a. Property Liens. A lien shall be placed on the property should the owner fail to pay charges, penalties and interest charges.

Enforcement of liens shall be made in accordance with the applicable section of the City Code subject to delinquent payment, and may be initiated through a court ruling. Collections against property liens are typically done by issuing a warrant for enforcement or foreclosure proceeding in the case where a deed of trust has been secured by the City against the property, and may result in a sale pursuant to a writ of execution.
b. Special Assessments. A resolution must be presented to the City council to declare a special assessment on a delinquent customer’s real property. Upon passage and adoption a certified copy shall be recorded with the County Recorder’s office. The assessment shall be collected at the same time and in the same manner as ordinary municipal taxes. Special assessments are typically levied as a result of delinquent property assessments, non-payment of nuisance abatement costs or refuse fees. c. Withholding Entitlements. The City may withhold issuing any licenses, permits and other entitlements until payment for charges due, including penalties and interest is received. d. Collection Agency (other enforcement procedures). The City can take other actions allowed for enforcement of a civil judgment.

Collection agency fees shall be passed on to the customer through penalty and interest charges therefore avoiding gifting of public funds.
e. Closure of Business
The City Code allows for closure of a business for failure to comply with any provision of the Business Tax or Occupancy Tax chapters relating to the payment of monies due. Proper notice and due process shall be given to the business operator before closure.
278
Adopted Fee Proposed Fee
03/15/2022 4.88%

FACILITY RENTALS
Building Rental:

Gymnasium hourly $64 $3 $67
Meeting Rooms, Recreation Complex hourly $35 $2 $37
Kitchen, Recreation Complex hourly $30 $1 $31
Senior Center Large Multi-Purpose Room hourly $58 $3 $61 Senior Center, Conference Room hourly $42 $2 $44
Senior Center, Arts & Crafts Room hourly $42 $2 $44
Public Shower Adult/discount for senior, disabled, youth each $3/$2 $0 $3/$2 Non-Profit Organizations 25% Off Base Rate 25% n/a 25%
Recognized Local Youth Sport Organizations May Have Free Use of Meeting Rooms in the Recreation Complex No Charge $0 n/a $0
Group Rentals May Be Subject to $500 minimum or $1,500 maximum Security Deposit and/or Cleaning Fees at the Discretion of the City of South Lake Tahoe $500 (Security Deposit) $500 Minimum or $1,500 Maximum n/a $500 Minimum or $1,500 Maximum
Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or $50 Maximum n/a $15 Minimum or $50 Maximum
Pool Rental (Per Hour):

Swimming Pool Hourly Rental Rate hourly $76 $4 $80
Lifeguard Hourly Rate (Rental) hourly actual cost at fully burdened rate + overhead n/a
actual cost at fully
burdened rate +
overhead
Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or $50 Maximum n/a $15 Minimum or$50 Maximum Outdoor Park Facility Rentals:

Alcohol Use Permit, City Sanctioned Public/Private Outdoor Facilities each $59 $3 $62 Bijou Park, Kiwanis Picnic Shelter (4 Hours) hourly $157 $8 $165 Bijou Park, Rotary Picnic Shelter (4 Hours) hourly $157 $8 $165 Recreation Complex Group Picnic Areas (4 Hours) hourly $157 $8 $165 Gazebos and Picnic Areas beyond 4 hour minimum rental hourly $42 $2 $44 Mon-Thur $/hr $201 $10 $211
Fri & Sun $/hr $260 $13 $273
Sat $/hr $317 $15 $332
Public Special Event Park Rentals:

Lakeview Commons Special Event Rental, Attendance up to 500 persons day $991 $48 $1,039 Lakeview Commons Special Event Rental, Attendance 501-2,000 persons day $1,238 $60 $1,298 Bijou Bike Park or Skate Park Rental day $231 $11 $242
Disc Golf Course Rental for Tournaments & Special Events (Bijou Park) day $242 $12 $254 Bijou Park Concession (absent lease agreement) day $272 $13 $285 Bijou Park Sport Court (Per Day) daily $242 $12 $254
Late Payment Penalty Fee 10% of total rental fee due
Bijou Community Park Parking Lot Rental daily $0 $100 $100 Community Playfield Parking Lot Rental daily $100 $0 $100 Special Event Vendor Fee Not to Exceed $125 per event Not to Exceed $125 per event n/a Not to Exceed $125 per
event
Non-Profit Organizations 25% Off Base Rate 25% n/a 25%
Late Payment Penalty Fee 10% of total rental fee due
Group Rentals May Be Subject to $500 Security Deposit and/or Cleaning Fees at the Discretion of the City of South Lake Tahoe $500 (Security Deposit) $500 $0 $500 Group Rentals May Be Subject to a Minimum of $15 Cancellation Fee and Maximum of $50 at the Discretion of City of South Lake Tahoe $15 (Cancellation Fee) $15 Minimum or $50 Maximum n/a $15 Minimum or$50 Maximum Facility Day Use (Includes Pool, Weight Room, Gym, Ping Pong, Foosball, Traversing Wall):

Adult: 18-54 Year each $6 $0 $6
Youth: 18 Years and Under each $4 $0 $4
Senior 55 Years and Up or Permanent Disability each $5 $0 $5 Daily Day Rate for Medi-Cal, WIC , and Veteran Participants:

Adult: 18 and Over each $3 $0 $3
Youth: 18 Years and Under each $2 $0 $2
Multi-Use Passes:

Adult – 20 Use each $80 $0 $80
Adult – 90 Day each $160 $0 $160
Senior or Permanent Disability – 20 Use each $50 $0 $50 Senior or Permanent Disability – 90 Day each $120 $0 $120 Youth – 20 Use each $45 $0 $45
Youth – 90 Day each $95 $0 $95
Individual Annual Pass each $225 $0 $225
Family Annual Pass (up to 4 people) each $825 $0 $825
South Tahoe Recreation Passport each $22 $0 $22
Administrative Fee for replacement of annual passes only each $10 $0 $10 Non-Profit Organizations 25% Off Base Rate 25% n/a 25%
$ Change
Recreation Complex
Fee Description Unit
Private Rental: Regan Beach West and Lakeview Commons (Per Hour; 2-Hour Minimum)

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Swimming Programs:

H2O Exercise: Adult 18‐54 years each $7 $0 $7
H2O Exercise: Senior or Permanent Disability each $6 $0 $6 H2O Exercise: Adult 18‐54 years ‐ 10 Use Pass each $50 $0 $50 H2O Exercise: Senior or Perm Disability – 10 Use Pass each $40 $0 $40 H2O Exercise: Individual Annual Pass each $295 $0 $295
Swimming Lessons (Group) 8 Class Session each $47 $0 $47 Swimming Lessons (Group) 6 Class Session each $37 $0 $37 Private Lessons (25 minutes) 1 Student each $31 $0 $31
Private Lessons (25 minutes) 2 Students each $42 $0 $42 Private Lessons (25 minutes) 3 Students each $52 $0 $52 Children 3 years and Under Are Free with a Paying Adult for Recreation Swim Only each $0 n/a $0 Master Swim Drop In each $10 $0 $10
Master Swim Session (6 weeks) each $60 $0 $60
Non‐Profit Organizations 25% Off Base Rate 25% n/a 25%
Youth and Teens:

Star Camp Care (pre‐ and post‐camp child care, per hour) each $8 $0 $8 Youth Adventure Camps each Fee based on production costs n/a Fee based on production costs
Kid’s Summer Day Camp each $35 $0 $35
Kid’s Summer Day Camp (Weekly Fee) each $150 $0 $150
Kid’s Summer Day Camp  Multi‐Child Discount 10% off base fee 10% n/a 10% Adopted Fee Proposed Fee
03/15/2022 4.88%
9 Hole each $18 $0 $18
Senior each $16 $0 $16
9 Hole Youth (14 and under, fee valid after 12 pm daily) each $11 $0 $11 9 Hole Family (1 adult & 1 youth (14 and under), after 12pm daily) each $22 $0 $22 Add 9 Holes each $11 $0 $11
Twilight each $15 $0 $15
Cart Rental each $5 $0 $5
Club Rental each $15 $0 $15
Walker/Spectator each $5 $0 $5
Passes:
20 Use each $240 $0 $240
10 Use each $135 $0 $135
10 Use Twilight (after 3 pm) each $110 $0 $110
10 Use Senior each $120 $0 $120
10 Use Family (1 Adult & 1 Youth (14 and under) after 12 pm daily) each $160 $0 $160 10 Use Youth (14 and under, valid after 12 pm daily) each $85 $0 $85 Individual Season Pass (no restrictions) each $450 $0 $450 Administrative Fee for replacement of annual passes only each $10 $0 $10 Adopted Fee Proposed Fee
03/15/2022 4.88%
Spring/Fall ‐  No hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $41 n/a $41
Spring/Fall ‐  Hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $50 n/a $50 Summer ‐  No hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $45 n/a $45 Summer ‐  Hook up, up to 6 people and 1 car (includes $10 infrastructure fee) per day $56 n/a $56 Spring/Fall Tent Cabins 1‐5 (includes $10 infrastructure fee) per day $62 n/a $62 Summer Tent Cabins 1‐5 Cabin (includes $10 infrastructure fee) per day $62 n/a $62 Spring/Fall Deluxe Cabin and Tent Cabin 6 (includes $10 infrastructure fee) per day $90 n/a $90 Summer Deluxe Cabin and Tent Cabin 6 (includes $10 infrastructure fee) per day $90 n/a $90 Spring/Fall Standard Cabin (includes $10 infrastructure fee) per day $0 $90 $90 Summer Standard Cabin (includes $10 infrastructure fee) per day $0 $90 $90 Reservation Fee (non‐refundable) each $10 n/a $10
Cancellation Fee (within 48 hours from arrival date) One night rental fee Varies n/a Varies Cancellation Fee each $10 $0 $10
Cancellation Fee (Inside 30 days from arrival date) One night rental fee $0 $50 $50 Cancellation Fee (Outside 30 days of arrival date) each $0 $10 $10 Dump Fee (charged to campers not staying in our campground) each $10 $5 $15 Extra person each $6 n/a $6
Visitor Day Use each $5 n/a $5
Pets each $2 n/a $2
Extra Vehicle (no holding tanks) each $6 n/a $6
Motorcycles and Electric Scooters each $3 n/a $3
Late Checkout Fees per site $10 n/a $10
$ Change
$ Change
$ Change
Golf Course
Fee Description Unit
Campground
Fee Description Unit
Fee Description Unit
Recreation Complex (cont.)

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Day Use per day $17 n/a $17
Annual Pass each $138 n/a $138
Adopted Fee Proposed Fee
03/15/2022 4.88%
ICE ARENA:

Learn to Play n/a Free n/a Free
Morning School Skate n/a Free n/a Free
School Skate Week (PE program) n/a Free n/a Free
Military Discount (Served In combat area) n/a Free n/a Free Wounded Warriors (military event) n/a Free n/a Free
Charity Events (i.e. St. Baldrick's), fees subject to review n/a Ice free all day n/a Ice free all day Ice Sheet Rental See schedule for rates by time per hour $468 $23 $491 Party Room Full (hourly ‐ 1 hour minimum) per hour $84 $4 $88 SKATING PROGRAMS:

Public Skate: Adult 18‐54 years ‐ varies per person $21 $1 $22 Public Skate: Youth (between 5‐18 years) ‐ varies per person $21 $1 $22 Public Skate: Child 5 & under ‐ varies per person $8 $0 $8 Public Skate: Senior 55 & up ‐ resident per person $8 $0 $8 Public Skate: Senior 55 & up ‐ varies per person $21 $1 $22 Blue Card (available to frequent users/members) each TBD n/a n/a Skate Rental each $4 $0 $4
Free Style ‐ Drop ‐ In each $16 $1 $17
Hockey ‐ Drop ‐ In per person $16 $1 $17
Hockey League: Adult 18‐54 years, 10 games each $362 $18 $380 Hockey League: Single Game each $31 $2 $33
Hockey League: Youth each $108 $5 $113
SKATING LESSONS:

Skate/Hockey School: per lesson per lesson $15 $1 $16
Private Skate lessons (1 student, 2 student, 3 or more) per lesson varies by instructor n/a Varies by instructor City Sponsored Ice Programs:

Partnerships with City recreation programs fee determined by program type and need
fee determined by program type and
need n/a
Fee determined by
program type and need
Facility Rentals (various use agreements):

Year Round Rentals for Rec Programs/Rec Center typically billed monthly Refer to contract Refer to contract n/a Refer to contract $ Change
$ Change
**The listed Ice Arena Fees represent the maximum allowable charges.

Ice Arena**
Fee Description Unit
*The Division of Boating and Waterways currently limits these fees to $17 for Day Use and $138 for an Annual Pass.

Fee Description Unit
Boat Ramp*

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Encroachment Permit:

Encroachment Permit (each approach) includes overlays and replacements each $205 $10 $215 Encroachment Permit Existing each $205 $10 $215
Encroachment Permit Remove and Replace each $205 $10 $215 Building Permit & Inspection:

Building Permit Fee % of valuation 2% of valuation of $239 minimum $11 2% of valuation of $250 minimum
Building Permit Fee (25% plan review deposit due with application) Valuation shall be determined at the discretion of the Building Official utilizing the most current square foot valuation based on the proposed use and type of construction as published by the International Code Council or construction contract value submitted by the applicant
% of valuation 2% of valuation - $239 minimum $11 2% of valuation - $250 minimum
Administrative Processing per hour/ 1 hr min. $0 $122 $122 Deferred Submittal or Revision % of valuation $0 n/a 2% of valuation - $250 minimum
Active Building Permit Extension each $174 $8 $182
Building Plan Review Extension each $174 $8 $182
Building Plan Revision Checking per hour / 1 hr min. $116 $6 $122 In House Plan Review Hourly Rate per hour / 1 hr min. $0 $122 $122 Expedited Plan Review per hour / 1 hr min. $231 $11 $242 Stop Work Notice of Violation each $388 $19 $407
Stop Work/Red Tag Permit Fee each 2x the Building Permit Fee n/a n/a Special Building Inspections
per hour / 1 hr. min. regular working
hours
per hour / 3 hr. min. outside of
regular working hours
$161 $8 $169
Reinspection Fee
per work, for which an inspection
was requested, is not ready for
inspection
$161 $8 $169
Document Printing & Copying per page $0.10 $0 $0.10
Permit Technology Fee each permit $11 $1 $12
Illegal Unit Review each $1,004 $49 $1,053
Admin Fee for Cost of Collection on Liens, Nuisance, etc. % of collection costs % of collection costs n/a % of collection costs Temporary Certificate of Occupancy Application each $161 $8 $169 Express/Over The Counter Permit each $0 $250 $250
Residential Suppression Sys–50 hds/Dry Chem sys per inspection $225 $11 $236 Residential Suppression Sys-200 hds per inspection $548 $27 $575 Fire Safety Plan Review – SFD each $113 $6 $119
Flat Rate Temporary Power Meter Approval each $205 $45 $250 Flat Rate SFD Electric Vehicle Charging Stations Interior Locations Only each $205 $45 $250 Flat Rate SFD Gas Line Air Test each $205 $45 $250
Flat Rate SFD Electrical Panel Change Our >200 Amps each $205 $45 $250 Flat Rate SFD Window Change Out Like for Like Up to 5 Existing Openings Windows/Doors combined
each $205 $45 $250
Flat Rate SFD Generators Interior Locations Only each $205 $45 $250 Flat Rate SFD Wall Heater Changeout each $205 $45 $250
Flat Rate SFD Fireplace Changeout each $205 $45 $250
Well Deconstruction (Electrical and Pluming Terminations) each $53 $3 $56 Flat Rate Permit Water Heater each $205 $45 $250
Flat Rate Permit Electrical Meter Release (reconnect Only - no new work) each $205 $45 $250 General Plan/Community Plan/Area Plan Maint. Fee each $1.04 per $1,000 valuation $0.05 $1.09 per $1,000 valuation
Vacation Home Rental Fees:

Vacation Home Rental Permit Inspection Fee each $156 $8 $164 Vacation Home Rental Permit Re-Inspection Fee each $94 $5 $99 Adopted Fee Proposed Fee
03/15/2022 4.88%
Loan Subordination Fee each $1,961 $96 $2,057
Multi-Family Dwelling Inspection Fee each unit $94 $5 $99 Single Room Occupancy Inspection Fee each unit $94 $5 $99 Reinspection Service per hour / 1 hr. min. $161 $8 $169 Substandard Condition Inspection each $596 $29 $625
Adopted Fee Proposed Fee
03/15/2022 4.88%
Allocations:

Deposit – Building Permit per application $1,042 ($42) $1,000 Residential Permit Processing per living unit $711 $35 $746 $ Change
*Specific flat rate fees below are consolidated for consistency with minimum building permit fee $ Change
$ Change
Development Services - Planning
Fee Description Unit
Development Services - Building
Fee Description Unit
Fee Description Unit
Development Services - Housing

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Adopted Fee Proposed Fee
03/15/2022 4.88%
General Permits:

Major General Planning Application (variance, special use permit, major design review, wireless communications facilities, small wireless communications facilities) application $2,921 $143 $3,064 Minor General Planning Application (minor variance, minor design review, eligible facilities request) application $925 $45 $970
Permit Revision and/or Permit Extension each $544 $27 $571 Categorical Exemption each $74 $4 $78
Negative Declaration Review each $4,006 $195 $4,201
Negative Declaration Preparation each $7,252 $354 $7,606 EIR/EIS each Cost of consultant + 25% n/a Cost of consultant + 25% Other Permits:

Fence Permits each $264 $13 $277
Home Occupation Permit each $133 $6 $139
Minor Sign Review and Approval each $146 $7 $153
Major Sign Review and Approval each $363 $18 $381
Sign Application Revision each $146 $7 $153
Locally Unique Sign Application each $2,921 $143 $3,064 Minor Special Event Permit each n/a $220 $220
Major Special Event Permit each n/a $437 $437
Non-Profit Producer and Free to the Public - Special Event each n/a n/a $0 Major Temporary Activity Permit each $417 $20 $437
Temporary Use Permit each $625 $31 $656
Temporary Arts & Crafts Shows per show $642 $31 $673
Certificate of Compliance (Subdivision Map Act) each $806 $39 $845 Tentative Subdivision Map each $5,309 $259 $5,568
Condominiumization of Existing Residential Dev. each $5,460 $266 $5,726 Vacation Home Rentals:

Vacation Home Rental Application fee each $497 $24 $521 Vacation Home Rental Permit – Annual Fee
4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more occupants
$250
$500
$1000
$1,325
$0
$250
$500
$1000
$1,325
Vacation Home Rental Permit Master Report report $63 $3 $66 Qualified Vacation Home Rentals:

Qualified Vacation Home Rental Application fee each $0 $521 $521 Qualified Vacation Home Rental Permit – Annual Fee
4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more occupants
$0
$100
$150
$200
$250
$100
$150
$200
$250
Hosted Rental Fees:

Hosted Rental Permit each $261 $13 $274
Hosted Rental Annual Renewal Fee each $261 $13 $274
Cannabis Use Permit:

Cannabis Use Permit each $5,278 $258 $5,536
Cost Recovery Deposit Amounts for Cannabis Use Permit and Development Agreement
a) Retailer / Cultivator / Testing Lab/ Manufacturing/ Distribution each $21,800 $1,064 $22,864 b) Microbusiness each $22,949 $1,120 $24,069
Annual Inspection Fee each $1,906 $93 $1,999
Re-Inspection Fee each $811 $40 $851
Other Services:

Zoning Letter each $230 $11 $241
Document Copying page $0.10 $0 $0.10
Planning Review of Building Permits per hour/1 hr. min. $116 $6 $122 Admin Fee for Cost of Collection on Liens, Nuisance, etc. % of collection costs 25% n/a 25% Special Event Review/Permit each $2,475 $121 $2,596
Historic Determination each $216 $11 $227
Public Notice Label Preparation each $213 $10 $223
Planning Documents:

General Plan Amendment each $8,855 $432 $9,287
Community Plan Amendment/Area Plan/Plan Area Statement each $8,855 $432 $9,287 Annexation:

Annexation each Fully burdened hourly staff cost n/a Fully burdened hourly staff cost
Mobile Vending:

Location Permit each $544 $27 $571
New Vendor Permit each $164 $8 $172
Renewal Permit each $82 $4 $86
Council Adopted
8/9/2022
Publicly Visible Art On Private Property:

Public Murals each $0
Non-mural Publicly Visible Art each $250
Council Adopted
10/4/2022
Planning Documents:

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Street/Property Abandonment each $2,974 $145 $3,119
Single-Family Residential Public Works plan review fee each $290 $150 $440 Multi-Family Residential Public Works plan review fee (6 units or less) each $484 $24 $508 Large Multi-Family Residential Public Works plan review fee (7 or more units) each $1,552 $76 $1,628 Commercial Development/Redevelopment Public Works plan review fee (less than 1 acre site) each $484 $24 $508
Commercial Development/Redevelopment Public Works plan review fee (greater than 1 acre site) each $1,552 $76 $1,628
GIS Fee (special requests for information/maps) each $315 $15 $330 Traffic Control Permit each $388 $19 $407
Grading Fee < 3 cubic Yards (no fee) project $0 $0 $0
Grading Fee 3 - 7 Cubic Yards project $514 $25 $539
Grading Fee 8 - 350 Cubic Yards project $869 $42 $911
Grading Fee 350+ Cubic Yards project $2,240 $109 $2,349 Parcel Merger/Lot Line Adjustment/Parcel Maps each $2,718 $133 $2,851 Final Subdivision Map each $6,308 $308 $6,616
Obstruction Permit each $278 $14 $292
Street Trench Permit (Greater Than 250 Cubic Yards) each $1,374 $67 $1,441 Encroachment (Street Cut) Permit/Minor each $695 $34 $729 Encroachment (Street Cut) Permit/Major; base + 1.5% of Construction value >$20,000 each $695 $34 $729
Transportation Yearly Permit each $148 $0 $148
Transportation Single Permit each $105 $0 $105
Road Closure, One Day day $433 $21 $454
Road Closure, 2-30 days days $712 $35 $747
Monitoring Well Permit; price for each well up to 3 wells/locations. Greater than 3 is half price each up to 3 $425 $21 $446
Monitoring Well Destruction, Each Well each $317 $15 $332 Private Trench Crossings in Addition to the Encroachment Fee each $370 $18 $388 Stop Work Fee each $655 $32 $687
Investigation fees (grading work > 3 cubic yards without a City or other TRPA/Water Board Permit) each $596 $29 $625
Storm water Inspection Fee: Commercial each $237 $12 $249 Storm water Inspection Fee: Commercial Reinspection each $119 $6 $125 Storm water Inspection Fee: Industrial each $297 $14 $311 Storm water Inspection Fee: Industrial Reinspection each $119 $6 $125 Easement Request/Review each $1,286 $63 $1,349
Time Extension – Existing Permits each Equal to cost of the existing permit base fee n/a Equal to cost of the
existing permit base fee
Special Agreement Review; actual costs on a time and material basis using staff hourly rates against a deposit based on scope estimation project Actual n/a Actual Reproduction Fee per 23x26 sheet file plans and record
maps $4 $0 $4
Street Name Change; actual costs of City staff, equipment, and materials each Actual n/a Actual Unapproved Work (ROW)/Correction Fee/Inspections of Repairs to City Infrastructure; deposit plus actual time and materials of various city staff each $858 $42 $900 Street and Traffic Sign Installation, Replacement and Traffic Control Striping; actual costs of City staff, equipment, and materials each Actual n/a Actual Special Event Review; includes Base fee then scalable by event size each $3,283 $160 $3,443 Facility Setup/Takedown Fee; actual costs of staff which may include overtime if event is after normal business hours each Actual n/a Actual Traffic Control Device Rental & Setup; minimum plus actual costs of equipment, labor and/or materials each $205 $10 $215
Use of Equipment; base fee plus actual costs of labor each Actual n/a Actual Tentative Subdivision Map each $3,294 $161 $3,455
Condominiumization of Existing Residential Dev. each $1,558 $76 $1,634 Public Works - Engineering
Fee Description Unit $ Change

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Emergency Medical Service:

Advanced/Basic Life Support, incident response hourly $483 + Medicare Mileage factor $24 $507 + Medicare Mileage factor
Advanced/Basic Life Support – with standby to support air ambulance transport, incident response hourly $937/hr $46 $983/hr
Advanced/Basic Life Support – with engine standby for CPR, incident response hourly $937/hr $46 $983/hr County Fire Services:

Lake Valley Fire District Contract Per agreement
(with CPI) n/a Per agreement (with CPI)
Fallen Leaf Fire District Contract Per agreement
(with CPI) n/a Per agreement (with
CPI)
Wild Land Fire Suppression Fee:

Support Vehicle hourly CA OES rate n/a CA OES rate
Pumping Engine hourly CA OES rate n/a CA OES rate
Ladder Truck hourly CA OES rate n/a CA OES rate
Motor Vehicle Accident:

Level 1 Basic Response X hourly $1,052 $51 $1,103
Level 2 Extrication X hourly $1,594 $78 $1,672
Level 3 Multi Casualty X hourly $2,339 $114 $2,453
Hazardous Materials Clean-Up:

Level 1 Basic Response X hourly $700 $34 $734
Level 2 Full Alarm Response X hourly $2,339 $114 $2,453 Bomb Response/Bomb Squad:

Level 1 Full Alarm Response X hourly $1,052 $51 $1,103
Level 2 Full Alarm Engine Response plus TD Bomb Unit X hourly $2,339 $114 $2,453 Pipeline Breakage/Power Line Incidents:

Level 1 Single Engine X hourly $1,052 $51 $1,103
Level 2 Full Alarm Engine Response X hourly $2,339 $114 $2,453 Fire Hydrant Flow Test hourly $306 $15 $321
Witnessed Acceptance Test hourly $306 $15 $321
Fire Watch Service X Actual costs n/a Actual costs
hourly per engine $2,339 $114 $2,453
hourly per ladder truck $2,339 $114 $2,453
Emergency Assistance to Boats/Water Incidents: Includes boat responses, swift water and ice rescues, etc.

Level 1 Single Engine X incident $1,052 $51 $1,103
Rescue: Includes working with Search & Rescue for victim recovery, Rope Rescue, etc.

Level 1 in City X incident $744 $36 $780
Miscellaneous Fees:

False Alarm Responses 1st/2nd offense X response $156/$261 $0 $156/$261 Open Burning and Recreational Fires inspection $248 $12 $260 Arson Investigation - Includes scene safety, investigation, source ID, Arson dog, equipment use, mobile detection and report X investigation At cost using fully burdened rate n/a At cost using fully burdened rate Fire Investigation Reports report $9 $0 $9
Fire Incident Report report $44 $2 $46
Copies page $0.11 $0.01 $0.12
Photographs See police fee See police fee n/a See police fee Video Tape Duplication See police fee See police fee n/a See police fee Fireworks/Pyrotechnical Display Permit permit $407 $20 $427 Fire Dance Permit Annual Fee permit $204 $10 $214
Per Event Inspection each $53 $3 $56
Defensible Space Inspections for AB38 (Real Estate Sale) per hour n/a $70 $70 Defensible Space Inspections for Homeowners (includes tree marking) per hour n/a $30 $30 Miscellaneous Fees (cont.):

Expert Testimony (includes case preparation, documents, etc.) per case At cost using fully burdened rate n/a At cost using fully burdened rate
Special Event Review/Permit – Per Hour for Fire hourly $188 $9 $197 Expert Testimony (includes case preparation, documents, etc.) per case At cost using fully burdened rate n/a At cost using fully burdened rate
Special Event Review/Permit – Per Hour for Fire hourly $181 $9 $190 Fire Department
Fee Description Recovery USA Unit $ Change
Structure Fire Suppression (includes scene safety, initial investigation, traffic control, patient contact, hazard control) X

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Fire Inspection Fees:

Auto Alarm/Ext System – 10 per inspection $225 $11 $236 Auto Alarm/Ext System – 100 per inspection $548 $27 $575 Suppression Sys–50 hds/Dry Chem sys per inspection $225 $11 $236 Suppression Sys-200 hds per inspection $548 $27 $575
Underground Main <2” per inspection $110 $5 $115
Underground Main >2” per inspection $225 $11 $236
Board 7 Care Facility 7-50 per inspection $126 $6 $132
Board 7 Care Facility 50+ per inspection $311 $15 $326
Day Care Facility 6+ per inspection $110 $5 $115
Fire Safety Plan Review – SFD each $113 $6 $119
Fire Safety Plan Review-MFD each $238 $12 $250
Basic Fire Inspection, <1k k sq. ft. each $88 $4 $92
Basic Fire Inspection, 1k - 4k sq. ft. each $122 $6 $128 Basic Fire Inspection, 4k - 9k sq. ft. each $146 $7 $153 Basic Fire Inspection, >9 k sq. ft. each $185 $9 $194
Child Care Inspection Occupancy Permit Non-Home each $98 $5 $103 Child Care Inspection Occupancy Permit Home each $98 $5 $103 Miscellaneous Fire Services each At Cost n/a At Cost
Re-Inspection each $110 $5 $115
Operational Permit and Inspection CFC 105.6 each $231 $11 $242 Tents Structure > 200 sq. ft. each $110 $5 $115
Defensible Space / Fire Hazard per hour $154 $8 $162
Adopted Fee Proposed Fee
03/15/2022 4.88%
Special Business Regulation:

Other Permits – New each $430 $21 $451
Other Permits – Renewal each $214 $10 $224
Pedicab Permit – Owner/Operator New each $238 $12 $250
Pedicab Permit – Owner/Operator Renewal each $84 $4 $88 Pedicab Permit – Driver New each $141 $7 $148
Pedicab Permit – Driver Renewal each $55 $3 $58
Sidewalk Vending Permit – New each $150 $7 $157
Sidewalk Vending Permit – Renewal each $25 $1 $26
Other Police Functions:

Misdemeanor Booking per booking $40 $2 $42
Fingerprinting each $24 $1 $25
Live Scan Fingerprinting each $17 $1 $18
Local Criminal Clearance Letter each $10 $0 $10
Towed Vehicle Release each $150 $7 $157
Special Police Service each actual cost at fully
burdened rate n/a actual cost at fully burdened rate
DUI Incident Response – Police & Fire incident actual cost at fully burdened rate n/a actual cost at fully burdened rate
Copy of Dispatch Event report $0.10 $0.01 $0.11
Civil Subpoena each $280 $14 $294
Restitution Rate each actual cost at fully
burdened rate n/a actual cost at fully burdened rate
Subpoena Duces Tecum page + hourly +
microfilm
.10 + $25 per hour per
person + $.20 per
microfilm
n/a
.10 + $25 per hour per
person + $.20 per
microfilm
Govt. Code Controlled Activities actual cost at fully
burdened rate n/a actual cost at fully burdened rate
Other Special Activities hourly actual cost at fully
burdened rate n/a actual cost at fully burdened rate
Special Police Boat Service hourly actual cost at fully burdened rate n/a actual cost at fully
burdened rate
Equipment Reimbursement each Actual cost n/a Actual cost Firearm(s) Release (by appointment only) weapon $40 $2 $42 Ski Run Blvd. Vehicle Control hourly actual cost at fully burdened rate n/a actual cost at fully burdened rate
Police Report Copy pages $5 $0 $5
Tape Duplication – Audio tape $20 $1 $21
Tape Duplication – Video tape $20 $1 $21
Crime Scene/Police Photo Reproduction (CD photo) CD $20 $1 $21 Special Event Review/Permit (Small Event): 124 or less permit $79 $4 $83 Special Event Review/Permit (Medium Event): 125-299) permit $157 $8 $165 Special Event Review/Permit (Large Event): 300 or more permit $313 $15 $328 Non-Profit Special Event Review/Permit (Small Event): 124 or less permit $59 $3 $62 Non-Profit Special Event Review/Permit (Medium Event): 125-299) permit $118 $6 $124 Non-Profit Special Event Review/Permit (Large Event): 300 or more permit $235 $11 $246 $ Change
Police Department
Fee Description Unit $ Change
Fire Department (cont.)
Fee Description Recovery USA Unit

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Adopted Fee Proposed Fee
03/15/2022 4.88%
Taxicab Fees:

Taxicab Company Permit Annual $5 $0 $5
Taxicab Vehicle Permit Annual per vehicle $5 $0 $5
Taxicab Driver Permit Annual $25 $1 $26
Police False Alarm Response:
1st & 2nd False Alarm No charge n/a No charge
Excessive > 3 False Alarms alarm Per city code n/a Per city code Non Permitted False Alarm Per city code n/a Per city code Initial Permit Application – Resident, 3 year period permit $39 $0 $39 Renewal Permit – Resident, every 3 years permit $18 $1 $19 Initial Permit Application – Business, 1 year period permit $39 $0 $39 Renewal Permit – Business, every year permit $18 $1 $19 Vacation Home Rentals:

Vacation Home Rental Permit – Late Fee On Renewal violation Counted as violation n/a Counted as violation Vacation Home Rental Permit Master Report report $60 $3 $63 Vacation Home Rental Permit Label Report report $57 + cost of labels $3 $60 + cost of labels Vacation Home Rental Permit – Annual Fee - Tourist Core 4 or less occupants
5 to 8 occupants
9 to 12 occupants
13 or more
Fractional
$200
$350
$650
$850
$19.23 to $850
n/a
$200
$350
$650
$850
$19.23 to $850
Parking Program:

Parking Garage per 20 min/daily max $1.25/$25 $0 $1.25/$25 Monthly Garage Pass April 1-Oct 31 each month $125 $0 $125 Winter Full Week Pass Nov 1-Mar 31 each month $175 $0 $175 6 Month Pass per 6 months $500 $0 $500
5 p.m. until 3 a.m. $.50 per 20 min/up to $5 n/a $.50 per 20 min/up to $5 Holiday Rates (can include days before/after Holiday) Double Regular Rates n/a $2.50/$50 Parking validations - 1 packet of 50 - 1 hr validations each packet of 50 $50 $0 $50 Electric Car Charging Electricity Fee each Rate as determined by STJPPA n/a Rate as determined by STJPPA
Electric Car Charging Overstay Fee each Rate as determined by STJPPA n/a Rate as determined by STJPPA
Parking – Bellamy/Transit Way per 20 min/2 hr max $1 $0 $1 Parking – Upper Ski Run (identified in map) per contract per contract n/a per contract Parking Citation - Kiosk Violations per violation $39 $2 $41 Cannabis:

Public Safety License Fee each $1,135 + $85 x's # of employees (fingerprint/background) $55 $1,190 + $85 x's # of employees Public Safety License Renewal Fee each $1,135 + $85 x's # of employees (fingerprint/background) $55 $1,190 + $85 x's # of employees Public Safety Mitigation Fee Amounts:

