Agenda packet — South Lake Tahoe City Council, March 12, 2024 (part 1 of 3)

City Council
Cody Bass, Mayor
John Friedrich, Mayor Pro Tem
Cristi Creegan, 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.

City of South Lake Tahoe
City Council
Meeting Agenda
Tuesday, March 12, 2024 at 9:00 am
City Hall - Council Chambers - 1901 Lisa Maloff Way, South Lake Tahoe ------------------------------------------------------------------------------------------------------ Mayor Bass will be participating via teleconference from Rayburn House Office Building Cafeteria, 45 Independence Ave SW, Washington, DC 20515, a location accessible to the public.

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, and via ZOOM at this link https://us06web.zoom.us/j/82225586619
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)].

Remote Participation: 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: 822 2558 6619 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 1 1. Presentation - Basin Entry Fee
[email protected]. When emailing comments, identify the agenda item number in the subject line to which your comments relate. Any 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
Land Acknowledgement
Land Acknowledgement - The City of South Lake Tahoe acknowledges the lands we occupy today are the lands and home of the Wašíšiw, the people from here known today as the Washoe Tribe of Nevada and California, a sovereign nation. Since the beginning of time and for thousands of years before the arrival of any other people, the Washoe lived here and cared for this place, with values and intention that we can all learn from. On behalf of the City Council, I would like to acknowledge, thank, and honor the Indigenous Washoe Tribal Communities that are the past, present, and future stewards of the Lake Tahoe Basin.

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)
City Commission Reports
Presentations
Requested Action / Suggested Motions: City Council will receive a presentation from Chad Hayes on a Basin Entry Fee.

Item 1- Executive Summary.pdf
01-Presentation.pptx
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.

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 2 2. City Council Meeting Minutes

3. Grant Acceptance from Parasol for Fire Department Life Safety House

4. Fire Department 2023 Annual Report

5. Police Department 2023 Annual Report

6. Annual Report and Ordinance Renewal for Military Equipment Use (AB 481)

7. South Tahoe Public Utility District Water Conservation Rebate Program request.

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

Requested Action / Suggested Motions: Pass a Motion approving the February 27, 2024 Regular City Council meeting minutes.

Responsible Staff Member(s): Susan Blankenship, City Clerk Item 2- Executive Summary.pdf
02 27 2024 Meeting Minutes.pdf
Requested Action / Suggested Motions: Pass a Motion approving receipt of a $3,500 grant from the Parasol Foundation to assist in the purchase of a Fire Department Life Safety House for use at all elementary schools for fire safety education on an annual basis.

Responsible Staff Member(s): Kim George, Fire Marshal, and Jim Drennan, Fire Chief Item 3- Executive Summary.pdf
01-Staff Report - Fire Life Safety House Grant.docx
02-Parasol Letter.pdf
Requested Action / Suggested Motions: Receive and File.

Responsible Staff Member(s): Jim Drennan, Fire Chief
Item 4- Executive Summary.pdf
01-STAFF REPORT 2023 FIRE DEPT ANNUAL REPORT.docx
02-2023 Annual Report
Requested Action / Suggested Motions: Receive and File.

Responsible Staff Member(s): David Stevenson, Chief of Police Item 5- Executive Summary.pdf
01-STAFF REPORT - 2023 PD ANNUAL REPORT.docx
02-Annual Report
Requested Action / Suggested Motions: Pass a Resolution accepting receipt of the “AB 481 2022 Annual Report” and approving renewal of Ordinance 2022-1163, “Adoption of ‘Military Equipment’ Use Policy” Including Updated Equipment List.

Responsible Staff Member(s): David Stevenson, Chief of Police Item 6- Executive Summary.pdf
01 - Staff Report - AB 481 Annual Report.docx
02-Resolution - AB 481 Renewal.docx
03 - 2023 AB 481 Annual Report 031224.docx
04-EQUIPMENT LIST 2023.docx
05-ORD 2022-1163 Military Equipment Use.pdf
Requested Action / Suggested Motions: Pass a Motion approving acceptance of a rebate from South Tahoe Public Utility District for efficiency upgrades at City park facilities.

Responsible Staff Member(s): Sara Letton, Sustainability Coordinator, and Dennis Churchill, Parks Maintenance Manager
Item 7- Executive Summary.pdf
01-Staff_Report_-_STPUD_Rebate.docx
3 8. General Plan Annual Progress Report, Housing Element Implementation Update, and Surplus Land Inventory for 2023

9. US 50/89 Road Safety Audit Update

10. Rental Assistance Program

11. Fiscal Year 2023-2024 Mid-Year Budget Review, Amendments to the Allocated Permanent Position Listing, and Five-Year Financial Plan Update
Requested Action / Suggested Motions: 1) Pass a Resolution accepting and filing the 2023 General Plan Annual Progress Report, including the Housing Element Implementation Update; and, 2) Pass a Resolution accepting the Surplus Land Inventory.

Responsible Staff Member(s): Anna Kashuba, Senior Planner Item 8- Executive Summary.pdf
01 - Staff Report.docx
02 - 2023 General Plan Annual Progress Report.pdf
03-Resolution - General Plan Annual Report.docx
04 - Resolution 2023 Surplus Lands.docx
05 - March 12 2024 Tribune Proof.pdf
06 - PC Resolution 2024-002 - General Plan Annual Progress Report.pdf 07 - PC Resolution 2024-003 - Surplus Land Inventory.pdf Regular-Unfinished Business
Requested Action / Suggested Motions: Pass a Motion approving the US 50/89 Road Safety Audit Study.

Responsible Staff Member(s): Anush Nejad, Director of Public Works Item 9- Executive Summary.pdf
01-Staff Report - Road Safety Audit.docx
02 - Res 2023-061 Caltrans US 50-89 Speed Survey.pdf
03 - South Lake Tahoe Final Draft Safety Report v2.pdf
04 - RSA Update Presentation.pptx
Regular-New Business
Requested Action / Suggested Motions:

Pass a Resolution adopting the Rental Assistance Guidelines and approving $200,000 expenditure allocation in the Mid-Year Budget Review Process for implementation of a Rental Assistance Program.

Responsible Staff Member(s): Jessica Wackenhut Lomeli, Housing Manager Item 10- Executive Summary.pdf
01-Staff Report - Rental Assistance Program.docx
02-Resolution - Rental Assistance Program.docx
03-Rental Assistance Guidelines (Exh. A to Reso).docx
Requested Action / Suggested Motions: Pass a Resolution approving FY 2023-2024 Mid-Year Budget Adjustments, Amendments to the Allocated Permanent Positions Listing for Changes Made during Mid-Year and Corresponding Salary Tables.

Responsible Staff Member(s): Olga Tikhomirova, Director of Finance, and Joseph Irvin, City Manager
Item 11- Executive Summary.pdf
01-Staff_Report_Mid_Year_Budget_5yr Plan Mar 24.docx
02-RESO Mid-year Budget 2023-2024.docx
03-Position Allocation 23-24 Mar 2024 (Exh. A to Reso).pdf 04-Salary Tables for Resolution 3.12.2024 (Exh. B to Reso).pdf 05-5yr Financial Plan & Assumptions as of March 2024.pdf 4 12.

Ski Run Business Improvement District Annual Report and Budget

13. Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan - 2024 Update

14. 2024 Road Rehabilitation Program Update

15. Ordinance Amending City Code Chapters 4.60 and 4.65 Regarding Public Nuisances Consisting of Abandoned Structures (First Reading)
06-Lifeguard Staffing Update February 2024.docx
Requested Action / Suggested Motions:

Pass a Resolution approving a letter of intent to levy an assessment to the Ski Run Business Improvement District members and setting a time and place of a future public hearing whereby members of the Ski Run Business Improvement District can provide written protests on the content of the Annual Report for the upcoming fiscal year.

Responsible Staff Member(s): Ben Hannah - Accountant II Item 12- Executive Summary.pdf
01 Staff Report Ski Run BID 03-12-2024.docx
02 SRBID Resolution First Meeting 03.12.2024.docx
03 SRBID 2024-2025 Budget Proposal.pdf
04 SRBID 2024-2025 Budget Proposal Prior Year vs Proposed.pdf 05 SRBID 2024-2025 Budget Proposal (Includes Measure S Recreation).pdf 06 Ski Run BID Report 2024.pdf
07 Friends of Ski Run Report 2024.pdf
Requested Action / Suggested Motions: Pass a Resolution adopting the 2024 ADA Self-Evaluation and Transition Plan Update.

CEQA Determination: This action is categorically exempt from review under CEQA Guidelines section 15301 (existing facilities) because it consists of the operation, repair, maintenance, or minor alteration of existing public structures and facilities involving negligible or no expansion of existing or former use.

Responsible Staff Member(s): Rebecca Penado, Risk Manager/ADA Coordinator Item 13- Executive Summary.pdf
01 - ADA Transition Plan Update Staff Report.docx
02 - Resolution Adopting ADA Transiton Plan 2024 Update.docx 03 - ADA Title II Self-Evaluation and Transition Plan (Exh. A to Reso).pdf 04 - South Lake Tahoe SETP Final Presentation
Requested Action / Suggested Motions: Pass a Motion approving the 2024 Road Rehabilitation Program.

Responsible Staff Member(s): Mark Frisina, Resident Engineer Item 14- Executive Summary.pdf
01-Staff Report - 2024 Road Rehabilitation Program.docx 02-2024 Presentation_Road_Rehabilitation_Program.pptx
Requested Action / Suggested Motions: Pass a Motion to hold a first reading (by title only) of an Ordinance amending South Lake Tahoe City Code Title 4, Chapters 4.60 (Nuisances consisting of abandoned or substantially damaged nondwelling structures) and 4.65 (Nuisances consisting of abandoned or substantially damaged dwelling structures) to include structures that are in a partial state of construction in the definition of abandoned building and to create consistency in remedying nuisances associated with nondwelling and dwelling structures.