Retailer each $13,750 n/a $13,750
Microbusiness with Retail each $21,250 n/a $21,250
Testing Lab/Manufacturer, Cultivator, Distributor, Microbusiness without Retail each $7,500 n/a $7,500 Delivery Component each $5,000 n/a $5,000
Shared Mobility:

Shared Mobility Device Fee per device $75 $4 $79
Parking Citations:

City Code:

4.25.300 - Parking, Restricted Parking Occurrence $75 $0 $75

4.25.330 - No Stopping Zone Occurrence $75 $0 $75

4.25.360 - Time Limited Parking Zone Occurrence $55 $0 $55

4.25.370 - Parked in Excess of 72 Hours Occurrence $75 $0 $75

4.25.410 - Parked Wrong Side of Street Occurrence $25 $0 $25

4.25.440 - Designated Taxi Zone / Bus Stop Occurrence $75 $0 $75

4.25.590 - Parking Garage Payment Required Occurrence $75 $0 $75

4.25.600 - Parking Garage Parked within Parking Space Occurrence $55 $0 $55

4.25.620 - Use of Entrance and Exit Occurrence $75 $0 $75

4.25.740 - Paid Parking - No Ticket Occurrence $75 $0 $75

4.25.750 - Paid Parking Time Expired Occurrence $75 $0 $75

4.25.840 - Residential Parking / Permit Zone Occurrence $75 $0 $75

4.95.050 - Private Property - Restrictions Occurrence $200 $0 $200

7.05.420 - Area restricted-Snow Removal Occurrence $205 $0 $205 All other City Parking Codes Occurrence $75 $0 $75
California Vehicle Codes:
21113 - Parking on Public Grounds Occurrence $75 $0 $75 21113(a) - Unauthorized parking on public grounds Occurrence $75 $0 $75 21211(b) - Park in bike path Occurrence $75 $0 $75
21211a - Blocking designated bicycle path Occurrence $75 $0 $75 22500.1 - Parked In Fire Lane Occurrence $105 $0 $105
22500a - Park Within Intersection Occurrence $75 $0 $75 22500b - Park on Crosswalk Occurrence $75 $0 $75
22500d - Park Within 15ft Fire Station driveway Occurrence $105 $0 $105 22500e - Block Driveway Occurrence $75 $0 $75
22500f - Park on a Sidewalk Occurrence $75 $0 $75
22500g - Obstructing Traffic/HWY Construction Occurrence $105 $0 $105 22500h - Double Parking Occurrence $75 $0 $75
$ Change
Police Department (cont.)
Fee Description Unit

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Adopted Fee
03/15/2022
California Vehicle Codes (cont.):
22500i - Park in Bus Loading Zone Occurrence $75 $0 $75 22507.8(a) - Handicap Disabled Only Occurrence $455 $0 $455 22507.8(b) - Block Disabled Stall/Space Occurrence $455 $0 $455 22507.8c - Parked in Handicap Crosshatch Occurrence $455 $0 $455 22514 - Within 15ft of Fire Hydrant Occurrence $105 $0 $105 22515 - Unattended Running Vehicle Occurrence $75 $0 $75 22523(b) - Abandoned Vehicle Occurrence $250 $0 $250
4000a - Expired Registration Occurrence $75 $0 $75
5204(a) - No Tabs Occurrence $75 $0 $75
All other California Vehicle Codes Occurrence $75 $0 $75 Administrative Citations*
City Code:

3.35.040 - No Business License Occurrence $100 $0 $100

3.50.380 (B) - Unpermitted VHR - Owner Responsible Occurrence $1,000 $0 $1,000

3.50.440 (A) - Vacation Home Rental (Maximum Occupancy - Occupant and Owner Responsible) Occurrence $500 $0 $500

3.50.440 (B ) - Vacation Home Rental (Parking Space Availability - Owner Responsible) Occurrence $250 $0 $250

3.50.440 (C )- Vacation Home Rental (Commercial Activity Prohibited - Occupant and Owner Responsible) Occurrence $500 $0 $500

3.50.440 (D) - Vacation Home Rental (Compliance with SLTCC - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (E) - Vacation Home Rental (Posting of Permit - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (F) - Vacation Home Rental (Marketing/Advertising Requirements - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (G) - Vacation Home Rental (Authorization to Inspect - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (H) - Vacation Home Rental (Outdoor Spas/Hot Tubs prohibited between 10 p.m.-8 a.m. - Occupant and Owner Responsible) Occurrence $500 $0 $500

3.50.440 (I) - Vacation Home Rental (Interior Signage - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (J) - Vacation Home Rental (Exterior Signage - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (K) - Vacation Home Rental (Parking Requirements - Occupant and Owner Responsible) Occurrence $250 $0 $250

3.50.440 (L) - Vacation Home Rental (Noise and Amplified Music Prohibited between 10 p.m. - 8 a.m. - Occupant and Owner Responsible) Occurrence $500 $0 $500

3.50.440 (M) - Vacation Home Rental (Emergency Lighting - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (N) - Vacation Home Rental (Lighting Design - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (O) - Vacation Home Rental (Parking of Commercial Vehicle - Occupant Occurrence $250 $0 $250

3.50.440 (P) - Vacation Home Rental (Records Relating to VHR - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.440 (Q) - Vacation Home Rental (Camping Prohibited - Occupant and Owner Responsible) Occurrence $500 $0 $500

3.50.440 (R ) - Vacation Home Rental (Trash/Bear Boxes Required - Owner Responsible) Occurrence $1,000 $0 $1,000

3.50.450 Vacation Home Rental (Operating without a Permit) Occurrence $1,000 $0 $1,000

4.150 - Refuse and Garbage Occurrence $150 $0 $150

4.35.020 - No Operator License - Mobile Vending Occurrence $100 $0 $100

4.40.020 - Nuisances Generally Occurrence $50 $0 $50

4.40.030 - Outdoor Display Occurrence $100 $0 $100

4.40.040 - Nuisances Generally - Noise Occurrence $100 $0 $100

4.45.040 - Abandoned Vehicle Occurrence $150 $0 $150

4.50.030 - Illegal Dumping Occurrence $1,000 $0 $1,000

4.50.050 - Unsuitable Trash Container - Commercial Occurrence $300 $0 $300

4.50.050 - Unsuitable Trash Container - Residential Occurrence $150 $0 $150

4.55 - Graffiti Occurrence $50 $0 $50

4.60 - Abandoned or Damaged Structure Occurrence $1,000 $0 $1,000

4.135.010 Police Service Occurrence $500 $0 $500

4.140.100 Private Patrols Occurrence $25 $0 $25

6.05 - Handbills Occurrence $100 $0 $100

6.10.160 - Exterior Lighting Occurrence $100 $0 $100

6.15 - Building Code Violation Occurrence $100 $0 $100

6.40 - Political Signs Occurrence $100 $0 $100

6.40.050 - Noncompliant Sign Occurrence $100 $0 $100

6.40.080 - Garage Sale Signs Occurrence $50 $0 $50

6.55.280 - No Home Occupation Permit Occurrence $100 $0 $100

6.55.810 - Marijuana Occurrence $1,000 $0 $1,000

7.05 - Sidewalk Snow Removal Occurrence $100 $0 $100

7.05.500 - Placing Snow in Right-of-Way Occurrence $100 $0 $100

7.05.560 - Sidewalk Snow Removal Occurrence $100 $0 $100 All Code Violations Not Listed Above or Specified in the Code Occurrence $250 $0 $250 *The fines for a second and any subsequent violation within a 12-month period for all violations with the exception of Vacation Home Rental violations will be double that of the previous fine assessed. The above penalties shall not supersede fines and penalties listed in the current City Code for specific violations.

Police Department (cont.)
Fee Description Unit

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288
Adopted Fee Proposed Fee
03/15/2022 4.88%
Office square foot or agreement $1.77 $0.09 $1.86
Ground Lease Rate square foot or agreement $0.32 $0.02 $0.34 Gratuitous Transportation vehicle $55 $3 $58
Conference/Meeting Room hourly rental hour $30 $1 $31
Conference/Meeting Room daily rental day $295 $14 $309
Restaurant Facilities Per agreement Per agreement n/a Per agreement Airport Terminal Lobby (upper/lower) hourly rental hour $58 $3 $61 Airport Terminal Lobby (upper/lower) daily rental day $355 $17 $372 Advertising Negotiated Negotiated n/a Negotiated
Advertising “Paper” Pick-Up Ads monthly $75 $4 $79
Rental Car Ground Lease Area Negotiated / Market Rate Conditions Negotiated / Market Rate Conditions n/a Negotiated / Market Rate Conditions
Other Use of Terminal Negotiated Negotiated n/a Negotiated Commercial Filming:

Small Scale Commercial Filming (less than 50 persons); waived if City promotion per day/winter $428 $21 $449 Small Scale Commercial Filming (less than 50 persons); waived if City promotion per day/summer $713 $35 $748 Large Scale Film Production (film crew larger than 50 persons) – Prep / Strike Location per day $319 $16 $335
Large Scale Film Production (film crew larger than 50 persons) – Filming Days per day $5,316 $259 $5,575 Airport Escort Required on Filming Days per day $266 $13 $279 Movement Area Filming (Runway and/or Taxiway)* per day* $2,500* $0 $2,500* Large Scale Filming (more than 50 persons) Security Deposit Negotiated Based on Location Agreement Negotiated Based on Location Agreement
Large Scale Film Production (film crew larger than 50 persons) – City Film Support for Permits, Police, Fire, etc. Per Hour Fully Burdened Rate of Employee Used Per Hour Fully Burdened Rate of Employee Used Aviation Use of Airfield**: Adopted Fee 03/15/2022 $ Change Proposed Fee Terminal Ramp Day Use; multiple use or 2 or more hours day $11 n/a n/a Terminal Ramp RON Use Fee; 6 hours or more after 5:00 pm night $23 n/a n/a GA Ramp Fee for A/C under 5,000 lbs day $0 $10 $10
GA Ramp Fee for A/C over 5,001 lbs "paid with landing fee" day $0 $24 $24 Monthly Tie Down Fee Flat Rate $0 $75 $75
Off Peak Season (September 11-May 30) Landing Fees Aircraft/Rotorcraft 6,001 lbs. ≤ X ≤ 11,999 lbs.
per 1,000 lbs. for aircraft over 6,001
lbs. Landing Weight $2.53/1,000 lbs. n/a n/a
Off Peak Season (September 11 -May 30) Landing Fees Aircraft/Rotorcraft 12,000 ≤ X ≤ 29,999 lbs.
per 1,000 lbs. for aircraft between
12,000 and 29,999 lbs. Landing
Weight
$3.11/1,000 lbs. n/a n/a
Off Peak Season (September 11 - May 30) Landing Fees Aircraft/Rotorcraft 30,000 ≤ X ≤ 59,999 lbs.
per 1,000 lbs. for aircraft between
30,000 and 59,999 lbs. Landing
Weight
$3.60/1,000 lbs. n/a n/a
Off Peak Season (September 11 - May 30) Landing Fees Aircraft/Rotorcraft 60,000 ≤ X lbs. per 1,000 lbs. for aircraft equal to or
over 60,000 lbs. Landing Weight $3.64/1,000 lbs. n/a n/a Summer High Season (May 31-September 10) Landing Fees Aircraft/Rotorcraft 6,001 lbs. ≤ X ≤ 11,999 lbs.
per 1,000 lbs. for aircraft over 6,001
lbs. Landing Weight $3.03/1,000 lbs. n/a n/a
Summer High Season (May 31-September 10) Landing Fees Aircraft/Rotorcraft 12,000 ≤ X ≤ 29,999 lbs.
per 1,000 lbs. for aircraft between
12,000 and 29,999 lbs. Landing
Weight
$3.72/1,000 lbs. n/a n/a
Summer High Season (May 31-September 10) Landing Fees Aircraft/Rotorcraft 30,000 ≤ X ≤ 59,999 lbs.
per 1,000 lbs. for aircraft between
30,000 and 59,999 lbs. Landing
Weight
$4.36/1,000 lbs. n/a n/a
Summer High Season (May 31-September 10) Landing Fees Aircraft/Rotorcraft 60,000 ≤ X lbs. per 1,000 lbs. for aircraft equal to or over 60,000 lbs. Landing Weight $4.88/1,000 lbs. n/a n/a Fuel Flowage Fee per gallon/per agmt $0.11 n/a n/a
Non-Fixed Based Operators Use: e.g. Mechanics, Instructors, etc. % of gross income if not paying rents & fees otherwise 7.75% n/a n/a
Adopted Fee 11/15/2022
Effective 1/1/2023
Landing Fee Helicopter Takeoff Weight
3,001+ $50.00 flat rate
Landing Fee FixedWingTakeoffWeightPer1,000lbs.
5,501 - 19,000 $8.00
20,000 - 49,000 $10.00
50,000+ $12.00
Airport
Fee Description Unit $ Change
Fee Description Unit
*Any filming conducted on runways or taxiways defined as the Movement Area by the Federal Aviation Administration will have a $2,500 per day additional fee on top of other rates.
**Basing an Aircraft in an Airport Hangar does not count as "tenancy" for purposes of Commercial activities. Tenancy requires ground lease, concession agreement or terminal office rental agreement

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289

4.24%
Adopted Fee Proposed Fee
03/15/2022 4.88%
Other Fees:

Automobile Parking; monthly per space $28 n/a n/a
Airport Parking Lot Rental 100 Spaces 1/2 Parking Lot $1063/day $52 $1,115/day Ground Transportation ‐ Limousine; yearly per company $706 $34 $740 Gratuitous Transportation – Taxi Cab; yearly, negotiable vehicle $35 $2 $37 North GA or Terminal Ramp; hourly, 300 linear feet full width hourly $295 $14 $309 North GA or Terminal Ramp; day, 300 linear feet full width day $3,540 $173 $3,713 Taxiway A between H and J– North End; hourly hourly $295 $14 $309 Taxiway A between H and J– North End; daily day $3,540 $173 $3,713 Airport Technician Fully burdened hourly rate Fully burdened hourly rate n/a Fully burdened hourly rate
Dump Truck, Sander, Grader, Loader hourly $201 $10 $211 Carpet Cleaning; includes equipment use +actual costs of City staff hourly + actual Fully burdened hourly rate n/a Fully burdened hourly rate
Airport Hangar Waitlist Fee each $0 $250 $250
Airport Lease Security Deposit (refundable deposit) each $782 $750 Airport Key Card (refundable deposit) each $52 $50
Lost/Stolen Key Card Replacement (non‐ refundable) each $52 $50 Airport Hangar Key (refundable deposit) each $26 $25
Lost/Stolen Hangar Key Card Replacement (non‐ refundable) each $26 $25 ***Local Emergency Agency Partners conducting training exercises to improve interagency airport emergency response is exempted from use fees Building Qty Available Size Monthly Rent Monthly Rent
Daily Rate Aircraft Hangar Storage (not to exceed 30 continuous days rental) (When Available) All $43/day n/a Building A 3 42’ box – 1,560 sf $742 $1,060
1 48’ box – 1,920 sf $819 $1,256
1 60’ box – 3,600 sf $1,248 $2,212
Building B 7 45’ tees – 1,350 sf $646 $918
2 48’ tees – 1,480 sf $675 $990
2 Storage – 674 sf $364 $481
Building C 8 42’ tees – 1,071 sf $514 $730
2 42’ el – 1,271 sf $587 $854
1 Storage – 357 sf $152 $232
Building D 9 42’ tees – 1,071 sf $514 $730
1 42’ el – 1,271 sf $587 $854
1 Storage – 357 sf $152 $232
1 Storage – 525 sf $296 $380
Building E 10 42’ tees – 1,071 sf $514 $730
2 Storage – 525 sf $296 $380
Building F 4 48’ box – 1,920 sf $819 $1,256
Hangar F4* 1 48’ box – 1,920 sf $1,055 n/a
1 10' Box ‐ 800 sf $364 $523
Somermeier 1 61’ box – 3,111 sf $1,445 $2,095
Improper Hangar Use Penalty. Tenants who represent to use the hangar for aeronautical purposes at a lower rate then use hangar for non‐aeronautical use Upon Complaint or Hangar
Inspection
Not Applicable if Tenant notifies Airport
Manager that they intend to change use
from Aeronautical to Non‐Aeronautical
$1,200 per occurrence +
Adjustment of rental
rate to non‐aeronautical
N/A
Council Adopted 10/4/2022
Effective 1/1/2023
Offices square foot or agreement $2.30
Council Adopted 10/4/2022
Effective 1/1/2023
Fuel Flowage Fee per gallon/per agmt $0.20
Council Adopted 10/4/2022
Effective 1/1/2023
Parking per space $100
Council Adopted 10/4/2022
Effective 1/1/2023
All Hangars (Box and Tee) per square foot $0.96
All Storage Units (Aeronautical Use) per square foot $0.96 All Storage Units (Non‐Aeronautical Use) per square foot $0.96 Rental rates listed above are based on a one‐year lease. All leases are short‐term leases (month‐to‐month) and all units are charged a flat monthly rate of $25 for electricity which is included in the monthly fee. These utility charges are based on average year‐round usage. Hangar F4 is used for Air Ambulance Operations and expends significant energy on heating the hangar. As a result, this hangar is charged a higher utility rate to cover the increased cost.
*Hangar F4 has a higher rate due to significantly more energy consumption due heated hangar for air ambulance.

Airport (cont.)
The T‐Hangar complex is on a parcel of land approximately 275’x 663’ including the taxi lanes. There are six buildings with a total of 48 aircraft hangars and seven storage areas as follows:

Fee Description
Aeronautical Use
Adopted Fee
03/15/2022
Non Aeronautical
Use Adopted Fee
03/15/2022
Fee Description Unit
Rolled back to
appropriate rates;
deposits are not subject
to increase based on CPI.
$ Change
Building Unit
Fee Description Unit
Aviation Use of Airfield Unit
Other Fees Unit

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290
Adopted Fee Proposed Fee
03/15/2022 4.88%
Appeals per appeal $345 $17 $362
Document Printing and Copying, .10 per page plus postage document page $0.10 $0 $0.10 City Council Chambers Use Application Fee per application $25 $1 $26 City Council Chambers Rental, M‐F, 8‐5 p.m. per hour $40 $2 $42 Video Meeting Electronic File Transfer, 1 per Drive Thumb Drive $5 $0 $5 Verbatim Transcript Service actual outsource cost hourly or actual outsource cost n/a hourly or actual outsource cost
Notary Service per signature $15 $0 $15
Notary Service ‐ Providing California Notary
Acknowledgement or Jurat Form per form n/a $1
Agenda Mailing Service, .10 per page plus postage agenda .10 per page plus postage n/a .10 per page plus postage
Filming Application Fee application $178 $9 $187
Public Property Use Fee (for filming only) use $696 $34 $730 Temporary Sign Deposit (yard signs) campaign $158 $8 $166 Adopted Fee Proposed Fee
03/15/2022 4.88%
Business and Professions Tax Rates:

Schedule A (per $1,000 gross receipts) per 1,000 gross receipts $1.07 n/a $1.07 Schedule B (per $1,000 gross receipts) per 1,000 gross receipts $1.62 n/a $1.62 Schedule C (per $1,000 gross receipts) per 1,000 gross receipts $2.14 n/a $2.14 Schedule D (per $1,000 gross receipts) per 1,000 gross receipts $2.69 n/a $2.69 Schedule E (per $1,000 gross receipts) per 1,000 gross receipts $3.22 n/a $3.22 Schedule N (non‐profit 501(c)(3); veterans; etc.) n/a $0.00 n/a $0.00 Maximum Annual Amount of Tax (Measure B, June 2012) application $20,000 n/a $20,000 Administrative Fee – New license application (Including $12 Business License Technology Fee) application $77 $4 $81
Administrative Fee – New Business One Time 6 Month License Application application $38 $2 $40 Administrative Fee – Annual Renewal (Including Business License Technology Fee) application $60 $3 $63 AB1379 (amended SB1186; ADA info and access fee ‐ State of CA mandated; effective 1/1/2018 through 12/31/2023) per business certificate $4 $0 $4 Business License Technology Fee; collected with admin fee business application $11 $1 $12 Business License Certificate – duplicate copy certificate $18 $1 $19 Lien Release Fee lien Passed on to Seller through Escrow n/a Passed on to Seller through Escrow
Administrative Fee for Delinquent Refuse Collections lien $79 $4 $83 TOT and Business License Reports:

Delinquent Tax Analysis per project At cost using fully burdened hourly rate n/a At cost using fully burdened hourly rate
Motel Tax Master (name/address listing) per report $57 $3 $60 Individual TOT Report per motel/per year $17 $1 $18
Vacation Home Rental Master Report per report $57 $3 $60 Vacation Home Rental Label Report per report $57 + cost of labels $3 $60 + cost of labels Business License Master Report, Standard Format per report $57 $3 $60 Business License Master Report Requiring Specific Formatting Due to Information Request per report $57 + fully burdened hourly rate $3 $60 + fully burdened hourly rate
Business License Label Report per report $57 + cost of labels $3 $60 + cost of labels Miscellaneous Fees:

Returned Check (NSF) Processing per check $25 $1 $26
Geobase Information Service, Research per project At cost using fully burdened hourly rate n/a At cost using fully burdened hourly rate
Stop Payment Fee per check At cost using actual bank charge n/a At cost using actual bank charge
City Clerk
Fee Description Unit $ Change
Fee Description Unit $ Change
Finance

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291
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 7
Agenda Item: Agreement with Design Workshop for Preparation of the Mid-Town Area Plan in Amount Not to Exceed $598,697
Executive Summary: The City Council's Strategic Plan Priority 1, Built Environment, Action Item 1.2 is the revitalization of the Mid-Town area. The City is undertaking the development of the Mid-Town Area Plan to guide future land uses and development to meet the needs of residents, businesses, visitors, and the environment. Design Workshop was selected by a selection committee to assist in developing the area plan and leading the planning effort.

City staff is requesting the City Council appropriate $598,697 for the Professional Services Agreement, with $151,405 of that total be allocation from the City's undesignated general fund reserves and $100,000 from General Plan available fund balance.

Requested Action / Suggested Motions: Pass a Resolution appropriating $151,405 from General Fund Undesignated Excess Reserves and $100,000 from General Plan available fund balance for the Mid-Town Area Plan and authorizing and directing the Mayor to execute a Professional Services Agreement in an amount not to exceed $598,697 with Design Workshop for consultant services to prepare the Mid-Town Area Plan.

CEQA Determination: Awarding this agreement to Design Workshop is statutorily exempt from review under the California Environmental Quality Act (CEQA) 15262 (feasibility and planning studies).

Responsible Staff Member: John Hitchcock, Planning Manager Responsible Staff Member: John Hitchcock, Planning Manager Reviewed and Approved By:

Hilary Roverud, Development Services Director
Susan Blankenship, City Clerk
Olga Tikhomirova, Diector of Finance
Heather Stroud, City Attorney
Attachments:
01-Staff Report - Mid-Town Area Plan.docx
02-Location Map.pdf
03-Design Workshop Proposal.pdf
04-PSA with Design Workshop.pdf
05-Resolution - Mid-Town Area Plan Agreement with Design Workshop.docx 292
City Council Agenda Report- April 4, 2023 Page 1 of 5
City of South Lake Tahoe
Report to
City Council
Meeting Date: April 4, 2023
Title: Professional Services Agreement and funds appriation for Preparation of the MidTown Area Plan Location: Mid-Town (see attachment 02, location map)
Responsible Staff Member: John Hitchcock, Planning Manager (530) 542-7472 Background:

The City Council's Strategic Plan Priority 1,Built Environment, Action Item 1.2 is the revitalization of the Mid-Town area. The City is undertaking the development of the Mid-Town Area Plan to guide future land uses and development to meet the needs of residents, businesses, visitors, and the environment. The Mid-Town Area Plan will leverage the adopted 56-acre master plan and existing infrastructure at Lakeview Commons and Harrison Avenue to further transform mid-town into a recreation, arts, and community hub.

The Strategic Plan directs the City to prepare an Area Plan for the Bijou/Al Tahoe, Sierra Tahoe Commercial, Bijou Community Park, and Bijou Meadow/Golf Course areas. The Mid-Town Area Plan would provide land use guidance for all future redevelopment and development opportunities in the Mid-Town area.

Issue and Discussion:

Like past Area Plan planning efforts (i.e., Tourist Core and Tahoe Valley), the Development Service Department initially proposed to prepare the Area Plan primarily with internall staffing and secondary constultant assistance. Funding was allocated in the FY 2022-2023 Budget to fund a Senior Planner for a two-year term to lead the planning effort. The Senior Planner's responsibility would have been to manage the planning process and public outreach, and deliver a Mid-Town Area Plan for the City's Council consideration within the projected timeframe.

The City advertised the Senior Planner position in the Summer of 2023 but received no applications. As a result, a decision was made to solicit a full-service consulting firm that could provide planning and environmental services to lead the planning effort, conduct public outreach and deliver a transformative Mid-Town Area Plan.

The consultant team is expected to lead the planning effort, including outreach and public engagement efforts, policy development, development of design standards, prepare conceptual land visions, and draft implementation strategies. In addition, the consultant is required to draft a program-level environmental impact analysis in compliance with the California Environmental 293
City Council Agenda Report- April 4, 2023 Page 2 of 5
Quality Act and Chapter 3 of the TRPA Code of Ordinances and Article 6 of the TRPA Rules of Procedures.

The consultant team is expected to develop an Area Plan that is consistent with Chapter 13 of the TRPA Code of Ordinances and incorporate, at a minimum, the following elements:
 The Built Environment and Land Uses
 Design and Development Standards
 Housing
 Transportation and Connectivity
 Sustainability
 Recreation and Equitable Access
 Arts and Culture
 Implementation Measures/Infrastructure Needs
On December 23, 2022 the City posted a Request for Proposals (RFP) on Planet Bid pursuant to the City's procurement procedures. The RFP bidding process closed on January 31, 2023 and the City received three (3) proposals. Design Workshop, Wallace Roberts Todd, and Wood Rogers are the three firms submitting proposals.

According to the City's Procurement Policies and Procedures Manual, a selection committee is required to review, score, and rank the proposals. The selection committee included two representatives from Development Services, one from the Finance Department, one from Public Works Department, one from the Recreation Department, and one external evaluator from the Tahoe Regional Planning Agency.

The selection committee evaluated the submitted proposals based on the evaluation method and criteria described in the posted RFP. The evaluation was based on the submitted cover letter, proposed work plan and deliverables, proposed timeline, proposed cost estimate, and any supporting documents addressing the following:

1. Resources the team could use to reduce the overall project timeline and cost.

2. The proposed method for CEQA analysis of potential Vehicle Miles Traveled impacts consistent with SB 743.

3. Proposed quality control methods to ensure deliverables are complete, accurate, and appropriately edited.

4. Consultant team's capacity to deliver the project in the timeframe and budget proposed.

The evaluation resulted in Design Workshop receiving the highest score, followed by Wallace Roberts Todd, and Wood Rogers. The Design Workshop team received the highest score due to their understanding of the City's needs, the importance of the Mid-Town to the community, their planning experience in the Tahoe Basin, their national experience, and their ability to deliver a quality product within the proposed timeframe and proposed budget. 294
City Council Agenda Report- April 4, 2023 Page 3 of 5
Based on this evaluation, the selection committee recommends the City Council direct the City Manager to negotiate with Design Workshop to provide full-service planning and environmental services for the Mid-Town Area Plan.

The Design Workshop team will be providing the following services:

Project Management Coordination
Design Workshop will be responsible for project management and coordinating with the Planning Manager for all aspects of the project. This task includes preparing a Project Management Plan with detailed work plans, project schedules and deliverables, assignments, roles and responsibilities, and engagement goals.

Existing Conditions Report
Design Workshop will review previous work, analyze current land use conditions, demographics, and market trends, transportation issues, environmental site conditions, and prepare a report summarizing existing conditions, issues, and opportunities.

Public Outreach and Engagement
Design Workshop will prepare a Community Engagement and Communication Plan to assess engaging the community. This Plan will include identifying stakeholders, engagement timeline, information distribution methods, and roles and responsibilities of the consultant team and City staff. This Plan will also consist of outreach goals and identify engagement tools and techniques that will serve the community's unique needs.

Design Workshop will be responsible for all meeting preparation, public noticing and outreach, and necessary presentations.

This task also includes explicit outreach to the underrepresented community who have generally not been involved in local planning efforts. Translation services and specific outreach to the Spanish-speaking community are proposed, including engaging the youth community.

Draft Area Plan
Design Workshop will develop three conceptual framework alternatives that will describe different land use scenarios for the future of Mid-Town. Those alternatives will be the basis for preparing the Draft Area Plan that includes a land use vision, goals, policies, implementation strategies, zoning standards, development/design standards based on the information received from the existing conditions report, stakeholder engagement, technical advisory groups, and the public engagement outreach efforts.

Environmental Analysis
Design Workshop will prepare a programmatic level Initial Study and Initial Environmental Checklist pursuant to CEQA Guidelines and the TRPA Code of Ordinances and Rules of Procedures. Design Workshop will draft the AB 52 Tribal Consultation Letter, Notice of 295
City Council Agenda Report- April 4, 2023 Page 4 of 5
Completion, Notice of Intent, the Draft Initial Study/Initial Environmental Checklist, responses to comments, the Final Initial Study/Initial Environmental Checklist, and Notice of Determination.

Final Area Plan
Design Workshop will prepare the Final Area Plan and all necessary maps and graphics, deliver a digital copy to the City, and participate in the Planning Commission and City Council adoption meetings.

Financial Implications:

In the FY 22-23 budget, the City allocated $250,000 for Mid-Town Area Plan professional services and $97,292 for the Senior Planner position into the General Plan account 270-03710. With Midyear budget amendments, the funds for the Senior Planner were transferred to professional services for a total of $347,292 allocated to the Mid-Town Area Plan. There is an additional $100,000 in General Plan fund balance available for appropriation to professional services. The Professional Services Agreement between the City and Design Workshop includes a not to exceed amount of $598,697. An additional $151,405 is recommended to be allocated from the City’s undesignated general fund reserves to fund this priority initiative.

Environmental Considerations:

Awarding this agreement to Design Workshop is statutorily exempt from review under the California Environmental Quality Act (CEQA) 15262 (feasibility and planning studies).

The Mid-Town Area Plan will be subject to CEQA review and that review is part of the scope of work for this agreement. A programmatic Initial Study and Initial environmental Checklist (IS/IEC) is envisioned to be the appropriate environmental document for evaluation of the Area Plan plan pursuant to CEQA and TRPA Code of Ordinances and Rules of Procedures. Our approach would integrate area planning and environmental review by considering environmental constraints early in the planning process and incorporating appropriate environmental protection measures and enhancements into the area plan to create a self-mitigating plan to the extent feasible. For purposes of this proposal, it is assumed that all potential environmental impacts of the area plan could be mitigated to less-than-significant levels and that the IS/IEC would support a Mitigated Negative Declaration (MND) and a Finding of No Significant Effect (FONSE). If the IS/IEC identified the potential for significant and unavoidable impacts, such that an EIR/EIS is required, the approach to preparing an IS/IEC as proposed by the consultant team could be modified.

Policy Implications:

Preparing an Area Plan for the Mid-Town is consistent with the following General Plan policies:

Policy LU-1.2 Smarth Growth: The City shall implement Smarth Growth principles to create walkable, mixed-use centers, compact and complete neighborhoods, and enhanced gateways and places. Smarth Growth Principles include:
- Creating a range of housing opportunities and choices - Creating walkable neighborhoods
296
City Council Agenda Report- April 4, 2023 Page 5 of 5
- Encouraging community and stakeholder collaboration
- Fostering distinctive, attractive communities with a strong sense of place - Making development decisions predictable, fair, and cost-effective - Providing a mix of land uses
- Preserving open space, natural beauty, and critical environmental areas - Providing a variety of transporation choices
- Strengthening and directing development to existing communities - Taking advantage of compact building design
Policy LU-2.2 Community Plan Preparation, Adoption, and Implementation: The City shall periodically update and implement the four Community Plans as a way ot focus development commodities and revitalization efforts.

Policy LU-2.5 Bijou/Al Tahoe Community Plan Area: The City shall encourage the creation of a viable residential neighborhood with appropriate neighborhood amenities and compatible high quality family-oriented recreation and public facilities including government offices.

Policy LU-2.8 Community Plan Incentives: The City shall provide permit streamlining, commodity increases, coverage increases, and other similar incentives to enourage implementation of General Plan goals and policies.

Policy LU-5.3 Commercial Center Enhancement: The City shall encourage the upgrade and/or expansion of existing commercial centers, including: improvements to parking and landscaping areas; redesigns to accommodate bicycle, pedestrians, and transit facilities; and remodeling to incluce “green” technology and improve energy efficiency.

Policy LU-8.14 Art in Public Places: The City shall promote art in public places such as pedestrian areas, tourist accommodation areas, social gathering places, and commercial shopping cneters in conformance with a Cultrual Arts Master Plan.

Policy LU-11.2 Equal Public Participation: The City shall ensure that all community residents have meaningful opportunities to participate in the decision-making process. 297
Sources: Esri, HERE, Garmin, Intermap, increment P Corp., GEBCO, USGS, FAO, NPS, NRCAN, GeoBase, IGN, Kadaster NL, Ordnance Survey, Esri Japan, METI, Esri China (Hong Kong), (c) OpenStreetMap contributors, and the GIS User Community

MID-TOWN AREA PLAN BOUNDARY
Sierra Tahoe
Commercial
Bijou/Al Tahoe
Community Plan
Bijou
Community
Park
Bijou
Golf Course
& Meadow
Bijou/Al Tahoe
Community Plan
Bijou/Al Tahoe
Community Plan
298

MID-TOWN

AREA PLAN

RESPONSE TO REQUEST FOR PROPOSALS

PREPARED FOR THE CITY OF SOUTH LAKE TAHOE
RFP #2022-12-13
JANUARY 31, 2023
AMENDED MARCH 16, 2023
299
Contents
A. Cover Letter 1
B. Work Plan and Deliverables 4
C. Proposed Timeline 25
D. Cost Estimate 27
E. Additional Information 29
300
Design Workshop, Inc.

Landscape Architecture
Planning
Urban Design
Strategic Services
128 Market Street Ste 3E
PO Box 5666
Stateline, NV 89449
775.588.5929
designworkshop.com
January 31, 2023
John Hitchcock, Planning Manager
Planning, Land Use and Zoning
City of South Lake Tahoe
1052 Tata Lane
South Lake Tahoe, CA 96150
Re: RFP Mid-Town Area Plan and #2022-12-13
Dear John and members of the selection committee,
Developing the Mid-Town Area Plan is an important step for the City of South Lake Tahoe to develop a comprehensive planning document that is both visionary yet addresses the elements important for implementation. The Mid-Town area as defined in the Request for Proposal, includes some of the City’s best recreation assets, located adjacent to some of most diverse, historic and walkable neighborhoods, where restoration and environmental enhancements can help shape the character and beauty of the area. This is a great opportunity for reinvestment and infill in the existing commercial areas, many of which have seen redevelopment in recent years. To preserve the local character while also preparing for future growth, it is the ideal time for the community to craft an area plan that addresses the changes and opportunities within the community and charts a course for the future of Mid-Town.