Responsible Staff Member(s): Hilary Roverud, Assistant City Manager Item 15- Executive Summary.pdf
01-Staff Report
5 16. Rental Registry Ordinance (First Reading)

17. Ordinance Amending City Code Section 6.85.050 (Accessory Dwelling Units) (First Reading)

18. Preapproved Accessory Dwelling Unit Design Program

19. Ordinance Amending Chapter 4.185 of the South Lake Tahoe City Code (Shared Mobility Devices) to Modify Parking Restrictions (First Reading)

20. Agenda Planning Calendar
02-Ordinance
03-Chapter4.60 Tracked Changes
04-Chapter 4.65 Tracked Changes
Requested Action / Suggested Motions: Pass a Motion to hold a first reading (by title only) of an ordinance amending the South Lake Tahoe City Code by adding Title 6, Chapter 6.28 (Rental Registry), and refer second reading and adoption to the March 26, 2024, meeting.

Responsible Staff Member(s): Jessica Wackenhut Lomeli, Housing Manager Item 16- Executive Summary.pdf
01-Staff Report - Rental Registry First Reading.docx
02-Rental Registry Ordinance.docx
03-PC Resolution 2024-001 - Rental Registry Ordinance.pdf Requested Action / Suggested Motions: Pass a motion to hold a first reading (by title only) of amendments to South Lake Tahoe City Code Section 6.85.050, Accessory Dwelling Units.

CEQA Determination: This action is statutorily exempt from CEQA under section 15282(h) which exempts ordinances adopted per Section 65852.2 of the California Government Code.

Responsible Staff Member(s): Anna Kashuba, Senior Planner Item 17- Executive Summary.pdf
01 - Staff Report - ADU Ord Amendment
02-Ordinance - Accessory Dwelling Units.docx
03-Exhibit A - Ordinance Redlined
04-March 12 2024 Tribune Proof.pdf
05-PC Resolution 2024-004 - ADU Ordinance Amendment Section 6.85.050.pdf Requested Action / Suggested Motions: Pass a Motion providing direction to staff regarding the creation of a potential Preapproved Accessory Dwelling Unit design program.

Responsible Staff Member(s): Jessica Wackenhut Lomeli, Housing Manager Item 18- Executive Summary.pdf
01-Staff Report - Preapproved Accessory Dwelling Unit.docx Requested Action / Suggested Motions: Pass a Motion to hold first reading (by title only) of an ordinance amending Chapter 4.185 to the South Lake Tahoe City Code regarding regulation of shared mobility devices and refer second reading and adoption to March 26, 2024.

CEQA Determination: This action is exempt from review under CEQA Guidelines section 15301(c) (Existing facilities consisting of operation, repair, maintenance, permitting, or minor alteration of existing public facilities involving negligible or no expansion of existing or former use, including existing streets, bicycle and pedestrian trails, and similar facilities that do not create additional automobile lanes).

Responsible Staff Member(s): Dan Bardzell, Assistant City Attorney Item 19- Executive Summary.pdf
01 - Staff Report.docx
02 - Shared Mobility Device Ordinance (Redline).pdf
03 - Shared Mobility Device Ordinance
Agenda Planning Calendar
Requested Action / Suggested Motions: A Councilmember may request that an item be placed on a 6 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 20- Executive Summary.pdf
APC - 03 07 2024.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 March 12, 2024, City Council meeting was posted and available for review on Thursday, March 7, 2024, at City Hall, 1901 Lisa Maloff Way, South Lake Tahoe, CA 96150. The agenda was also available on the City's website at https://www.cityofslt.us.

Signed March 7, 2024 \\sb\\ Susan Blankenship, Elected City Clerk 7 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:1
Agenda Item: Presentation - Basin Entry Fee
Requested Action / Suggested Motions: City Council will receive a presentation from Chad Hayes on a Basin Entry Fee.

Attachments:
01-Presentation.pptx
8 An ECO-Fund for ECO-FUN.
and preserve our
ECO-TOURIST ECONOMY.

For Better, Forever,
The Jewel of the Eastern Sierra!
BY: CHAD HAYES
02-27-2024
9 10
11 12
13 14
15 16
17 18
19 20
• Not all Locals are innocent.
• Not all tourists are guilty.
• Benefit of the doubt it's not
intentional but beyond
reasonable doubt, here lies the
cause.
• We're not asking to stay away,
only throw their trash away.
21 22
23 24
25 26
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:2
Agenda Item: City Council Meeting Minutes
Executive Summary: City Council are asked to approve the Minutes of the February 27, 2024, meeting.

Requested Action / Suggested Motions: Pass a Motion approving the February 27, 2024 Regular City Council meeting minutes.

Responsible Staff Member: Susan Blankenship, City Clerk Reviewed and Approved By: Susan Blankenship, City Clerk Attachments:
02 27 2024 Meeting Minutes.pdf
27 02 27 2024 CC Minutes
City of South Lake Tahoe
City Council
Meeting Minutes
Tuesday, February 27, 2024 at 5:30 pm
City Hall - Council Chambers - 1901 Lisa Maloff Way, South Lake Tahoe NOTE: The Meeting Minutes represent actions taken during the meeting of the City Council. Complete Council member discussions on Regular Session meeting items can be viewed in archived video recordings on the City’s website at http://www.cityofslt.us Public submittals on items are retained in the administrative record and can be viewed in the City Clerk’s repository at http://www.cityofslt.us

Call to Order/ Pledge of Allegiance
At 5:32 p.m. Mayor Bass called the meeting to order. Mayor Bass then led the pledge of allegiance to the flag.

Land Acknowledgement
Mayor Bass read the Washoe Tribe of Nevada and California Land Acknowledgement.

Roll Call
Present were Mayor Bass, Mayor Pro Tem Friedrich, and Councilmembers Creegan, Wallace, and Robbins.

Also present were City Manager Irvin, City Attorney Stroud, and City Clerk Blankenship.

Closed Session Report
None.

Public Communications
Public Comment was heard from the following people:

1. Amelia Richmond- Residential Vacancy Tax (support)

2. No name provided- Mayor op ed, inflation

3. Bob Walker- Residential Vacancy Tax (oppose)

4. Steve Mhoff- Residential Vacancy Tax (oppose)

5. Dan Browne- Residential Vacancy Tax (oppose), road conditions

6. Sierra Riker- Residential Vacancy Tax (support)

7. Jill- Residential Vacancy Tax (support)

8. Rose- Residential Vacancy Tax (support)

9. Roderick Martin- Affordable housing initiatives, Residential Vacancy Tax (support)

10. Shannon Witt, South Tahoe Association of Realtors- Residential Vacancy Tax (oppose)

11. Jerry Bindel- Residential Vacancy Tax (oppose)

12. Jack- Residential Vacancy Tax (support)

13. Dan May- Residential Vacancy Tax (support)

14. Ryan Smith, Past President of South Tahoe Association of Realtors- Residential Vacancy Tax (oppose)

15. John Messina, Lake Tahoe Taxpayers Association- Residential Vacancy Tax (oppose)

16. No name provided- Residential Vacancy Tax, TOT, Transfer Tax (oppose)

17. No name provided- Residential Vacancy Tax (support) 28 02 27 2024 CC Minutes

18. Doug Williams- Residential Vacancy Tax (oppose)

19. Lou Perini- Self reporting tax revenues, City audits

20. Justin Davis- Residential Vacancy Tax, TOT (oppose)

21. Francesca- Residential Vacancy Tax (support)

22. Holly Rickett- Residential Vacancy Tax (oppose)

23. Nicole Smith, South Lake Brewing Company- Minimum wage increase (oppose)

24. Nick Speal- Residential Vacancy Tax (support)

25. Mark Seelos- Residential Vacancy Tax (support)

26. Sheri Roberts- Residential Vacancy Tax (oppose)

27. Ed Mosur- Motel 6 use as affordable housing

28. Lucas- Affordable housing, Residential Vacancy Tax (support)

29. Kenney Curtzweiler- Residential Vacancy Tax (oppose)

30. Melissa Soderston- CPUC Savelandlines.org Survey

31. Natalie Yanish, South Tahoe Association of Realtors- Residential Vacancy Tax (oppose)

32. Hallie- Residential Vacancy Tax (support)

33. Stacey Ballard- Council protocols, Participation in the “Disability for a Day” activity

34. Kelly Bessen- Residential Vacancy Tax (support)

35. Angie Reagan, Access Tahoe- Residential Vacancy Tax (support), access to recovery and mental health resources, call for ceasefire in Gaza

36. Miles- Residential Vacancy Tax (support)

37. Angelique- Residential Vacancy Tax (support)

38. David Arndt- Residential Vacancy Tax (support)

39. Carrie Goldsworthy- Residential Vacancy Tax (support)

40. Alicia Halpern- Residential Vacancy Tax (support)
Written Public Comments were received from the following people:

1. Wayne and Maureen Lavengood- Residential Vacancy Tax (oppose) City Commission Reports

1. Amelia Richmond, Parks and Recreation Commission- Provided Commission update.

Note: Mayor Bass announced that Item 1, Basin Entry Fee Presentation, would be moved to a future Council meeting and Item 9, TOT, would follow the Consent Agenda.

Presentations

1. Presentation - Basin Entry Fee
Note: This item was moved to a future Council meeting.

Consent Agenda
Action: Moved/Seconded: Wallace/Friedrich
Yes: Bass, Friedrich, Creegan, Wallace, Robbins
Action: Passed consent agenda.

2. City Council Meeting Minutes
Action: Passed Motion 2024-020 approving the February 13, 2024 City Council and South Tahoe Joint Powers Parking Financing Authority meeting minutes.

3. Ratification of Lahontan Regional Water Quality Control Board Grant Application for up to $80,000 for the Tahoe Valley Stormwater & Greenbelt Improvement Project Action: Passed Resolution 2024-024 ratifying the application for a Supplemental Environmental Project (SEP) grant to the Lahontan Regional Water Quality Control Board for the Tahoe Valley Stormwater & Greenbelt Improvement Project, Phase 2 in an amount up to $80,000. 29 02 27 2024 CC Minutes

4. Investment Portfolio Report - December 31, 2023
Action: Received and filed.

5. CalOES Grant Application for $25,000 for Listos California Community Emergency Response Team (CERT) Support Program
Action: Passed Resolution 2024-025 authorizing the Director of Parks and Recreation to submit a grant application to CalOES for the Listos California CERT Support Program in an amount up to $25,000.