Design Workshop is excited to submit a proposal to assist the City with this critical planning effort and final document. Based on our understanding of what the City would like to accomplish in this process, we have structured a team of consultants that brings creative solutions, technical knowledge, strong visualizations, and foundational data and analysis to ensure the vision of MidTown is both inspirational and achievable. Our team has national experience working on regional, neighborhood, and area plans across the county, balanced with a local knowledge of the City of South Lake Tahoe. As a majority of our team also calls this area home, we understand the needs of the community and unique attributes of the Mid-Town area. Each of us has a personal story that ties us to this project, as well as experience and technical expertise that will prove this project successful.

We understand the need to develop a Mid-Town Area Plan that achieves the environmentally beneficial redevelopment and threshold gain identified in the Lake Tahoe Regional Plan, while also accomplishing local strategic priorities. Design Workshop has intimate knowledge of the plan area through work on the 56-Acres Park, Regan Beach, Bijou Bike Park, Tahoe Greenway, and other plans and projects within the Mid-Town Area. Ascent was instrumental to the adoption of the Regional Plan update and has guided all Basin jurisdictions—the City of South Lake Tahoe, Douglas County, El Dorado County, Placer County and Washoe County—in plan preparation and completion of the environmental review. LSC has deep knowledge in the need to balance land use planning with transportation capacity that centers around regional vehicle miles traveled (VMT).

BAE ensures that market driven solutions are incorporated into the design process. Stantec is familiar with the hydrologic, geographical, engineering constraints and opportunities within the Mid-Town area having delivered numerous hydrologic studies and engineering designs including the East Pioneer Watershed Hydrology Study, the Bijou Erosion Control Project, and the Harrison Avenue Streetscape Project.

Once complete, the plan will address the built environment and land uses, housing, transportation and connectivity, sustainability, recreation and equitable access, arts and culture, environmental enhancements, and infrastructure needs while providing implementation strategies that are consistent with City policy and the TRPA Code of Ordinances. 301
We thank you for your consideration of our team’s proposal and I personally look forward to working with you and being part of a legacy project that will impact many generations to come. Please do not hesitate to contact me at (775) 790-0034 or [email protected].

Sincerely,
Steve Noll
Principal-in-Charge
302
B. WORK PLAN AND

DELIVERABLES
303
Authentic places are
rooted, enduring,
meaningful and
intensely local.

Our Understanding
The Mid-Town Area Plan (Area Plan)
for the Bijou/Al Tahoe Community Plan,
the Sierra Tract Commercial Plan Area
Statement, and the Bijou Meadow Plan
Area Statement (Bijou Community
Park, Bijou Meadow/Golf Course),
collectively referred to as the MidTown Area Plan, is an opportunity to achieve revitalization of the plan area.

The Mid-Town Area Plan leverages the
recently completed 56-Acre Master
Plan and existing infrastructure at
Lakeview Commons and Harrison
Avenue to further transform MidTown into a commercial, recreation, arts, cultural and community hub.

The planning process will bring the
community, stakeholders, and the
City together in partnership to create
a vision for the future of Mid-Town,
create guiding principles that drive
future development, and develop
goals and policies that implement the
Regional Plan and City of South Lake
Tahoe objectives at a community scale.

Area plans by nature need to address
a wide variety of social, economic,
and environmental factors—some
of the factors include land use and
zoning regulations, development and
design standards, transportation, and
environmental considerations such as
balancing recreation and conservation
and ensuring public services and
facilities to serve residents. The
following are the key topics our
team believes our team believes are
important for the future of the MidTown Area Plan:

The Importance of the
Area Plan
Places define how the community
experiences Mid-Town, where
they meet, gather and hangout.

The relationship of housing, retail,
and connectivity are the essential
ingredients to creating great places.

Our approach to the Mid-Town Area
Plan is rooted in an understanding
of the framework of the Mid-Town
area—including current land uses,
infrastructure, planned projects, and
local character, balanced with the
economic drivers that attract people
to live, work and play. We believe these
elements are intricately linked, as a
thriving economy attracts people,
and the physical elements contribute
to a great Mid-Town experience. The
Mid-Town Area Plan is an opportunity
Layering spaces
and experiences
helps create
opportunities for
social connection.
4 B. Work Plan and Deliverables
304
to curate land uses to serve both the
existing neighborhoods and greater
City residents. We will explore the
availability of housing, retail economy
and the culture of recreation in
celebration of the Lake, parks and
natural areas that make this area of
Tahoe special.

Mid-Town is a
Recreation Hub
Recreation and access to the outdoors
is central to the way of life in South
Lake. The Mid-Town area is a central
hub of recreation featuring Bijou Bike
Park, multi-use fields, 56-Acre Park,
the LTCC campus and is a launch point
for paddleboarding and swimming at
Regan Beach and Lakeview Commons.

With the recent adoption of the 56-
Acre Master Plan and the current
construction of a new recreation/
swim center, the quality of recreation
in this area will continue to improve.

As part of this process we will develop
a preliminary Bijou Park Master Plan
and explore strategies to enhance or
increase community gathering places
and how they are linked to other areas
of the community.

The Heart of the Community
The Mid-Town area is at the heart of
South Lake Tahoe, touching on the
most scenic views of Lake Tahoe and is
a bridge between other local and visitor
destinations at Tahoe Valley (the Y) and
the Tourist Core (The Base Village).

The businesses along Harrison Avenue
and at Sierra Boulevard are distinctly
local. As such, it is critical the Area
Plan ensures that design concepts
will enhance creation of a meaningful
places for this area of the City.

The Area Plan will identify key
opportunities to create vibrant
community destinations through
increased density and strategic
placemaking. We propose a series
of conversations with business
owners, property owners and the local
development community to leverage
partnerships and identify incentives to
support mutual goals. Our approach
suggests key opportunity sites to
explore redevelopment opportunities
to guide policy recommendations as
well as ensuring project feasibility.

Opportunity sites might include
mixed use and infill development,
attainable housing locations, and the
opportunities for the golf course and
Bijou Park to address programming and
placemaking.

Celebrating the Natural
Setting
Mid-Town connects the mountains to
the Lake with access to both water
and mountain activities, which is core
to the local culture. The coordination
of land use planning to enhance active
5 B. Work Plan and Deliverables
305
and passive open space assets and
protect the Lake, restore SEZ, and
integrate local neighborhoods are
opportunities the Mid-Town Area Plan
will feature. Ecology of the site should
inform decision-making around roads
and infrastructure to incorporate best
practices for stormwater, minimize site
disturbances, and protect and restore
natural habitats. Our understanding
of these resources will allow us to
prepare an area plan that celebrates
the area’s natural landscape,
improves socioeconomic conditions,
incorporates environmental beneficial
redevelopment, and accomplishes
threshold gain.

Integration of
Transportation and
Infrastructure
The Mid-Town Area Plan needs to
look comprehensively at how streets
and trails connect surrounding
neighborhoods to multimodal options
for transit. Roadways should connect
people, not divide them, and support
a sense of place to create safe and
accessible spaces. Our approach will
ensure that parking is balanced for
residents, businesses, and visitors.

Key to the success of the Mid-Town
Area Plan will be to provide transit
options—including bus service and
bicycle and pedestrian infrastructure—
that are easily accessible through
a safe and connected network that
improves vitality of the community
activity centers. The Area Plan will aim
to address these and other issues to
promote alternative transportation,
encourage community cohesion, and
improve socioeconomic vibrancy.

As a long-term plan, it is important that
circulation and mobility policies be
crafted to advance overall community
goals. VMT has emerged as a key
measure of transportation and
associated impacts, both at a regional
and statewide level. The Area Plan has
the potential to proactively address
VMT by considering land use patterns
that reduce the need for travel, as well
as non-auto improvements and other
policies that encourage a shift away
from private vehicle transportation.

Experts in
Community
Engagement
We position community and
stakeholder engagement at the
center of every project and Design
Workshop is known for customizing
outreach strategies for individual
project and community needs. We do
not believe that one-size fits all, and
are experts at designing a process
that utilizes a variety of tried and true
tools to innovate and adapt to meet
the needs of the city and community.

Our commitment to you is to provide
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a public process that is meaningful,
inclusive and innovative.

We believe that the voices of the
community - from City Council to
TRPA to the small-business owners
on Harrison Avenue to the visitors and
residents enjoying the Lake - are an
essential piece of the story for the MidTown Area Plan effort. The following outline core values that Design
Workshop brings to community and
stakeholder engagement.
• Inherently collaborative. We
work with you and the community
to address the issues and identify
strategies that are realizable and
attainable. We work with the city
staff, stakeholders and community
as project partners in success. We
ask that you be ready to be part of
the team to help the project evolve
from start to finish.
• Engaging and Fun! We listen–truly
listen. We strive to create a process
that is inclusive, transparent,
and authentic with meaningful
opportunities to participate in
the conversation. We are trained
facilitators and have developed and
collected a wide array of in person
activities and digital technologies to
adapt to situations and objectives.
• Community Leaders. We believe
the strategic engagement of local
leaders, business owners and local
organizations from project start
to finish is crucial to successful
outcomes and support for the
plan. Local leaders and community
advocates can help to organize,
educate, and build momentum to
move forward–and become project
partners along the way.
• Everyone Has a Voice. We ensure
inclusive engagement where
everyone has a voice in the public
conversation by identifying the
geographic, demographic, and
interest groups that make up the
fabric of the community. We use
creative methods to reach out to
groups that may traditionally not be
involved in planning conversations.
• Transparency Builds Trust.

Engagement is more meaningful
when people know their input
will be used, what others in the
community have said, and how
input has influenced the plan
creation. We have found that
both qualitative and quantitative
assessments of community input
provide decision-makers with more
confidence in a defensible process.

Our approach to community
engagement for Mid-Town Area Plan
is based in principles of providing
broad engagement opportunities for
the entire community. Rather than
focusing on one event or method for
7 B. Work Plan and Deliverables
307
outreach, we will plan “engagement
windows” that are bursts of multiple
tactics for community conversations
and centered around key milestones in
the project. Each window will explore
different ways to connect with people,
through meeting people on-site to
community workshops. While we
will work with the city to craft and
engagement strategy specific to the
project needs and goals, the following
are suggested tools and strategies we
propose for the Mid-Town Area Plan.
• Public Engagement Plan. We will
invest considerable resources to
create a Community Engagement
and Communications Plan (CECP)
to identify key stakeholders, major
interest groups and underserved
communities, and marries the
appropriate engagement tools to
these groups at key moments in the
planning process. The outreach and
communications for this process
will be tailored to meet the needs
of the City and community through
discussion at the SKO.
• Communications. We will
tailor the outreach and public
communications to exceed
the City’s expectations. We
anticipate working with the City’s
communications department
to maintain an engaging online
presence and provide regular
content and project updates for the
City to post on a project website. In
addition, our team is experienced in
creating media packets for projects
which provide information for a
variety of media outlets including
what the project is, who is involved,
why the project is important, and
when and how people can get
involved or provide feedback.
• Listening Sessions. Our approach
includes a series robust discussions
around a broad range of where key
stakeholders to come and share
their thoughts, concerns and ideas
around targeted topics.
• Advisory Groups. We also know it
is important to listen and build trust
with local leaders and decisions
makers and propose regular
meetings with the City and city
leadership. We believe using an
Advisory Group is an effective way
to ensure engagement from key
stakeholders, while also creating
ambassadors for the process
and a community to disseminate
project information in advance of
engagement events. This group
would be identified during the SKO,
and we anticipate working with staff
to engage these key stakeholders.
• Pop Up Events. Pop-ups represent
an excellent opportunity to
engage large cross-sections of
the community and capture their
thoughts. We can create posters
with QR codes, stencil sidewalks,
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308
which can all be used to drive
participation in the project. We will
provide a toolkit and coordinate with
staff to enable community members
to ask questions about the project.
• Community Workshops. As our
firm’s name suggests, Design
Workshop has institutionalized
the community workshop as a key
component of our planning and
design process from the beginning
of our firm over 50 years ago. The
workshop is a flexible format that
can be tailored to meet specific
community needs and can be
scaled to work effectively at a
citywide level or neighborhood
level. Using a variety of exercises
and activities ensures diverse
and holistic responses, we make
sure each exercise works in both
physical and digital formats. The
goal of every workshop undertaking
is to engage the community in
meaningful ways to spur excitement
and creativity and build capacity.
• GIS Storymap. A StoryMap can
be updated throughout the project
to ensure updated content and
engagement opportunities. By
providing the opportunity for the
public to access quick surveys, we
can ensure we hear from the entire
community and keep them engaged
throughout the process.
• Poster Roadshow. We can create
posters with the plan highlights and
a QR code to the draft plan which
can be used to drive participation
and allow the community to be
involved in the outcomes of the
project.

Integration of
Design and
Strategic Services
BAE and Design Workshop have a
proven history of collaboration, which
is an integral part of our approach to
integrate design and planning with
feasibility and real advisory services for
all land uses and scales. By integrating
planning and design work in real
time with project feasibility, we cycle
and refine multiple design options
that are informed and supported by
the market and test the limitations
of code and policy to inform future
plan recommendations. This enables
us to seamlessly integrate market
supported design practices, driving
value and resulting in projects that not
meet the project vision, but that are
also financially feasible. Our approach
for this plan includes the selection of
strategic opportunity sites to explore
the design potential and development
feasibility within Mid-Town. Market
research and analysis, in addition to
the community’s input around the
future of Mid-Town, will inform the
selection of criteria and indicators for
three opportunity areas. Each of the
three areas selected will represent an
aspect of the Mid-Town vision, such as
infill development, affordable housing
or connectivity. We have found this
strategy to be transformational by
allowing for exploration, testing and
refinement of plan ideas as well as
creating inspiring visualizations for
what the future might hold.

A History of
Collaboration
and Excellence
in Project
Management
Our team has a long history of
collaboration and work in the Tahoe
Region. We bring value to clients
through its commitment to project
management, expertise in planning
and built work, and proven success
with public engagement. We have
extensive experience in leading,
managing and implementing complex
projects. Our project management
approach anticipates issues that may
arise throughout the planning and
engagement process. This allows
us to thoughtfully address political,
environmental, social, and design
challenges and opportunities in real
time to better serve your needs and
deliver the highest quality product.

Proven History of
Successful Area
Plan Environmental
Review and
Adoption
Collectively our team, and specifically
Ascent, has successfully completed
numerous projects that require a
thorough understanding of TRPA
and other federal, state, and local
regulations. Through Ascent’s
substantial experience with Tahoe
Basin projects over the years, they
have worked with public agencies
to evaluate projects in the context
of their social, economic, and
environmental effects, with emphasis
on their ability to contribute to
threshold attainment. Ascent has
developed strategic and effective
approaches to achieve successful
environmental compliance for Basin
projects and plans. Their approach
emphasizes providing credible and
legally defensible analyses. They
approach the environmental review
for plan documents with the intent of
streamlining the environmental review
for subsequent projects implemented
pursuant to the plan. They are
respected by stakeholder organizations
and regulatory decision-makers and
have contributed to the successful
adoption of updates to TRPA’s Regional
Plan and Shoreline Plan, five area plans
for Basin jurisdictions, and several area
plan amendments.
9 B. Work Plan and Deliverables
309
Work Plan and
Deliverables
Based our understanding of the
Request for Proposal (RFP), the
following narrative describes a list
of services anticipated for Design
Workshop Team to complete the City
of South Lake Tahoe Mid-Town Area
Plan. The scope of work follows the
process outlined in the RFP with some
modifications. We look forward to
working with City staff to refine the
scope of work to achieve the best
project results while leveraging existing
information and planning efforts to
deliver a high-quality area plan for MidTown.

While the following scope is organized
in a linear manner, many of the tasks
may proceed concurrently. The project
will be organized into six task phases:
• Task 1- Project Management
• Task 2-Existing Conditions
• Task 3- Community Engagement
• Task 4- Draft Recommendations
• Task 5- Environmental Assessment
• Task 6- Final Plan
TASK 1: PROJECT MANAGEMENT
This task includes the initial kickoff meeting and the various internal meetings with City and staff. Public
outreach tasks are detailed under
Task 3, yet as part of the initial kick-off
meeting, we discuss the Community
Engagement and Communications
Plan. This includes the following subtasks.

Task 1.1 Strategic Kick Off
We will begin with a Strategic Kick Off
(SKO) workshop with the consultant
team and key City staff to review and
refine the scope of work and schedule,
roles and responsibilities, define critical
success factors, discuss community
engagement goals, data needs
requests, and other factors of project
success. It will lay the foundation for
an inclusive process and identify clear
communications and community
engagement opportunities.

Deliverables

1. In person Kick-off, Agendas,
Presentations and Summary

2. Project Management Plan
(PMP) including detailed work
plan, project schedules and
deliverables, assignments, roles
and responsibilities, project critical
success factors and engagement
goals
Task 1.2 Data Collection and
Base Maps
To prepare for the in-person site
visit and SKO, DW will prepare
presentations, base maps, and
facilitation materials to convey our
initial ideas and engage in discussion.

We will gather and assemble existing
available mapping data of the planning
area including City LIDAR mapping
and previous base maps developed
for previous projects in the planning
area and develop a planning area base
map for use in all planning efforts for
the Mid-Town Area Plan. The bulk of
the existing mapping utilized for the
base map will be City LIDAR mapping.

We will incorporate newer topographic
surveys and mapping available from
projects that have been completed and
will be condensed into one mapping
file and all overlaps are trimmed and
“stitched” together to form a single
cohesive map, Stantec will simplify
planimetric map data to display only
information relevant the planning
effort. In the event the City has this
10 B. Work Plan and Deliverables
310
information readily available we can
reduce our efforts in bas mapping.

Deliverables

1. One (1) base map using AutoCAD
or GIS.

Task 1.3 Consultant Team and
City Site Walk
Following the SKO the meeting we
will conduct consultant team and city
staff site visit and walking tour to get
to know the project area including
current successes of the previous
plan efforts, areas of opportunities and
areas of concern. Stantec will visit the
planning area on foot to “ground truth”
all mapping information. Discrepancies
and mapped and physical conditions
will be updated.

Deliverables

1. One day consultant team site visit

2. Site Observations and Inventory
Assessment
Task 1.4 Project Management
Plans, biweekly Meetings and
Reporting
Every phase will involve project
management from Design Workshop’s
Principal-in-Charge and the project
manager. A Project Management
Plan (PMP) is an essential tool for
successful project planning will serve
as the team roadmap and will chart
roles and responsibilities, schedule of
milestones and deliverables, and tools
to ensure team members stay on track.

To facilitate efficient communication,
we are anticipating time for biweekly
virtual progress meetings with the
Client project manager. The specific
schedule will be determined at the SKO
described in Task 1.1.

Deliverables

1. Biweekly (every other week) calls
with the Project Team, including
meeting agendas, notes with action
items (up to 24 one-hour Calls)

2. Percentage complete project report
by task and monthly invoices (12
Total)
TASK 2: EXISTING CONDITIONS
REPORT
This task includes research to better
understand previous work and
documents provided by the City, review
and analyze current conditions and
prepare a report summarizing existing
conditions, issues and opportunities.

This includes the following sub-tasks.

Task 2.1 Past Plan Review
Using directives and outcomes from
the SKO, we will conduct a review of
previous reports, studies, historic plan
area document and other plans to
understand the history and the depth
of work completed to date in the city
and project area. This will include but
not limited to the City General Plan,
56-Acre Plans, LTCC Campus Master
Plan, previous planning for Harrison
Avenue, Bijou Park, South Shore Vision
Plan, parking preference white paper,
transportation planning documents
including bicycle/pedestrian plans,
transit plans, Caltrans improvement
plans and the Regional Transportation
Plan. This will also include a detailed
review of Chapter 13 of the TRPA Code
of Ordinances and the requirements of
a Specific Plan.

Deliverables

1. Existing Plan Review Summary
Memo, including Identification of
policies implemented and what
remains to be completed from the
previous Community Plan (review of
up to 12 plans)

2. Memo reviewing existing Code and
Guidelines, including identification
of potential changes.

Task 2.3 Land Use Analysis
We will complete an analysis of the
project area to establish a baseline
of understanding and identify
opportunities for the Mid-Town area
Plan. Areas to be analyzed include
but are not limited to the context of
the area, current zoning and future
land use, land capability assessment,
coverage, ownership, open space,
scenic assets and infrastructure. Our
findings will be incorporated into a
memo which will include contextual
community relationships including the
relationship of Mid-Town to other areas
of SLT, a mapping inventory to include
commercial and retail uses; parks, trails
and open spaces and natural areas
and existing community infrastructure
including sewer, water and water
quality facilities.

Deliverables

1. Land Use Assessment in Microsoft
Word format

2. Map Atlas with up to (12) maps
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311
Task 2.3 Background
Demographics and Market
Trends Assessment
BAE will prepare a background
demographics and market trend
assessment areas to be analyzed
population and households, residential
and non-residential markets trends
and potential displacement risks, travel
patterns and economic drivers, project
growth. BAE will identify potential
market opportunities and constraints
to desired forms of development within
the Plan Area, including both housing
and commercial uses, particularly
along priority commercial corridors,
such as the Sierra Boulevard/Harrison/
Safeway area. BAE will coordinate
with City staff to identify key uses
of interest, such as affordable and
workforce housing, student housing,
and desirable employment generating
uses that will inform scenarios and
opportunity sites in Task 4.

Deliverables

1. Community Profile and Trends
Memo in Microsoft Word format

2. Market Understanding and
Feasibility Assessment Memo in
Microsoft Word format
Task 2.4 Public/QuasiPublic Facilities and Services
Assessment
Utilizing the base map developed
previously Stantec will incorporate the
City’s Stormdrain Infrastructure Map
and LIDAR topography to present a
solid visual depiction of the existing
hydrology of the planning area and
the hydrologic facilities that have
been constructed to date to treat
stormwater runoff. Stantec will obtain
existing watershed and sub-watershed
mapping and where necessary will
develop new watershed and subwatershed mapping and overlay this data on the base map and drainage
infrastructure map to identify areas
within the planning area where
stormwater quality projects have
been completed and where future
planned and potentially unplanned
stormwater quality projects are still
needed. Stantec will reference the
TRPA EID project list and previous
studies and Plan Area Statements,
and projects completed within the
planning area to identify and prioritize
areas where future stormwater quality
improvements and projects are
needed. Stantec will provide summary
mapping and descriptions of other
utility infrastructure and roadway and
transportation conditions assessments.

Stantec will consult with utility
companies with infrastructure within
the planning area and provide mapping
and summary descriptions of the
conditions of utility infrastructure.

Deliverables

1. Public and Quasi-Public Facilities
and Services Assessment Memo in
Microsoft Word format
Task 2.5 Transportation
Assessment
LSC will prepare a summary of
existing mobility conditions. This will
include summary of existing available
bicycle/pedestrian counts and transit
ridership counts in the area. As traffics
counts more recent than 2017 are not
available, new summer traffic counts
will be conducted at the following key
study area intersections:
• US 50 / Johnson Blvd
• US 50 / Tallac Avenue
• US 50 / Lyons Avenue
• US 50 / Al Tahoe Blvd
• US 50 / Sierra Blvd
These counts will be adjusted using
Caltrans roadway count data to reflect
12 B. Work Plan and Deliverables
312
busy summer design period conditions.

Existing Level Of Service (LOS) will
then be evaluated for the following
key intersections for summer at these
intersections. As summer volumes
exceed winter volumes, LOS analysis
will be limited to summer only.

Caltrans count data will be reviewed
to define trends in traffic volumes, as
well as to characterize seasonal traffic
patterns. In addition, a Circulation and
Connectivity section will be prepared
for including in the overall Existing
Conditions
Deliverables

1. Transportation, Circulation and
Connectivity Memo in Microsoft
Word format
Task 2.6 Environmental Site
Conditions
Ascent will prepare a memorandum
summarizing environmental site
conditions within the plan area
that will inform preparation of the
existing conditions report, area plan
development and environmental
review. Environmental site conditions
will be determined through a review of
readily available literature and GIS data,
aerial mapping, information gathered
from past projects within the plan area,
and a site visit. The memorandum will
identify noteworthy environmental
conditions, constraints, and potential
opportunities to resolve environmental
issues within the plan area.

Deliverables

1. Draft and final memorandum
describing environmental site
conditions.

2. Draft and final memorandum of
cultural resources.

Task 2.7 Existing Conditions,
Issues, Opportunities Summary
Using directives and outcomes from a
review of all existing conditions memos,
we will summarize the above tasks and
align with community and stakeholder
feedback to develop an Existing
Conditions Summary to establish a
baseline and identify opportunities
going forward. We will create analysis
maps to understand the potential
opportunities and constraints within
the project area. Our understanding
will be incorporated into a report which
will include analysis, mapping and
summary narrative and of issues and
opportunities.

Deliverables

1. Existing Conditions Summary
including opportunities and
constraints relevant to future
development of the area plan.

2. Map book including up to 12
Maps including land use patterns,
transit and circulation, streetscape,
parks and urban spaces, vacant or
underutilized lands, infrastructure
and facilities, transportation and
connectivity.

3. One (1) revision cycle of the draft
document
TASK 3: PUBLIC AND STAKEHOLDER

ENGAGEMENT DW
The Design Team will use a
combination of public engagement
events to allow for broad participation
and allow for both in person and
virtual engagement opportunities.

We propose a series of community
engagement windows, designed with
different ways to connect with people,
through meeting people on-site to
community workshops. In preparation
for the events, we will work with City
staff to determine the methods and
make the necessary arrangements
to accommodate special physical or
language translation needs that may
include, but is not limited to, Spanish
and/or sign language interpreters and
visual or auditory accommodations.

This includes the following sub-tasks.

Task 3.1 Community
Engagement and
Communications Plan (CECP)
We will work with City staff to develop
a Community Engagement and
Communication Plan document that
includes identifying stakeholders,
contact information, engagement
timelines, information distribution
methods, and responsibilities of staff
and the consultant team. We will work
with you at the SKO to determine
outreach goals, engagement tools
13 B. Work Plan and Deliverables
313
and methods that will serve the
unique needs of your community and
determine benchmarks to ensure that
efforts are meeting the needs of the
project.

Design Workshop will be responsible
for all meeting preparation, public
noticing and outreach, and necessary
presentations for use on the city
website. We will work with City staff
to develop specific communication/
marketing tactics to drive meeting
attendance and public participation.

We will help develop the content for
press releases for submittal to local
media with carefully crafted messages,
including proposed quotations to be
attributed to key staff and officials.

We have found projects to be most
successful where the city serves as
the primary contact for the press and
communications.

Project websites are an important
tool for facilitating public engagement
and will help to build momentum for
the planning process. We anticipate
providing content for the city to link to
the current website and social media
channels. In addition we could utilize
ARC GIS story maps to craft a story of
the project, from existing conditions to
scenarios to a draft plan.

Deliverables

1. Community Engagement and
Communication Plan, draft and final
formats provided in MS Word and
PDF format

2. Associated communication
materials including content for
City’s project website including
Project website Information
(for the City to incorporate into
a project website within the
City’s domain) and Presentation
materials including PowerPoint
presentations, maps, illustrations.

3. Meeting notices and project fact
sheets and flyers (up to 3 per
engagement window) (formatted
for print and for digital distribution)

4. Project website Information (for the
City to incorporate into a project
website within the City’s domain)
Task 3.2 Technical Advisory
Group (TAG).

It is important that the process be
informed by the key stakeholders
to serve as an Advisory Committee.

We will host a total of four meetings
throughout the project with
influential partners identified by
project leadership. We anticipate
being involved in Technical Advisory
Group meeting to guide the project
progress and provide key input. We
would anticipate this group to include
8-12 members which may include
stakeholders and government agencies
including the City, County, TRPA and
the Parks and Recreation Commission.

These meetings would be facilitated by
Design Workshop with support from
city staff. Anticipated Meetings area as
follows:

1. Project Kick Off

2. Existing Conditions Summary and
Feedback

3. Recommendations Summary and
Feedback

4. Draft Document Review and
Comments
Deliverables

1. Draft emails and Agendas,
Meeting Materials and Activities,
Presentations and Summary Notes
Task 3.3 Bijou Park Community
Advisory Group (CAG)
We understand a key component of this
project will explore Bijou Park, the golf
course and LTCC to address events,
parking and best uses in balance
with open space and natural stream
environment zones. We proposed a
14 B. Work Plan and Deliverables
314
Community Advisory Group which
we anticipate this group to include
the CSLT Parks and Recreation
Commission, LTCC, CSLT School
District, Golf Course representative and
other with influential partners identified
by project leadership. We will host a
total of three meetings be facilitated by
Design Workshop with support from
city staff. Anticipated Meetings area as
follows:

1. Issues and Opportunities work
session

2. Design Concept work session

3. Draft Concept for plan review work
session
Task 3.4 Stakeholder Listening
Sessions
To supplement broad community
engagement, we will work with staff
to develop a list of stakeholders and
schedule focus group meetings early
in the planning process to gather their
thoughts on the areas’ opportunities
and challenges. We will host Total
of 12 topical conversations with
influential partners identified by at
the SKO and outlined in the CECP.

This input will lay the groundwork for
understanding priorities and trade-offs
for the project area. Interviews may
also be incorporated into other public
participation events to better engage
the stakeholder group.

Deliverables:

1. Up to 12 in person or virtual
meetings

2. Meeting planning and Facilitation
work sheet

3. One (1) meeting to discuss
roundtable results (virtual)

4. Multicultural Focus Group: A
focus group meeting with the
Multicultural Committee and,
if needed a Spanish-speaking
translator.

Task 3.5 Community
Engagement Window #1:

Community Understanding
The first phase of engagement is
intended to capture and reflect the
needs and priorities of the community
through stakeholder conversations and
pop up events. We want to learn the
about the stories for today and hopes
of the future within the Mid-Town
Area. The purpose is to capture and
reflect the needs and priorities of all
residents and ultimately, demonstrate
to the community that their stories,
concerns and hopes and will drive the
formation and various elements they
feel are important to a long-term vision
for Mid-Town. We will use tools to build
community dialogue such as:

Community Survey or Virtual Map
Using online platforms such as
online surveys or virtual mapping
tools such as social pinpoint, we aim
to broadly engage the community
to gain insight into priorities and
needs to the community at large,
and target potential opportunities
for the Mid-Town Area. We would
provide a business card with a QR
code to access surveys and mapping
activities that could be shared broadly
throughout the community. Design
Workshop has capacity to provide
Spanish translation for virtual tools.

Public Workshop (2)
The first series of workshops will
capture and reflect the vision and
values of residents. We recommend
having a short session focused on
FAQs and an activity, allowing the
majority of input to be collected with
an online survey tool, interactive map,
downloadable youth engagement
materials, and other resources.
15 B. Work Plan and Deliverables
315
Pop-Up Event
Based on the information gathered to
date, we will hold an initial community
pop up event within the project area.

We will work with the City to determine
the best location and we will provide
a Toolkit including business cards,
informational posters, stencil sidewalks,
presentation boards, talking points or
questionnaires, comment/idea walls
and/or other light touch engagement
tactics. Design Workshop will prepare
all materials and will coordinate with
staff to organize locations. These popup materials would be integrated into the open houses.

Deliverables:

1. Community Engagement Materials
Engagement Planning Worksheets,
Draft and Final Engagement
Materials, Engagement Summary
#1

2. Materials including popup Activities
and toolkits, Questionnaires or
Visual Surveys

3. One (1) day of in person
engagement.

4. Translation of Engagement
Materials: Translation of all
materials including flyers, posters,
presentations and handouts during
engagement events.

5. Staff Time for Additional Events:

Two additional days of popup facilitation with two Design Workshop Staff.

6. In-person Translation Services: One
native Spanish speaker at in-person
community meetings and up to two
po-pup events.

7. Targeted pop-up Events with
Spanish Speaking Community:

Two additional meetings which
could include Cafecitos meetings,
meetings at Grace Hall of St.

Theresa’s Church, Hispanic
markets, and/or other cultural
events or locations as determined
at the SKO and written into the
Community Engagement Plan.

8. Targeted Youth Engagement: Two
additional meetings which could
include locations at the Boys and
Girls Club, Recreation Center
and/or Bijou Park other cultural
events or locations as determined
at the SKO and written into the
Community Engagement Plan.

9. Additional Virtual Meeting: On a per
meeting basis.

Task 3.6 Community
Engagement Window #2: Draft
Plan Refinement
During this phase, we will present draft
plan concepts for review and comment
from the community including the
project vision, guiding principles, and
goals thorough key opportunities for
addressing challenges in the Mid-Town
Area Plan. Engagement will focus on
prioritization exercises, but to also
demonstrate how community input was
incorporated into the draft content and
to gauge reaction to plan ideas. Ideas
will be shared at an in person open
house and be available virtually on the
city website. We will use tools to gather
feedback such as:

Open House (2)
At the end of each day of the
design charette, we will conduct
an open house to present the ideas
generated and use facilitation tools
to build community dialogue. We will
present the future vision, themes
and goals of the plan, as well as to
demonstrate how input from the
community understanding made
its way into the content. This may
include presentations, dot exercises,
discussion questions and will be made
available in person and/or on the
project website for those unable to
attend the event at its scheduled date/
time.

Pop Up Event
We propose utilizing the success of
local events such as Ski run farmers
market, concerts at Lakeview
Commons, Event at Bijou Park and the
Bike Park, and events at LTCC to gather
feedback and raise awareness of the
project. We propose that these stations
be staffed to enable community
members to ask questions about
the project. Design Workshop would
provide a Toolkit including business
cards, informational posters, stencil
sidewalks, presentation boards, talking
16 B. Work Plan and Deliverables
316
points or questionnaires, comment/
idea walls and other light touch
engagement tactics. Design Workshop
will prepare all materials and staff will
lead the effort to obtain and staff booth
spaces.

GIS Storymaps
A StoryMap can be updated
throughout the project to ensure
updated content and engagement
opportunities. By providing the
opportunity for the public to access
quick surveys, we can ensure we hear
from the entire community and keep
them engaged throughout the process
Deliverables:

1. Community Engagement Materials
Engagement Planning Worksheets,
Draft and Final Engagement
Materials, Engagement Summary
#2.

2. Materials including popup Activities
and toolkits, Questionnaires or
Visual Surveys

3. One (1) day of in person
engagement.

4. Translation of Engagement
Materials: Translation of all
materials including flyers, posters,
presentations and handouts during
engagement events.

5. Staff Time for Additional Events:

Two additional days of pop up
facilitation with two Design
Workshop Staff.

6. In-person Translation Services: One
native Spanish speaker at in person
community meetings and up to two
pop-up events.