6. Fiscal Year 2022-23 Quarterly Financial Status Report - Quarter Ending December 2023 Action: Received and filed.

Regular- Unfinished Business

9. Transient Occupancy Tax – Public Opinion Survey Results Action: Moved/Seconded: Wallace/Creegan
Yes: Bass, Friedrich, Creegan, Wallace
No: Robbins
Action: Passed Motion 2024-021 terminating efforts to place a TOT increase on the November 2024 ballot.

The following person addressed the Council:

1. Adam Sonenshein, FM3 City Research
Public Comment was heard from the following people:

1. Dan Browne

2. David Jinkens*written material distributed

3. Ed Mosur

4. Jerry Bindel, South Lake Tahoe Lodging Association

5. Steve Teshara, Tahe Chamber, Keep Community First

6. Jan Mcarthy, Star Dust Lodge, Americana Village

7. John Messina, Lake Tahoe Taxpayers Association*written material distributed

8. Brandi Bannister, South Tahoe Chamber

9. Brendan Turion, Lake Tahoe Pizza Company

10. Sheron Kerrigan, South Tahoe Association of Realtors

11. Scott

12. Stacey Ballard

13. Duane Wallace
Written Public Comment was received from the following people:

1. Seth Dallob

2. Manish Patel

3. John Chambers

4. David Jinkens

5. John Messina

6. Duane Wallace
Public Hearing

7. 2023-2024 Master Fee Schedule
Action: Received and Filed.

Written Public Comment was received from the following people:

1. Seth Dallob
30 02 27 2024 CC Minutes
Regular- Unfinished Business

8. Citizen Appointments to Boards and Commissions
Action: Moved/Seconded: Wallace/Friedrich
Yes: Bass, Friedrich, Creegan, Wallace, Robbins
Action: Passed Motion 2024-022 appointing Stacey Greer (at-large member) and Kathryn Muat (non-voting representative, Lake Tahoe Visitor’s Authority) to serve two-year terms on the Arts, Culture, and Tourism Commission; Justin Zunino and Keith Roberts to serve two-year terms on the Police Advisory Commission; and Keith Roberts to serve as a Council representative on the El Dorado County Commission on Aging. City Council provided consensus for the City Clerk to continue to solicit applications for the Building Board of Appeals until filled.

10. Cannabis Community Benefit Fee Revenue Allocation Policy, Grant Program Guidelines, and Application
Note: Mayor Bass Recused himself from voting on this item due to financial interest in the cannabis industry, and left the meeting. Mayor Pro Tem Friedrich presided.

Action: Moved/Seconded: Wallace/Creegan
Yes: Creegan, Wallace
No: Friedrich, Robbins
Recused: Bass
Action: Failed Motion 2024-023 directing the City Manager to leave the Cannabis Community Benefit Fee Revenue Allocation Policy the same.

Action: Moved/Seconded: Friedrich/Robbins
Yes: Friedrich, Robbins
No: Creegan, Wallace
Recused: Bass
Action: Failed Motion 2024-024 directing the City Manager to bring back a resolution to update the Cannabis Community Benefit Fee Revenue Allocation Policy.

Note: Neither motion received a majority vote. The default action retains the current Cannabis Community Benefit Fee Revenue Allocation Policy.

Public Comment was heard from the following people:

1. Ed Mosur

2. Scott
Written Public Comment was received from the following people:

1. Tahoe Alliance for Safe Kids
At this time, Mayor Bass returned and presided.

Regular- New Business

11. Sub-Recipient Agreement with Lake Valley Fire Protection District for City to Receive $1,651,250 from California Tahoe Conservancy Grant for Fuels Reduction Projects Action: Moved/Seconded: Wallace/Creegan
Yes: Bass, Friedrich, Creegan, Wallace, Robbins
Action: Passed Resolution 2024-026 authorizing and directing the Mayor to execute sub-recipient agreement (C-030-2024) with Lake Valley Fire Protection District to receive an amount not to exceed $1,651,250.00, appropriating funding in the FY 2023-2027 budgets, and authorizing the City Manager to sign and submit all documents necessary for the completion of the grant scope. 31 02 27 2024 CC Minutes
Agenda Planning Calendar

12. Agenda Planning Calendar
Action: The City Manager listed items for the upcoming agenda and stated harm reduction would be included in Barton’s annual report.

Updates and Announcements (City Attorney, City Clerk, City Manager) City Manager Irvin

1. City Ameca trip has been postponed
Adjournment
At 9:27 p.m. Mayor Bass adjourned the meeting.
_____________________ Date: _______________
Cody Bass, 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.
32 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:3
Agenda Item: Grant Acceptance from Parasol for Fire Department Life Safety House Executive Summary: Elementary school students are trained regularly at how to respond at school when the fire alarm sounds; however, it is imperative that we teach them how to respond at home when their smoke alarms activate. The amount of time to exit the home during a fire has decreased substantially over the last 20 years with more and more synthetic materials used in home furnishings and other items in the house. EDITH or Exit Drills In The Home is program sponsored by the National Fire Protection Association (NFPA). We will be bringing this program into elementary schools this year and will also be using a new Life Safety House. The Parasol Foundation has generously awarded $3500 to the Fire Department to assist with the purchase of this new prop. It will replace an older large trailer prop that we've used in the past. The trailer is heavy and difficult to bring to the schools especially in inclement weather. Staff recommends approving receipt of the gift from the Parasol Foundation.

Requested Action / Suggested Motions: Pass a Motion approving receipt of a $3,500 grant from the Parasol Foundation to assist in the purchase of a Fire Department Life Safety House for use at all elementary schools for fire safety education on an annual basis.

Responsible Staff Member: Kim George, Fire Marshal, and Jim Drennan, Fire Chief Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director if Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report - Fire Life Safety House Grant.docx
02-Parasol Letter.pdf
33 Council Agenda Report March 12, 2024 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: Grant acceptance from the Parasol Foundation for a new Fire Department Life Safety House
Location: Citywide
Responsible Staff Member: Kim George, Fire Marshal
Background: Elementary school students get the opportunity to practice what to do when the fire alarm goes off at school with numerous drills throughout their school years. However, children rarely, if ever get the opportunity to practice what to do at home if this happens. Structure fires have evolved from 20--30 minutes to approximately 5 minutes to flashover because of the type of materials now commonly found in the home. These materials are synthetic and burn quickly. Because of this decrease in time to flashover, our time to get out of a house once the smoke alarm goes off is rapidly reduced. Now more than ever, it is critical we provide this information to children and give them the skills they need to survive this type of event. Since Covid, this program has ceased at the city s elementary schools except for just a few classes per year. SLTFR would like to reestablish this important program for all students at each elementary school and create an engaging and enriching experience for the students.

Issue and Discussion: The National Fire Protection Associations (NFPA) Exit Drills In the Home (E.D.I.T.H) program is a national standard that covers the various fire threats within the house, what to do when they hear a smoke alarm, and best practices to get out. This education is intended to be fun and memorable to help them retain skills they ve been taught. This program is generally intended to be conducted in September during Fire Prevention Month annually.

SLTFRs Life Safety Trailer had been an excellent prop to assist with this education however, it has become worn and requires some significant upgrades. It is very large and heavy to pull requiring help to get it set up. We appreciated obtaining this trailer prop but realize it will be quite costly to maintain and upgrade.

Instead of investing money into the trailer, SLTFR opted to invest in an inflatable life safety house. We have been looking at this for a couple of years and had budgeted for it during this last budget cycle. When we went to purchase the item, it was found that they increased the price to make it larger so that it is ADA compliant. The increase was $3700 more than we had budgeted for.

Parasol opened a $2000 grant and SLTFR applied. There is no contract and is more of a donation. We received notification from Parasol that instead of winning the grant, they generously offered $3500 out of their Tahoe Fire Safe fund to make up for the amount they noted we were still needing. We are so grateful to Parasol and are excited to say our item is currently in production.

SLTFR had budgeted $7500 and the new price was $11,720. With the additional $3500, we have $11,000 to put towards the fire safety house. The remaining costs (tax and shipping) will come from a Prevention/Public Education budget.

I recommend we accept this funding to go towards this purchase. 34 Council Agenda Report March 12, 2024 Page 2 of 2
Financial Implications: The $3500 grant received from the Parasol Foundation will be appropriated into the Fire Prevention budget Other-Local Grants revenue account 100 02240 33320 as part of the midyear budget adjustments process.

Environmental Considerations: This purchase 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 purchase for supplies).

Policy Implications: Per City Grant Policy, approved by City Council on September 12, 2023, City Council approval is required to accept the awarded grant and appropriate the budget for anticipated revenues and expenditures.
35 36
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:4
Agenda Item: Fire Department 2023 Annual Report
Executive Summary: The Fire Department is submitting the 2023 annual report to the City Council and community for review. The attached is a comprehensive review fire department operations. Our report clearly details our run statistics, internal staff assignments, programs, equipment, facilities, and personnel.

Requested Action / Suggested Motions: Receive and File.

Responsible Staff Member: Jim Drennan, Fire Chief
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-STAFF REPORT 2023 FIRE DEPT ANNUAL REPORT.docx
02-2023 Annual Report
37 Council Agenda Report March 12, 2024 1
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: Fire Department 2023 Annual Report
Location: Fire Department
Responsible Staff Members: Jim Drennan, Fire Chief (530) 542-6152 Background: The Fire Department is submitting our annual report to City Council for review. We have provided a comprehensive report to the city for the last nine years with the intent of clearly identifying our run statistics, programs, equipment, facilities, and personnel.

Issue and Discussion: In order to clearly demonstrate the roles and responsibilities within the department we are proudly submitting our 2023 annual report. Each member of the department has at least one staff assignment working within our chain of command. Additionally, we have highlighted several events, programs, and future plans for the department. The attached annual report is respectfully submitted to the City Council and to our community. It will also be available online through our city website.

Financial Implications: There are no financial implications associated with submitting this annual report.

Environmental Considerations: The proposed action is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(4) (creation of government funding mechanisms or 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: Producing this report is consistent with the policies of South Lake Tahoe Fire Rescue.
38 39
From the office of the Fire Chief...

The Fire Department accomplished a great deal
in the last year despite getting hit with a record
breaking winter. Like the rest of the community
we fought through heavy snow, failing roofs and
a winter that didn’t let up until June! With those
storms came a significant increase in calls for
service where we needed to respond fire engines in white out conditions and unplowed residential streets to find homes often buried or roofs collapsed. Through all of it we managed
to arrive to every call and for that we need to
thank our friends at motor pool and streets for
their tireless efforts at keeping the main arteries
open and working nonstop to get all of the
roads open for our community.