7. Targeted pop-up Events with
Spanish Speaking Community:

Two additional meetings which
could include Cafecitos meetings,
meetings at Grace Hall of St.

Theresa’s Church, Hispanic
markets, and/or other cultural
events or locations as determined
at the SKO and written into the
Community Engagement Plan.

9. Additional Virtual Meetings: On a
per meeting basis.

Task 3.7 Community
Engagement Window #3: Public
Plan Review
We will conduct a final virtual
community presentation to showcase
the final plan and demonstrate how
community input was incorporated
into the final content. We will create a
community presentation to showcase
the final concept plan, community
benefits and demonstrate how
community input was incorporated into
the final content. We will create up to
posters of the final plan and highlights
for the city to share throughout the
community. The primary purpose of
this community engagement is to
inform and educate the community on
the outcomes of the Community Plan
and to build momentum for supporting
Plan adoption.

Deliverables:

1. Presentation of Final Plan Concepts

2. Posters with QR code to online plan
Task 3.8 Advisory Board Work
Sessions
Throughout the process, we anticipate
updates to the City Council, Planning
Commission. Three (3) joint work
session meetings have been included
in the schedule at the completion of
each phase of work to ensure the
project is progressing appropriately
and they have an opportunity to provide
key direction. Should additional
meetings be required, Design
Workshop will prepare a presentation
17 B. Work Plan and Deliverables
317
and talking points for the City project
manager to lead additional meetings
with other local boards such as the
TRPA, CTC, Parks Board to update on
project progress. Anticipated meetings
area as follows:
• Key Understanding: Existing
Conditions
• Key Opportunities: Draft Framework
Concepts, Opportunities and
Recommendations
• Final Document (95%)
Deliverables

1. Meeting attendance and
Presentation at a total of (3) Joint
work session Meetings
TASK 4: DRAFT AREA PLAN
This task includes the steps for
developing the land use vision, goals,
policies, implementation strategies,
zoning standards, development/
design standards based on information
gathered from Tasks 2 and 3 and the
documentation of the Master Plan
itself. We will review the content
developed as part of the tasks below
with City and County staff, stakeholders
and the public. This includes the
following sub-tasks.

Task 4.1 Initial Plan Vision and
Goals
Community input and analysis efforts
completed in Task 2 and feedback from
the community in Task 3 will inform
the development of initial plan vision,
guiding principles and possible goals
for each of the area plan elements
which may include but not limited
to land use and community design,
housing, economic development,
transportation and circulation, natural
and cultural resources, recreation
and public/quasi-public facilities and
services. We will also include how
the Area Plan will incorporate all the
required elements of Chapter 13 of
the TRPA Code of Ordinances and
the requirements of a Specific Plan.

Our team will provide an initial table of
contents and a document template to
City staff for approval.

Deliverables

1. One (1) virtual discussion of initial
plan vision and draft goals

2. Draft Table of Contents in Microsoft
Word

3. Writing style guide and sample
document with graphic design for
approval
Task 4.2 Framework Scenario
Analysis
With a clear understanding of the
community and stakeholder objectives
we will develop up to three (3)
conceptual framework alternatives and
recommendations to meet plan vision,
guiding principles and goals. These are
high level bubble diagrams to describe
different scenarios for the future of MidTown using variables centered around topics such as mobility, open space,
housing, economic development and
fiscal impacts. This will be visualized
in a series of concept maps to outline
potential future conditions, a narrative
of potential outcomes, metrics
and themes as well as preliminary
opportunity area identification.

Deliverables

1. Three Conceptual Framework
Maps and narrative with high level
feasibility and trade-offs for each
alternative, potential outcomes
narrative and graphics outlining
scenario themes in relations to the
established guiding principles and
goals.

2. Selection criteria for up to 3
opportunity sites based on plan
goals.

Task 4.3 Development Scenarios
Charette (Two-day In Person
Community Workshop)
A two-day work session with Design
Workshop Team and City Staff will
explore the alternative scenarios
and potential trade-offs for the MidTown. Throughout the day we will invite targeted stakeholders to the
conversation in stakeholder sessions
to gather feedback on the progress
of the concepts followed by a
communitywide open house to share
ideas with the broad community.

To achieve and test the plan vision
and goals, we will work with the City to
18 B. Work Plan and Deliverables
318
identify up to three opportunity sites to
inspire investment and revitalization in
the Mid-Town area. This could include
key redevelopment opportunity sites
for infill development and housing
and would be determined based on
criteria as determined by the plan
goals. Potential opportunity sites
could include mixed use development
and housing at key intersections
along Highway 50, design and
programming at Bijou Park, exploration
of the golf course and/or other sites
as determined with stakeholders
and city input. We will develop
conceptualized site program based
on our understanding of the code and
development proformas to identify
potential setbacks and incentivize
future opportunities with consideration
to code and policy, related
transportation and infrastructure
impacts in the area. It is anticipated
that the City will support on logistics
and coordination and our team will lead
design and facilitation.

Deliverables

1. Charette planning worksheets,
attendance at two-day charette and
community open house.

2. Refined site concepts for up
to three opportunity areas and
development analysis.

3. Charette summary and summary
memo.

Task 4.4 Design Standards
Recommendations Memo
Based on feedback from the City,
stakeholders and community and
the charette and open house, we
will refine a final preferred approach
for the future of the Mid-Town Area
Plan. This plan will include illustrative
rendering(s) and a series of maps
including preferred land use concept,
open space concepts, preferred
circulation concepts and preferred
infrastructure concepts. We will explore
a district approach for the area which
could include design and character for
massing, scale and form for how future
growth could be accommodated.

We will address zoning standards,
development/design standards, and all
applicable figures and graphic. These
will be supported with narrative texts
and land use charts and character
guidelines to guide the community and
future development in understanding
the desired future for the area.

This memo, in addition the existing
conditions summary and plan vision
and goals will be the foundation of the
draft plan.

Deliverables

1. Recommendations and Strategies
Memorandum in Microsoft Word.

2. Illustrative plan of preferred site
concept and supporting diagrams,
maps and illustrations.

Task 4.5 Draft Document
Based on all feedback to date and
staff input, Design Workshop and
our consultant team will develop a
70% draft of the Mid Town Area Plan
which will compile all relevant data
from existing conditions summary,
community engagement summary, plan
themes and recommendations memos.

We anticipate one Administrative Draft
which staff will review and collate
all comments. Upon receipt of one
set of consolidated, non-conflicting
comments, Design Workshop will
review the comments with City staff
and develop an approach to address
the comments and prepare the Public
Draft document. We anticipate the
following will be included:
• Introduction
• Current Conditions
• Land Use and Housing
19 B. Work Plan and Deliverables
319
• Economic Development
• Transportation, Alternative Parking
Strategies, Areawide Coverage
Management System
• Recreation, Conservation and Open
Space
• Public Service and Facilities and
Infrastructure
• Development/Design Standards &
Substitute Standards
• Infrastructure Policy
• Implementation Strategies
Deliverables

1. One (1) digital copy of Draft MidTown Community Plan (Admin Draft and Public Draft) document
(70% complete) in pdf format

2. One (1) revision cycle of the draft
document

4.6 Implementation Strategy
Based on the implementation
priorities, we will identify a range of
potential funding sources for public
improvements identified in the plan.

In coordination with the client, we will
create a listing of public improvements,
grouped by type of improvement
(e.g., utilities, roads/complete streets,
public facilities) and prepare a funding
sources matrix that identifies one or
more potential funding sources for
each category of improvements. This
will define immediate, midterm, and
long-range goals and implementation
strategies, including recommendations
for the how the city may incentivize
development, attract employers and/
or residents, and position the area
for additional growth and positive
momentum.

Deliverables

1. Memo of financing and
implementation strategy to the
prime contractor in draft form, in
Microsoft Word format.

2. Implementation matrix for projects,
including theme impacts, resource
availability and suggested timelines.

TASK 5: PROGRAMMATIC

ENVIRONMENTAL IMPACT

ANALYSIS
A programmatic Initial Study (IS) is
envisioned to be the appropriate
environmental document for evaluation
of the master plan pursuant to CEQA
and compliance with the TRPA Code of
Ordinances and Rules of Procedures.

Our approach would integrate
master planning and environmental
review by considering environmental
constraints early in the planning
process and incorporating appropriate
environmental protection measures
and enhancements into the master
plan to create a self-mitigating plan, to
the extent feasible. This includes the
following sub-tasks.

Task 5.1 Administrative Draft IS/
MND and IEC
Ascent will prepare an Administrative
Draft IS/MND and IEC for City
and TRPA review. The format and
content of the document will be
in compliance with CEQA and the
State CEQA Guidelines, as well as
the TRPA Compact, Code and Rules
of Procedure. Ascent anticipates
completing the environmental checklist
with explanations and analysis for
each response, including “No Impact”
responses. The level of analysis and
degree of impact will vary depending
upon the environmental topic but will
be sufficient to provide the substantial
evidence to support the conclusions,
consistent with CEQA and TRPA
requirements. The Draft IS/MND
20 B. Work Plan and Deliverables
320
and IEC will consist of the following
chapters:
• Introduction
• Project Description
• Environmental Checklist (including
both CEQA and TRPA checklists
combined by technical resource
area, and cumulative effects)
• References
• Report Preparers
Deliverables

1. Administrative Draft IS/MND and
IEC

2. Draft and final AB 52 consultation
letters and consultation support
Task 5.2 Screencheck Draft and
Public IS/MND and IEC
Ascent will address one consolidated
set of comments from the City and
TRPA on the Administrative Draft
IS/MND and IEC and produce a
Screencheck Draft IS/MND and IEC for
final review by the City and TRPA. Upon
receipt of final comments, Ascent will
address comments and produce an IS/
MND and IEC for public distribution.

LSC Transportation will also review the
EIR/EIS circulation impact analysis.

Ascent will provide the City and TRPA
with an electronic copy of contributions
to the Administrative Record for the
project, i.e., electronic files of any cited
information in the document.

Deliverables

1. Screencheck Draft IS/MND and
IEC

2. Public IS/MND and IEC

3. References cited
Task 5.3 Environmental Notices
and Public Review
Our team will prepare a Notice of
Completion (NOC) and submit the IS/
MND and IEC electronically to the
Office of Planning and Research (OPR),
State Clearinghouse (SCH) consistent
with OPR’s guidance for the submittal
of environmental documents. We
will also prepare a Notice of Intent to
adopt the MND (NOI) for distribution
to organization and individuals who
have previously requested such
notice in writing, and to responsible
and trustee agencies, and the County
clerk of El Dorado County. A link to
the location where the document is
posted will be sent to the Nevada State
Clearinghouse. It is assumed that City
staff will be responsible for printing and
distributing additional public review
copies of the documents and notices,
and payment of applicable filing fees,
including the California Department
of Fish and Wildlife filing fee. We will
also prepare and publish an NOI in the
Tahoe Tribune.

Deliverables

1. Draft and final Notice of Completion

2. Draft and final Notice of Intent
Task 5.4 Final IS/MND and
IEC, Mitigation Monitoring and
Reporting Plan, and Notice of
Determination
Upon conclusion of the public review
period, Ascent will prepare a Final
IS/MND and IEC, which will consist
of written responses to comments
received on the Draft IS/MND and
IEC and a Mitigation Monitoring and
Reporting Plan (MMRP). While written
responses are not required for an
MND—the State CEQA Guidelines
require that lead agencies consider
public comments on a proposed
MND—we recommend written
responses as evidence that comments
on environmental issues are sufficiently
considered and addressed. All public
comments will be reviewed, organized
into an attachment to the IS/MND and
IEC, and responses will be provided in
21 B. Work Plan and Deliverables
321
the Final IS/MND and IEC. The MMRP
will identify the required mitigation
measures, responsible party, timing of
compliance and monitoring activities,
and mechanism for monitoring or
reporting. The Final IS/MND and IEC
will include the following elements:

1. revisions to the IS/MND and IEC
text, as necessary.

2. list of individual and agencies
commenting on the IS/MND and
IEC;

3. copies of comment letters received
on the IS/MND and IEC;

4. written response to comments
received during the public review
period; and

5. the MMRP.

Deliverables

1. Administrative Draft Final IS/MND
and IEC & MMRC
TASK 6: PREPARE FINAL AREA PLAN
This task includes the steps for
developing the final plan and
documentation of the Mid-Town Area
Plan for approval and adoption. This
includes the following sub-tasks.

Task 6.1 Final Plan
After receiving final comments from
the community, stakeholders and City
Staff, we will complete the final Mid
Town Area Plan.

Deliverables

1. 100% Mid-Town Area Plan in pdf
format and InDesign format; text
can be provided in a separate Word
document.

2. One (1) digital copy of Final Plan
document and appendices for
adoption

3. One (1) pdf of all maps included in
the final plan

4. One digital version of GIS shape
files used to prepare maps
Task 6.2 Plan Adoption
Our team, along with City, will complete
the final plan document and IS/MND
and MMRP for adoption. Design
Workshop will work with staff to
prepare an updated presentation to
be used for the adoption hearings.

After adoption, Ascent we will prepare
a Notice of Determination (NOD)
and file it with the County clerk of El
Dorado County and with OPR-SCH.

It is assumed that the City would be
responsible for paying the required
California Department of Fish and
Wildlife (CDFW) fee at the time of filing
the NOD.

Deliverables

1. One (1) memo and presentation

2. One (1) adoption meeting each with
Planning Commission and City
Council

3. Final IS/MND and IEC & MMRP
22 B. Work Plan and Deliverables
322

ASSUMPTIONS
• For assessment of the existing
buildings, we have assumed this is
a general assessment for the overall
condition and use of the facilities
to get familiar with the existing
types of uses and spaces. We have
not included efforts to review the
structural or ADA accessibility
conditions but can provide this if the
City would like this performed.
• The City has existing mapping of
sufficient information for our team to
augment and develop a base map
suitable for use for master planning.

Based on the final master plan, we
have provided additional time to
provide detailed survey information
in key locations to support the
CEQA document.
• The City will provide the DWI
team with contact information
for the preferred Title Company
and authority for the DWI team
representative to coordinate with
the Title Company on behalf of
the City. The City will pay all costs
associated with Preliminary Title
Reports.
• SB 743 replaces analysis of Level of
Service (LOS, or traffic delay) with
Vehicle Miles Traveled (VMT) in
CEQA analyses. The transportation
will include an analysis of LOS
for internal and directly adjacent
roadways for informational
purposes. If requested by the City,
the DWI team can modify the scope
to include additional LOS analysis.
• This scope assumes that any
required protocol-level biological
surveys or archaeological field
surveys would occur during the
development of individual future
projects. Therefore, these surveys
are not included in the scope of
the programmatic environmental
document.
23 B. Work Plan and Deliverables
323
C. PROPOSED

TIMELINE
324
Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr Task 1: Project Coordination & Management
Task 1.1 Strategic Kick Off Meeting
Task 1.2 Data Collection and Basemaps
Task 1.3 Site Visit
Task 1.4 Project Management
Task 2: Existing Conditions
Task 2.1 Past Plan Review
Task 2.2 Land Use Analysis
Task 2.3 Demographics and Market Trends
Task 2.4 Public Facilities and Services Assessment
Task 2.5 Transportation Assessment
Task 2.6 Environmental Site Conditions
Task 2.7 Draft Existing Conditions, Issues, & Opportunities Task 3: Public Outreach & Engagement
Task 3.1 Public Engagement Plan
Task 3.2 Technical Advisory Group
Task 3.3 Community Advisory Group
Task 3.4 Listening Sessions
Task 3.5 Engagement Window 1
Task 3.6 Engagement Window 2
Task 3.7 Engagement Window 3
Task 3.7 Advisory Board Meetings
Task 4: Draft Area Plan
Task 4.1 Plan Vision and Goals
Task 4.2 Framework Scenarios
Task 4.3 Charrette & Open House
Task 4.4 Design Standards Recommendations
Task 4.5 Draft Document
Task 4.6 Implementation Strategy
Task 5: Environmental Document
Task 5.1 Administrative Draft IS/MND
Task 5.2 Screen check Draft and Public IS/MND
Task 5.3 Environmental Notices and Public Review
Task 5.4 Final IS/MND, Mitigation Monitoring and Reporting Plan, and Notice of Determination
Task 6: Final Plan
Task 6.1 Final Plan
Task 6.2 Plan Adoption
Proposed Timeline
The following proposed timeline reflects the information provided in the RFP and our team’s understanding of the process. We have anticipated significant time for advisory board reviews to allow for scheduling and public review. Some elements of this schedule may be consolidated with a commitment from City staff and leadership to expedite certain tasks and review cycles. During the strategic kick off of the project after discussion with City Staff we will review schedule and deliverables to identify opportunities for consolidation and/or increased efficiency. 25 C. Proposed Timeline
325
D. COST

ESTIMATE
326
Midtown Area Plan
Fee Estimate - Additional Services March 2023

TASK DESCRIPTION
Task
Amounts
Task 1

1.1 Strategic Kick Off Meeting 11,590 $

1.2 Data Collection and Basemaps 4,558 $

1.2 Site Visit $ 19,464

1.3 Project Management $ 22,900
Subtotal Fee $ 58,512
Task 2

2.1 Past Plan Review $ 6,100

2.2 Land Use Analysis $ 17,704

2.3 Demographics and Market Trends 2,320 $

2.4 Public Facilities and Services Assessment 15,700 $

2.5 Transportation Assessment 12,100 $

2.6 Environmental Site Conditions 30,210 $

2.7 Draft Existing Conditions, Issues, Opportunities Summary 19,516 $ Subtotal Fee $ 103,650
Task 3

3.1 Public Engagement Plan 4,430 $

3.2 Technical Advisory Group 13,160 $

3.3 Bijou Park Community Advisory Group 5,860 $

3.4 Listening Sessions $ 9,940

3.5 Engagement Window 1 12,360 $

3.6 Engagement Window 2 12,360 $
3,7 Engagement Window 3 11,080 $

3.8 Advisory Board Meetings 5,360 $
Subtotal Fee $ 74,550
Task 4

4.1 Plan Vision and Goals $ 7,329

4.2 Framework Scenarios 19,676 $

4.3 Charrette & Open House 30,518 $

4.4 Design Standards Reccomendations 14,276 $

4.5 Draft Document $ 33,056

4.6 Implementation Strategy 16,716 $
Subtotal Fee $ 121,571
Task 5

5.1 Administrative Draft IS/MND 77,910 $

5.2 Screen check Draft and Public IS/MND 27,010 $

5.3 Environmental Notices and Public Review 6,360 $

5.4 Final IS/MND, Mitigation Monitoring and Reporting Plan, and Notice of Determination 47,800 $ Subtotal Fee $ 159,080
Task 6

6.1 Final Plan $ 32,354

6.2 Plan Adoption $ 8,930
Subtotal Fee $ 41,284
Subtask 3.4: Multicultural Focus Group $ 1,500
Subtask 3.5 (Engagement Window 1): Translation of Engagement Materials $ 2,400 Subtask 3.5 (Engagement Window 1): Staff Time for Additional Events $ 4,800 Subtask 3.5 (Engagement Window 1): In‐person Translation Services $ 1,800 Subtask 3.5 (Engagement Window 1): Targeted pop‐up Events with Spanish Speaking $ 1,800 Subtask 3.5 (Engagement Window 1): Targeted Youth Engagement $ 2,200 Subtask 3.5 (Engagement Window 1): Additional Virtual Meetings (per meeting) $ 2,250 Subtask 3.6 (Engagement Window 2):Translation of Engagement Materials $ 2,400 Subtask 3.6 (Engagement Window 2): Staff Time for Additional Events $ 4,800 Subtask 3.6 (Engagement Window 2): In‐person Translation Services $ 1,800 Subtask 3.6 (Engagement Window 2): Additional Virtual Meetings (per meeting) $ 2,250 Subtotal Fee $ 28,000
Total Fees $ 558,647
Reimbursables $ 12,050
GRAND TOTAL $ 570,697
ADDITIONAL SERVICES GRAND TOTAL $ 598,697
Additional Services
Project Coordination & Management
Existing Conditions
Public Outreach & Engagement
Draft Area Plan
Environmental Document
Final Plan
327
E. ADDITIONAL

INFORMATION
328
A. Reducing Overall
Timeline and Costs
The team we have assembled to
provide the Mid-Town Area Plan
includes firms and individuals who
are well versed and knowledgeable
of the process and purpose of this
document. This comes from years
working within the Tahoe Basin on
planning and policy documents as
well as full design for projects of
varying types and scale. This has
resulted in strong relationships built
on trust with government agencies,
CSLT, El Dorado County and the south
shore community. It is this collective
experience and relationships that will
be allow our team to efficiently collect
the background information needed,
identify and engage with stakeholders
and the community effectively, resulting
in the ability to reduce the schedule
and costs while providing quality
required for this area plan to gain
approval. Our project management
system we will use will aid in tracking
the process, the schedule and the
budget on a regular basis which also
will result in a reduction in the overall
timeline and costs.
29 E. Additional Information
329
B. Methodology for CEQA Analysis
Consistent with SB 743
Deep Understanding of
Senate Bill 743 and TRPA
Requirements for VMT
Analyses
VMT will be a key environmental
issue to address in the Area Plan.

It has the potential to constrain the
plan’s redevelopment goals and is a
primary focus of the League to Save
Lake Tahoe and California Attorney
General’s Office. LSC and Ascent’s
transportation planning staff have
the knowledge to guide discussions
around and tackle the VMT analyses
for the Midtown Area Plan.

The City of South Lake Tahoe has yet
to adopt VMT thresholds or guidelines
to meet the state requirements set by
Senate Bill (SB) 743 and that address
State CEQA Guidelines Section
15064.3. Additionally, per Resolution
165-2021 of the Board of Supervisors
of the County of El Dorado, the County
has elected to use TRPA’s Project
Impact Assessment Guidelines (PIA)
and the associated methodology,
approach, and thresholds for analyzing
project generated CEQA VMT
impacts in the Tahoe Basin. Therefore,
in the absence of City adopted
VMT guidelines and thresholds of
significance, the VMT analysis will
rely on the guidance provided in State
CEQA Guidelines Section 15064.3 and
the Office of Planning and Research
(OPR) Technical Advisory, and will be
conducted in accordance with the
TRPA PIA.

Senate Bill 743 and CEQA
State CEQA Guidelines Section
15064.3 was added on December 28,
2018 to address the determination of
significance for transportation impacts.

The new guideline requires that CEQA
transportation analyses be based on
VMT instead of congestion (such as
level of service [LOS]). The change
in the focus is intended to shift the
emphasis from congestion to, among
other things, reducing greenhouse
gas emissions (GHG), promoting a
diversity of land uses, and developing
multimodal transportation networks.

Pursuant to State CEQA Guidelines
Section 15064.3(c), this change in
analysis was mandated to be used
beginning July 1, 2020.

Section 15064.3(b)(1) addresses land
use projects. The proposed project is
30 E. Additional Information
330
a land use plan that will guide future
development of the Midtown area.

Therefore, the proposed project and
the projects regulated under the
Midtown Area Plan would generally
be considered “land use projects.”
Section 15064.3(b)(1) describes that
projects with specified proximity to
“major” or “high quality” transit should
be presumed to cause a less than
significant transportation impact. As
defined in Public Resources Code
(PRC) Section 21064.3, a “major transit
stop” is a site containing an existing rail
transit station, a ferry terminal served
by either a bus or rail transit service, or
the intersection of two or more major
bus routes with a frequency of service
interval of 15 minutes or less during the
morning and afternoon peak commute
periods. PRC Section 21155(b) defines
a high-quality transit corridor as a
corridor with fixed route bus service,
with service intervals no longer than 15
minutes during peak commute hours.

Additionally, Section 15064.3(b)(1) also
describes that projects resulting in a
decrease VMT in the project area as
compared to existing conditions should
also be presumed to have a less than
significant VMT impact.

Section 15064.3(b)(3), “Qualitative
Analysis,” explains that there may be
conditions under which a qualitative
rather than quantitative analysis of
VMT is appropriate. This section states
that if existing models or methods are
not available to estimate the VMT for
the particular project being considered,
a lead agency may qualitatively
analyze VMT generated by a project.

Additionally, this section notes that
for many projects, a qualitative
analysis of construction traffic may
be appropriate. Section 15064.3(b)
(4), “Methodology,” explains that the
lead agency has discretion to choose
the most appropriate methodology
to evaluate VMT subject to other
applicable standards such as State
CEQA Guidelines Section 15151.

In December of 2018, OPR published
the most recent version of the
Technical Advisory on Evaluating
Transportation Impacts in CEQA
(Technical Advisory), which provides
guidance for VMT analysis. The 2018
Technical Advisory provides guidance
related to screening thresholds for
projects to indicate when detailed
analysis is needed or if a project can
be presumed to result in a less-thansignificant VMT impact. Additionally, the OPR Technical Advisory includes
suggested thresholds for plan’s that will
be used to inform the analysis.

Project Impact Assessment
Guidelines
The TRPA PIA describes analysis
requirements for projects in the Tahoe
Basin. These guidelines reflect 2021
updates to the TRPA Environmental
Thresholds, which involved
replacement of the previous VMTbased nitrate deposition threshold with a new VMT-based threshold focused
on reducing mobile source GHG
emissions, reducing dependency on
the personal automobile, and creating
more sustainable communities. This
update resulted in revisions to Chapter
65: “Air Quality/Transportation” of
the TRPA Code to establish PIA
requirements designed to implement
the revised TRPA environmental
threshold and ensure that it aligns
with recent California legislative
changes (i.e., Senate Bill 743, PRC
Section 21099, and California Code
of Regulations Section 15064.3) that
have occurred relative to transportation
impact analyses and the use of VMT as
the primary metric. This new mobilityrelated threshold within Chapter 65 of the TRPA Code is shown below:

TSC1: Reduce Annual Daily Average
VMT Per Capita by 6.8 percent from

12.48, the 2018 baseline, to 11.63 in
2045.

The PIA provides a basis for preparing
a VMT analysis in compliance with
Chapter 65 of the TRPA Code and the
Project Impact Assessment and Air
Quality Mitigation Fee Framework.

Some project types, as outlined in
TRPA Code Subparagraph 65.2.3.D,
are presumed to result in a less-thansignificant VMT impact absent any evidence to the contrary. Additionally,
the TRPA Code requires that projects
that involve more than 650 daily
VMT must describe and evaluate the
significance of all impacts in an Initial
Environmental Checklist.

If it is determined that these screening
criteria are applicable to the project, or
that the project does not comply with
the screening criteria, a detailed VMT
study will be conducted.

Any VMT estimation will be conducted
such that trip lengths are not truncated
at jurisdictional or the Lake Tahoe
Basin boundary, and the entirety of
trip lengths are accounted for. This will
ensure that trip lengths outside of the
Tahoe Basin were included in the VMT
analysis, consistent with guidance in
the OPR Technical Advisory.
31 E. Additional Information
331
C. Quality Control
Methods
To aid in a thorough but streamlined
experience, we have developed a
project management toolkit that
addresses key components such
as client vision, critical success
factors, a stakeholder engagement
plan, a quality assurance plan, a
communications plan, key deliverables
and an implementation plan. We
will review these with you as part of
an overall Strategic Kick-Off (SKO)
Meeting, which helps set the stage for
an effective process. Design Workshop
strives to ensure quality through clear
communication and dialogue with our
clients and among our team. Design
Workshop’s project manager and
principal-in-charge will work closely
with the County to track project
progress and keep a tight rein on the
project budget and schedule through
biweekly progress check-ins and
monthly status reports.

Quality Controls
We believe that “Nothing goes out the
door without a quality review.” Our
quality management system instills
rigor into a project’s planning, design
and development of deliverables.

It assures our clients that we have
a process in place to deliver items
specified in the contract at the highest
level of quality and outlines a series
of steps for reviewing the work and
addressing comments and mistakes
before submitting to clients. The
Quality Control process diagram
below outlines the main steps of the
QC process. Our approach integrates
a quality assurance and deliverables
plan, style guide, accessibility
guidelines, and will integrate Quality
Management (QM) reviews throughout
the project.

User Friendly Planning
Documents
Design Workshop’s process for
producing plans has been documented
in an American Planning Association
PAS Memo: Creating Planning
Documents. It is the gold standard
for ensuring planning documents are
clearly written, collaboratively created
and tailored in their design. Our
team includes experienced graphic
designers who can create easy to use
and easy to update tables, graphs
and documents. We have an in-house
photographer who is part of our project
team to ensure the engagement
process and final document include the
latest photographs of the process and
community.
v
“AT DW NOTHING, GOES OUT THE DOOR WITHOUT A QUALITY REVIEW” Team QC Reviewers Client Approving Agencies
PLAN &

STRATEGIZE

DESIGN &

DOCUMENT DELIVER

RESPOND
REVISE
REVIEW

MEASURE
& MONITOR 7
6 3
4 5
2 1
32 E. Additional Information
332
D. Project Team Commitments
Firm/Team Member/Role Availability for Mid-Town and Current Projects Allocation of Time
Estimated
Completion
Design Workshop
Steve Noll, Principal-in-Charge Mid-Town Area Plan 25%
Van Buskirk Golf Course Re-use 10% 02/23
Terramor Outdoor Resort 10% 03/23
Blackstone McKinney Intersection 15% 03/26
Montage 10% 06/23
Miscellaneous 30% Ongoing
Alison Cotey-Bourquin, Project
Manager
Mid-Town Area Plan 30%
Provo Rivers Lakeshore, Hillsides and Canyons Plans 20% 09/23 Mesa County Master Plan 15% 04/23
Moonlight Basin West Amenities and Experiences Plan 25% 06/23 Jessica Garrow, Planner Mid-Town Area Plan 10%
Guilford County, NC Comprehensive Plan 10% 08/23
City of Aspen, CO Housing Credits Update 15% 05/23
San Miguel County, CO Master Plan 20% 07/23
Private Affordable Housing Master Plan, Snowmass
Village, CO
20% 08/23
Routt County, CO Code Update 15% 12/23
Public-Private Housing Analysis and Master Plan,
Pitkin County, CO
10% 10/23
Madison Pong, Landscape Designer Mid-Town Area Plan 30% Van Buskirk Golf Course Re-use 10% 02/23
Heavenly Projects 20% 05/24
Ritz Carlton Townhomes 10% 04/23
Mills Park Master Plan 15% 06/23
33 E. Additional Information
333
Firm/Team Member/Role Availability for Mid-Town and Current Projects Allocation of Time
Estimated
Completion
Ascent Environmental
Adam Lewandowski, AICP, Env. PM Mid-Town Area Plan 40%
Meeks Bay Restoration Project EIR/EIS/EIS 5% 05/23
Placer County Area Plan Amendments IEC and EIR
addendum
10% 04/23
Sierra Nevada Conservancy Environmental Services 5% 12/23 Plumas National Forest Community Protection -
Central and West Slope EA
30% 04/23
Lake Berryessa Resort Concession Areas
Environmental Services
5% 12/24
Johnson Meadow Restoration Project 5% 12/24
Nanette Hansel, Env. Principal Mid-Town Area Plan 10%
NV Energy Natural Disaster Prevention Plan Permitting
and Implementation
50% 06/25
Nevada County Broadband Program EIR 10% 02/23
TB LLC Biomass Utilization Project IS/MND and EA 5% 02/23 South Shore Area Plan Amendments IEC 5% 02/23
Truckee River Recreational Access Plan EIR 10% 12/24
Boatworks Mall Mixed-Use Redevelopment Project EIS 10% 12/24 LSC Transportation Consultants
Gordon Shaw, Trans. Project
Manager
Mid-Town Area Plan 20%
Butte Transit Routing Plan 10% 03/23
El Dorado County Park and Ride Study 20% 10/23
Placer One Transit Master Plan 15% 04/23
Other Ongoing Projects 15% --
Firm Management 20% --
Sierra Brown, Trans. Engineer Mid-Town Area Plan 50 02/24 Boulder Bay Transportation Study 30% 09/23
IVGID East Shore Pipeline Traffic Study 20% 05/23
Boatworks Mall Redevelopment 20% 12/23
Justine Marmesh, Planner Mid-Town Area Plan 50% 02/24
Ukiah Transit Center Study 25% 09/23
Juneau Visitor Circulation Study 25% 10/23
Yuma Area Transportation Coordination Study 20% 04/23
34 E. Additional Information
334
Firm/Team Member/Role Availability for Mid-Town and Current Projects Allocation of Time
Estimated
Completion
BAE Urban Economics
Aaron Nousaine, Econ. PM Mid-Town Area Plan 30%
South Lake Tahoe Housing Funding Study 15% 02/23
Stockton Housing Action Plan 20% 06/23
Grand County, UT, Assured Housing Study 10% 02/23
CA DGS Chinco Industrial RE Advisory 5% 06/23
Placer County Housing Funding Study 20% 06/23
Matt Fairris, Research Support Mid-Town Area Plan 40% 02/24 Portland Indoor Aquatics Demand 10% 03/23
Portland Affordable Housing Prototypes Analysis 30% 04/23 UC Davis Apartment Survey 2022 10% 01/23
DCHA Kelly Miller Feasibility Analysis 10% 06/23
Stantec
Coleen Shade, Planner Mid-Town Area Plan 25%
Upper Mokelumne River Watershed Forest Projects
Plan Phase 2
25% 12/25
North Tahoe Marina Master Plan and Environmental
Clearance
10% 12/23
Pajaro River Flood Risk Reduction Project EIR 25% 12/23 PG&E Relief Dam EA 10% 1/2 4
Brian McRae, Project Engineer Mid-Town Area Plan 20% 12/24 Big Creek Alternative Licensing Program 20% 12/24
PG&E Litigation Support 25% 06/23
Spooner Frontcountry Visitor Center and Amphitheater
Project
5% 12/23
Tahoe City Downtown Access Improvement Project 20% Ongoing Administrative 10%
Parker Johnson, Project Designer Mid-Town Area Plan 30% Big Creek Alternative Licensing Program 20% 12/24
Tahoe City Downtown Access Improvement Project 30% 12/23 Heavenly Water Quality Monitoring Program 5% Ongoing
Administrative 5% Ongoing
Open 10%
35 E. Additional Information
335
Design Workshop is an
international design studio,
integrating landscape
architecture, urban design,
planning and strategic
services. Whether
designing a restorative
private garden, developing
the vision for a contemporary
park or reimagining an
underperforming downtown
center, we go beyond the
project itself to create places
of timeless beauty and
meaningful connections.

We are a community of
designers, planners and
strategists, who love what
we do. We design for people
- not just today but for future
generations.

Our performance-based
approach yields measurable
results and projects that
stand the test of time. In
other words, we don’t just
hope for sustainable projects;
we rely on our process to
deliver them.

We call this process DW
Legacy Design®
.

For over 50 years,
“workshop” remains
a hallmark of our firm,
supporting collaboration
and experimentation where
clients and designers solve
problems together.

Design
Workshop
is dedicated
to creating
Legacy
projects for
our clients,
society and
the well-being
of our planet.
36 E. Additional Information
336
Our Legacy
DW Legacy Design® represents
our commitment to design projects
that outlast us and contribute to a
healthier world. Our methodology
ensures every project has a balance
between environmental sensitivity,
community connection, artistry and
economic viability. With this approach,
our projects reflect the critical issues
facing the built environment and deliver
measurable benefits. It is the foundation
of the firm’s workshop culture and the
defining process of
our practice.

Environment
We are stewards of the environment and
champions for a sustainable future.

Community
An inclusive engagement process is critical to (re)
building the social fabric of the community.

Economics
Projects must be financially sustainable to last
generations. We need to consider market reality and
return on investment.

Art
Art is an integral part of the human experience; it
challenges assumptions and provokes thought while
revealing beauty and meaning.

THE WORKSHOP
WE SKETCH.

WE MAKE MODELS.

WE BUILD PROTOTYPES.

Projects in
30+
countries.
535+
DESIGN +

PLANNING AWARDS
13 Precedent
DW Projects
published by the
Landscape
Architecture
Foundation 8

DESIGN STUDIOS
DW Legacy Design®
DW Foundation
We are dedicated to giving
back to our communities.

We have established the
DW Foundation, which
offers time and materials to
select community projects.
37 E. Additional Information
337
Design Workshop
Landscape Architecture and
Urban Design
As an international design studio, we’ve learned the value of building community across cultures, geographies and economies. We tackle challenges beyond the project site and its mapped boundaries to create places of timeless beauty and meaningful connections.

Design Workshop is nationally recognized for leading planning processes around the country that employ successful public outreach and placebased planning. We have authored several comprehensive plans and are keenly aware of the challenges and opportunities facing counties, towns and cities that are needing to expand their economic base, retain their best and brightest, further capitalize on their unique natural assets, evolve in ways that reinforce what makes them unique tourist destinations, and consider growth in ways that support their existing sense of place and culture. We will lead and manage the process from beginning to end and provide a single point of contact, engaged project management, passion and a commitment to meaningful public engagement and creative tactics for communication. At the end of our process we will provide you with a document that has earned community support, is clear and direct in its strategies and prescription for actions, establishes measurable targets, and is user friendly.

Ascent Environmental
Environmental Planning
and Permitting
Ascent Environmental offers a broad spectrum of planning and environmental services, including California Environmental Quality Act (CEQA), National Environmental Policy Act (NEPA), and Tahoe Regional Planning Agency (TRPA) compliance; urban design and community planning; climate change, greenhouse gas (GHG) analyses, and sustainability planning; outdoor recreation and natural resources management planning; historic preservation; and regulatory compliance services. Within the Tahoe Basin, Ascent has assisted TRPA with its long-range planning documents, including the Regional Plan, Regional Transportation Plan, Shoreline Plan, and local jurisdiction Area Plans.

They seek to help their clients with their most important projects. Often, Ascent is engaged when clients face a first-of-its-kind environmental or planning challenge. They focus on providing personal service, nimble responsiveness, quality outcomes, a caring workplace, and enjoyable professional relationships.

Area Plan support in the following areas: policy development, design standards, comprehensive coverage mgmt., TRPA Code Ch. 13 compliance, other services as needed.

Preparation of IS/MND and IEC, compliance measures table, TRPA findings, and Area Plan conformity checklist.

Meet
Our
Project
Team
Our team brings innovative placemaking, community
design expertise, thorough knowledge and expertise
of environmental sensitivity and importance of the
region as well as the complex regulatory and permitting requirements within the Tahoe basin We will fuse our teams national experience with our team’s local knowledge and presence to tailor innovative design solutions that are both implementable and reflect the Mid-Town character and spirit. 38 E. Additional Information
338
Stantec
Infrastructure and
Policy Planning
Cardno is now part of Stantec. The Stantec community unites more than 26,000 employees working in over 400 locations across 6 continents.

We collaborate across disciplines and industries to bring buildings, energy, and resources, environmental, and infrastructure projects to life. Our work—engineering, architecture, interior design, landscape architecture, surveying, environmental sciences, project management, and project economics, from initial project concept and planning through design, construction, and commissioning—begins at the intersection of community, creativity, and client relationships.

While Stantec has an international footprint, Cardno was well established in California and throughout the Sierra Nevada. We have provided consulting services in California and the Sierra since 1986 and currently support more than 140 staff in 12 California offices.

LSC Transportation
Consultants
Transportation Planning
LSC Transportation Consultants, Inc. (LSC) provides consulting services in all phases of transportation planning, transit planning, traffic engineering, and functional transportation facility design. Our services have grown to include extensive transportation data collection capabilities. LSC has offices in Tahoe City, California, as well as Denver and Colorado Springs in Colorado. Transportation planning and traffic engineering studies requiring a timely, personal response by experienced professionals are among LSC’s specialties, and we take pride in offering the sensitivity, flexibility, and innovative ability that our firm has provided since 1975.

LSC will prepare the Vehicle/Pedestrian/Bicycle/Transit Circulation and Connectivity section of the Existing Conditions Report. While original data will not be collected, we will compile existing City, TRPA, Caltrans and TTD data. LSC will also review existing planning documents regarding circulation/transportation elements. We will work as part of the Planning Team to craft appropriate plan policies and strategies. LSC will also be available to provide technical assistance regarding transportation elements of the programmatic EIR/EIS.

BAE Urban Economics
Economic and Housing
Development
BAE is an award-winning, national urban economics and real estate consulting practice. We have 14 professional staff across five main offices, including within the Tahoe region. BAE offers a broad range of economics services. BAE’s passion for the “triple bottom-line” of sustainable economics, community equity and social justice, and environment sustainability makes us unique among urban economists.

They believe that there are practical solutions to urban issues which will achieve this triple bottom-line, and that consideration of environmental impacts and social benefits, as well as financial returns, results in the highest quality outcomes and the best overall value for our clients.

As economic and housing specialists, BAE will be our team’s local and regional experience to summarize existing conditions and trends in local and regional demographics and will assess market opportunities and constraints as they pertain to new development within the plan area for a variety of desired land uses, including, but not limited to, residential, commercial, recreational, and tourist accommodation. BAE will assist with policy recommendations to facilitate development of desired housing types (including affordable, workforce, and market rate by tenure) and to address real and perceived displacement risks. 39 E. Additional Information
339
Team Structure
Ascent Environmental
Environmental Consulting
Nanette Hansel, Environmental Principal
Adam Lewandowski, Environmental. Project Manager
Jessica Mitchell Environmental Planner
Kelley Kelso, Environmental Scientist and Coverage Specialist LSC, Transportation
Gordon Shaw, Principal
Sierra Brown, Engineer
Justine Marmesh, Senior Planner
BAE, Economic and Housing Development
Aaron Nousaine, Economics Project Manager
Matt Fairris, Research Support
Stantec, Infrastructure and Policy Planning
Coleen Shade, Planner
Brian McRae, Project Engineer
Parker Johnson, Project Designer
City of South Lake Tahoe
John Hitchcock, Planning Manager
Community &
Key Stakeholders
Design Workshop
Steve Noll, Principal-in-Charge
Alison Cotey-Bourquin, Project Manager
Jessica Garrow, Principal Code Advisor
Madison Pong, Landscape Designer
40 E. Additional Information
340
Steve Noll, PLA, AICP

PRINCIPAL-IN-CHARGE
Throughout his 40-year career, Steve has led land planning and design projects that have shaped and redefined communities. He feels fortunate that many of these projects have had a significant and positive impact on the region that surrounds his home and our Tahoe studio. Due to the strict regulatory environments and economic challenges inherent in the projects he leads, Steve nurtures respect and trust with the regulatory agencies while navigating projects through the complex permitting and implementation process.

Selected Project Experience
56 Acres Park Master Plan – South Lake Tahoe, CA
Working closely with the City, stakeholders and the public, the team developed master plan that elevates the recreation and community enjoyment and experience. The team focused their experience in integrating park design with economic, community, environmental, and aesthetic considerations to create a master plan for the site that embraces the civic pride and enjoyment of the local community while creating a regional and nationally recognized park destination.

Kings Beach Commercial Core Improvements – Kings Beach, CA Transformed an aging lakefront community from a dilapidated highway dominated place to a desirable destination for visitors and residents. Responsible or the pedestrian and landscape improvements, developing the overall aesthetics and theming for the corridor and preparing all the simulations and graphics that aided the community in visualizing the improvements.

Harrison Avenue Improvement Project – South Lake Tahoe, CA This project was a model for positive business district transformation through public and private partnerships. By creating an assessment district, improvements to the five blocks included full streetscape improvements within the public right of way consisting of sidewalks, plantings, site furnishings, storm water improvements, parking, and bike paths. Along with the close proximity to public beaches, many popular local businesses and several historic buildings make this district a new hot spot.

Downtown Carson Street Revitalization – Carson City, NV Led the public engagement and streetscape design for this 1-mile transformation of downtown in front of the Nevada state capitol building and historic district. The project consisted of removing two lanes of traffic from Main Street and adding widened sidewalks, landscape and plaza space.

Design Workshop
Education
Bachelor of Science, Landscape
Architecture, California Polytechnic
State University
Study Abroad, European Gardens,
Ecole des Deux Arts, Fountainbleu,
France
Licensure and Certifications
Professional Landscape Architect:

California #3300, Nevada #510
Council of Landscape Architectural
Regulatory Boards (CLARB), #1153
American Institute of Certified Planners
Professional Affiliations
South Shore Lake Tahoe Recreation
Master Plan Steering Committee
American Society of Landscape
Architects, California Chapter
National Ski Area Association (NSAA)
National level
Urban Land Institute (ULI) Associate
Member
Sierra Business Council Board
Member, Truckee, California
Awards and Honors
Honor Award, California ASLA:

Erickson Education Center
TRPA Best in the Basin:
- Erickson Education Cntr Renovation
- Tahoe City Heritage Plaza
- Harrison Ave Streetscape
41 E. Additional Information
341
Alison Bourquin PLA, AICP, LEED® GA™

PROJECT MANAGER
Alison is driven from the belief that designers have a social responsibility to influence the dynamic between space and people as a way of creating more livable communities and has dedicated her practice towards bringing people together to celebrate the places they love. She works at a range of scales, from managing award-winning community planning projects to detailed design of social spaces. In every effort, she applies her broad understanding of place to creatively build relationships, understand the issues and offer solutions that align with community values. She has completed extensive community facilitation training and certifications and brings this thinking to community engagement strategies and custom tool development.

Select Project Experience
Telluride 2022 Community Vision and Action Plan – Telluride, CO As the project manager, Alison worked with the Town of Telluride to create a Vision Plan that will form the basis for their Comprehensive Plan update. She led efforts related to engagement and analysis.

Mesa County Strategic Plan and Master Plan– Mesa County, CO Alison led County elected and key department leadership through facilitated discussions to define the mission and vision, core values, and strategic initiatives to support future efforts for Mesa County. These initiatives were tied to specific performance measure for budgeting and action planning.

Conservation and Resilience Plan – Provo, UT
Alison led the coordination and development of this Plan to align the objectives for the City General Plan with a core community value to take action in issues surrounding a more sustainable future. This plan identifies baselines and targets for 10 key elements for the City to focus efforts in the coming decade.

Downtown Redding Transportation Plan – Redding, CA
The Downtown Transportation Plan provides a conceptual multimodal transportation network and complete streets strategy for Downtown Redding.

Additional Projects: Champions Plaza, City of South Lake Tahoe; Chateau Village, City of South Lake Tahoe; South Lake Tahoe Design Guidelines, City of South Lake Tahoe
Design Workshop
Education
Masters of Urban Design, University of
Colorado
Bachelor of Arts in Landscape
Architecture, University of Illinois
Licensure and Certifications
Professional Landscape Architect: CO
American Institute of Certified Planners
(AICP)
LEED® Green Associate™
International Association of Facilitators
(laF) - Endorsed Facilitator
Professional Affiliations
American Planning Association,
Colorado Chapter
Town of New Castle Planning and
Zoning Commission- Vice Chair
City of South Lake Tahoe Citizens
Academy (2016)
Leadership Lake Tahoe (2017)
Recent Awards and Honors
APA Colorado Merit Award, General
Planning: Vibrant Together
ASLA Nevada Merit Award, UNR
Campus Master Plan
Ryerson Traveling Fellowship, Context
and Use Studies of 8 Spanish Plazas
42 E. Additional Information
342
Design Workshop
Education
Master of City & Regional Planning;
Ohio State University
Bachelor of Political Science; University
of Colorado
Licensure and Certifications
American Institute of Certified Planners
(AICP)
Professional Affiliations
American Planning Association (APA)
Legislative and Policy Committee
Small Town and Rural Division,
Immediate Past Chair
YEP! Youth Engagement Planning
Board Member
Recent Awards and Honors
APA Colorado Honor Award, Creation
of Updated Commercial Design
Standards
APA Small Town & Rural Division,
Aspen Area Community Plan
Outstanding Planning Initiative,
ASLA Colorado Merit Award, Aspen
Area Community Plan
APA Colorado Community Engagement
Award, Aspen Area Community Plan
*Projects completed prior to joining
Design Workshop
Jessica Garrow AICP

PRINCIPAL PLANNER
Jessica is a community development professional with fifteen years of experience and a proven track record of successful planning implementation and community engagement. She has effectively managed significant and complex projects and budgets, worked to craft innovative planning policies, and promoted sustainable comprehensive planning. Prior to Design Workshop, Jessica worked as a land use planner and Community Development Director for the City of Aspen, Colorado.

Select Project Experience
Aspen Area Community Plan – Aspen, CO*
Managing multiple consultants, tracking over a $250,000 project budget for both the City of Aspen and Pitkin County, completing extensive data analysis, and managing public outreach efforts.

City of Fruita Land Use Code Update – Fruita, CO
Jessica led an effort with the City of Fruita to update their land use code to ensure it reflects the recently adopted Comprehensive Plan. This work includes tracking Comprehensive Plan vision statements into code language, implementing best practices, and managing the adoption process.

Arapahoe County Open Space, Trails, and Recreation Master Plan – Arapahoe County, CO
Design Workshop completed a master plan that prioritizes acquisitions for open space and recommends partnerships and recreation programming. Jessica provided leadership related to incorporating parks and open space goals into the development code to ensure implementation.

Kachina Area Master Plan – Village of Taos Ski Valley, NM Jessica led an effort in the Village of Taos Ski Valley to create a visionary Master Plan that identifies the development future of the Kachina Basin. The area has significant natural constraints and pressures from increasing number of visitors.

The plan identifies how growth in this small town can be accommodated while preserving its small town character. Analysis focused on understanding build out potentials, trail connections, and water availability.

Additional Projects: Truckee Objective Design Standards – Truckee, CA 43 E. Additional Information
343
Design Workshop
Education
Bachelor of Landscape Architecture,
Utah State University
Professional Affiliations
American Society of Landscape
Architects
Recent Awards and Honors
ASLA National Honor Award in
Analysis and Planning, Mariposa
County Recreation and Resiliency Plan
APA California Best Practices Award,
Mariposa County Recreation and
Resiliency Plan
ASLA Utah Honor Award in
Recognition of Outstanding Academic
Achievement
Madison Pong

LANDSCAPE DESIGNER
Madison has contributed to many public outreach efforts for various Design Workshop projects and is passionate about connecting community and landscape through an understanding of the communities she works with as a designer. Prior to joining Design Workshop, she worked as a horticulturist and has a deep understanding of, and passion for garden cultivation and management.

During her time at USU she volunteered as a Community Design Team leader, providing design and planning services to local community organizations, where her interest in public engagement began. In her spare time, Madison is a certified Professional Ski Instructor of America (PSIA) Level II Ski Coach with a focus on child development.

Select Project Experience
56 Acres Master Plan – South Lake Tahoe, CA
Working closely with the City, stakeholders and the public, the Design Workshop team developed a master plan that will elevate the recreation and community enjoyment and experience. Establishing a master plan that embraces the natural beauty of the site, creates a framework for short and long-term environmental enhancements, identifying opportunities for revenue generation for on-going maintenance and future improvements for the 56 Acres Park Master Plan. Role:

Landscape Designer
Lake Tahoe Community College Student Housing – South Lake Tahoe, CA The college is set to receive $39.4 million in funding to construct on-campus student residential living with. LTCC is planning to construct a 100-bed housing facility serving California residents who are low-income, full-time college students.

Design Workshop is working with the architect to provide site planning and landscape design.

Truckee/North Tahoe Regional Workforce Housing Needs Assessment – CA The Mountain Housing Council of Tahoe Truckee (MHC) works in numerous ways to accelerate solutions to local achievable housing, including creating policy recommendations for local jurisdictions, advocating for state housing bills, creating tools for action, facilitating regional collaboration, and raising public awareness of housing issues. MHC hired the EPS team with Design Workshop as a subconsultant to update the housing needs assessment and facilitate a collaborative process to develop a 3-year Regional Housing Implementation Plan. 44 E. Additional Information
344
Ascent Environmental
Education
MA, Environmental Planning, Prescott
College, 2006
BA, Wildlands Ecology and
Management, Sterling College, 2002
AA, Natural Resources Management,
Sterling College, 2000
Licensure and Certifications
American Institute of Certified Planners
(No. 28677)
Professional Affiliations
American Planning Association
Society of Outdoor Recreation
Professionals
Peer reviewer for the journal Biologic
Conservation
Recent Awards and Honors
Tahoe Program Timberland EIR, AEP
Outstanding Environmental Analysis
Document
Lake Tahoe Shoreline Plan, AEP
Outstanding Environmental Analysis
Document
Placer County Tahoe Basin Area Plan
and Tahoe City Lodge EIR/EIS, AEP
Outstanding Environmental Analysis
Document
State Wildlife Action Plan 2015 Update,
AEP Outstanding Environmental
Resource Plan
Adam Lewandowski AICP

ENVIRONMENTAL PROJECT MANAGER
Adam Lewandowski, AICP, is a senior project manager and planner with over 20 years of experience including 16 years of experience in the Lake Tahoe Basin. His practice includes community planning, natural resource and recreation planning, and CEQA, NEPA, and TRPA compliance. In his previous role as the long-range planning manager at TRPA, Adam served as an architect of the Tahoe Regional Plan and Area Plan process. Adam has played a role in the development or review of area plans for every local jurisdiction in the Tahoe Basin. Adam brings an in-depth understanding of the federal, regional, state, and local environmental regulations affecting plans and projects in the Tahoe Basin.

Select Project Experience
Lake Tahoe Regional Plan Update and EIS, Lake Tahoe Basin, CA and NV The plan update was developed to revitalize community centers through implementation of environmentally beneficial redevelopment. It also established the framework for local area plans. While a staff member at TRPA, Adam led preparation of the Regional Plan and managed preparation of the Regional Plan Update EIS.

Washoe County Tahoe Area Plan IEC, Washoe County, NV
Adam managed preparation of an Initial Environmental Checklist (IEC) for Washoe County’s proposed Tahoe Area Plan. The IEC evaluated environmental effects associated with the proposed land use and policy changes. Adam also provided planning advice to Washoe County regarding plan elements necessary to conform with the Regional Plan.

Meyers Area Plan, Plan Development and IS/ND and IEC, El Dorado County, CA Adam managed the development of El Dorado County’s Meyers Area Plan, as well as the environmental review of the plan consistent with CEQA and TRPA requirements.

Development of the plan and environmental review included significant community engagement using a variety of techniques to mediate polarized stakeholder groups. 56 Acres Master Plan and South Lake Tahoe Recreation and Aquatics Center Project IS/MND, El Dorado County, CA
Adam led preparation of an IS/MND for the 56 Acres Master Plan that provides a comprehensive strategy for facilities, programs, and services at a centrally located site in South Lake Tahoe and for the South Lake Tahoe Recreation and Aquatics Center (Multigenerational Center). The IS/MND includes programmatic analysis of the Master Plan and project-level analysis of the Multigenerational Center. 45 E. Additional Information
345
Ascent Environmental
Education
BS, Environmental Policy Analysis and
Planning, University of California, Davis,
1993
Professional Affiliations
California Association of Environmental
Professionals (AEP)
Lake Tahoe Bicycle Coalition (LTBC),
Treasurer (2014–present)
Parks and Recreation Commission,
Douglas County, Nevada (2019–
present)
Recent Awards and Honors
Placer County Tahoe Basin Area Plan
and Tahoe City Lodge EIR/EIS (2017
Award for Outstanding Environmental
Analysis Document from AEP)
Nanette Hansel

ENVIRONMENTAL PRINCIPAL
Nanette Hansel is a principal and project manager in Ascent’s Lake Tahoe office with 29 years of experience. Her focus is on managing and preparing environmental review documents pursuant to CEQA, NEPA, and TRPA regulations for projects in the Lake Tahoe Basin. Her diverse experience includes projects involving area plans, fire fuel management, habitat restoration, linear public facilities, energy, solid waste and recycling facilities, recreation improvements, and mixed-use developments. She regularly collaborates with agency staff, engineers, architects, and other members of project teams to address environmental issues during the planning, design, permitting, and construction phases. Nanette has also participated in the planning and implementation of robust public outreach for projects.

Select Project Experience
South Shore Area Plan Amendments IEC, Douglas County, NV Nanette is directing preparation of an TRPA IEC and related approval documents (i.e., findings, conformity checklist, and compliance measures checklist) for an amendment to the South Shore Area Plan to allow religious assembly uses in the T-MU zoning district as a matter of right, eliminating the need for a special use permit.

Placer County Tahoe Basin Area Plan and Tahoe City Lodge EIR/EIS and Conformity Checklist, Placer County, CA
Area Plan adoption was a monumental step toward revitalizing North Lake Tahoe and achieving environmental gain in the region. Nanette managed preparation of the Area Plan and EIR/EIS, which included programmatic-level review of the Area Plan and project-level review of the Tahoe City Lodge Project. Nanette more recently led preparation of a CEQA conformity checklist tool to be used in evaluating subsequent projects implemented under the Area Plan. For projects that are wholly consistent with the Area Plan, no additional CEQA documentation is required.

South Shore Area Plan, Plan Development and IEC, Douglas County, NV Nanette managed completion of a robust IEC and guided Douglas County through the TRPA environmental review process for the first Area Plan implemented under the 2012 TRPA Regional Plan. The project area extended from the Nevada state line to lower Kingsbury along US 50.
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346
LSC Transportation Consultants
Education
Engineer’s Degree in Civil Engineering,
Stanford University
Master of Science in Infrastructure
Planning, Stanford University
Bachelor of Science in Civil
Engineering, Purdue University
Licensure/Certifications:

California Professional Traffic Engineer
#TR 1614
Issued 9/30/92
Expires 9/30/24
Nevada Professional Engineer 9704
Expires 6/31/2024
American Institute for Certified
Planners (AICP)
Professional Affiliations
American Institute for Certified
Planners (AICP)
American Planning Association (APA)
Institute of Transportation Engineers
(ITE)
Gordon Shaw PE, AICP

TRANSPORTATION PROJECT MANAGER
Gordon R. Shaw, PE, AICP is the President of LSC and a Principal in the Tahoe City office. Gordon has 38 years of experience conducting transportation studies throughout the western U.S. He holds a B.S. degree in Civil Engineering from Purdue University as well as M.S. and Engineers degrees in Infrastructure Planning from Stanford University. He is a Professional Engineer registered in Colorado, Nevada, and California, and has accreditation from the American Institute of Certified Planners. His professional work has included a wide range of hundreds of studies, including comprehensive transportation plans, transit, traffic/ roadway, modeling, and parking studies.

Select Project Experience
56 Acre Park Master Plan – South Lake Tahoe, CA
Served as Project Manager, overseeing transportation data collection, impact analysis and Vehicle-Miles of Travel analysis.

Bijou-Al Tahoe Community Plan – South Lake Tahoe, CA
Conducted the transportation analysis for the previous community plan, including level of service analysis.

City of South Lake Tahoe General Plan – South Lake Tahoe, CA Managed LSC’s work in the development and transportation analysis of the City’s current General Plan.

Tahoe Basin Area Plan – Placer County, CA
Managed the transportation analysis of Area Plan for the Tahoe Basin portion of Placer County, including development of policies, evaluation of VMT and assessment of circulation impacts.
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347
LSC Transportation Consultants
Education
Engineer’s Degree in Civil Engineering,
Stanford University
Master of Science in Infrastructure
Planning, Stanford University
Bachelor of Science in Civil
Engineering, Purdue University
Licensure/Certifications:

ENGINEER
Sierra Brown is an Engineer in the Tahoe City office. She is a certified Engineer (PE) and holds a B.S. in Civil Engineering from the University of the Pacific. Since joining LSC in 2020, Mrs. Brown has worked on a variety of traffic impact studies in California, Nevada, and Colorado. These analyses have included the evaluation of existing traffic operations, level of service, accident data as well as trip generation estimates and parking studies. She has used traffic analysis software such as HCS7, Synchro 10, StreetLight InSight, as well as developed corridor simulations to analyze roadway configuration options.

Select Project Experience
Tahoe Basin Area Plan – Placer County, CA
Conducted trip generation, Level of Service and VMT analysis.

Sugar Pine Village Transportation Analysis – South Lake Tahoe, CA Conducted transportation and parking impact analysis
56 Acre Park Master Plan – South Lake Tahoe, CA
Analyzed traffic and Level of Service impacts. Assessed potential need for intersection modifications
Tahoe Forest Hospital Master Plan – Truckee, CA
Prepared VMT and circulation impact analysis for long-term development of the hospital. Analyzed need for intersection improvements and pedestrian improvements. Conducted evacuation analysis.
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348
BAE Urban Economics
Education
Master of City and Regional
Planning (MCRP), University
of North Carolina Chapel Hill
Bachelor of Science in
Political Economy, California
State University Monterey
Bay
Licensure/Certifications:

Development Project
Management Certificate,
Monterey Institute of
International Studies
Professional Affiliations
American Planning
Association
Urban Land Institute
Aaron Nousaine MCRP

ECONOMICS/HOUSING PROJECT MANAGER
Aaron will function as BAE’s Principal-in-Charge and project manager. He specializes in market and financial feasibility analysis. He has extensive experience working within the greater Lake Tahoe region, including in the areas of affordable and workforce housing, short-term rental and tourism management policy, land use demand and development feasibility, and infrastructure funding/finance. He is currently working with South Lake Tahoe to prepare an analysis of locally funding sources for affordable and workforce housing program. Aaron is a proud resident of the Town of Truckee and is passionate about building sustainable mountain communities. Aaron began his career in urban economics and planning as an Analyst with BAE in 2007 and is now one of the firm’s seven principals and shareholders.

Select Project Experience
Local Funding Sources for Housing Initiatives –South Lake Tahoe, CA BAE is currently engaged with the City of South Lake Tahoe to evaluate seven different potential local funding sources, including six special taxes (transient occupancy tax, real estate transfer tax, sales and use tax, vacant real estate tax, business payroll expense tax, and an employee headcount tax), as well as an inclusionary housing in-lieu fee and commercial linkage fee (including financial feasibility testing).

Tahoe Basin Town Center Economic Sustainability Needs Assessment –Placer County, CA
In support of Town Center planning in the Tahoe Basin, Placer County retained BAE to conduct research regarding development related economic forces behind the lack of investment in Town Centers and Village Centers within the Placer County Tahoe Basin Area and identify potential local government initiatives which could attract environmental and economically beneficial investments in the area.

Innovate Gateway Corridor Study – Truckee, CA
BAE conducted background market analysis and detailed financial feasibility testing in support of the Innovate Gateway Strategy in Truckee. This included evaluating options for adjustments to development standards and infrastructure improvements to facilitate desired development.

California Excess Sites Program – California Department of General Services BAE recently supported the State of California Department of General Services (DGS) with implementation of Executive Order (EO) N-06-19 leverages excess state property for development of affordable and workforce housing, including the Sugar Pine project in south Lake Tahoe. 49 E. Additional Information
349
BAE Urban Economics
Education
Master of City Planning
(MCP), University of
California Berkeley
Bachelor of Science in
Environmental Policy,
University of California Davis
Professional Affiliations
American Planning
Association
Urban Land Institute
Matt Fairris MCP

RESEARCH SUPPORT
Matt Fairris is a Senior Associate in BAE’s Sacramento Region office, where he provides research and analytical support for BAE’s consulting assignments. He specializes in real estate market analyses, financial feasibility analyses, and strategic economic development.

His recent experience includes providing analytical support for the for a variety of small area and specific plans, including in Sacramento, Davis, and Vacaville. Matt also provided high quality technical support in coordination with Aaron Nousaine to the California Department of General Services (DGS) as part of the Excess Sites program which resulted in construction of the Sugar Pine affordable housing project Select Project Experience
Truckee 2040 General Plan update – Truckee, CA
Recognizing BAE’s extensive resent work on affordable and workforce housing in the TruckeeLake Tahoe region, BAE’s role on the Truckee General Plan Update was limited to evaluating market conditions and projecting demand for non-residential land uses, including office, industrial, retail, and tourist accommodations. This also included a detailed geographic evaluation of taxable sales by sub-area. Due to the impacts of the pandemic, BAE also provided a supplemental analysis of the population growth impacts of pandemic induced in-migration.

Downtown Specific Plan – Vacaville, CA
BAE assisted with preparation of the Vacaville Downtown Specific Plan, including background market analysis and detailed financial feasibility analysis. BAE also prepared an affordable housing and anti-displacement strategy, as well as a downtown retail development strategy.

Central City Specific Plan – Sacramento, CA
BAE assisted with preparation of a Specific Plan and design guidelines, Historic Resource Survey, and EIR for the City of Sacramento’s Central City area. This work was a key program of the Downtown Housing Initiative. BAE’s work included market and land use demand analysis, case studies and development cost comparison with peer cities, development trends analysis, and the local policy and program development. BAE assisted with recommendations for housing and economic policies and actions.
50 E. Additional Information
350
Coleen Shade LEED AP

LAND USE, ENVIRONMENTAL PLANNING AND POLICY DEVELOPMENT As a Principal and environmental planner for Stantec, Coleen Shade engages both her natural resources knowledge and broad experiences from a professional planning career of more than 30 years spent in both the public and private sectors. Ms. Shade’s planning practice focus includes natural resources, land use, community, recreation, safety, and infrastructure planning that considers and supports local and regional resiliency. Her work has included leading California Environmental Quality Act (CEQA), National Environmental Policy Act (NEPA), and TRPA environmental document preparation. Ms. Shade has both managed and contributed to the preparation of individual environmental documents and multi-agency joint documents. Bringing diverse agencies with multiple missions together to create comprehensive plans supported by sound environmental practices are efforts Ms.

Shade enjoys.

Select Project Experience
Harrison Avenue Streetscape and Water Quality Improvement Project – South Lake Tahoe, CA
Coleen provided project management for a “complete streets” project for a commercial district in South Lake Tahoe. She led an interdisciplinary team in the development of design solutions with a working group of agencies and property owners. She successfully collaborated with both the City of South Lake Tahoe and the property owners to create an assessment district and move the Harrison Avenue public/private partnership to implementation. She was responsible for all environmental clearance (e.g., CEQA, TRPA, and Federal Highway Administration/Caltrans NEPA), utilities agreements, easement agreements, and all permitting.

Penn Valley Area Plan Update – Nevada County, CA
Coleen led Nevada County’s efforts to update the Penn Valley Area Plan, which included stakeholder interviews, organization and facilitation of public workshops, Community Development Agency collaboration, and Plan development.

Nevada County General Plan Safety Element Update – Nevada County, CA Coleen was responsible for the research, rewrite and update of the Nevada County General Plan Safety Element to meet new state statutes, regulatory requirements, consistency with other programs, and needed informational revisions. Coleen worked closely with Nevada County internal departments (i.e., planning, office of emergency services, public works, environmental health, public health, and building), local fire districts, Nevada County Fire Safe Council, Nevada County Resource Conservation District, California Geological Survey, and California Department of Forestry and Fire Protection (CalFire), and the USFS.

Tahoe Regional Planning Agency, Long Range Planning Manager Coleen’s TRPA 18-year tenure culminated in the role of Long-Range Planning Chief. Her responsibilities included periodic updates, edits and preparation of new codes, policies, and area-plan planning documents to support the implementation of the TRPA Regional Plan. She was also responsible for the collaboration with TRPA’s partner agencies to insure consistent and complimentary implementation of the various rules/regulations and planning goals for the Lake Tahoe Basin.

Stantec
Education
Master of Arts,
Environmental Education,
California State University
(CSU), Humboldt
Bachelor of Science, Natural
Resources Planning, CSU
Humboldt
Licensure and Certifications
LEED Accredited
Professional
Advanced Facilitation
Training, USFS Facilitation
Institute
Mediating Natural Resource
Conflict Resolutions,
University of California, Davis
Resolving Public Policy
Conflicts, Common Ground
and Center for Collaborative
Policy, Sacramento State
University
Professional Affiliations
American Planning
Association (APA), California
and Nevada Chapters
Association of Environmental
Professionals
Friends of Banner Mountain
Firewise Community
Steering Committee
51 E. Additional Information
351
Brian McRae PE, QSD, QSP

CIVIL ENGINEERING SUPPORT
Mr. McRae has over 27 years of civil and environmental engineering and planning experience. He specializes in managing large multifaceted design projects involving numerous professional disciplines, and guiding them through complex permitting environments. Mr. McRae has been responsible for project planning; project design; managing environmental studies; preparation of reports; delivery of plans, specifications, and cost estimates; engineering studies; project bidding; construction management; resident engineering and inspection; and close out of construction projects on a variety of projects in California and Nevada. These projects include multimodal transportation projects; shared use paths and bike trail projects; recreation projects; watershed-wide stormwater quality projects; stream, river, wetland, and habitat restoration; storm drain systems; sewer and water systems; erosion control systems; hydrologic and hydraulic modeling; and resort, multi-family housing, commercial, and residential site designs.

Select Project Experience
Tahoe Valley Greenbelt and Storm Water Improvement Project – South Lake Tahoe, CA Mr. McRae led the project design and development of the 30 percent plans for this multibenefit recreation and stormwater quality project. The project combines public open-space and recreation amenities with stormwater improvements in an urban/wildland pocket interface in South Lake Tahoe.

Village Boulevard & Mill Creek Water Quality Improvement Project, Washoe County Public Works, Incline Village, NV
Mr. McRae provided project design and management of a watershed-wide stormwater quality, erosion control project for the Village Boulevard and the Mill Creek area of Incline Village. Improvements included, large stormdrain conveyance, surface swales and ditches, multiple infiltration basins with vegetative treatment, and bioswales.

E. Pioneer Trail Erosion Control Project, City of South Lake Tahoe, CA Mr. McRae provided design for the stormwater quality retrofit project for the 250 acre subdivision of Round Hill, NV. Improvements consisted of roadway improvements, large stormdrain conveyance, source erosion control, slope stabilization including retaining walls, and surface water quality basins.