Aside from that brutal winter we managed to get a lot done last year. On the Prevention side of the house it was our busiest year yet. In early January the Department welcomed Kim George as our new Fire Marshal—a position that had not been funded since 2011. With that position filled we followed up by promoting Dan Brown from Fire Inspector I to Fire Inspector II. Their plates were full following a backlog of Fire Marshal duties, new construction, ongoing inspection programs and assisting in our fuels management plans.

BC Jay Manning was able to ease some of their workload by supervising the majority of fuels projects which dovetailed into our Defensible Space Inspection Program and a brand new Chipping Crew. For the first time SLTFR was able to bring curb side chipping to the community to assist homeowners with creating and maintaining defensible space free of charge. These programs were all made possible via grant monies funded by the California Tahoe Conservancy, the Tahoe Resource Conservation District, Cal Fire and the US Forest Service.

We also need to thank the South Lake Tahoe City Council for their support and authorization to stand the program up. Thank you!
40 On the Operations side of the house we continue to move forward and improve our capabilities.

The largest project has been ongoing over the last several years. Our communications overhaul is a joint project between the Fire Dept, the Police Dept, Dispatch and IT. BC Manning has been our point person and has worked diligently to get this project over the finish line. As of this writing we are scheduled to go live in early January 2024 with a new repeater system, new vehicle radios, handheld radios, and dispatch consoles which will provide clear communication in the field.

This system replaces an “elderly” and frankly, failing radio system. Beyond radios we have replaced several pieces of equipment.

At the end of 2023 we took delivery of a new Pierce Type I Engine which is now in service at Fire Station 1 at Ski Run. We have also ordered a new Type III wildland engine which we hope to receive in the summer of 2024. We have replaced and upgraded several pieces of our auto extrication tools along with a wide assortment of new light tools for the engines, the truck and around the stations.

Possibly the most exciting update from 2023 was City Council directing the Fire Department to replace Fire Station 3. We are still in the first stages of that project but there will be much more to come. Special thanks go out to Public Works Director Anush Nejad for his work behind the scenes and in front of Council to detail the need for this large-scale project.

Recruitments and promotional exams took up a great deal of time in 2023. BC Karl Koeppen had his hands full last year managing those promotions and recruitments. We successfully tested and promoted for Fire Captain and Fire Engineer while maintaining an open recruitment for Firefighter/Paramedic. In March we promoted Trent Renner and Danny Vallejo to Fire Captain. Later in the year we were able to promote Lance Hubbard and James Berthinier to Fire Engineer. Congratulations to all four of them.

Finally in early September we sent three new Firefighter/Paramedic recruits to the Capital City Regional Academy in Carson City which lasted until early December.

Firefighters Jared Despain, Andrew Brodbeck and Stuart Bogle successfully completed the academy and are now working on their task books. They are talented and have already made an excellent addition to the department. 41 The department has had a strong investment in training for decades; however, in the last year we logged more training hours per person than any other year. BC Justin Keys leads our Training Division and he deserves a lot of credit for maintaining a busy training calendar and keeping the crews engaged with learning. This is not just a commitment or a direction by the administration— it is something that is ingrained in our culture. That culture of training has helped build strong relationships with our neighboring departments and the result of that is more aggressive yet safer operations on the fireground. All of which leads to a safer community.

The department focus in 2024 will remain committed to our mission statement of “Serving our Community with Compassion, Professionalism and Honor” however, we will also be shining a light on Firefighter Health and Safety. Specifically, we will be prioritizing firefighter behavioral and mental health as well as mitigating cancer risks which, unfortunately, is a significant threat to our health and longevity during and after our careers have ended. There will be much more to come on this.

In closing I’d like to thank Joe Irvin, our City Manager, for his guidance and leadership as well as every other department director within the City. Without their support we could not do what we do.

City Council has also provided excellent direction while placing a high level of trust in the fire department which is something I don’t take for granted. Their shared interest in the community is what provides the fuel for our mission of protecting lives and property. Lastly, I would like to personally thank the members of this department for their unwavering commitment to duty and service. We have come a long way in the last several years. Our focus on building and maintaining relationships is understood at every level of the organization. It is an honor to work for this department and I couldn’t be more proud of all of you! Sincerely,
Jim Drennan
Fire Chief
42 Our Mission Statement:

Serving our Community with Compassion,
Professionalism, and Honor
43 Background
The City of South Lake Tahoe was incorporated in 1965. That was done by combining several small communities including Al Tahoe, Bijou, Bijou Park, Stateline, Tahoe Valley, and Tallac Village. The fire department was formed in 1966 by the City. Currently the City’s approximately 23,000 residents reside in an area of approximately 16.6 square miles. We are located at 6237 feet above sea level.

The fire department provides all risk emergency and non-emergency services including fire protection, emergency medical services, fire prevention, and public education. Today the department maintains three fire stations and a training center. South Lake Tahoe Fire Rescue personnel and equipment responded to 3460 calls for service in 2023.

Finance
The fire department receives money in two different manners. We receive the preponderance through the general fund, as well as revenue for capital purchases from proposition 172 funding. The 2022/2023 fire department budget was $12,020,442.00 We always focus our efforts on developing a budget with strict accountability measures for those that have administrative assignments.

Supported by
Our 2023 City Council Our 2023 City Department Heads
Cristi Creegan, Mayor Joe Irvin, City Manager
Cody Bass, Mayor Pro Tem Heather Stroud, City Attorney
John Freidrich Susan Blankenship, City Clerk
Tamara Wallace Olga Tikhomirova and Finance staff
Scott Robbins Ember Buckman & Human Resources staff
Anush Nejad and Fleet / Streets staff
Zach Thomas and Developmental
Services staff
I.T. team - Sebastian, Gabe, and Vinny
Travis Shindelbower and Facilities staff
Chief Stevenson and Police Dept staff
44 As part of our 5 year department Strategic Plan, we identified Goals and Objectives to be completed by 2027.

SLTFR Five Strategic Goals:
 South Lake Tahoe Fire Rescue seeks to improve our ability to manage fuels on the south shore and to build the Prevention Bureau.
 South Lake Tahoe Fire Rescue seeks to improve our response and capability at high risk/low frequency calls.
 South Lake Tahoe Fire Rescue seeks to update our current Standards of Cover document for City Council to adopt and would determine acceptable risk within the City of South Lake Tahoe for fire, disaster, and medical emergencies.  South Lake Tahoe Fire Rescue seeks to maintain our high level of training and professional development to improve our service to the community.  South Lake Tahoe Fire Rescue seeks to have well-maintained and modern facilities that enable our staff to perform their jobs safely and efficiently. 45 Fires 56
Emergency Medical Services 1885
Hazardous Conditions 270
Public Assistance 893
Weather Related Incidents 4
False Calls/Alarms/Other 352
Total Responses 3460
Fire Loss
46 South Lake Tahoe Fire Rescue Personnel
Administrative Assignments Summary
Our personnel are each tasked with a specific assignment for the year, in addition to their regular duties.
(in order of Fire Dept seniority)
Year hired:
2001 Battalion Chief / Paramedic R.N. Kim George - Fire Marshal / Public Education 2002 Captain / Paramedic Leslie Asbury - Pre-Incident Planning 2002 Fire Chief Jim Drennan – Oversees all internal and external operations of the department 2002 Battalion Chief Karl Koeppen – Operations Chief (hired by Public Works in 1999) 2004 Executive Assistant Sallie Ross—Assistant to the Fire Chief / Agency PIO 2005 Captain / Paramedic Al Martinez - Union President / Fire –Arson Investigation / Historian 2006 Captain / Paramedic Brenen Davis – Facilities / Union Treasurer 2007 Captain / Paramedic Tyler Jack - Blue Card Training 2007 Captain / Paramedic Doug Bailey – Auto Extrication 2007 Engineer / Paramedic Mike Mileski - PPE /Turnouts/TEMS / Behavioral Health 2009 Engineer Jody Benavidez- Station Supplies/Quartermaster 2009 Engineer / Paramedic Holt Cawelti - Apparatus and Maintenance / Boat Program 2009 Battalion Chief Justin Keys - Training Chief / New Hire Academy 2012 Firefighter / Paramedic Paul Bias - Facilities
2012 Captain / Paramedic Trent Renner - Uniforms and Training Captain 2013 Engineer / Paramedic Kevin VanKirk - Hose, Nozzles, Appliances and Water 2013 Captain / Paramedic Mike Taormina – Wildland Operations 2014 Captain / Paramedic Danny Vallejo - Ice and Swift Water Rescue / Hostile Events/ TEMS 2014 Engineer / Paramedic Dustin Winter – Health and Fitness / Wildland Operations 2018 Engineer / Paramedic James Berthinier—New Hire Advocate / SCBA 2018 Engineer / Paramedic Haven Wilvers—Tools and Equip/Boat Program/Dept RTO/Union VP 2018 Firefighter / Paramedic Jake Reginato—EMS Supplies and Equipment / Ropes 2018 Engineer / Paramedic Tom Jones—SCBA / Therapy Dog Handler/ Peer Support 2018 Battalion Chief Jay Manning - Administration Chief 2019 Firefighter / Paramedic Blake Sturdivan—Drone Program 2019 Engineer / Paramedic Lance Hubbard—Arson Investigation 2020 Firefighter / Paramedic Matt Davis— Hazmat
2020 Firefighter / Paramedic Jonathan Szendrey—CPR Instruction / PIP’s / First Due Software 2020 Firefighter / Paramedic Leo Gebhardt—CPR Instruction / EMS / BLS billing 2020 Firefighter / Paramedic Kyle Printz—Assisting with Communications 2020 Fire Safety Inspector II —Dan Brown—Prevention (hired at Police Dept in 2015) 2021 Firefighter / Paramedic Chris Grasso - Tools and Equipment 2021 Firefighter / Paramedic Luke Daum—Assisting with PIP’s /First Due Software 2022 Firefighter / Paramedic Marty Rider - Auto Extrication 2022 Captain / EMT Tom Kerley - First Due / Communications 2023 Firefighter / Paramedic Eric Dunn—Working on task book while on probation 2023 Firefighter / Paramedic Nick Steffen—Working on task book while on probation 2023 Firefighter / Paramedic Jared Despain—Working on task book while on probation 2023 Firefighter / Paramedic Andrew Brodbeck—Working on task book while on probation 2023 Firefighter / Paramedic Stuart Bogle—Working on task book while on probation 47 Agency Organizational Chart
1 - Fire Chief
1– Executive Assistant / PIO
3 - Battalion Chiefs on shift
1- Battalion Chief / Fire Marshal
1– Fire Inspector II
9 - Captains
9 - Engineers
16 - Firefighters
Our Top 3 Priorities
• Responding to incidents
• Training
• Physical Fitness
48 Justin Keys
Battalion Chief / EMT
Sallie Ross
Executive Assistant to the
Fire Chief and Department PIO
Karl Koeppen
Battalion Chief / EMT
Organizational photos by rank and seniority
Jim Drennan
Fire Chief
Jay Manning
Battalion Chief / EMT
Kim George
Battalion Chief / Paramedic / RN
49 Leslie Asbury
Fire Captain / Paramedic
Tyler Jack
Fire Captain / Paramedic
Al Martinez
Fire Captain / Paramedic
Mike Taormina
Fire Captain / Paramedic
Tom Kerley
Fire Captain
Doug Bailey
Fire Captain / Paramedic
Danny Vallejo
Fire Captain / Paramedic
Brenen Davis
Fire Captain / Paramedic
Trent Renner
Fire Captain / Paramedic
50 Holt Cawelti
Engineer / Paramedic
Tom Jones
Engineer/Paramedic
Haven Wilvers
Engineer/ Paramedic
Kevin VanKirk
Engineer / Paramedic
Mike Mileski
Engineer / Paramedic
Dustin Winter
Engineer / Paramedic
James Berthinier
Engineer / Paramedic
Lance Hubbard
Engineer / Paramedic
Jody Benavidez
Engineer / EMT
51 Paul Bias
Firefighter / Paramedic
Jake Reginato
Firefighter / Paramedic
Blake Sturdivan
Firefighter / Paramedic
Matt Davis
Firefighter / Paramedic
Jonathan Szendrey
Firefighter / Paramedic
Leo Gebhardt
Firefighter / Paramedic
Kyle Printz
Firefighter / Paramedic
Chris Grasso
Firefighter / Paramedic
Luke Daum
Firefighter / Paramedic
52 Dan Brown
Fire Safety Inspector II
Marty Rider
Firefighter / Paramedic
Eric Dunn
Firefighter / Paramedic
Jared Despain
Firefighter / Paramedic
Nick Steffen
Firefighter / Paramedic
Andrew Brodbeck
Firefighter / Paramedic
Stuart Bogle
Firefighter / Paramedic
Vacant position
Firefighter / Paramedic
53 Our agency operates under 4 Divisions
Administration
Operations
Training
Prevention
The Fire Chief oversees all divisions of the department, with the 4 Battalion Chiefs each overseeing a division.

Pictured from left to right,
BC Manning, BC Koeppen, Fire Chief Drennan, BC George, BC Keys 54 Executive Assistant to the Fire Chief
Public Information Officer
Sallie Ross
The position of Executive Assistant to the Fire Chief is a multi-faceted position that requires an intense amount of concentration while simultaneously addressing issues from the fire crew and the public. In order for the office to run smoothly, many deadlines and responsibilities must be met.

Excellent internal and external customer service is crucial to the success of this position. Some of the functions performed are:
 Assistance to the Fire Chief in any way needed
 Assist with preparing / analyzing department budget each year  Answering phone calls and helping with public requests, including complaints, local incidents in progress, and information about defensible space
 Responding to emails / distributing mail and messages/ordering products and services  Proofreading documents and computer assistance for all ranks in the department  Preparing correspondence letters / packaging and shipping  Maintain Policies and Procedures manual
 Maintain Emergency Operations Procedure Manual for members of the City EOC  Prepare Annual Report and other specialty documents requested by the Fire Chief  Working in our Records Management System and managing department web pages  Processing purchase requests and filing the finalized purchase orders  Maintain employee certification records, such as licenses, certifications, kudos letters and other records for employees in our department
 Recording of minutes in meetings as assigned, including Operations meetings and Staff meetings  Logistical preparation for badge pinnings, annual awards, and other special events  Perform accounting functions related to accounts payable and time records  Reconcile Cal-Card Statements and maintain responsibility of petty cash box for the department  Process Change of Status forms for employees and maintain spreadsheet for reference  Taking photographs at fire trainings for historical purposes  Preparing for testing processes, assisting during process/assistance to other departments and volunteering for City events
 Process public records requests for incident reports and work with City Clerk  Setting up logistical items for training, meetings, interviews, etc  Networking with other departments through an active role in AFSS / CalChiefs  Provide training to the employees such as certain computer programs and Cal Card use 55  Making Public Service Announcements and producing press releases  Public Information Officer for significant events
 On call for emergency events / respond to EOC as necessary  Provide assistance at special events
Responding to a high profile incident in the fire engine With KRLT Radio Host Howie Nave
Fire Fest with Battalion Chief Kim George
What is a Public Information Officer?
A public information officer is responsible for managing information and disseminating it to the media, public, incident personnel, and other organizations. They act on behalf of an organization to ensure seamless, timely, and transparent information flow.

PIO training for local agencies
56 Battalion Chief / Fire Marshal
Kim George
2023 is the first year South Lake Tahoe Fire Rescue has had a prevention bureau and a Fire Marshal since 2011.

Fire Captain Kim George was promoted to the position of Fire Marshal in January and a significant amount of prevention work has been done since.

SLTFR is working closely with Outside Lake Tahoe (formerly known as Lake Tahoe TV) with a year-long opportunity to do several interviews, commercial type spots among other recordings. This has been an excellent platform for important fire safety information since locals and tourists alike watch Outside Lake Tahoe.

Tourists are arguably one of our most challenging populations to communicate local fire safety rules to and Outside Lake Tahoe has been helpful. One area where we have seen some improvement is with our illegal burn/bonfire calls. South Lake Tahoe has an ordinance that states there is no open burning in the city meaning no wood burning at any time throughout the year anywhere within city limits. The only exception is at the campgrounds, but not during the burn restriction months during the dryer season.

During 2022, we responded to
95 calls for service on reported
illegal burns/bonfires. During
2023, we responded to 67. Utilizing our multiple media avenues to clearly explain that open burning is not allowed anytime
throughout the year may have
contributed to this substantial decrease.

Outside Lake Tahoe interview with Al Tahoe Firewise USA neighborhood leader Dianne Rees and Fire Marshal Kim George
57 This year we had three defensible space inspectors who started in late June and July. Our inspectors were Chelsey Roqueza, Skyler Monaghan and Aydin Sachs.

These three did a phenomenal job performing
nearly 2500 inspections.

They were very proactive with residents throughout the neighborhoods they inspected and were great in the role of educator, which is predominantly our goal. We have recently secured an additional 4 years of funding for defensible space inspectors through the Bureau of Land Managements Southern Nevada Public Management Act grant funding which is managed by the Tahoe Resource Conservation District.

The Tahoe RCD has been an incredible partner with our defensible space program and chipping program and share the common goal of making South Lake Tahoe more fire safe.

A permit from the TRPA is required to remove live trees greater than 14 inches diameter at breast height (DBH) however, working with the TRPAs forester, in 2023, two SLTFR members have been given the authority to mark trees. This authority is confined to marking trees that pose as fire threats and the restrictions. This has been an advantage for local homeowners who are working to improve their defensible space. Appointments are made through a very simple process with a link provided on the SLTFR website. 58 2023 has been filled with public education opportunities.

SLTFR provided fire safety and prevention education to TPNS Preschool, Appleseeds preschool, Acton Academy, Tahoe Valley Elementary, Sierra House Elementary, Kiwanis, Marriott Grand Vacation employees and more.

We are working with the elementary
schools to start an annual school program at each school each fall. We had done this annually, but it had changed,
especially during the Covid days. This
year we will do the school program into
spring (provided the schools allow us to
do this) because we were able to put together funding for an inflatable fire safety house which should arrive by springtime.

We received a generous grant from the
Tahoe Fire Safe Fund held at Parasol
Tahoe Community Foundation. The
hope is to utilize this EDITH (Exit-DrillsIn-The-Home) prop at all city elementary schools annually. A HUGE THANK YOU
TO PARASOL FOR THIS GRANT!!
Photo permission given
by teachers of this class
59 Children get quite a bit of practice with what to do when their school fire alarms go off, but very little instruction on what to do if a smoke alarm goes off at home. It is critical to educate children on this since the average amount of time fires take to get to flashover with modern day fuels (where everything in the room is on fire), is about 5 minutes. It is important to us to ensure our local students know how to respond and get themselves to safety as quickly as possible.

Coming soon to our schools!
60 SLTFR started a quarterly newsletter subscription
for anyone interested to subscribe to.

These will summarize what's been happening, safety information, project updates, department updates, etc..

This is largely an effort to create an overdue bridge
with community members on topics, particularly
community safety projects. Our next newsletter will
go out in March.

SLTFR is working hard to provide viewers and followers with engaging media information on a regular basis.

SLTFR has boosted Facebook to 11K followers and Instagram to 8.5K. Twitter has the least number of followers which we are working on building.

In addition to standard social media options, SLTFR communicates with the community through the public safety platforms on
Neighbors (Ring) and Nextdoor.

This has been a great option for getting last minute
word out on topics such as red flag days, events or
burn restrictions.
61 The winter of 2022/23 was remarkable. It
was the 2nd biggest winter in over 70 years
with a snow load pushing limits of what
buildings are rated to be able to hold.

We responded to several roof collapses and
several more buildings with integrity compromises. Approximately 20 buildings were red tagged including the Raleys complete roof
collapse at Stateline, other commercial structures, one mobile home, and residential structures.

Because of how truly awesome the
snowfall was, we received several
media interview requests, to talk
about the amount of snow, the conditions and the carnage the city area was seeing.

We did interviews with reporters from Reno media,
Sacramento media, Bay
Area media, the Wall
Street Journal, ABC World
News and more.
62 That’s Chief George
standing next to the
snow dump!
63 The amount of snow was beyond imaginable so recruiting help with keeping hydrants clear was greatly beneficial. Winter 2022/2023 was the first winter we have offered an incentive for adopting a hydrant.