Glorene/8th Street Erosion Control Project, City of South Lake Tahoe, CA Mr. McRae led the project design and development of the multi-benefit stormwater quality project. The project entailed the construction of multiple water quality infiltration basins, flood conveyance, road improvements, large stormdrain conveyance and source erosion control.

Village Boulevard Low Impact Development Project (LID) – Incline Village, NV Mr. McRae provided civil and environmental review and oversight for the Nevada Tahoe Conservation District’s LID project located along Village Boulevard in Incline Village, NV.

The project entailed construction of multiple rain garden infiltration ponds, bioswales, and bioretention.

Stantec
Education
Bachelor of Science in Civil
Engineering – California
Polytechnic University, San
Luis Obispo, California
Licensure and Certifications
Professional Engineer, Civil
Engineering – California,
License #59100
Professional Engineer, Civil
Engineering – Nevada,
License #14393
Qualified SWPPP Developer/
Practitioner
Professional Affiliations
American Society of Civil
Engineers (past President)
American Public Works
Association
International Erosion Control
Association
Kit Carson Youth Cycling
(past board member, Past
President)
Tahoe Area Mountain Biking
Association
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352
Parker Johnson PE

CIVIL ENGINEERING SUPPORT
Mr. Johnson is an experienced Project Engineer with an expertise in recreation rehabilitation, trail design, restoration, and civil engineering project design. Mr. Johnson has over seven years of experience in the construction/engineering industry and has supported project teams on wide variety of public, private, and federal projects. He is also accustomed to field efforts supporting associate environmental scientists and engineers. Mr. Johnson also supports the project team with plan set development, drafting, cost estimate development, specifications development, stormwater sampling, stormwater results analysis, GIS analysis, report development, and project management on various restoration engineering, environmental consulting, recreation rehabilitation, land development, and Federal Energy Regulatory Commission (FERC) license implementation and compliance projects.

Select Project Experience
Al Tahoe Blvd. Safety and Mobility Project − South Lake Tahoe, CA Mr. Johnson provided engineer support for preliminary planning, preliminary design, 90% design, and 100% design/construction documentation for a Class 1 bike trail along Al Tahoe Boulevard. The project was a continuation of the efforts associated with the South Tahoe Middle School Connectivity Plan’s preferred alternative to improve non-motorized mobility in the vicinity of the middle school.

Lake Tahoe Boulevard Class I Bicycle Trail Project – South Lake Tahoe, CA Cardno is currently working with the City of South Lake Tahoe on a project to provide safe, non-vehicular transportation in South Lake Tahoe between the commercial “Y” area and the High School. Mr. Johnson’s responsibility on the project included basemap development, alternatives development, topographic survey support, supporting permitting efforts, 90% plan set development, and cost estimate development.

Sunset Campground Upgrade Project – Eldorado National Forest, CA As part of Sacramento Municipal Utility District’s (SMUD) FERC license implementation and compliance, Cardno is working to completely rehabilitate an existing 132-site campground on Union Valley Reservoir. Some highlights of the project include overlaying the existing roadway; constructing new roads and campsites; and installing storm drain facilities, a new water tank and water distribution system, a sanitary sewer system, bathrooms, and a shower building. Mr. Johnson’s responsibilities on the project have included research, 60% design development, 95% design development, specifications development, and verifying material quantities/cost estimating.

Tahoe Valley Stormwater and Greenbelt Improvements Project – South Lake Tahoe, CA Cardno is currently working with the City of South Lake Tahoe on an environmental improvement project to improve stormwater quality and drainage, create pedestrian access, improve recreation, and beautify the city in the Tahoe Valley area. Mr. Johnson’s responsibility on the project included traffic analysis, storm drain analysis, concept plan development, and 90% plan set development.

Stantec
Education
Bachelor of Science Civil
Engineering, California State
University, Sacramento,
Licensure and Certifications
Professional Engineer, Civil
Engineering – Nevada
53 E. Additional Information
353
56 Acres Park
Master Plan &
Recreation Aquatic
Center
South Lake Tahoe, California
Design Workshop. Ascent, LSC
For over 40 years the site referred to 56 Acres
has provided a wide range of activities and
created fond memories for residents and visitors
from all over the world. The location in the center
of the City of South Lake Tahoe, adjacency
to Lake View Commons Beach, the existing
recreation and overnight accommodations
on site, the proximity to other recreation
and educational facilities and convenient
shopping within walking distance makes
the site a community hub and a basecamp
for many visitors. Working closely with the
City, stakeholders and the public, the Design
Workshop team developed a master plan
that elevates the recreation and community
enjoyment and experience. The team focused
their experience in integrating park design with
economic, community, environmental, and
aesthetic considerations to create a master plan
for the site that embraces the civic pride of the
local community while creating a regional and
nationally recognized park destination.

The site includes an existing 40-year-old
recreation and swim complex that has aged,
lacks accessibility, energy efficiency, mobility,
and flow. Over the years, desired recreational
programs and services have changed
significantly making the building troublesome
to utilize effectively. Design Workshop prepared
site design concepts and full construction
documentation that compliments the indoor
functions with outdoor areas for community and
recreation purposes. Imperative for the design
was to blend with the natural environment of
the area while producing a facility of unique
architectural characteristics within the Tahoe
basin.

Client
City of South Lake
Tahoe
Services Provided
Master Planning,
Site Analysis, Public
Outreach
54 E. Additional Information
354
Client
City of South Lake
Tahoe
Services Provided
Design Guidelines
and Public
Engagement
South Lake Tahoe
Design Guidelines
South Lake Tahoe, California
Design Workshop
Design Workshop was hired by the City of
South Lake Tahoe to create guidelines to
help project applicants and their designers
understand the community’s desired visual
character and appearance for South Lake Tahoe.

The guidelines were developed as part of a
collaborative outreach process. Community
members were invited to take part in three public
workshops and two online surveys to understand
what types of buildings, signage and landscape
elements best reflect the type of mountain
architecture the community desired and to
identify imagery that represented the desired
aesthetic. The guidelines show how structures
should relate to the land, respond to climate,
step with natural grades, and harmonize with
the character of the surrounding landscape to
create an overall vision for mountain architecture
in South Lake Tahoe. The guidelines enhance
the community’s visual quality and experience
and direct future development in ways that
are responsive to the specific environmental
conditions and natural setting of South Lake
Tahoe.
55 E. Additional Information
355
design for this 5-block district was developed
that embraced the unique architecture and
connected the commercial area with the
surrounding natural environment. Existing
conflicts between pedestrians, bicyclists and
vehicles have been resolved to improve overall
safety as well preserving commercial parking
spaces. Connectivity to adjacent destinations
such as the lake, recreation center and the
school district have been improved safety with
new sidewalks and a bike path. The resulting
improvements to the pedestrian and cyclist
experience have promoted alternative modes
of transportation. Creative options for new
community gathering spaces are knit into the
design along with benches, bike racks, and
pedestrian lighting. Options for temporary street
closures allow for larger special event space.

TAHOE REGIONAL PLANNING AGENCY

BEST IN THE BASIN
Harrison Avenue
Streetscape
Improvements
South Lake Tahoe, CA
Design Workshop
The Harrison Avenue business district is a
classic example of an area built in the beginning
of automobile dominance. Located adjacent to
one of the most scenic beach fronts in South
Lake Tahoe and parallel to US 50, it serves as a
model for positive business transformation and
partnership between the City and the business
owners.

The creation of a special district provided
the private funding mechanism to ensure the
City’s investment into this area would result in
sustainable change. Working extensively with
businesses, property owners and residents, a
Client
City of South Lake
Tahoe
Services Provided
Landscape
Architecture,
Streetscape Design,
Public Engagement
56 E. Additional Information
356
Truckee Objective
Design Standards
Truckee, California
Design Workshop
Design Workshop assisted the Town of Truckee
to create an updated set of design guidelines
for the development of affordable housing.

With the lack of housing opportunities available
in the community, the Town worked to clarify
requirements and simplify the process to
encourage the development of more housing.

While providing new housing is critical,
the community also wanted to ensure new
development matches the community character.

Design Workshop supported this through the
review of existing guidelines and processes, a
community survey, and updates to the residential
design guidelines.

Client
Town of Truckee
Services Provided
Design Guidelines, Community Engagement
57 E. Additional Information
357
South Shore Vision
Plan and Main
Street Management
Plan
South Lake Tahoe, CA and Stateline, NV
Design Workshop
A lack of capital investment has led to a decline
in physical environment and economic potential
of Lake Tahoe’s South Shore. The vision plan
redefined the physical attributes of the study
area in a way that is economically sustainable
and responsive to the unique environmental
conditions within the Lake Tahoe Basin. Through
meetings with local officials, business owners,
and the regional planning agency a collection of
15 principle ideas were developed and illustrated
to show how ideas such as establishing
a pedestrian main street and creating
revitalization. The plan facilitated the completion
and approval of the Regional Plan Update and
development of the first Area Plan for the Lake
Tahoe region. As a result of the planning efforts
and recent approval of a major transportation
project.

Design Workshop then worked with TRPA on
development of a Main Street Management
Plan. Through a collaborative process with the
stakeholders the team identified an approach for
a safe and efficient circulation system, followed
by enhancements to pedestrian zones, active
transportation and environmental improvements.

Client
Tahoe Regional
Planning Agency and
Lake Tahoe Gaming
Alliance
Services Provided
Master Planning,
Illustrations, Public
Outreach and
Engagement
58 E. Additional Information
358
Client
Tahoe City Public
Utility District
Services Provided
Master Planning,
Facilitation,
Illustrations and
Diagrams
Tahoe City
Vision Plan
Tahoe City, California
Design Workshop
With the Placer County Area Plan and the
Tahoe Regional Planning Agency’s Regional
Plan Update underway Tahoe City realized the
importance of describing the city’s visioning
process. With the assistance of the Tahoe City
Public Utilities District and the North Lake Tahoe
Resort Association, a group of community
leaders and business owners retained Design
Workshop to provide opportunities for what the
downtown area could be, the visioning options
also helped inform the development of a future
Area Plan.

While recognizing the opportunities, fundamental
challenges and issues posed by the larger
regional context, the visioning process examined
the core area of Tahoe City to identify what
would make it a more economically viable, visitor
friendly and quality community for its residents.

The described and illustrated options show
potential design criteria and land use alternatives
for recreational amenities, future lodging, and
pedestrian mobility. The question this process
has answered is “what are the possibilities for
the future”.

The process considered the issues facing
Tahoe City and set forth a series of principles to
address them. The principles are made evident
in the visioning options diagram and through a
series of illustrations that convey the possibilities
for the downtown core.
59 E. Additional Information
359
promenade to create opportunities for a more
vibrant downtown and a stronger sense of place
along with a unified parking and implementation
plan.

Downtown Redding
Transportation Plan
Redding, California
Design Workshop
Downtown Redding was suffering from a lack of
connectivity in the downtown from one way streets
and street closures which contributed to safety
issues and business vacancies in the core area.

Design Workshop, as a sub-consultant, worked
with Caltrans and the City of Redding to engage
the community and stakeholders in developing
vehicular, bike and pedestrian connections to
support residential and business growth through
extensive public outreach to coordinate feedback
on transportation and land use planning. Primary
goals of the planning effort looked to connect
downtown to the Sacramento River Trail and Turtle
Bay Conference Facility/Sundial Bridge through
more walkable and bikable network of streets.

The central downtown core was studied to look
at reopening streets through the existing mall
Client City of
Redding
Services Provided
Public Facilitation,
Site Analysis,
Illustration
60 E. Additional Information
360
Telluride
Community Vision
and Action Plan
Telluride, Colorado
Telluride has a special history of mining,
recreation, and culture within the American
West. The town maintains a down-to-earth
vibe celebrating local arts and culture with
unparalleled access to recreation - from skiing
in the winter to mountain biking and hiking
in the summer and a plethora of year-round
festivals. Yet Telluride has also changed over
the past decade and the time has come for the
community to come together in a discussion
about how to plan for the future of housing,
economy, transportation, and environment over
the next 10 years.

The Town hired Design Workshop to lead the
Telluride 2022 Community Vision and Action Plan
process, which will clearly define the vision and
values of the community, with targeted actions
to support future planning efforts. Guided by
a robust community engagement strategy of
surveys, pop-up events and listening sessions,
this vision plan is an intentional roadmap to guide
decision making that reflects the core values of
Telluride to inspire action. The work identifies
what makes Telluride a livable community where
the highest quality of life and measures are
achieved. The vision plan will set the stage for
a future master plan update which will expand
upon the goals through policy and regulations to
achieve the vision.

Project Document Hyperlink
https://www.telluride-co.gov/676/CommunityVision-Plan#:~:text=The%20Telluride%20 2022%20Community%20Vision,action%20
for%20achieving%20the%20vision.

Client
Town of Telluride
Services Provided
Strategic Planning,
Facilitation, Vision
Planning

ECONOMY

HOUSING

COMMUNITY

ENVIRONMENT
61 E. Additional Information
361
Steamboat Springs
Downtown Plan
Steamboat Springs, Colorado
Design Workshop
The City of Steamboat Springs engaged
Design Workshop to develop actionable
recommendations and short-range regulatory
and investment strategies that would address
functional, financial and aesthetic objectives
within its economically-important downtown
core.

Throughout the process, Design Workshop
engaged the community in an immersive series
of discussions around values, opportunities
and concerns. Custom toolkits were employed
to engage diverse voices from the community
including the downtown residents, downtown
workers, small-business owners, as well as the
surrounding ranching community who depend on
the downtown for basic services. By combining
the efforts of robust public engagement with
strategic planning services, the Steamboat
Springs community has a consensus-based,
economically-grounded plan to guide them to
the future they desire for their downtown.

Client
City of Steamboat Springs
Services Provided
Economic Development, Tourism Planning,
Corridor Master Plan, Community Engagement,
Investment Strategy
Project Document Hyperlink
https://steamboatsprings.net/515/DowntownImprovements-Plan

APA COLORADO
MERIT

AWARD FOR

GENERAL

PLANNING
62 E. Additional Information
362
Winter Park
Downtown Plan
Winter Park, Colorado
Design Workshop
Design Workshop led a team in Winter Park to
envision the future of Downtown Winter Park.

They focused on Main Street and adjacent side
streets in order to increase mobility, stimulate
the economy, and encourage sustainability. The
plan was guided by four principles that aligned
with community values and the recently adopted
Comprehensive Plan. The design guidelines
and streetscape design options in the plan offer
recommendations to guide development aligned
with the Town’s vision for the overall corridor,
as well as specific districts within the corridor.

They provide clear instructions to Town Council,
Planning Commission, Town staff, citizens and
potential developers on public and private
improvements that meet the Town’s goals. This
document was created to be referenced as new
areas come online along the corridor.

Client
Town of Winter Park
Services Provided
Strategic
Development
Planning, Public
Facilitation &
Outreach, Mobility
Planning, Document
Production
Project Document
Hyperlink
https://wpgov.com/
doing-business/
building-planning/
downtown-plan/
63 E. Additional Information
363
strategic plan is focused on forward momentum
and meaningful action.

This plan was a six-month effort, with two distinct
two phases of work. The first phase focused on
understanding Mesa County today and included
an all-staff survey, one-on-one interviews with
leadership, focus group conversations with
department heads and staff, and a two-day vision
retreat. This first phase of work identified the
Mission, Vision, Values and Strategic Actions.

The second phase focused on a five-year
planning horizon to identify goals and actions
to achieve the mission and vision. This included
an action planning retreat and implementation
workshops with key staff to clearly indicate a path
forward including responsibilities, resources, and
timing for each strategy.

The strategic Plan provided a foundation for the
Mesa County Master Plan. Together, like the
name suggests, will be created to reflect the
vision of the community at large. It identifies a
shared vision and outlines the steps to lead Mesa
County towards their goals.

Mesa County
Strategic Plan and
Master Plan
Mesa County, Colorado
Over the past 25 years, Mesa County has
transformed over time including an influx of
new residents, dynamic shifts within the energy
industry, expanding economic and business
development and development pressures on
agricultural lands. These changes present the
need to create a new plan through coordinated
efforts that reflects the vision of today’s Mesa
County community and lays the foundation for
tomorrow’s development.

This Mesa County Strategic Plan is an intentional
and action-oriented roadmap to guide decision
making and to inspire action for the next one to
five years. This plan is uniquely Mesa County -
from the mission statement to the values - the
We Are
Team
Mesa
Mesa County Strategic Plan
Mission
We provide the
infrastructure so
you can live
the life you
want.

Vision
We are builders of the best
place to live,
work and
play for all
generations.

Strategic Initiatives
Build the Best Team
Build a Culture of Excellence
Build Community, Together
Build Fiscal Stability
Values
Excellence
We set the pace with great employees.

Collaboration
We work together, leading toward a
shared purpose.

Transparency
We are open in our decision making to
build trust.

Servant Leaders
We put our community first.

Communication
We listen to each other, we
communicate openly, and we value
everyone’s input.

Principled
We stick to what we believe and are
innovative in our approach.

Proactive
We are active problem solvers for a
better future.

Client
Mesa County
Services Provided
Strategic Planning,
Public Facilitation and
Outreach
Project Document
Hyperlink
https://www.
mesacounty.us/
globalassets/
administration/
resources/strategicplan/strategic-plandocument.PDF
Project Video Link
https://www.
youtube.com/
watch?v=9LTOhD1qdl0
64 E. Additional Information
364
Land Use Code
and Design
Guidelines Update
Fruita, Colorado
Design Workshop
The City of Fruita, Colorado hired Design
Workshop to complete an update to their
Land Use Code that would implement their
Comprehensive Plan. During the process of
updating their Comprehensive Plan, the city
realized it was important to quickly update
development regulations to ensure consistency
with the new plan, as the current regulations do
not meet the changing community needs.

The Design Workshop team led this effort, which
included updates to subdivision regulations,
annexation policies, zoning, parking standards,
commercial design standards, residential
development, historic preservation standards,
landscaping, and the public
hearing process.

As part of the work, Design Workshop led a
complete update to the city’s Design Guidelines,
incorporating best practices in both standards
and the use of visuals. The Design Guidelines
address the different development patterns and
character in the community based on use type
and location.

The final code is a clear, well-defined land
use code that integrates seamlessly with the
Comprehensive Master Plan.

Client
City of Fruita
Services Provided
Community Planning, Land Use Code,
Design Guidelines
65 E. Additional Information
365
Client
County of Placer/
Tahoe Regional
Planning Agency
Services Provided
Ascent
Planning, Public
Engagement,

EIR/EIS, CEQA
Conformity Checklist
LSC
Traffic Generation,
Distribution and
Assignment,
Analysis of roadway
and intersection LOS,
Land Use Scenarios,
Transit and bicycle/
pedestrian modes,
Mitigation Measures,
EIS Transportation
Section
Tahoe Basin Area
Plan and Tahoe
City Lodge EIR/
EIS and Conformity
Checklist
Placer County, Lake Tahoe Basin, California
Ascent and LSC
The Placer County Tahoe Basin Area Plan is a
monumental step toward revitalizing North Lake
Tahoe and achieving substantial environmental
gain in the region. The Area Plan covers the
entire Tahoe Basin portion of Placer County. It
was developed to implement and achieve the
environmental improvement and redevelopment
goals of the 2012 Tahoe Regional Plan and the
TRPA/Tahoe Metropolitan Planning Organization
(TMPO) Regional Transportation Plan/
Sustainable Communities Strategy (RTP/SCS).

The Area Plan also serves as the General Plan
for the Tahoe Basin portion of Placer County,
pursuant to California Government Code Section
65300.

As a subconsultant to Ascent Environmental,
Inc., LSC Transportation Consultants, Inc. was
retained to evaluate transportation impacts
of the proposed Tahoe Basin Area Plan for an
Environmental Impact Report/Study (EIR/EIS).

It was unanimously adopted by Placer County
and TRPA.

ASSOCIATION OF ENVIRONMENTAL

PROFESSIONALS

OUTSTANDING ENVIRONMENTAL

ANALYSIS DOCUMENT
Project Document Hyperlink
Area Plan https://www.trpa.gov/wp-content/
uploads/documents/Final-TBAP_Feb_2021.PDF
EIR/EIS https://www.placer.ca.gov/2703/TahoeBasin-Area-Plan---Tahoe-City-Lodge 66 E. Additional Information
366
Washoe County Tahoe
Area Plan and IEC
Washoe County, Nevada
Ascent Environmental
The Washoe County Tahoe Area Plan replaced the Plan Area Statements (PASs), Community Plans (CPs), and portions
of the Washoe County Master Plan within the Washoe
County portion of the Basin. It included updates to goals and policies, development code, revised standards for height, density, setbacks, land coverage, and other revisions. The Area Plan was developed to implement and achieve the
environmental improvement and redevelopment goals of
the TRPA Regional Plan. It also serves as a component of the Washoe County Master Plan consistent with Nevada
Revised Statutes, Sections 278.150 to 278.230, inclusive, and other related sections.

Client
County of Washoe, Nevada
Services Provided
Supported Washoe County and TRPA in the development
of Area Plan policies and standards to ensure consistency with the Regional Plan and Chapter 13 of the TRPA Code of Ordinances. Ascent also prepared an Initial Environmental Checklist (IEC) to evaluate the environmental effects of adopting the area plan.

Lake Tahoe Regional
Plan Update and EIS
Lake Tahoe Basin CA and NV
Ascent Environmental
The 2012 Lake Tahoe Regional Plan update was the first
major update to the plan since 1987. An important focus of the update was to revitalize community centers within the Basin through implementation of redevelopment
incentives, which would result in compact development,
enhanced transportation systems, transfer of coverage and development out of stream zones and other sensitive lands, promotion of non-motorized trails, and other features. TRPA’s goal was to accelerate environmental carrying capacity
threshold attainment through specific revisions to goals, policies, and Code provisions to incentivize redevelopment, promote compact mixed-use projects, and create walkable communities. The cumulative analysis for the Regional
Plan EIS was extensive, and created the foundation from which subsequent local plans, projects, and programs may tier, streamlining future analyses. The analysis addressed cumulative effects of two comprehensive land management plans in the Tahoe Basin; seven major transportation
plans and/or major projects; plus 13 major development, recreation, and utility services projects. The analysis was subject to public, agency, and legal scrutiny, and for its streamlining effects, is considered one of the most valuable elements of the 2012 Regional Plan EIS.

Client
Tahoe Regional Planning Agency
Services Provided
Ascent prepared the EIS evaluating five alternatives for the Regional Plan
Ascent also supported the successful defense of the EIS in federal court
As a staff member at TRPA, Adam Lewandowski played a
lead role in crafting Regional Plan policies and the Code of Ordinances.
67 E. Additional Information
367
Meyers Area Plan and
IS/MND and IEC
El Dorado County
Ascent Environmental
The Meyers Area Plan consolidates and updates regional
and county land use, zoning, and environmental regulations within the community of Meyers in the Lake Tahoe Basin
portion of El Dorado County. The Area Plan also identifies a community vision, goals, policies, and capital improvement projects necessary to achieve the goals and policies.

Development of the plan and environmental review included significant community engagement including a variety of techniques to mediate polarized stakeholder groups. Key issues involved land use, community design standards, and traffic.

Client
County of El Dorado/Tahoe Regional Planning Agency
Services Provided
As a staff member at TRPA, Adam Lewandowski managed
the development of El Dorado County’s proposed Meyers
Area Plan and environmental review of the plan consistent with CEQA and TRPA requirements. He served as the
primary author of the area plan and lead community and
stakeholder engagement in support of the plan.

Project Document Hyperlink
Area Plan and IEC:
https://www.edcgov.us/Government/TPS/meyers
South Lake Tahoe
2011 General Plan and
Environmental Impact
Report
South Lake Tahoe, California
LSC Transportation
As part of a larger consultant team, LSC was retained by the City of South Lake Tahoe to assist in the preparation and evaluation of an updated General Plan. The resulting General Plan was adopted by City Council in 2011.

Client
City of South Lake Tahoe
Services Provided
• Collection of traffic, bicycle, pedestrian and transit counts.
• Assessment of current transportation conditions and
issues.
• Development of goals, policies and implementation
measures for the circulation element.
• Use of TransCAD model to forecast traffic volumes for alternative land use scenarios.
• Evaluation of roadway alternative alignments in the
congested “South Y” area
• Analysis of traffic and Greenhouse Gas emission impacts of alternative transportation strategies.
• Preparation of the transportation section of an
Environmental Impact Report
68 E. Additional Information
368
Tahoe Basin Town
Center Economic
Sustainability Needs
Assessment
Placer County, California
BAE Urban Economics
Placer County retained BAE in 2020 to conduct a study
of the economic factors influencing development in the
Tahoe Basin. BAE assessed the multi-layered regulatory
environment involving not only the County and the Tahoe Regional Planning Agency (TRPA), but also local fire
districts and utility districts; documented residential and non-residential market conditions; and evaluated existing land use patterns in relation to planned land use patterns and community character. Key research elements included interviews with key stakeholders and pro-forma financial feasibility analysis for prototype developments. BAE’s
analysis identified key barriers to investment and provided the County with a range of recommendations arranged
around the themes of 1) high cost of development, 2)
uncertainty, risk, and the indirect costs of the complex entitlement process, 3) complex and prescriptive
requirements that hinder feasibility, and 4) local conditions not conducive to (re)investment.

Client
Placer County
Services Provided
Development policy and regulatory constraints, Residential and non-residential market analysis, Proforma financial feasibility testing and analysis, Recommendations for
strategic policies and actions
Project Document Hyperlink
https://www.placer.ca.gov/DocumentCenter/View/43238/
Placer-County-Tahoe-Basin-Town-Center-EconomicSustainability-Needs-Analysis Vacaville Downtown
Specific Plan
Vacaville, California
BAE Urban Economics
BAE was the economic specialist on the Downtown Specific Plan (DTSP) in the City of Vacaville. The goal of the DTSP and Streetscape Plan is to unlock Downtown’s full potential as a vibrant and walkable mixed-use destination. The
project builds upon Downtown’s unique history and setting to develop a framework that provides for a diversity of housing choices, enhances economic vitality by providing for a wide range of commercial and entertainment options, and promotes pedestrian, bicycle, and transit accessibility.

BAE prepared a background economic and market profile,
a residential anti-displacement strategy, a downtown retail revitalization strategy, a financial feasibility analysis for desired uses, and a district wide infrastructure financing strategy.

Client
City of Vacaville
Services Provided
Residential and non-residential market analysis, Proforma financial feasibility testing and analysis, Residential Displacement Risk Assessment, Strategic Economic
Development Analysis, Recommendations for strategic
policies and actions, Public Finance and Capital Funding Project Document Hyperlink
https://www.ci.vacaville.ca.us/home/
showpublisheddocument/19597/637876992727430000
https://www.ci.vacaville.ca.us/home/
showpublisheddocument/19461/637723035212570000
https://www.ci.vacaville.ca.us/home/
showpublisheddocument/19469/637723035243970000
https://www.ci.vacaville.ca.us/home/
showpublisheddocument/19473/637723035263670000
https://www.ci.vacaville.ca.us/home/
showpublisheddocument/19483/637723035962030000
69 E. Additional Information
369
American Canyon
Broadway District
Specific Plan
American Canyon, California
BAE Urban Economics
BAE’s primary role was to analyze economic opportunities within the diverse study area that follows SR29 as it cuts through the community’s primary commercial area. BAE
contributed to the PDA profile report that detailed existing conditions and anticipated growth trends within the
Specific Plan Area and the City as a whole, by compiling and analyzing economic, demographic, and housing
data. BAE built upon the PDA profile work by preparing a market considerations memo, which further articulated the opportunities for the Specific Plan to capture retail, office, residential, and lodging demand within the competitive
local and regional markets by leveraging the location at the gateway to Napa County and providing opportunities
for businesses and lodging establishments that might
otherwise find it difficult to secure suitable and affordable locations elsewhere in the County. Similarly, BAE identified how housing in the corridor could be positioned to address workforce housing needs of Napa and Solano Counties
within a community known for high quality of life, relative affordability, and accessibility to regional job centers. BAE supported the City’s planning consultant in identifying development concepts for the corridor that would not only address market opportunities but provide benefits to the rest of the community by improving access to businesses and
housing and improving mobility.

Client
City of American Canyon
Services Provided
Residential and non-residential market analysis, Proforma financial feasibility testing and analysis, Strategic Economic Development Analysis, Recommendations for strategic
policies and actions
Cache Creek Parkway
Plan Feasibility Analysis
Yolo County, Caliifornia
BAE Urban Economics
Yolo County retained BAE to conduct a financial feasibility analysis for the buildout and long-term maintenance
of the Cache Creek Parkway Plan, a master plan for
the reclamation of former aggregate mining sites for
conversion to a networked system of regional open space and recreation amenities. BAE modeled several different scenarios for the Parkway development, ranging from
limited visitor facilities to extensive visitor amenities and recreation facilities (inclusive of hiking, swimming, mountain biking, boating, camping, and other types of recreation).

BAE developed a flexible long-term cash flow model that projected timing for capital improvement costs and also projected revenue flows to support capital expenditures and operations and maintenance costs. BAE provided the
model to County staff to use as a tool to monitor and plan for Parkway implementation.

Client
Yolo County
Services Provided
Joint Powers Negotiation Support, Public Finance and
Capital Funding
Project Document Hyperlink
https://www.yolocounty.org/home/
showpublisheddocument/57296/636892924785430000
70 E. Additional Information
370
Bijou Area Erosion
Control Project
South Lake Tahoe, California
Stantec
Cardno worked with the City to develop a storm water quality improvement and drainage control project for the City’s Bijou area. The two main features of the project are the Bijou Meadow, one of the largest contiguous SEZs/USACE
wetland in the Lake Tahoe Basin, and the Commercial Core.

The meadow is a complex system containing both riparian and upland areas and is bordered by residential housing.

The downstream portion of the meadow was converted
to a golf course in the 1920s. The Commercial Core is a highly developed and concentrated area with little to no storm drainage and water quality treatment facilities located adjacent to Lake Tahoe.

Cardno provided all planning, alternatives development
and evaluation, environmental documentation, public
coordination, Community Facilities District formulation, final design (e.g., full PS&E), permitting, public construction bidding, and construction support for the project.

Client City of South Lake Tahoe
Services Provided Storm water improvements, Roadway
improvements, Revegetation/landscaping, Regulatory
agency coordination and compliance, Utility coordination and relocation, Caltrans/FHWA funding, Public Outreach
Tahoe Valley Stormwater
and Greenbelt
Improvement Project
South Lake Tahoe, California
Stantec and Design Workshop
Cardno is working with the City of South Lake Tahoe
to develop a recreational improvement, stormwater
improvement, and flood control project. The preliminary recreational plans defined proposed pedestrian/bicycle
trails, site amenities, and incorporation of natural stormwater facilities across public lands to enhance recreational
opportunities and the creation of open space. Cardno used the preliminary design to develop a CEQA initial study/ mitigated ND that detailed the project’s anticipated impact to resources and developed mitigation where necessary to protect resources from project impact. Cardno provided the City with resource impact analysis for air quality, greenhouse gases, and biological resources; TRPA special conservation area habitat; tribal, cultural, and historic resources; hydrology; and water quality, among others. Cardno has also played an intricate part in the public scoping and review process to address public concerns and integrate these
into project design. Through the CEQA process, Cardno
consulted with local, state, and federal resource permitting agencies to ensure the project’s design and implementation adhered to the requirements of CEQA and produced a
document that is legally defensibly for the City.

Client City of South Lake Tahoe
Services Provided Class 1 Multi-use Trail, Site Surveying, Hydrologic/Hydraulic Analysis, Alternatives Development, Concept Design, Environmental Compliance, Engineering
Design, Construction Documents
71 E. Additional Information
371
Al Tahoe Boulevard Safety
and Mobility Project
South Lake Tahoe, California
Stantec
Cardno worked with the Department of Public Works
on the concept planning, preliminary design, schematic
design, environmental compliance review/documentation,
property/ROW acquisition, design and PS&E development,
construction documentation, and construction bidding
for a class 1 multi-use trail along Al Tahoe Boulevard in South Lake Tahoe, California. The Project was a multiphased project beginning with planning efforts associated with an On-Our-Way Grant that developed the South
Tahoe Middle School Connectivity Plan, which defined
the Project as a preferred project by the community. The project then received funding from Caltrans for an Active Transportation Program grant for the environmental, design and construction for the project, requiring all efforts to follow the Caltrans LAPM requirements. The Cardno team assisted the City in the grant application and administering/reporting process along with the necessary LAPM documentation.

The project provided environmental clearance (CEQA/
NEPA/TRPA) and final designs for construction of a nonmotorized, multi-use, accessible route connecting the South Tahoe Middle School to sidewalks and Class 1 bike facilities in the vicinity of the school. The Project included the development, in addition to the multi-use trail, of bus shelter pads, storm water drainage, ADA access/pedestrian landings and landscaping.

Client City of South Lake Tahoe
Services Provided Site Surveying, Hydrologic/
Hydraulic Analysis, Alternatives Development, Concept
Design, Environmental Compliance, Engineering Design,
Construction Documents
South Tahoe Greenway,
Phase 1a
South Lake Tahoe, California
Stantec
Cardno worked with the State of California DGS and the
California Tahoe Conservancy to develop the first phase of the South Tahoe Greenway. This approximately 7.5-
mile multi-use, Class 1 bike trail from Myers to Stateline in South Lake Tahoe has been in the planning stages for over a decade and is part of a larger shared-use trail that is planned to provide the east-west backbone of the bicycle trail network in the core area of South Lake Tahoe. Phase 1a, the first portion of the South Tahoe Greenway Shareduse Trail, was designed by Cardno in 2014 and constructed in 2015. Cardno’s initial task was to develop an overall 50% design from the planning-level conceptual design, which included alignment adjustments based on environmental
document comments. Upon completion of the 50% design,
which finalized alignment, Cardno accelerated the design process through field surveying, 75%, 90%, and final designs to provide a complete construction-ready set of plans in approximately four months. Cardno’s efforts concluded with construction oversight assistance throughout construction of the project. Cardno also provided planning, trail alignment, and permitting/land authorization assistance. In addition, Cardno assisted DGS with the construction bidding and
oversight.

Client State of California, Department of General Services Services Provided Site Surveying, Concept Design,
Engineering Design, Construction Documents, Construction Bid Support, Construction Oversight Support
72 E. Additional Information
372
www.designworkshop.com
DW LEGACY DESIGN®
Legacy Design is the defining element of our
practice. It is our commitment to an elevated
level of design inquiry to arrive at the optimal
solutions for clients. The process ensures that
our projects reflect the critical issues facing
the built environment and that they deliver
measurable benefit to clients and communities.