SLTFR offered coffee mugs for anyone who shared a picture of their cleared hydrant with us. We started out with 150 mugs and all are gone. We also gave out small lunch bags which also were mostly distributed. The response from the community was tremendous and so appreciated!! When we received these photos, we posted them to our social media which the community engaged with.
2023 MUGS AND

LUNCH BAGS
NEW DESIGN FOR 2024
64 Burn house with sprinklers Burn house without sprinklers Multi-Agency Fire Fest September 30, 2023
Teaching the public to use a fire extinguisher
with our new prop
65 Fire Fest—September 30, 2023
66 SLTFR purchased the extinguisher
prop early in 2022 but because it
was manufactured and shipped
from France, delivery wasn’t until
the very end of the year.
2023 provided several opportunities
to utilize this prop with the public
and offer the valuable, confidence
building opportunity to use an extinguisher to put out a fire.

The prop is gas fueled and controlled by a button which allows us to put it out very quickly. The flame height is adjustable which is helpful if wind is a factor. This device has proven to be a fun and safe opportunity for interacting with the public. We had this prop at our major
events this year and also brought it to agencies
to provide training for employees. SLTFR also
was a part of the 5th grade science day and
was able to provide this training for every 5th
grade student in South Lake Tahoe including
Meyers at this field trip event.

We offer this training for free and are happy to
bring it to any business location.
67 This years pancake breakfast
was on Saturday, October

14. This was the last day of
Fire Prevention Week and a
great opportunity to share
some fire safety information to
community members.

We appreciated the Al Tahoe
Firewise USA group participating and having a table set up there to share information
with others.
68 The annual Wildfire
Safety Expo in May
was a successful
event. Because we
do not charge an entrance fee, it is difficult
to estimate how many were in attendance, however,
based on items given out an estimated 350-450 guests
showed up.

This year we had our extinguisher prop in use throughout the day which allowed several to practice using an extinguisher. Vulcon Vents brought a demonstration to
show how their vents respond to fire and what happens
with vents without their technology. It was an impressive display using live fire that made a big impression on the crowd. It was a fun day and we look forward to this event annually.
69 70
Every year, our citizens and visitors eagerly anticipate the arrival of our Christmas engine. The music and lights spark joy in the hearts of everyone who sees it...and the candy canes make it extra fun! Our Fire Association loves carrying on this special tradition. 71 Firewise USA® is a National Fire Protection Association “certified” program where residents in a specific neighborhood
“actively” participate is assessing wildfire risks, then develop an “action plan” to manage and mitigate the fire risks
within their community.

This program teaches people how to
work together to protect their home and
neighborhood from wildfire risk through
vegetation management and home
hardening.

SLT started out 2023 with two Firewise
USA designated neighborhoods; Al Tahoe and Tahoe Meadows. Since that time, two more have added into the mix; Tahoe Tallac Village I and Tahoe Keys.

There are several more neighborhoods working on becoming designated Firewise USA neighborhoods which we are highly supportive of and offer help to however we can.

What are the Benefits of being Firewise?
It shows a community’s long-term commitment for ongoing efforts to make their neighborhood safe.

It unites a community in their efforts to affect positive change. Neighbors helping neighbors to protect lives and homes.

Communities receive continuing support
for their efforts from local, county, state
and federal wildfire agency representatives.

Insurance companies are now recognizing
the value of Firewise strategies and consider mitigation efforts when scoring home safety.
72 We are very proud of the Al Tahoe Firewise
USA neighborhood which is one of the largest
in the country.

SLTFR participated with the Al Tahoe Firewise
Community Workday and also the Community
Wildfire Preparedness Day events.

The Community Wildfire Preparedness Day
was a community wide event including a
speaker panel featuring California Insurance
Commissioner Ricardo Lara, Senator Marie
Alvarado-Gil, Al Tahoe Firewise USA leader
Dianne Rees, Fire Chief Jim Drennan and
Fire Marshal Kim George.

This was a question and answer panel and
covered several topics predominantly centered around defensible space and insurance, plans for change and more.

This event had a fantastic turnout.

CA Insurance Commissioner Ricardo Lara, Al Tahoe FireWise USA leader Dianne Rees, Senator Marie Alvarado-Gil, Battalion Chief Kim George, Fire Chief Jim Drennan 73 Dan Brown
Margaritaville construction renovation during and after Fire Inspector Dan Brown continued to serve the
community with assigned duties of performing Fire
and Life Safety inspections, reviewing plans for new
construction projects, new construction inspections,
defensible space inspections, special event inspections, firework display inspections, assisting with the Defensible Space program, and responding to reported safety concerns.

Annual Fire and Life Safety inspections are conducted for schools, businesses, multifamily housing, high rise buildings, and jails.

New construction projects require full plan reviews to ensure it meets currently adopted codes.

Construction progress inspections are conducted throughout a project to ensure fire safety systems function and meet the currently adopted fire codes. These systems included fire alarms, fire sprinkler systems, Type 1 commercial kitchen hoods, along with other systems related to fire and life safety elements. 74 Sugar Pine Village housing modules
Annual fire sprinkler and alarm inspection
2023 Heavenly Village fireworks inspection
Sugar Pine Village housing module installation
75 The 2023 winter brought the most snow recorded in the Tahoe Basin in over 70 years. Fire Prevention was busy assisting the City and County emergency resources in triaging structures in jeopardy of potential collapse. Resources were dispatched to priority structures to assist with building evacuations and snow removal. Many structures suffered damage because of heavy snow loads. Fire Prevention worked with the Building Official, contractors, architects, and engineers to determine the safest methods to conduct repairs to damaged structures throughout the City. 76 Battalion Chief Jay Manning
Jay Manning has served as the South Lake
Tahoe Fire Rescue Administration Battalion
Chief for the past 5 years.

The Administration Battalion Chief manages
and works with various groups within the
Fire Department, which includes ensuring
the safety of the team and providing the
necessary equipment or resources during
emergencies.

In this role Chief Manning is responsible for
Policies and Procedures, the Department Business Plan, Fire Prevention Liaison, staff and operations meeting coordinator, Cal OES / Mutual Aid Liaison, quarterly inspections, Duty Chief for B Shift and the following personnel and their respective Staff Assignments:

Communications—Chief Manning
Wildland Fuels / Chipping Crew—Chief Manning
Fire Investigation / Historian – Fire Captain Al Martinez Pre-Incident Planning – Fire Captain Leslie Asbury
Facilities – Fire Captain Brenen Davis
Quartermaster – Engineer Jody Benavidez
CPR Instruction – Firefighters Leo Gebhardt and Jonathan Szendrey Drone program—Firefighter Blake Sturdivan
First Due Software—Captain Tom Kerley
77 In 2023 the Department worked closely with other city departments and Walker Telecomm, the selected Vendor to provide infrastructure upgrades as well as a state-of-the-art radio system from Kenwood EF Johnson that will soon be in the hands of public safety members from Police, Fire and Public Works. Walker Telecomm personnel have been on site installing equipment and radios for Police, Fire and Public Works.

The project is approximately 85% complete with a total completion after testing in 2024. Testing will include equipment testing, map coverage testing and in-building coverage testing.

We were able to place our new Kenwood
mobile and portable radios in service this
year while working towards system completion. The new mobile and portable radio technology increases Firefighter safety
with better battery and design enabling
seamless interoperability amongst agencies within our region. 78 In late 2022 a new CAD was implemented into our Dispatch Center. Many staff hours developing, and training were put into in vehicle infrastructure which was placed into service in 2023 allowing for constant up to date info and mapping for firefighter safety while working emergencies in the field.

Staff time has been spent developing procedures and implementing technology into the cab of the fire apparatus, which is tying together updated CAD info, Automatic vehicle locating (AVL) and pre incident plans for emergency use. A third party software was purchased to tie our agency with other regional agencies in order to share AVL information as well as pre-plan info within our regional partners, increasing safety for emergency response. 79 In 2022 the city council approved South
Lake Tahoe Fire Dept to implement a chipping crew. Funding was approved for the purchase of a 5500 Chevy 4x4 chipping
truck and a Vermeer 1800XL chipper.

A 4-person crew was approved, and we
began the hiring process in 2023 for the
summer season.

The Truck and Chipper were purchased,
and a four-person crew was hired and was
able to begin curbside chipping in early
June of 2023.

The South Lake Tahoe Fuels Crew were
able to complete 424 curbside chipping requests totaling 454 cubic yards of chip removed. In addition to curbside chipping, the
crew was able to assist the City Public
Works Department and remove 42.89 tons
of material from city owned parcels.

The curbside chipping program is funded by
the
SNPLMA
grant received by
the Tahoe RCD for the seasonal curbside chipping program for the City of South Lake Tahoe and Lake Valley Fire District areas of the south
shore.
80 SLTFR and LVFPD are active members of the South Lake Tahoe Wildfire Prevention Division, a division of the Tahoe Fire and Fuels Team, consisting of officers from stakeholder agencies in South Lake Tahoe. The Wildfire Division organizes projects and communication for the South Lake Tahoe area throughout the year. The group includes members from the Tahoe Basin Management Unit (TMU) Forest Service, CalFire, California Tahoe Conservancy (CTC), Tahoe Resource Conservation District (RCD) and Liberty Utilities. Funding for the Wildfire Division is the burden of each member organization. Some agency staff are paid under state or federal funding. Agency representation may change as funding changes.

This year, agency representatives have been
meeting weekly
to discuss goals, planning, and funding projects on
the south shore to make the community safer from
wildfire. Below are some of the items that have been
taking place over the past year and then items that
we are currently working on.
• Participated in setting up South Shore Division of
the Tahoe Fire and Fuels Team with SLTFD,
LVFPD, CalFire, USFS, CTC and RCD attending
weekly meetings to plan and coordinate projects.
• Received USFS funding for Fuels reduction project for the Airport West project of 18 acres. Project Forester was bid, and a prescription produced and then an RFP went out and was awarded for the project to be completed Summer of 2024.
• City Funded Chipping crew. Purchased chipper and truck and hired four-person crew to reduce fuels in the community.
• Received Contract for the Chipping crew with the Tahoe RCD for curbside chipping program for the south shore.
• Received contract with public works to conduct Fuels reduction on city ponding basins, waterways and city owned lots. • Received SNPLMA Funding from BLM for three fuels
reduction projects: Airport, Tahoe Island and 56 acre.
• Archaeological CRINA completed for SNPLMA projects, will go out to RFP for Forrester to produce the fuels reduction prescription to bid out the three projects in 2024 to have work completed by the end of 2026.
• Completed fuels reduction project on 22.1 acres at
the South Tahoe Airport with SLTFD, CalFire and
LVFPD by burning over 230 piles.
81 Projects in the works:
• LVFPD receiving
CalFire grant for Chipper
and Truck for additional
capacity.
• LVFPD and SLTFD
working on completing
contract for management
positions funded by the
CTC for Fuels reduction
project coordination.
• City working with the
CTC for a contract to service urban lots within the
Tahoe Sierra and Al Tahoe neighborhoods,
Should be ready to take to
council in Feb/March
• SLTFD, LVFPD and Tahoe RCD processing a CalFire Grant for fuels reduction work and data collection in the Tahoe Sierra neighborhood.
• Working with South Tahoe Airport and CalFire to mitigate hazard tree and brush removal for avionics and flight path. • Working with Liberty Utilities for right of way clearing, evacuation route clearing and coordination. • Working with County DOT,
Caltrans and CalFire to help connect fuels reduction work together and focus efforts along evacuation paths and near temporary refuge areas identified. 82 Captain Al Martinez and Engineer Lance Hubbard
South Lake Tahoe Fire Rescues Fire/Explosion Investigation team continued to work many incidents throughout 2023. The team remained busy with call outs to incidents while off duty to determine origin and cause with assistance from the first arriving engine companies, and mutual aid partners. The
team was able to rely on its training, skill,
and attention to detail in assisting South
Lake Tahoe Police Detectives in determining arson of a home fire, wildland fires and able to assist in suspect questioning.

Team members Al and Lance will continue with their training and will also assist in keeping all SLTFR members informed on
how to best preserve fire scenes for the
most accurate and complete origin/cause
investigations. The team works together with the City Fire Marshal and Fire Inspector in determining origin/cause of incidents when requested. Training opportunities to further knowledge and skills will be attended during 2024. State Fire
Marshal courses and continued online training will
be the educational components of learning. The
team will continue its involvement with national
and international investigation groups in attending
seminars and conferences throughout the year to
better learn the craft of arson investigation and
continued growth of the staff assignment, team
members, and Fire Department.
83 Captain Al Martinez
South Lake Tahoe Fire Rescue remained busy building the history of the organization. Spring of 2023 was busy during continued snowstorms, bringing on
new probationary firefighters who trained every shift.

The addition of new apparatus, honoring members
reaching years of service milestones, and continuing
to make improvements of the history books and
walls of our training center which show cases our department members and the work provided to our community members and visitors of our wonderful town. Looking into the new year, SLTFR and its history will continue growing with new department members, apparatus, and equipment throughout the year. 84 Captain Leslie Asbury
Pre-Incident Plans are completed on larger or major
buildings within a community. They often include layouts and identify locations of important operations of a building, such as utility shut offs.

Fire crews look at these plans while responding to an incident to assist with quickly identifying and isolating any issue. Often it is the crew that develops the pre-incident plans, which allows them to walk through and become
familiar with the building prior to an incident.

The crews have been diligently working on updating
these plans and creating new ones as new businesses
open. We have currently migrated the completed preincident plans into our new alerting system. This new alerting system has migrated more pertinent building information into the programs, further assisting the firefighters on incidents.

Assisted by Firefighter Luke Daum and Firefighter Jonathan Szendrey 85 Fire station facility maintenance is crucial to ensure the safety and functionality of vital emergency response.

Regular maintenance is necessary to keep the building and its infrastructure in good condition. This includes routine inspections and repairs of electrical systems, plumbing, and HVAC systems. Additionally, maintaining the cleanliness and organization of the facility is important to create a conducive and efficient working environment for our firefighters.

Fire personnel facilitate equipment maintenance, such as communication systems, and safety gear storage areas to ensure they are always ready for immediate response to
emergencies. Overall, fire station facility maintenance is essential for the smooth operation of fire departments and to ensure the readiness and preparedness of firefighters in protecting the community.

A feasibility study funded by the city showed the need to replace current fire station 3. The outdated fire station 3 stands as a testament to a bygone era, with its crumbling rock, deteriorating siding, and roof that leaks into the 1960’s area of living. The deterioration hints at the countless emergencies that firefighters, who staff it 24/7, have responded to over the decades. Inside, the worn-out equipment and obsolete technology serve as relics of a time before modern advancements in firefighting. While its nostalgic time capsule of 1960 Tahoe construction may captivate the curious spectator, the urgent need for renovation looms, as this aging fire station struggles to keep up with the demands of a rapidly evolving world.

The process of establishing a new fire station involves multiple stages. Feasibility studies have been completed, and funding has been secured. We are now in the process of locating and obtaining a desired property before design and construction phase begins. A desired location will ensure easy access and proximity to current fire station 3’s response area. Our team has been collaborating with architects and engineers to optimize functionality, efficiency, and safety for the firefighters and the community. The fire department has been engaging with local authorities, community members, and fire personnel to ensure the station meets the unique needs and challenges of the area it will serve.

Due to the prolonged timeframe for a new
station, some areas of fire station 3 have
identified the immediate need for obtainable living conditions and improvements until the new build is compete. This includes immediate attention to the roof to withstand our hash winter environments. Minor Kitchen and sleeping room improvements,
HVAC upgrades, carpet, and paint.

Captain Brenen Davis
86 Engineer Jody Benavidez
The role of the quartermaster was one the most varied
positions in the Military. The Quartermaster Corps are in charge of all general supplies except for ammunition and medical supplies. Items such as food, building materials, tools and uniforms are warehoused and distributed under the quartermaster's authority.

Quartermasters are in
charge of maintaining
an appropriate stock of
all materials, receiving
requests for supplies
from soldiers and making sure that those
items reach the correct
destination.

The Quartermaster at South Lake Tahoe Fire Rescue has
demonstrated a commitment to efficiently managing essential supplies for the three firehouses. Necessary items, including cleaning supplies, kitchen essentials, and flags, were ordered and stocked. The Quartermaster's attention to detail in tracking inventory levels and initiating the ordering process for new supplies has been crucial for maintaining operational readiness.

Additionally, Engineer Benavidez took on the responsibility of organizing shadow boxes for retirees and departing
members, adding a thoughtful element to the department's procedures and fostering relationships. Overall, the review highlights the Quartermaster's dedication to logistics and their contributions to the department's operational effectiveness throughout the year.

The Quartermaster assignments also
include making sure the American
Flags are in good condition at each
station. Its has been a tradition to replace the American flags every year on
the 4th of July.
87 Firefighter Jonathan Szendrey and Firefighter Leo Gebhardt After relaunching the CPR program in 2022, SLTFR has continued to provide CPR classes to the public and a variety of local organizations. Our CPR instructors are certified by the American Red Cross to lead a variety of classes, including Basic First Aid/ CPR/AED, Basic Life Support, and CPR for the Professional Rescuer.

They have continued to provide classes to the general
public as well as a variety of
local organizations including
PT Revolution.

During 2023 they have provided scheduled classes as well as classes upon request.

They plan to continue the program in similar fashion into 2024.
88 Firefighter Blake Sturdivan
This year SLTFR is actively working to augment our drone program with a new drone better suited for rescue and victim locating. We have chosen the new specifications for the drone program.

The Teal II will be our new drone equipped with FLIR and zoom cameras. We will have one at each end of our City. These will be our primary drones for the years to come and we expect they will be instrumental in our firefighting and rescue operations.

We look forward to putting these drones in service as well as the training required to make sure these drones are an asset in serving our community.
89 Captain Tom Kerley
First Due Fire and EMS software is a comprehensive advanced software catering specifically to the needs of fire departments and emergency medical services, providing
a centralized platform for
efficient incident management. First Due went live
for the city in early 2023
and is being cooperatively
utilized regionally.

First Due offers real-time
collaboration tools, incident
mapping, and resource
tracking, enabling responders to make informed decisions swiftly. Moreover, the software facilitates seamless communication among team members and integrates with various data sources to ensure accurate and up-to-date information during emergencies.

With its user-friendly interface and robust functionality, First Due Fire and EMS software is crucial in optimizing our emergency response efforts and promoting overall community safety. 90 Battalion Chief Karl Koeppen
Karl Koeppen has served as the South Lake Tahoe Fire Rescue Operations Battalion Chief for 8 years. In this role Chief Koeppen is responsible
for recruitment and promotions, standards of
cover, pre-incident planning, quarterly inspections, Duty Chief for C Shift and the following personnel and their respective staff assignments:

PPE - Engineer Mike Mileski
Uniforms - Captain Trent Renner
Auto Extrication— Captain Doug Bailey
SCBA - Engineer Tom Jones
Tools and Equipment - Engineer Haven Wilvers
Hoses, Nozzles, Appliances, Water - Engineer Kevin VanKirk Ice / Swift Water Rescue - Captain Danny Vallejo
EMS Equipment / Supplies - Firefighter Jake Reginato
During the past year Chief Koeppen took charge of organizing and executing a Fire Captain's assessment center, which involved the collaboration of 8 external proctors. Through this comprehensive assessment process, two highly qualified individuals were promoted to the position of Fire Captain.

In addition to this, he built and oversaw a fire engineer practical exam, which encompassed 5 hands-on fire scenarios and utilized 3 different apparatus to simulate real-life firefighting situations.

Through his process we had the privilege to promote two deserving candidates who displayed exceptional skill and abilities during the testing process.

Chief Koeppen also coordinated the recruitment process for Firefighter/Paramedic and conducted a series of 5 internal interviews specifically tailored to identify qualified firefighter/paramedic candidates. Through this meticulous interview process, we successfully hired four new personnel who displayed exceptional skills and abilities.
91 Engineer Mike Mileski
This past year our PPE storage was changed
to an outdoor location at fire station #3. This
allowed for more office space inside station #3
and provides a nice, clean, ventilated storage
area for our gear.

SLTFR prides itself in providing its members
with the highest quality PPE on the market. Allowing our members to work safely and swiftly is key to our high level of service provided to
the public.