It is the foundation of the firm’s workshop
culture and guides all projects.
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CITY OF SOUTH LAKE TAHOE

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of the _________day of ________ 2023 by and between the City of South Lake Tahoe, a municipal corporation (“City”) and _____________________ (“Consultant”).

RECITALS
A. Consultant is trained, experienced and competent to perform the services which will be required by this Agreement.

B. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement on the terms and conditions described herein.

C. City desires to retain Consultant to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the services set forth in this agreement and shall provide said services at the time, place, and in the manner specified in this agreement. Consultant shall have no power or authority by this Agreement to bind City in any respect.

The Consultant agrees that it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

All services provided by Consultant pursuant to this Agreement will be provided in accordance with the terms set forth in the Exhibit A, “Scope of Services,” attached hereto and incorporated herein by reference. Exhibit B, “Compensation Schedule,” attached hereto and incorporated herein by reference, outlines the fees and compensation which shall be paid pursuant to this Agreement.

2. Term/Time of Performance. The services by Consultant are to commence upon the execution of the Agreement and continue for 16 months. 374

3. Compensation. Compensation to be paid to Consultant shall be in accordance with the Schedule set forth in Exhibit B which is attached hereto and incorporated herein by reference. In no event shall Consultant’s compensation, including travel and out-of-pocket expenses, exceed $598,697 without additional written authorization from City. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to City at the time of payment. Payment is contingent upon compliance with all terms and conditions of this Agreement, as set forth herein. Consultant shall obtain prior written authorization from the City Project Manager for any costs in excess of budgeted amounts for each line item, task, or obligation under the Scope of Services.

4. Method of Payment. Consultant shall submit monthly billings to City describing the work performed during the preceding month. Consultant’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, the applicable hourly rate, and a description of any reimbursable expenditures. City shall pay Consultant no later than 30 days after approval of the monthly invoice by City staff.

5. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform extra work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, extra work without prior written authorization from City.

6. Termination. This Agreement may be terminated by City or Consultant immediately for cause or without cause upon thirty days (30) days written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination, and City shall be entitled to all work performed to that date.

Termination, revocation, or expiration of this Agreement shall not release either party from liability resulting from an event which occurred prior to such termination, revocation or expiration.

7. Ownership of Documents.

All plans, studies, documents and other writings, including working notes and internal documents, prepared by and for Consultant, its officers, employees 375
and agents and subcontractors in the course of implementing this Agreement, shall become the property of City upon payment to Consultant for such work, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party.

Consultant shall, at Consultant’s expense, provide such reports, plans, studies, documents and other writings to City upon written request. All documents prepared by Consultant are confidential and shall be maintained to preserve their confidential nature. Release of any such documents to third parties shall only be made upon written consent of City. Any use by the City of work products prepared by the Consultant for other than their specific intended purpose and without the involvement of Consultant shall be at the sole risk of the City and without liability to Consultant.

8. Consultant’s Books and Records.
a. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant for services provided pursuant to this Agreement.
b. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from records shall be available at Consultant’s address indicated for the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, during regular business hours, upon 72 (seventy-two) hours advance written request by the City Manager, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to City for inspection at City offices when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the receipt of notices in this Agreement. d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or 376
termination of Consultant’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to City and that the records and documents be maintained at City offices. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor-in-interest.

9. Independent Contractor. It is understood that Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of City.

Consultant shall obtain no rights to retirement benefits or other benefits which accrue to City’s employees, and Consultant hereby expressly waives any claim it may have to any such rights. All employees, agents, contractors or subcontractors hired or retained by Consultant are employees, agents, contractors or subcontractors of Consultant and not of the City.

City is not required to make any deductions or withholdings the compensation payable to Consultant under the provisions of this Contract, and is not required to issue W-2 Forms for income and employment tax purposes for any of Consultant’s assigned personnel. Any third party persons employed by Consultant shall be entirely and exclusively under the direction, supervision, and control of Consultant. Consultant hereby indemnifies and holds City harmless from claims that may be made against City based upon contentions by any third party that an employer-employee relationship exists by reason of this Contract.

10. Interest of Consultant. Consultant, (and principals, associates and professional employees of consultant) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. Will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel 377
independent of the control and direction of City or of any City official, other than normal agreement monitoring; and,
b. Possesses no authority with respect to any city decision beyond rendition of information, advice, recommendation or counsel. [FPPC Reg. 18700(a)(2)].

11. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant’s field of expertise.

12. Compliance with Laws. Consultant shall comply with all applicable federal, state, regional and local laws, codes, ordinances and regulations in carrying out his/her duties under this Agreement. Consultant shall observe and comply with all applicable laws, ordinances, regulations and codes of federal, state and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Agreement. The City, its officials, officers, elected officials, appointed officials and employees shall not be liable at law or in equity as a result of any failure of Consultant to comply with this section.

In the event it is determined that the Consultant is required to pay prevailing wages for the work performed under this Agreement, the Consultant shall pay all penalties and wages as required by law.

13. Licenses. Consultant represents to City that it has all licenses, permits, qualifications, insurance and approvals which are legally required of Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession. Consultant shall maintain a City of South Lake Tahoe business license at all times services are performed under this Agreement. Consultant acknowledges that payments made pursuant to this Agreement may be withheld until this provision has been satisfied.
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14. Indemnity. Consultant hereby agrees to and shall indemnify and hold harmless City, its elected and appointed boards, officers, agents, employees and volunteers from and against any liability for any and all claims, demands, actions, losses, damages and injuries, direct or indirect (including any and all costs and expenses in connection therein), arising out of this Agreement or caused in any way by Consultant’s negligent performance of this Agreement or its breach of its obligations contained in this Agreement, except for any such claims arising out of the negligence or willful misconduct of the City.

Consultant agrees to defend City from and against any and all losses, damages, claims costs and fees arising out Consultant’s negligent acts, errors, omissions, regarding this Agreement, the Consultant’s work under this Agreement, or the consultant’s Scope of Work.

City does not, and shall not, waive any rights against Consultant which it may have by reason of the aforesaid hold harmless agreement, because of the acceptance by City, or the deposit with City by Consultant, of any of the insurance policies hereinafter set forth.

This hold harmless agreement by Consultant shall apply to all damages and claims for damages, or alleged to have been suffered, by reason of any of the aforesaid operation of Consultant or any subcontractor, regardless of whether or not such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

Consultant further waives any and all rights to any type of express or implied indemnity or right of contribution from the City for any liability, claims, demands, costs, charges and expenses and causes of action of whatsoever arising out of or in any way connected with this Agreement, and consultant’s work under this Agreement.

15. Insurance Requirements.
a. Consultant, at Consultant’s own cost and expense, shall procure and maintain, for the duration of the contract, the following insurance policies.
i. Workers’ Compensation Coverage. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers’
Compensation Insurance and Employer’s Liability Insurance in 379
accordance with the laws of the State of California for all of the subcontractor’s employees. Any notice of cancellation of all Workers’ Compensation policies must be received by City at least thirty (30) days prior to such . Consultant shall provide thirty (30) days written notice of nonrenewal of any Workers’ Compensation policies. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work
performed by Consultant for City.
ii. Commercial General Liability Coverage. Consultant shall maintain commercial general liability insurance no less broad than ISO form CG 00 01 in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. Coverage must be made on
the standard Occurrence form. Claims-Made forms are not acceptable without prior written consent of City. City of South Lake Tahoe must be endorsed as an additional insured for liability arising out of ongoing operation by on behalf of Consultant. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general
aggregate limit shall be at least twice the required
occurrence limit.
iii. Automobile Liability Coverage. Consultant shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the work to be performed under this Agreement, including coverage for hired and non-owned
vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Liability Coverage. Consultant shall maintain professional errors and omissions liability insurance for protection against claims alleging negligent acts, errors or omissions which may arise from Consultant or by its employees, or subcontractors. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual 380
aggregate basis, or a combined single-limit per occurrence basis.
b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a AM Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional
insured’s under Consultant’s General Liability and Automobile Liability policies with respect to liability arising out of this Agreement and/or work performed by or on behalf of the
Consultant, including materials, parts or equipment furnished in connection with such work or operations.
ii. This policy shall be considered primary insurance as respects City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by City, including any self-insured retention City may have, shall be considered excess insurance only and shall not contribute with it.
iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each,
except with respect to the limits of liability of the insuring Consultant.
iv. The insurer waives all rights of subrogation against City except for Consultant’s Professional Liability and Employers’ Liability policies, its elected or appointed officers, officials, employees or agents.
v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. vi. No policies of insurance carried by Consultant shall be suspended, voided, canceled, or changed in coverage or in limits except after thirty (30) days written notice to the City Attorney by Certified Mail.
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c. Deductibles and Self-Insured Retentions. The Consultant shall be responsible for all deductibles in all of Consultant’s insurance policies.

The amount of deductibles for insurance coverage required herein shall be reasonable and approved by the City Attorney.
d. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Consultant shall not commence work under this contract until all insurance required under this section has been approved by City as to form, amount and carrier, nor shall Consultant allow any subcontractor to commence work on any subcontract until all similar insurance required and reasonably consistent limits of the subcontractor has been so obtained and approved. Certificates of insurance shall contain no exclusions unless negotiated with the City Attorney and approved, in writing, by the City Attorney.

16. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below.

Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Provide a copy to: City Attorney’s Office
City of South Lake Tahoe
1901 Lisa Maloff Way, Suite 300
South Lake Tahoe, CA 96150
If to Consultant: Steve Noll
Design Workshop, Inc.

PO Box 5666
Stateline, NV 89449

17. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express consent of City. Consultant shall not 382
subcontract any portion of the work to be performed under this Agreement without the written authorization of City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of the subcontractor. Nothing in the Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise required by law.

18. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

19. Dispute Resolution. Any dispute concerning this Agreement will be first submitted to the City Manager or his designee for resolution. If no resolution is reached, such dispute shall be submitted to the City Council. The decision of the City Council shall be final and shall be appealable only to the El Dorado Superior Court pursuant to California Code of Civil Procedure §1094.5, and as provided by law.

20. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in the Superior Courts in the County of El Dorado, South Lake Tahoe Division.

21. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any Consultant or person, other than the independent contractors hired in accordance with Consultant’s standard business practice, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any Consultant or person, other than a bona fide employee working solely for Consultant or an independent contractor hired as discussed above, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

22. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, disability, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or 383
termination. Consultant shall also comply with all relevant provisions of City’s Minority Business Enterprise program, Affirmative Action Plan, or other related programs or guidelines currently in effect or hereinafter enacted.

23. Drug-Free Workplace Certification. By signing this Agreement, Consultant hereby certifies under penalty of perjury under the laws of the State of California that the Consultant will comply with the requirements of the DrugFree Workplace Act of 1990 (Government Code Section 8350, et seq.) and will provide a drug-free work place by taking the following actions:
a. Publish a statement notifying employees that unlawful manufacture, distribution dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355 (a). b. Establish a Drug-Free Awareness Program as required by Government Code Section 8355(b) to inform employees about all of the following:
i. The dangers of drug abuse in the workplace;
ii. The person’s or organization’s policy of maintaining a drug-free workplace;
iii. Any available counseling, rehabilitation and employee assistance program; and
iv. Penalties that may be imposed upon employees for drug abuse violations.
c. Provide, as required by Government Code Section 8355(c), that every employee who performs grant activities under this Agreement:
i. Will receive a copy of the Consultant’s drug-free policy statement; and
ii. Will agree to abide by the terms of the Consultant’s statement as a condition of employment on this Agreement.

Failure to comply with these requirements may result in suspension of payments under this Agreement or termination of the Agreement, or both, and Consultant may be ineligible for award of any future City agreements if City determines that any of the following has occurred: the Consultant (1) has made false certification, or (2) violates the certification by failing to carry out the requirements as noted above.

24. Anti-Lobbying Certification. Consultant shall submit to City the Anti-Lobbying Certification contained in Exhibit C. Further, Consultant shall require that the language of the certification in Exhibit C be included in all contracts or 384
subcontracts entered into in connection with this Agreement and that all Consultants and contractors shall certify and disclose accordingly.

25. Debarment, Suspension, Ineligibility and Voluntary Exclusion. By signing this Agreement, Consultant assures that neither it nor its principals, is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency.

26. Americans with Disabilities Act. By signing this Agreement, Consultant assures the City that it complies with the American with Disabilities Act (ADA) of 1990, (42 U.S.C. 12101, et. seq.), which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to ADA.

27. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney.

28. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

29. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between City and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

30. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

31. Time is of the Essence. Time is of the essence for this Agreement.

32. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.
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IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF SOUTH LAKE TAHOE: CONSULTANT:

By___________________________ By ________________________________ Cristi Creegan, Mayor Steve Noll, Principal-in-Charge
Date __________________________ Date _____________________________ Business License # ___________________
APPROVED AS TO FORM:

By____________________________ Date ________________________________ Heather Stroud, City Attorney
ATTEST:

By______________________________ Date ________________________________ Susan Blankenship, City Clerk
Attachments:

Exhibit A – Scope of Services
Exhibit B – Compensation Schedule
Exhibit C - Anti-Lobbying Certification
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EXHIBIT A

SCOPE OF SERVICES
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Work Plan and
Deliverables
Based our understanding of the
Request for Proposal (RFP), the
following narrative describes a list
of services anticipated for Design
Workshop Team to complete the City
of South Lake Tahoe Mid-Town Area
Plan. The scope of work follows the
process outlined in the RFP with some
modifications. We look forward to
working with City staff to refine the
scope of work to achieve the best
project results while leveraging existing
information and planning efforts to
deliver a high-quality area plan for MidTown.

Deliverables

1. In person Kick-off, Agendas,
Presentations and Summary

We will incorporate newer topographic
surveys and mapping available from
projects that have been completed and
will be condensed into one mapping
file and all overlaps are trimmed and
“stitched” together to form a single
cohesive map, Stantec will simplify
planimetric map data to display only
information relevant the planning
effort. In the event the City has this
10 B. Work Plan and Deliverables
388
information readily available we can
reduce our efforts in bas mapping.

Deliverables

1. One (1) base map using AutoCAD
or GIS.

Deliverables

1. One day consultant team site visit

Deliverables

1. Biweekly (every other week) calls
with the Project Team, including
meeting agendas, notes with action
items (up to 24 one-hour Calls)

This includes the following sub-tasks.

Deliverables

1. Existing Plan Review Summary
Memo, including Identification of
policies implemented and what
remains to be completed from the
previous Community Plan (review of
up to 12 plans)

2. Memo reviewing existing Code and
Guidelines, including identification
of potential changes.

Deliverables

1. Land Use Assessment in Microsoft
Word format

2. Map Atlas with up to (12) maps
11 B. Work Plan and Deliverables
389
Task 2.3 Background
Demographics and Market
Trends Assessment
BAE will prepare a background
demographics and market trend
assessment areas to be analyzed
population and households, residential
and non-residential markets trends
and potential displacement risks, travel
patterns and economic drivers, project
growth. BAE will identify potential
market opportunities and constraints
to desired forms of development within
the Plan Area, including both housing
and commercial uses, particularly
along priority commercial corridors,
such as the Sierra Boulevard/Harrison/
Safeway area. BAE will coordinate
with City staff to identify key uses
of interest, such as affordable and
workforce housing, student housing,
and desirable employment generating
uses that will inform scenarios and
opportunity sites in Task 4.

Deliverables

1. Community Profile and Trends
Memo in Microsoft Word format

Stantec will consult with utility
companies with infrastructure within
the planning area and provide mapping
and summary descriptions of the
conditions of utility infrastructure.

Deliverables

1. Draft and final memorandum
describing environmental site
conditions.

2. Draft and final memorandum of
cultural resources.

Deliverables

1. Existing Conditions Summary
including opportunities and
constraints relevant to future
development of the area plan.

3. One (1) revision cycle of the draft
document
TASK 3: PUBLIC AND STAKEHOLDER

ENGAGEMENT DW
The Design Team will use a
combination of public engagement
events to allow for broad participation
and allow for both in person and
virtual engagement opportunities.

This includes the following sub-tasks.

Task 3.1 Community
Engagement and
Communications Plan (CECP)
We will work with City staff to develop
a Community Engagement and
Communication Plan document that
includes identifying stakeholders,
contact information, engagement
timelines, information distribution
methods, and responsibilities of staff
and the consultant team. We will work
with you at the SKO to determine
outreach goals, engagement tools
13 B. Work Plan and Deliverables
391
and methods that will serve the
unique needs of your community and
determine benchmarks to ensure that
efforts are meeting the needs of the
project.

We will help develop the content for
press releases for submittal to local
media with carefully crafted messages,
including proposed quotations to be
attributed to key staff and officials.

We have found projects to be most
successful where the city serves as
the primary contact for the press and
communications.

Deliverables

1. Community Engagement and
Communication Plan, draft and final
formats provided in MS Word and
PDF format

3. Meeting notices and project fact
sheets and flyers (up to 3 per
engagement window) (formatted
for print and for digital distribution)

4. Project website Information (for the
City to incorporate into a project
website within the City’s domain)
Task 3.2 Technical Advisory
Group (TAG).

It is important that the process be
informed by the key stakeholders
to serve as an Advisory Committee.

These meetings would be facilitated by
Design Workshop with support from
city staff. Anticipated Meetings area as
follows:

1. Project Kick Off

2. Existing Conditions Summary and
Feedback

3. Recommendations Summary and
Feedback

4. Draft Document Review and
Comments
Deliverables

1. Draft emails and Agendas,
Meeting Materials and Activities,
Presentations and Summary Notes
Task 3.3 Bijou Park Community
Advisory Group (CAG)
We understand a key component of this
project will explore Bijou Park, the golf
course and LTCC to address events,
parking and best uses in balance
with open space and natural stream
environment zones. We proposed a
14 B. Work Plan and Deliverables
392
Community Advisory Group which
we anticipate this group to include
the CSLT Parks and Recreation
Commission, LTCC, CSLT School
District, Golf Course representative and
other with influential partners identified
by project leadership. We will host a
total of three meetings be facilitated by
Design Workshop with support from
city staff. Anticipated Meetings area as
follows:

1. Issues and Opportunities work
session

2. Design Concept work session

Deliverables:

1. Up to 12 in person or virtual
meetings

2. Meeting planning and Facilitation
work sheet

3. One (1) meeting to discuss
roundtable results (virtual)

4. Multicultural Focus Group: A
focus group meeting with the
Multicultural Committee and,
if needed a Spanish-speaking
translator.

Task 3.5 Community
Engagement Window #1:

Public Workshop (2)
The first series of workshops will
capture and reflect the vision and
values of residents. We recommend
having a short session focused on
FAQs and an activity, allowing the
majority of input to be collected with
an online survey tool, interactive map,
downloadable youth engagement
materials, and other resources.
15 B. Work Plan and Deliverables
393
Pop-Up Event
Based on the information gathered to
date, we will hold an initial community
pop up event within the project area.

Deliverables:

1. Community Engagement Materials
Engagement Planning Worksheets,
Draft and Final Engagement
Materials, Engagement Summary
#1

2. Materials including popup Activities
and toolkits, Questionnaires or
Visual Surveys

3. One (1) day of in person
engagement.

4. Translation of Engagement
Materials: Translation of all
materials including flyers, posters,
presentations and handouts during
engagement events.

5. Staff Time for Additional Events:

Two additional days of popup facilitation with two Design Workshop Staff.

6. In-person Translation Services: One
native Spanish speaker at in-person
community meetings and up to two
po-pup events.

7. Targeted pop-up Events with
Spanish Speaking Community:

Two additional meetings which
could include Cafecitos meetings,
meetings at Grace Hall of St.

Theresa’s Church, Hispanic
markets, and/or other cultural
events or locations as determined
at the SKO and written into the
Community Engagement Plan.

9. Additional Virtual Meeting: On a per
meeting basis.

Pop Up Event
We propose utilizing the success of
local events such as Ski run farmers
market, concerts at Lakeview
Commons, Event at Bijou Park and the
Bike Park, and events at LTCC to gather
feedback and raise awareness of the
project. We propose that these stations
be staffed to enable community
members to ask questions about
the project. Design Workshop would
provide a Toolkit including business
cards, informational posters, stencil
sidewalks, presentation boards, talking
16 B. Work Plan and Deliverables
394
points or questionnaires, comment/
idea walls and other light touch
engagement tactics. Design Workshop
will prepare all materials and staff will
lead the effort to obtain and staff booth
spaces.

1. Community Engagement Materials
Engagement Planning Worksheets,
Draft and Final Engagement
Materials, Engagement Summary
#2.

2. Materials including popup Activities
and toolkits, Questionnaires or
Visual Surveys

3. One (1) day of in person
engagement.

4. Translation of Engagement
Materials: Translation of all
materials including flyers, posters,
presentations and handouts during
engagement events.

5. Staff Time for Additional Events:

Two additional days of pop up
facilitation with two Design
Workshop Staff.

6. In-person Translation Services: One
native Spanish speaker at in person
community meetings and up to two
pop-up events.

7. Targeted pop-up Events with
Spanish Speaking Community:

Two additional meetings which
could include Cafecitos meetings,
meetings at Grace Hall of St.

Theresa’s Church, Hispanic
markets, and/or other cultural
events or locations as determined
at the SKO and written into the
Community Engagement Plan.

9. Additional Virtual Meetings: On a
per meeting basis.

Deliverables:

1. Presentation of Final Plan Concepts

2. Posters with QR code to online plan
Task 3.8 Advisory Board Work
Sessions
Throughout the process, we anticipate
updates to the City Council, Planning
Commission. Three (3) joint work
session meetings have been included
in the schedule at the completion of
each phase of work to ensure the
project is progressing appropriately
and they have an opportunity to provide
key direction. Should additional
meetings be required, Design
Workshop will prepare a presentation
17 B. Work Plan and Deliverables
395
and talking points for the City project
manager to lead additional meetings
with other local boards such as the
TRPA, CTC, Parks Board to update on
project progress. Anticipated meetings
area as follows:
• Key Understanding: Existing
Conditions
• Key Opportunities: Draft Framework
Concepts, Opportunities and
Recommendations
• Final Document (95%)
Deliverables

Our team will provide an initial table of
contents and a document template to
City staff for approval.

Deliverables

1. One (1) virtual discussion of initial
plan vision and draft goals

2. Draft Table of Contents in Microsoft
Word

Deliverables

2. Selection criteria for up to 3
opportunity sites based on plan
goals.

To achieve and test the plan vision
and goals, we will work with the City to
18 B. Work Plan and Deliverables
396
identify up to three opportunity sites to
inspire investment and revitalization in
the Mid-Town area. This could include
key redevelopment opportunity sites
for infill development and housing
and would be determined based on
criteria as determined by the plan
goals. Potential opportunity sites
could include mixed use development
and housing at key intersections
along Highway 50, design and
programming at Bijou Park, exploration
of the golf course and/or other sites
as determined with stakeholders
and city input. We will develop
conceptualized site program based
on our understanding of the code and
development proformas to identify
potential setbacks and incentivize
future opportunities with consideration
to code and policy, related
transportation and infrastructure
impacts in the area. It is anticipated
that the City will support on logistics
and coordination and our team will lead
design and facilitation.

Deliverables

1. Charette planning worksheets,
attendance at two-day charette and
community open house.

2. Refined site concepts for up
to three opportunity areas and
development analysis.

3. Charette summary and summary
memo.

This memo, in addition the existing
conditions summary and plan vision
and goals will be the foundation of the
draft plan.

Deliverables

1. Recommendations and Strategies
Memorandum in Microsoft Word.

2. Illustrative plan of preferred site
concept and supporting diagrams,
maps and illustrations.

We anticipate one Administrative Draft
which staff will review and collate
all comments. Upon receipt of one
set of consolidated, non-conflicting
comments, Design Workshop will
review the comments with City staff
and develop an approach to address
the comments and prepare the Public
Draft document. We anticipate the
following will be included:
• Introduction
• Current Conditions
• Land Use and Housing
19 B. Work Plan and Deliverables
397
• Economic Development
• Transportation, Alternative Parking
Strategies, Areawide Coverage
Management System
• Recreation, Conservation and Open
Space
• Public Service and Facilities and
Infrastructure
• Development/Design Standards &
Substitute Standards
• Infrastructure Policy
• Implementation Strategies
Deliverables

1. One (1) digital copy of Draft MidTown Community Plan (Admin Draft and Public Draft) document
(70% complete) in pdf format

2. One (1) revision cycle of the draft
document

4.6 Implementation Strategy
Based on the implementation
priorities, we will identify a range of
potential funding sources for public
improvements identified in the plan.

Deliverables

1. Memo of financing and
implementation strategy to the
prime contractor in draft form, in
Microsoft Word format.

2. Implementation matrix for projects,
including theme impacts, resource
availability and suggested timelines.

TASK 5: PROGRAMMATIC

ENVIRONMENTAL IMPACT

Task 5.1 Administrative Draft IS/
MND and IEC
Ascent will prepare an Administrative
Draft IS/MND and IEC for City
and TRPA review. The format and
content of the document will be
in compliance with CEQA and the
State CEQA Guidelines, as well as
the TRPA Compact, Code and Rules
of Procedure. Ascent anticipates
completing the environmental checklist
with explanations and analysis for
each response, including “No Impact”
responses. The level of analysis and
degree of impact will vary depending
upon the environmental topic but will
be sufficient to provide the substantial
evidence to support the conclusions,
consistent with CEQA and TRPA
requirements. The Draft IS/MND
20 B. Work Plan and Deliverables
398
and IEC will consist of the following
chapters:
• Introduction
• Project Description
• Environmental Checklist (including
both CEQA and TRPA checklists
combined by technical resource
area, and cumulative effects)
• References
• Report Preparers
Deliverables

1. Administrative Draft IS/MND and
IEC

LSC Transportation will also review the
EIR/EIS circulation impact analysis.

Ascent will provide the City and TRPA
with an electronic copy of contributions
to the Administrative Record for the
project, i.e., electronic files of any cited
information in the document.

Deliverables

1. Screencheck Draft IS/MND and
IEC

2. Public IS/MND and IEC

Deliverables

1. Draft and final Notice of Completion

2. Draft and final Notice of Intent
Task 5.4 Final IS/MND and
IEC, Mitigation Monitoring and
Reporting Plan, and Notice of
Determination
Upon conclusion of the public review
period, Ascent will prepare a Final
IS/MND and IEC, which will consist
of written responses to comments
received on the Draft IS/MND and
IEC and a Mitigation Monitoring and
Reporting Plan (MMRP). While written
responses are not required for an
MND—the State CEQA Guidelines
require that lead agencies consider
public comments on a proposed
MND—we recommend written
responses as evidence that comments
on environmental issues are sufficiently
considered and addressed. All public
comments will be reviewed, organized
into an attachment to the IS/MND and
IEC, and responses will be provided in
21 B. Work Plan and Deliverables
399
the Final IS/MND and IEC. The MMRP
will identify the required mitigation
measures, responsible party, timing of
compliance and monitoring activities,
and mechanism for monitoring or
reporting. The Final IS/MND and IEC
will include the following elements:

1. revisions to the IS/MND and IEC
text, as necessary.

2. list of individual and agencies
commenting on the IS/MND and
IEC;

3. copies of comment letters received
on the IS/MND and IEC;

4. written response to comments
received during the public review
period; and

5. the MMRP.

Deliverables

Task 6.1 Final Plan
After receiving final comments from
the community, stakeholders and City
Staff, we will complete the final Mid
Town Area Plan.

Deliverables

1. 100% Mid-Town Area Plan in pdf
format and InDesign format; text
can be provided in a separate Word
document.

2. One (1) digital copy of Final Plan
document and appendices for
adoption

3. One (1) pdf of all maps included in
the final plan

After adoption, Ascent we will prepare
a Notice of Determination (NOD)
and file it with the County clerk of El
Dorado County and with OPR-SCH.

It is assumed that the City would be
responsible for paying the required
California Department of Fish and
Wildlife (CDFW) fee at the time of filing
the NOD.

Deliverables

1. One (1) memo and presentation

2. One (1) adoption meeting each with
Planning Commission and City
Council

3. Final IS/MND and IEC & MMRP
22 B. Work Plan and Deliverables
400

EXHIBIT B

SCHEDULE OF CHARGES AND TIMELINE
BUDGET
Estimated fees $598,697
(travel is included in the TOTAL (not to exceed amount) TOTAL (not to exceed) $598,697

TIMELINE
This contract shall expire 16 months after the date of execution. 401
Midtown Area Plan
Fee Estimate - Additional Services March 2023

TASK DESCRIPTION
Task
Amounts
Task 1

1.1 Strategic Kick Off Meeting 11,590 $

1.2 Data Collection and Basemaps 4,558 $

1.2 Site Visit $ 19,464

1.3 Project Management $ 22,900
Subtotal Fee $ 58,512
Task 2

2.1 Past Plan Review $ 6,100

2.2 Land Use Analysis $ 17,704

2.3 Demographics and Market Trends 2,320 $

2.4 Public Facilities and Services Assessment 15,700 $

2.5 Transportation Assessment 12,100 $

2.6 Environmental Site Conditions 30,210 $

2.7 Draft Existing Conditions, Issues, Opportunities Summary 19,516 $ Subtotal Fee $ 103,650
Task 3

3.1 Public Engagement Plan 4,430 $

3.2 Technical Advisory Group 13,160 $

3.3 Bijou Park Community Advisory Group 5,860 $

3.4 Listening Sessions $ 9,940

3.5 Engagement Window 1 12,360 $

3.6 Engagement Window 2 12,360 $
3,7 Engagement Window 3 11,080 $

3.8 Advisory Board Meetings 5,360 $
Subtotal Fee $ 74,550
Task 4

4.1 Plan Vision and Goals $ 7,329

4.2 Framework Scenarios 19,676 $

4.3 Charrette & Open House 30,518 $

4.4 Design Standards Reccomendations 14,276 $

4.5 Draft Document $ 33,056

4.6 Implementation Strategy 16,716 $
Subtotal Fee $ 121,571
Task 5

5.1 Administrative Draft IS/MND 77,910 $

5.2 Screen check Draft and Public IS/MND 27,010 $

5.3 Environmental Notices and Public Review 6,360 $

5.4 Final IS/MND, Mitigation Monitoring and Reporting Plan, and Notice of Determination 47,800 $ Subtotal Fee $ 159,080
Task 6

6.1 Final Plan $ 32,354

EXHIBIT C

ANTI-LOBBYING CERTIFICATION
Consultant shall submit to City this certification prior to or at the time of the execution of this Agreement.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U. S. Code. Any person who fails to file the required certification shall be subject to a civil penalty not less than $10,000 and no more than $100,000 for such failure.

The undersigned certifies, to the best of his or her knowledge or belief, that:

1. No federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; and

2. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, cooperative agreement, it will complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instruction.

Consultant: Design Workshop, Inc.

Steve Noll, Principal-in-Charge
By:________________________________________
403
Resolution 2023-XXX April 4, 2023 Page 1 of 2
Resolution 2023-XXX
Adopted by the City of South Lake Tahoe
City Council
April 4, 2023
Amending the Adopted 2022-2023 Budget and appropriating up to $151,405 from available General Fund Undesignated Excess Reserves and $100,000 from General Plan available fund balance for the purpose of funding a Professional Services Agreement to prepare the Mid-Town Area Plan

BACKGROUND
A. On March 14, 2023, the City Council of the City of South Lake Tahoe adopted the 2023-2028 Strategic Plan, which included Priority 1, Built Environment, Action Item

1.2, the revitalization of the Mid-Town area.

B. The adopted Strategic Plan directs the City to prepare an Area Plan for the Bijou/Al Tahoe, Tahoe Sierra Commercial, Bijou Community Park, and Bijou Meadow/Golf Course areas. The Mid-Town Area Plan would provide land use guidance for all future redevelopment and development opportunities in the Mid-Town area.

C. In the FY 22-23 budget, the City allocated $250,000 for Mid-Town Area Plan professional services and $97,292 for the Senior Planner position. With Mid-year budget amendments, the funds for the Senior Planner were transferred to professional services for a total of $347,292 allocated to the Mid-Town Area Plan.

There is an additional $100,000 in General Plan fund balance available for appropriation to professional services.

D. The City posted a Request for Proposals for a full-service consulting firm to assist in the preparation of the Mid-Town Area Plan and associated environmental analysis. A selection committee evaluated all the submitted proposals and selected Design Workshop. The total proposed budget for planning services is $598,697.

E. The City of South Lake Tahoe desires to amend the 2022-2023 Fiscal Year Budget to appropriate up to $151,405 to fund the Professional Services Agreement with Design Workshop

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, that the City Council of the City of South Lake Tahoe:

1. Resolves that the above recitals are true and a substantive part of this resolution. 404
Resolution 2023-XXX April 4, 2023 Page 2 of 2

2. Appropriates $151,405 from available General Fund Undesignated Excess Reserves and $100,000 from General Plan fund 270 available fund balance into account 270-03710-42020 for a Professional Services Agreement to prepare the Mid-Town Area Plan.

3. Authorizes the Mayor to execute a Professional Services Agreement with Design Workshop for consulting services to prepare the Mid-Town Area Plan for an amount not to exceed $598,697.

Adopted by the City of South Lake Tahoe City Council on April 4, 2023 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Cristi Creegan, Mayor
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
405
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 8
Agenda Item: Potential Amendments to Purchasing Ordinance Regarding Apprenticeship, Health Care, and Local Hire Provisions for Public Works Contracts
Executive Summary: At the City Council meeting on January 10, 2023, City Council requested that staff bring this item for consideration based on a request from the Northern California Carpenters Union (Robbins, seconded by Friedrich). The Union requests that the City amend its Purchasing Ordinance to establish pre-qualification requirements for public works contracts as follows: (1) Apprenticeship requirements for construction projects over $750,000; (2) Required health care expenditures for each employee; and (3) Local hire requirements of at least 25 percent of employees residing in El Dorado or Placer County. Staff is not recommending these amendments because the City already follows apprenticeship and health care payment requirements in state law, and the local hire requirement does not appear to be legally justifiable or warranted based on the City's recent contracting history, with 27 percent of public works contracts awarded to local firms in 2021-2022. Staff suggests that City Council could consider an amendment that would encourage firms to hire a certain percentage of local employees.

Requested Action / Suggested Motions: Receive report and provide direction to staff regarding potential amendments to Purchasing Ordinance.

Responsible Staff Member: Heather Stroud, City Attorney and Jim Marino, CIP and Facilities Manager Responsible Staff Member: Heather Stroud, City Attorney (530) 542-6046 Jim Marino, CIP and Facilities Manager (530) 542-6027
Reviewed and Approved By:

Anush Nejad, Public Works Director
Susan Blankenship, City Clerk
Olga Tikhomirova, Director of Finance
Attachments:
01-Staff Report.docx
02-Requested Amendments from Northern California Carpenters Union.pdf 03-Labor Code 1777.5 Employment of registered apprentices.pdf 04-Labor Code 1773.1 Employer payments included in per diem wages.pdf 05-Contractor Survey.pdf
406
Council Agenda Report- April 4, 2023 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: April 4, 2023
Title: Potential Amendments to Purchasing Ordinance Regarding Apprenticeship, Health Care, and Local Hire Provisions for Public Works Contracts Location: Citywide
Responsible Staff Members: Heather Stroud, City Attorney (530) 542-6046 Jim Marino, CIP and Facilities Manager (530) 542-6027
Background: At the City Council meeting on January 10, 2023, City Council requested that staff bring back an item for consideration to make amendments to the Purchasing Ordinance as requested by the Northern California Carpenters Union (Robbins, seconded by Friedrich).

Subsequently, the Union sent staff a written request with several requested changes, which is attached to this item. The Union requested that pre-qualification requirements be established for public works contracts as follows:
(1) For construction projects over $750,000, apprenticeship requirements; (2) Required health care expenditures for each employee; (3) Local hire requirements of at least 25 percent of employees residing in El Dorado or Placer County.

Issue and Discussion:

Staff does not recommend making the changes requested by the Union for the reasons stated below, but City Council could consider an amendment to the Purchasing Ordinance to encourage bidders to hire local workers.

Staff does not recommend adding apprenticeship requirements as a prequalification standard because the City already complies with the California Department of Industrial Relations’ detailed apprenticeship requirements for public work contracts over $30,000, which are set forth in Labor Code section 1777.5. A copy of this statute is attached.

Likewise, staff does not recommend adding health care payment requirements as a prequalification standard because this is already required for all public works contracts over $1,000 under Labor Code section 1773.1, as part of the California prevailing wage requirements.

A copy of this statute is attached.

Staff does not recommend amending the Purchasing Ordinance to include a local hire requirement that applies to residents of El Dorado and Placer Counties for several reasons. First, any local preference for public works contracts would need to withstand constitutional scrutiny that the City is not discriminating against out-of-area workers. City Council would need to make findings to establish the preference is rationally related to a legitimate governmental interest, for 407
Council Agenda Report- April 4, 2023 Page 2 of 3
example that local employees are disadvantaged for some reason from being hired. United Building & Construction Trades Council v. City of Camden, 465 U.S. 208 (1984) (invalidating Camden’s local hire requirement). It would be difficult if not impossible to make this finding as applied to the requested “local” area of El Dorado and Placer Counties. Further, even if the local area were more limited, for example, the Lake Tahoe Basin portion of El Dorado County, a local hire requirement of 25 percent of staff for each job classification would be difficult to justify under this constitutional standard. Legal issues aside, it is not clear that there is a need to implement such a requirement where 27 percent of the contracts awarded in 2021-2022 were already with local firms.

As an alternative to a local hire requirements, staff suggests that City Council could consider a code amendment to encourage contractors to hire a certain percent of local workers, which staff would suggest defining as employees residing in the Lake Tahoe Basin portion of El Dorado County.

To determine the potential impact of the requested changes and avoid unintended consequences including the risk of further limiting the pool of contractors bidding on City projects, staff sought feedback from the 44 firms the City contracted with in 2021 and 2022. A copy of the survey is attached. A summary of the seven responses received is below:

Already do? If not, willing to? Comments
Apprenticeship 5 out of 7 1 yes “We request
apprentices from
approved programs
for public works
projects pursuant to
the Division of
Apprenticeship
Standards
Requirements”
Health Care 5 out of 7 1 yes
Local Hire 2 out of 7 1 yes “We are a small
company (less than
30 field employees)
based in Nevada, so
this would not be
practicable.”
Financial Implications: Adding prequalification requirements to public works contracts could increase the amount of the low bid on City projects because it would reduce the number of firms able to submit bids.

Environmental Considerations: Providing direction to staff on possible future regulations is not a “project” subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15378(b)(5) (organizational or administrative activities of governments that will not result in direct or indirect physical changes to the environment).

Policy Implications: While including prequalification requirements for public works contracts could have benefits to a contractor’s employees, it could also limit competition for City projects, 408
Council Agenda Report- April 4, 2023 Page 3 of 3
which is already a challenge because of our relatively remote location and challenging mountain climate with its short construction season.
409
South Lake Tahoe Construction Pre-Qualification Workforce Readiness and Promotion Ordinance
Recitals
The City of City of South Lake Tahoe adopts these pre-qualification requirements in order to select the lowest responsible bidder for City of South Lake Tahoe contracts, to ensure efficient procurement of construction services, to protect the prudent use of taxpayer funds and to promote a construction workforce ready and available to build the infrastructure and other public buildings necessary for a modern and prosperous future.

The pre-qualification requirements ensure that City of South Lake Tahoe public works contracts are awarded to contractors that participate in high quality, industry-proven apprenticeship programs, and that apprentices working under such contracts are competently trained. This satisfies the City of South Lake Tahoe proprietary interest in safe and efficient construction and mitigates the City of South Lake Tahoe potential liability.

The pre-qualification requirements also develop a pool of skilled labor in the local area who can work on future City of South Lake Tahoe public works projects, for which the City of South Lake Tahoe contracts on a regular basis. The requirements promote worker retention and reduce employee turnover in the construction industry.

The pre-qualification requirements also enhance the good health of construction workers on the project thus enabling the pool of skilled labor to be available to complete the project.

The pre-qualification requirements also encourage competition among reputable contractors, promote a level playing field, improve transparency, and spend taxpayer funds efficiently and economically.

The pre-qualification requirements ensure that public works contracts are performed in accordance with the City of South Lake Tahoe specifications at the proper prevailing wage rates using the proper specified materials, in order to avoid delays, cost overruns, construction defects, and labor violations.

Pre-Qualification Requirements
On any construction project for which the architect’s/engineer’s cost estimate is in excess of $750,000 each construction contractor at all tiers shall certify the following:

Apprenticeship:

For every apprenticeable craft, each construction contractor shall participate in a Joint Apprenticeship Program Approved by the State of California, Division of Apprenticeship Standards OR in an apprenticeship program approved by the State of California Division 410
2 of Apprenticeship Standards that has a graduation rate of 50% or higher and has graduated an average of at least twenty-five (25) apprentices for the five (5) years immediately preceding submission of the pre-qualification documents. A construction contractor without construction craft employees shall show a contractual obligation that all of its subcontractors so comply. Any change in participation must be immediately provided to the City of South Lake Tahoe. Construction contractors shall maintain compliance with this provision until project completion.

Local Hire Policy:

Each construction contractor will [make its best efforts to] hire a minimum of twenty-five percent (25%) of staff for each apprenticeable craft job classification with more than four (4) employees employed whose primary residence, which is not a post office box, has been within the Counties of El Dorado or Placer for at least 180 days immediately prior to the expected date of issuance of the Notice to Proceed for the project. A construction contractor without construction craft employees shall show a contractual obligation that all of its subcontractors so comply. Construction contractors shall maintain compliance with this provision until project completion.

Healthcare:

Each contractor with construction craft employees shall make health care expenditures for each employee an amount per hour worked on the development equivalent to at least the hourly amount indicated for health and welfare payments in the applicable General Prevailing Wage Determination made by the Director of Industrial Relations. Contractors without construction craft employees shall show a contractual obligation that its subcontractors so comply. “Health care expenditures” include contributions under Sections 501(c) or (d) or 401(a) of the Internal Revenue Service Code and payments toward “medical care” as defined under Section 213(d)(1) of the Internal Revenue Code.

Any change in coverage must be immediately provided to the City of South Lake Tahoe.

Construction contractors shall maintain compliance with this provision until project completion.

Disputes:

The City will resolve any claim over whether a contractor meets the prequalification requirements through the following process:
1) The City will promptly notify a contractor it has deemed not prequalified. The City’s notice will include the reason(s) the contractor has been deemed not prequalified, along with any supporting evidence.
2) Within five (5) business days following the City’s notice, the contractor may elect to have a public hearing to review the City’s decision. Within this same five (5) business day period, the City will accept documentary evidence from the contractor and members of the public concerning whether the contractor meets or does not meet the prequalification requirement(s).
3) The City shall consider all documentary evidence regarding a contractor’s prequalification. The City shall announce its final determination of whether the 411
3 contractor meets the prequalification requirement(s) and is thereby prequalified within 5 [business] days after the hearing if a hearing is elected or of the last day to receive evidence if a hearing is not elected.
4) Documents concerning the City’s rejection of a contractor for failure to meet (a) prequalification requirement(s) and any subsequent final determinations of a contractor’s prequalification status shall be public records.

Enforcement:

In addition to any other enforcement mechanism available at law or equity to the City of South Lake Tahoe, the parties to a project, or the public, any joint labor-management cooperation committee established pursuant to the Federal Labor Management Cooperation Act of 1978 (29 U.S.C. Sec. 175a) has standing to enforce this section, including monetary contributions for medical coverage, through the provisions of Labor Code Sections 218.7 or 218.8.

Severability:

The provisions of this Ordinance are severable. If any portion, section, subdivision, paragraph, clause, sentence, phrase, word, or application of this Ordinance is for any reason held to be invalid by a decision of any court of competent jurisdiction, that decision shall not affect the validity of the remaining portions of this Ordinance. The people of the City of South Lake Tahoe hereby declare that they would have adopted this Ordinance and each and every portion, section, subdivision, paragraph, clause, sentence, phrase, word, and application not declared invalid or unconstitutional without regard to whether any other portion of this Ordinance or application thereof would be subsequently declared invalid. In particular, the provisions of the Apprenticeship and Local hire requirements are distinct and severable from one another, and the provisions concerning Health Care Expenditure are distinct and severable from the remaining provisions of this paragraph. If the provision concerning Health Care Expenditure is held invalid, the Apprenticeship, and Local hire requirements will stand alone and vice versa. 152880\1261388
412
§ 1777.5. Employment of registered apprentices; wages;..., CA LABOR § 1777.5 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 1 West's Annotated California Codes
Labor Code (Refs & Annos)
Division 2. Employment Regulation and Supervision (Refs & Annos) Part 7. Public Works and Public Agencies (Refs & Annos) Chapter 1. Public Works (Refs & Annos)
Article 2. Wages (Refs & Annos)
West's Ann.Cal.Labor Code § 1777.5
§ 1777.5. Employment of registered apprentices; wages; standards; number; apprenticeable craft or trade; exemptions; contributions; compliance program Effective: September 22, 2018
Currentness
(a)(1) This chapter does not prevent the employment upon public works of properly registered apprentices who are active participants in an approved apprenticeship program.
(2) For purposes of this chapter, “apprenticeship program” means a program under the jurisdiction of the California Apprenticeship Council established pursuant to Section 3070. (b)(1) Every apprentice employed upon public works shall be paid the prevailing rate of per diem wages for apprentices in the trade to which he or she is registered and shall be employed only at the work of the craft or trade to which he or she is registered. (2) Unless otherwise provided by a collective bargaining agreement, when a contractor requests the dispatch of an apprentice pursuant to this section to perform work on a public works project and requires the apprentice to fill out an application or undergo testing, training, an examination, or other preemployment process as a condition of employment, the apprentice shall be paid for the time spent on the required preemployment activity, including travel time to and from the required activity, if any, at the prevailing rate of per diem wages for apprentices in the trade to which he or she is registered. Unless otherwise provided by a collective bargaining agreement, a contractor is not required to compensate an apprentice for the time spent on preemployment activities if the apprentice is required to take a preemployment drug or alcohol test and he or she fails to pass that test. (c) Only apprentices, as defined in Section 3077, who are in training under apprenticeship standards that have been approved by the Chief of the Division of Apprenticeship Standards and who are parties to written apprentice agreements under Chapter 4 (commencing with Section 3070) of Division 3 are eligible to be employed at the apprentice wage rate on public works. The employment and training of each apprentice shall be in accordance with either of the following:
(1) The apprenticeship standards and apprentice agreements under which he or she is training. (2) The rules and regulations of the California Apprenticeship Council. 413
§ 1777.5. Employment of registered apprentices; wages;..., CA LABOR § 1777.5 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 2 (d) If the contractor to whom the contract is awarded by the state or any political subdivision, in performing any of the work under the contract, employs workers in any apprenticeable craft or trade, the contractor shall employ apprentices in at least the ratio set forth in this section and may apply to any apprenticeship program in the craft or trade that can provide apprentices to the site of the public work for a certificate approving the contractor under the apprenticeship standards for the employment and training of apprentices in the area or industry affected. However, the decision of the apprenticeship program to approve or deny a certificate shall be subject to review by the Administrator of Apprenticeship. The apprenticeship program or programs, upon approving the contractor, shall arrange for the dispatch of apprentices to the contractor. A contractor covered by an apprenticeship program's standards shall not be required to submit any additional application in order to include additional public works contracts under that program. “Apprenticeable craft or trade,” as used in this section, means a craft or trade determined as an apprenticeable occupation in accordance with rules and regulations prescribed by the California Apprenticeship Council. As used in this section, “contractor” includes any subcontractor under a contractor who performs any public works not excluded by subdivision (o). (e) Before commencing work on a contract for public works, every contractor shall submit contract award information to an applicable apprenticeship program that can supply apprentices to the site of the public work. The information submitted shall include an estimate of journeyman hours to be performed under the contract, the number of apprentices proposed to be employed, and the approximate dates the apprentices would be employed. A copy of this information shall also be submitted to the awarding body, if requested by the awarding body. Within 60 days after concluding work on the contract, each contractor and subcontractor shall submit to the awarding body, if requested, and to the apprenticeship program a verified statement of the journeyman and apprentice hours performed on the contract. The information under this subdivision shall be public. The apprenticeship programs shall retain this information for 12 months. (f) The apprenticeship program supplying apprentices to the area of the site of the public work shall ensure equal employment and affirmative action in apprenticeship for women and minorities. (g) The ratio of work performed by apprentices to journeymen employed in a particular craft or trade on the public work may be no higher than the ratio stipulated in the apprenticeship standards under which the apprenticeship program operates if the contractor agrees to be bound by those standards. However, except as otherwise provided in this section, in no case shall the ratio be less than one hour of apprentice work for every five hours of journeyman work. (h) This ratio of apprentice work to journeyman work shall apply during any day or portion of a day when any journeyman is employed at the jobsite and shall be computed on the basis of the hours worked during the day by journeymen so employed. Any work performed by a journeyman in excess of eight hours per day or 40 hours per week shall not be used to calculate the ratio.

The contractor shall employ apprentices for the number of hours computed as above before the end of the contract or, in the case of a subcontractor, before the end of the subcontract. However, the contractor shall endeavor, to the greatest extent possible, to employ apprentices during the same time period that the journeymen in the same craft or trade are employed at the jobsite.

When an hourly apprenticeship ratio is not feasible for a particular craft or trade, the Administrator of Apprenticeship, upon application of an apprenticeship program, may order a minimum ratio of not less than one apprentice for each five journeymen in a craft or trade classification.
(i) A contractor covered by this section who has agreed to be covered by an apprenticeship program's standards upon the issuance of the approval certificate, or who has been previously approved for an apprenticeship program in the craft or trade, shall employ the number of apprentices or the ratio of apprentices to journeymen stipulated in the applicable apprenticeship standards, but in no event less than the 1-to-5 ratio required by subdivision (g). 414
§ 1777.5. Employment of registered apprentices; wages;..., CA LABOR § 1777.5 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 3 (j) Upon proper showing by a contractor that he or she employs apprentices in a particular craft or trade in the state on all of his or her contracts on an annual average of not less than one hour of apprentice work for every five hours of labor performed by journeymen, the Administrator of Apprenticeship may grant a certificate exempting the contractor from the 1-to-5 hourly ratio, as set forth in this section for that craft or trade. (k) An apprenticeship program has the discretion to grant to a participating contractor or contractor association a certificate, which shall be subject to the approval of the Administrator of Apprenticeship, exempting the contractor from the 1-to-5 ratio set forth in this section when it finds that any one of the following conditions is met:
(1) Unemployment for the previous three-month period in the area exceeds an average of 15 percent. (2) The number of apprentices in training in the area exceeds a ratio of 1 to 5. (3) There is a showing that the apprenticeable craft or trade is replacing at least one-thirtieth of its journeymen annually through apprenticeship training, either on a statewide basis or on a local basis. (4) Assignment of an apprentice to any work performed under a public works contract would create a condition that would jeopardize his or her life or the life, safety, or property of fellow employees or the public at large, or the specific task to which the apprentice is to be assigned is of a nature that training cannot be provided by a journeyman. (l) If an exemption is granted pursuant to subdivision (k) to an organization that represents contractors in a specific trade from the 1-to-5 ratio on a local or statewide basis, the member contractors shall not be required to submit individual applications for approval to local joint apprenticeship committees, if they are already covered by the local apprenticeship standards. (m)(1) A contractor to whom a contract is awarded, who, in performing any of the work under the contract, employs journeymen or apprentices in any apprenticeable craft or trade shall contribute to the California Apprenticeship Council the same amount that the director determines is the prevailing amount of apprenticeship training contributions in the area of the public works site. A contractor may take as a credit for payments to the council any amounts paid by the contractor to an approved apprenticeship program that can supply apprentices to the site of the public works project. The contractor may add the amount of the contributions in computing his or her bid for the contract. (2)(A) At the conclusion of the 2002-03 fiscal year and each fiscal year thereafter, the California Apprenticeship Council shall distribute training contributions received by the council under this subdivision, less the expenses of the Department of Industrial Relations for administering this subdivision, by making grants to approved apprenticeship programs for the purpose of training apprentices. The grant funds shall be distributed as follows:
(i) If there is an approved multiemployer apprenticeship program serving the same craft or trade and geographic area for which the training contributions were made to the council, a grant to that program shall be made. 415
§ 1777.5. Employment of registered apprentices; wages;..., CA LABOR § 1777.5 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 4 (ii) If there are two or more approved multiemployer apprenticeship programs serving the same craft or trade and county for which the training contributions were made to the council, the grant shall be divided among those programs based on the number of apprentices from that county registered in each program. (iii) All training contributions not distributed under clauses (i) and (ii) shall be used to defray the future expenses of the Department of Industrial Relations for the administration and enforcement of apprenticeship and preapprenticeship standards and requirements under this code.
(B) An apprenticeship program shall only be eligible to receive grant funds pursuant to this subdivision if the apprenticeship program agrees, prior to the receipt of any grant funds, to keep adequate records that document the expenditure of grant funds and to make all records available to the Department of Industrial Relations so that the Department of Industrial Relations is able to verify that grant funds were used solely for training apprentices. For purposes of this subparagraph, adequate records include, but are not limited to, invoices, receipts, and canceled checks that account for the expenditure of grant funds. This subparagraph shall not be deemed to require an apprenticeship program to provide the Department of Industrial Relations with more documentation than is necessary to verify the appropriate expenditure of grant funds made pursuant to this subdivision. (C) The Department of Industrial Relations shall verify that grants made pursuant to this subdivision are used solely to fund training apprentices. If an apprenticeship program is unable to demonstrate how grant funds are expended or if an apprenticeship program is found to be using grant funds for purposes other than training apprentices, then the apprenticeship program shall not be eligible to receive any future grant pursuant to this subdivision and the Department of Industrial Relations may initiate the process to rescind the registration of the apprenticeship program. (3) All training contributions received pursuant to this subdivision shall be deposited in the Apprenticeship Training Contribution Fund, which is hereby created in the State Treasury. Upon appropriation by the Legislature, all moneys in the Apprenticeship Training Contribution Fund shall be used for the purpose of carrying out this subdivision and to pay the expenses of the Department of Industrial Relations.
(n) The body awarding the contract shall cause to be inserted in the contract stipulations to effectuate this section. The stipulations shall fix the responsibility of compliance with this section for all apprenticeable occupations with the prime contractor. (o) This section does not apply to contracts of general contractors or to contracts of specialty contractors not bidding for work through a general or prime contractor when the contracts of general contractors or those specialty contractors involve less than thirty thousand dollars ($30,000).
(p) An awarding body that implements an approved labor compliance program in accordance with subdivision (b) of Section 1771.5 may, with the approval of the director, assist in the enforcement of this section under the terms and conditions prescribed by the director.

Credits
(Added by Stats.1937, c. 872, p. 2424. Amended by Stats.1939, c. 971, p. 2723, § 1; Stats.1957, c. 699, p. 1890, § 1; Stats.1968, c. 1411, p. 2772, § 1; Stats.1969, c. 1260, p. 2466, § 1, eff. Aug. 31, 1969; Stats.1972, c. 1087, p. 2026, § 1; Stats.1972, c. 1399, § 1; Stats.1974, c. 965, p. 2011, § 1; Stats.1976, c. 538, p. 1372, § 1; Stats.1976, c. 1179, p. 5277, § 2, eff. Sept. 22, 1976; Stats.1989, c. 1224, § 11; Stats.1997, c. 17 (S.B.947), § 91; Stats.1999, c. 903 (A.B.921), § 2; Stats.2000, c. 135 (A.B.2539), § 416
§ 1777.5. Employment of registered apprentices; wages;..., CA LABOR § 1777.5 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 5 124; Stats.2000, c. 875 (A.B.2481), § 1; Stats.2002, c. 1124 (A.B.3000), § 43, eff. Sept. 30, 2002; Stats.2003, c. 228 (A.B.1756), § 38, eff. Aug. 11, 2003; Stats.2010, c. 719 (S.B.856), § 52, eff. Oct. 19, 2010; Stats.2012, c. 46 (S.B.1038), § 95, eff. June 27, 2012; Stats.2014, c. 890 (A.B.1870), § 1, eff. Jan. 1, 2015; Stats.2016, c. 746 (A.B.1926), § 1, eff. Jan. 1, 2017; Stats.2017, c. 553 (A.B.581), § 1, eff. Jan. 1, 2018; Stats.2018, c. 704 (A.B.235), § 17, eff. Sept. 22, 2018.) Notes of Decisions (50)
West's Ann. Cal. Labor Code § 1777.5, CA LABOR § 1777.5 Current with all laws through Ch. 997 of 2022 Reg.Sess.

End of Document © 2023 Thomson Reuters. No claim to original U.S. Government Works. 417
§ 1773.1. Employer payments included in per diem wages, CA LABOR § 1773.1 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 1 West's Annotated California Codes
Labor Code (Refs & Annos)
Division 2. Employment Regulation and Supervision (Refs & Annos) Part 7. Public Works and Public Agencies (Refs & Annos) Chapter 1. Public Works (Refs & Annos)
Article 2. Wages (Refs & Annos)
West's Ann.Cal.Labor Code § 1773.1
§ 1773.1. Employer payments included in per diem wages
Effective: January 1, 2017
Currentness
(a) Per diem wages, as the term is used in this chapter or in any other statute applicable to public works, includes employer payments for the following:
(1) Health and welfare.
(2) Pension.
(3) Vacation.
(4) Travel.
(5) Subsistence.
(6) Apprenticeship or other training programs authorized by Section 3093, to the extent that the cost of training is reasonably related to the amount of the contributions.
(7) Worker protection and assistance programs or committees established under the federal Labor Management Cooperation Act of 1978 (29 U.S.C. Sec. 175a), to the extent that the activities of the programs or committees are directed to the monitoring and enforcement of laws related to public works.
(8) Industry advancement and collective bargaining agreements administrative fees, provided that these payments are made pursuant to a collective bargaining agreement to which the employer is obligated. (9) Other purposes similar to those specified in paragraphs (1) to (5), inclusive; or other purposes similar to those specified in paragraphs (6) to (8), inclusive, if the payments are made pursuant to a collective bargaining agreement to which the employer is obligated.
418
§ 1773.1. Employer payments included in per diem wages, CA LABOR § 1773.1 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 2 (b) Employer payments include all of the following:
(1) The rate of contribution irrevocably made by the employer to a trustee or third person pursuant to a plan, fund, or program. (2) The rate of actual costs to the employer reasonably anticipated in providing benefits to workers pursuant to an enforceable commitment to carry out a financially responsible plan or program communicated in writing to the workers affected. (3) Payments to the California Apprenticeship Council pursuant to Section 1777.5. (c) Employer payments are a credit against the obligation to pay the general prevailing rate of per diem wages. However, credit shall not be granted for benefits required to be provided by other state or federal law, for payments made to monitor and enforce laws related to public works if those payments are not made to a program or committee established under the federal Labor Management Cooperation Act of 1978 (29 U.S.C. Sec. 175a), or for payments for industry advancement and collective bargaining agreement administrative fees if those payments are not made pursuant to a collective bargaining agreement to which the employer is obligated. Credits for employer payments also shall not reduce the obligation to pay the hourly straight time or overtime wages found to be prevailing. However, an increased employer payment contribution that results in a lower hourly straight time or overtime wage shall not be considered a violation of the applicable prevailing wage determination if all of the following conditions are met:
(1) The increased employer payment is made pursuant to criteria set forth in a collective bargaining agreement. (2) The basic hourly rate and increased employer payment are no less than the general prevailing rate of per diem wages and the general prevailing rate for holiday and overtime work in the director's general prevailing wage determination. (3) The employer payment contribution is irrevocable unless made in error. (d) An employer may take credit for an employer payment specified in subdivision (b), even if contributions are not made, or costs are not paid, during the same pay period for which credit is taken, if the employer regularly makes the contributions, or regularly pays the costs, for the plan, fund, or program on no less than a quarterly basis. (e) The credit for employer payments shall be computed on an annualized basis when the employer seeks credit for employer payments that are higher for public works projects than for private construction performed by the same employer, unless one or more of the following occur:
(1) The employer has an enforceable obligation to make the higher rate of payments on future private construction performed by the employer.
(2) The higher rate of payments is required by a project labor agreement. (3) The payments are made to the California Apprenticeship Council pursuant to Section 1777.5. 419
§ 1773.1. Employer payments included in per diem wages, CA LABOR § 1773.1 © 2023 Thomson Reuters. No claim to original U.S. Government Works. 3 (4) The director determines that annualization would not serve the purposes of this chapter. (f)(1) For the purpose of determining those per diem wages for contracts, the representative of any craft, classification, or type of worker needed to execute contracts shall file with the Department of Industrial Relations fully executed copies of the collective bargaining agreements for the particular craft, classification, or type of work involved. The collective bargaining agreements shall be filed after their execution and thereafter may be taken into consideration pursuant to Section 1773 whenever they are filed 30 days prior to the call for bids. If the collective bargaining agreement has not been formalized, a typescript of the final draft may be filed temporarily, accompanied by a statement under penalty of perjury as to its effective date. (2) When a copy of the collective bargaining agreement has previously been filed, fully executed copies of all modifications and extensions of the agreement that affect per diem wages or holidays shall be filed. (3) The failure to comply with filing requirements of this subdivision shall not be grounds for setting aside a prevailing wage determination if the information taken into consideration is correct.

Credits
(Added by Stats.1959, c. 2173, p. 5291, § 1. Amended by Stats.1969, c. 1502, p. 3072, § 1; Stats.1976, c. 281, p. 588, § 4; Stats.1999, c. 30 (S.B.16), § 2; Stats.2000, c. 954 (A.B.1646), § 18, operative July 1, 2001; Stats.2003, c. 839 (A.B.807), § 1; Stats.2003, c. 905 (S.B.868), § 1; Stats.2012, c. 827 (A.B.2677), § 1; Stats.2013, c. 169 (S.B.776), § 1; Stats.2014, c. 71 (S.B.1304), § 109, eff. Jan. 1, 2015; Stats.2016, c. 231 (S.B.954), § 1, eff. Jan. 1, 2017.) Notes of Decisions (13)
West's Ann. Cal. Labor Code § 1773.1, CA LABOR § 1773.1 Current with all laws through Ch. 997 of 2022 Reg.Sess.

End of Document © 2023 Thomson Reuters. No claim to original U.S. Government Works. 420
City Council will be considering amendments to the public works contracƟng provisions of the South Lake Tahoe City Code that have been requested by the Northern California Carpenters Union. We expect to present this item at the City Council meeƟng on March 14, 2023. To make sure we understand the potenƟal impacts of these amendments on your interest in bidding on City of South Lake Tahoe projects, we are requesƟng the following informaƟon from all contractors that have been awarded public works contracts by the City of South Lake Tahoe in the past two years:

1. Do you parƟcipate in a Joint ApprenƟceship Program approved by the State of California, Division of ApprenƟceship Standards?
☐ Yes, always ☐Yes, someƟmes ☐No, never ☐Don’t know

2. If you answered No to QuesƟon 1, do you parƟcipate in an apprenƟceship program approved by the State of California Division of ApprenƟceship Standards that has a graduaƟon rate of 50 percent or higher and has graduated an average of at least 25 apprenƟces in the past 5 years? ☐Yes, always ☐Yes, someƟmes ☐No, never ☐Don’t know

3. If you answered No to QuesƟons 1 and 2, would you be willing to parƟcipate in such apprenƟceship programs if required to compete for City of South Lake Tahoe public works contracts?
☐Yes ☐No

4. Do you provide health care plans for your employees? ☐Yes, always ☐Yes, someƟmes ☐No, never ☐Don’t know

5. If you answered No to QuesƟon 4, would you be willing to provide health care plans to your employees if required to compete for South Lake Tahoe public works contracts? ☐Yes ☐No

6. Do you hire a minimum of 25 percent of staff for each apprenƟceable craŌ job classificaƟon with more than 4 employees employed whose primary residence is in the City of South Lake Tahoe or the Lake Tahoe Basin porƟon of El Dorado County?
☐Yes, always ☐Yes, someƟmes ☐No, never ☐Don’t know

7. If you answered No to QuesƟon 6, would you be willing to hire a minimum of 25 percent of staff for each apprenƟceable craŌ job classificaƟon with more than 4 employees employed whose primary residence is in the City of South Lake Tahoe or the Lake Tahoe Basin PorƟon of El Dorado County?
421
Please return this survey electronically no later than March 1, 2023 to:

City of South Lake Tahoe
Department of Public Works
ATTN: Andra Burnam
[email protected]
Contractor Name:

Email Address:

Mailing Address:

Signature:

Date:
422
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
Meeting Date: April 4, 2023
Agenda Item #: 9
Agenda Item: Agenda Planning Calendar
Executive Summary: The Agenda Planning Calendar is a projection of items coming before City Counci, for consideration.

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: Joseph Irvin, City Manager (530) 542-6043 Reviewed and Approved By:

Susan Blankenship, City Clerk
Attachments:

APC -03 28 2023.pdf
423
2023 Agenda Planning Calendar (Updated 03 28 2023)
Agenda Item Agenda Section
April 4, 5:30 p.m. City Attny Authorization to Join National Opiod Settlement Emergency Declaration Closure/Snow Removal Reimbursement DiscussionNB City Clerk Keep Tahoe Blue/SOS Outreach Efforts Presentation Presentation Dev Services Solar APP + Software Grant NB
Bijou/Al Tahoe (Midtown) Area Plan consultant PSA
Supplemental Residential Inclusionary Analysis
Public Works/CA Consider amendments to Purchasing Ordinance/Public Works Contracts NB Public Works Award Pothole Repair Contact Consent
May 2, 9 a.m. CA/CM Franchise Agreement with South Tahoe Refuse UB City Clerk Protocol Update & Mayor 9 month rotation discussion NB City Manager Social Media Policy Update
Dev Services Housing Funding Outreach Report
Finance City ACFR FYE 9/30/2022 Consent
Ski Run Business Improvement District Annual Assessment PH Fire Public Safety Pier at Ski Run Marina
Department
424
2023 Agenda Planning Calendar (Updated 03 28 2023)
Police AB 481 Ordinance Renewal Consent
Police Patrol Vehicle Replacement
SRO/LTUSD Contract 2023-2024 Consent
Public Works Pioneer Trail Phase II Project Update and Funding Requst NB Pavement Management Plan Update NB
2023 Engineering Projects, Design and Construction Update NB Approval of Sale of a TCE to Caltrans for the U.S. 50 Safety Project Consent Award Contract for Barton Avenue & 2nd Street Drainage Project Consent Authorize, Accept, and Appropriate CTC Grant Funding Consent Bicycle Amenities and Wayfinding Signs Update NB
May 16, 5:30 p.m. Dev Services Permit Tracking and Public Portal Software PSA Award EV Charging Station Ordinance (\first reading)
3900/3908 Lake Tahoe Blvd DDA
Public Works Annual Report NB
Award Contract for Campground Tent Platform Construction Consent June 6, 9 a.m. CA/CM Annexation Study NB
425
2023 Agenda Planning Calendar (Updated 03 28 2023)
Public Works Facility Conditions, ADA and Sustainability Presentation NB Financing Options for Stormwater Management and Snow Operations Vision Zero Grant Acceptance
School Zone Designation for Lake Tahoe Blvd NB
US 50 Signal Maintenance Agreement
Parking Restriction and Enforcement Code Modification NB Agreement Update with Heavenly NB
June 20, 5:30 p.m.City Manager 2023 Cannabis Grants

CC/STRSA
Dev Services TVAP Update
REACH Code options UB
South Tahoe Refuse Report
PLHA Formula Grant Amendment
City/CTC land exchange agreement
TCAP Update
Finance Annual Special Tax for CFD 2001-1 Series 2015 FY 2023-2024 Consent Mello-Roos Special Tax for Community Facilities District No. 1995-1 Consent 426
2023 Agenda Planning Calendar (Updated 03 28 2023)
Aug 8, 9 a.m. City Manager TRPA Regional Grant Program (EV Charging/Pioneer Project) Aug 22, 5:30 p.m.

City Attorney Parking Garage License Agreement with Verizon City Attny/PW Amendments to Small Cell Policy
City Clerk Records Management Policy (Updated)
Policy - Use of Personal Devices for City Business
City Manager SW Gas Prestentation Renewable Energy Goals Comprehensive Energy Services Contract
Conservancy Forest Health Report
Electric Vehicle Charging Contract
Joint Council/TTD Board Mtg
Electric Municipality - Legal Feasability Analysis
Customer satisfaction survey(s)
SEED Solar Photovoltaic Project PPA
Dev Services TCAP Amendment – Montreal
Unscheduled/Pending
427
2023 Agenda Planning Calendar (Updated 03 28 2023)
Plan Area Statement Update for Tourist Accommodation Uses Plan Area Statement 111 amendment
Single Room Occupancy Program Amendments
Finance Software Purchase
Fire Weed abatement/nusance Program - Defensable Space Policy Type III Fire Engine Purchase
Parks & Rec Parks Foundation MOU
Amendment 1 to Bijou Bike Park Association Maintenance Agreement Tahoe Swim Team Use Agreement
Bijou Golf Course "Rock the Lake" Event and Review
Public Works Award Contract - Recreation Center Project Broadband Master Plan Draft Recommendations
Award Contract PD Roof Replacement
Award Contract FS III Design Build Services
Award Contract EV Charging 1700 Shop Street
Bijou Creek Park Project Update
428

South Lake Tahoe City CouncilApril 4, 2023

South Lake Tahoe City Council
April 4, 2023