Daily training combined with calls
for service, we always maintain our
gear by regularly inspecting and
cleaning our PPE.
92 Captain Trent Renner
This year we uniformed 5 new employees, 3
of which went through the Capital City Regional Fire Academy. Having those 3 employees look professional and up to our SLTFR standards was paramount to representing our
department well when shoulder to shoulder
with our regions best departments.

We also introduced a new cancer awareness
shirt this year
that on duty crews were able to wear for six
months straight in support of a local fire family battling cancer.

SLTFR has continued hiring new firefighters this
year with 2 on the line and 3 graduating the academy late December. The training Captain has proctored numerous module tests through out the
year as part of each new hires process to progress
through probation. Each test requires preparation
and commitment from the training cadre and on
duty crews to ensure the probationary employee
is prepared and
ready to pass
each step of their
18 month program. With direct assistance
from the training cadre, the training Captain
also oversees the process of our three new
hires who are in the Capital City Regional
Fire Academy. This is the second time
SLTFR has participated in this regional fire
academy and it is proving to be a valuable
tool for the success of our department.

Our 3 newest firefighters from left to right
Stuart Bogle, Andrew Brodbeck and Jared Despain
93 South Lake Tahoe
Fire Rescue responded to a handful of traffic
collisions requiring stabilization and forceful entry. We continue to train new firefighters in the basics of automobile anatomy, stabilization and
current methods of forceful entry. We were able
to purchase a new Hurst battery operated / hydraulic cutter, spreader and ram. These will be our new frontline tools and the older set will be
placed into reserve. Captain Bailey has overseen the program in the past and now Firefighter Marty Rider is going to take over the program.

Captain Doug Bailey
94 Engineer Tom Jones and Engineer James Berthinier
The self-contained breathing apparatus (SCBA) staff assignment ensures compliance of many regulations. SCBA are the air supply carried on the backs of firefighters for structural firefighting.

These 2 Fire Engineers work hard to make sure the breathing apparatus is clean and safe for our operations.

Over the course of this next year they will be working to secure funding through a grant for new SCBA equipment for our members.
95 Engineer Haven Wilvers
For 2023 we increased our battery powered
equipment by purchasing more batteries so that
we are able to have a longer run time for all of
our tools that run on batteries.

Having tools that are battery powered gives us
the ability to move freely on scene of the emergencies that we respond to, it also allows us to be much faster having those tools ready to be
put into use.

SLTFR also took delivery of a new Type 1 engine in 2023 and with that we needed to outfit that apparatus with tools. A full complement of
tools were purchased in order to do that.

This gives us the ability to leave tools on our reserve engine so that when a front-line engine needs to be taken out of service for maintenance or mechanical issues, we can swap into the reserve engine without
having to take a crew out of service while tools
are swapped from one rig to another. Here are
some photos of some of the equipment that will
be put into service on the new rig.
96 Engineer Kevin VanKirk
In 2023 we conducted our annual hose testing
in May. This was the first year in which we had zero
hose placed out of service, which is a testament to
our hose replacement program we have been diligently working on over the last several years.

We continued purchasing
enough hose/nozzles/
appliances to be able to fully outfit 2 Type-1 reserve apparatus in addition to our
5 front line apparatus.

At the end of this year
we expect to be placing
a brand new type-1 fire
engine into service and will utilize equipment from
a reserve rig that will become obsolete.

Additionally, we will be improving our highrise firefighting tool complements, as we have several large high-risk structures in
the Stateline area.
97 Captain Danny Vallejo
The goal for 2023’s ice water rescue training was to get involved with our neighboring agencies.

Lake Valley Fire Protection District joined
SLTFR crews on ice water rescue techniques. Crews shared department techniques and reviewed various equipment to improve our mutual aid response.
98 Captain Danny Vallejo
2023 was a great year for swift water rescue
training. After 2 consecutive years of crews
unable to train in the river due to low water
levels, the 2022-23 winter gave the crews a
surplus of runoff to catch up on swift water
techniques in above average conditions. All
crews were brought to the river to review all
techniques that SLTFR utilizes.
99 Firefighter Jake Reginato and Firefighter Leo Gebhardt In 2023, SLTFR responded to1,885
EMS calls for service. Firefighter Paramedics Jake Reginato and Leo Gebhardt assumed the responsibility of
the EMS coordinator staff assignment.

Under the supervision of the Battalion
Chiefs, they are responsible for EMS
CQI, managing the Image Trend EPCR
system, EMS supply ordering, as well
as training and accrediting new members in all department EMS operations.

Both Firefighters participated in multiple
trainings this year to assist in preparation for this new role, including a weeklong EMS Leadership Academy in New Orleans during the annual EMS WORLD conference.

This year they established a consistent onboarding process for all newly hired Paramedics. They also implemented a new state-required reporting software for our EPCR program, a task largely accomplished through the efforts of FF/P Gebhardt and his technical knowledge. Additionally, they focused on developing relationships with various local and county agencies to enhance progress and conduct smoother operations through CQI and protocol changes.

This year was a successful one for EMS within SLTFR. This was not a singular effort. They would like to extend a very large thank you to Fire Chief Drennan, BC Kim George, BC Koeppen, BC Manning, BC Keys, as well as Captain Tyler Jack for their support and assistance throughout the year.

The EMS equipment has continued to evolve. This year, we introduced a new medication tracking app to monitor the expiration dates of medications on each individual apparatus. This app is a strategic tool for giving a heads up for future orders during medication shortages and helps in saving costs. Additionally, the Engine iPads used for Electronic Patient Care Reports (EPCRs) have been upgraded. New magnetic charging mounts have been installed in all frontline apparatus, enhancing the ease of charging, locating, and assisting with mapping.

The most
significant
change in 2023 for EMS equipment was the transition to brand-new ZOLL cardiac monitors. This department-wide change aligns us with neighboring agencies, including Barton Hospital, enhancing familiarity and efficiency during high-stress incidents.

This consistency across agencies is crucial for effective collaboration and patient care during emergencies. 100
Battalion Chief Justin Keys
Justin Keys has served as the South Lake Tahoe
Fire Rescue Training Battalion Chief since his
promotion in December of 2023. In this role Chief
Keys is responsible for New Apparatus, Minimum
Company Standards, College Liaison, and Fire/
EMS Training.

Chief Keys also serves as the Duty Chief for A
Shift and is responsible for the following personnel and their respective staff assignments:

Training Captain – Captain Trent Renner
Apparatus Maintenance – Engineer Holt Cawelti
New Hire Advocate – Engineer James Berthinier
Wildland Preparedness—Captain Mike Taormina and Engineer Dustin Winter Blue Card Command—Captain Tyler Jack
Hazardous Materials—Firefighter Matt Davis
Hostile MCI—TEMS Captains Danny Vallejo, Trent Renner and Engineer Mike Mileski Health and Fitness—Engineers Dustin Winter and Tom Jones Water Rescue / Marine 17 Boat Program—Engineer Holt Cawelti and Engineer Haven Wilvers
Rope Rescue – Firefighter Jake Reginato
CCRFA-Engineer/ RTO Haven Wilvers
101
Captain Trent Renner
Over the past year, the Training Division has been
actively engaged in a comprehensive range of topics
to occupy our crews. From fundamental principles to
intricate aspects of firefighting and EMS, our training covers a broad spectrum. Ensuring a proficient and
capable fire department necessitates our crews' expertise in all facets of their roles and commitment to continuous training. On average, each firefighter dedicates around 2 hours daily to training.

This year we Collaborated with Lake Valley fire protection district in a strategic initiative aimed at enhancing consistency and interoperability in emergency response efforts. By joining forces, both departments can align their procedures, share best practices, and establish a unified approach to firefighting and rescue operations. This collaborative effort fosters seamless communication, ensures a standardized response across teams, and ultimately strengthens the collective ability to address diverse challenges. Such partnerships contribute to a more effective and coordinated emergency response system, benefiting the communities served by these combined resources. Special thanks to SLTFR Chief Drennan, LVFD Chief Stephen and LVFD Battalion Chief Malone for the continued support of our training programs.

Common training topics that we worked on in
2023 include the following: Ladders, Rope Rescue, Truck Ops training, Ice Rescue, RIC, Swift Water and Lake Rescue, Fire Attack and Primary
Search of a structure, Wildland Firefighting, Auto
Extrication, Liaison class, Strike Team Leader,
Gas Emergency Training with Southwest Gas,
Marine 17 operation, Radios, Incident Command
classes, Self-Contained Breathing Apparatus
(SCBA) , MCI, Building Familiarization, Blue
Card, EMS, Driver/Operator, CalSTAR Training,
and LTCC Fire Academy.
102
Engineer Holt Cawelti
The year 2023 was another busy and active
year for the apparatus program at South Lake
Tahoe Fire Rescue.

The apparatus committee made another trip to
Wisconsin to visit the Pierce Mfg. Facility to
conduct a final inspection of our newest type 1
fire engine. Four fire dept. personnel and two
fleet mechanics participated in the multi day
trip. The final inspection trip consisted of 3 full
days spent inspecting and ensuring the apparatus was built to our exact specifications and that all components were in working order.

This new fire engine will be the new engine one
and housed at station one replacing old engine
one which is a 2014 Ferrara fire engine.

The new engine is a 2023 Pierce Velocity PUC Pumper and can hold 750 gallons of water. It is 4-wheel drive like all our other type 1 engines. This new apparatus boasts exciting new features such as pump and roll capabilities, increased compartment space, and lower hose bed heights for increased firefighter safety. Upon delivery here in South Lake Tahoe the new engine will spend approximately 3-4 weeks at the city’s shop
being outfitted with radios, computers, tools, and
tool mounts.

Personnel from the fire
dept. will be assisting our
fleet mechanics to make
this happen.

We continue to be grateful to our City Council for
supporting our needs.
103
Engineer James Berthinier
This year SLTFR has hired 5 new Firefighter Paramedics, making a total of 5 probationary employees. 3 of those attended Carson City Regional Fire Academy and went on to the line December 2023. Engineer Wilvers assisted during the academy in the role of recruit training officer.

Each probationary employee has an advocate from SLTFR
that acts as a liaison to ask questions, receive guidance, and act as a provider to ensure the firefighter’s success.

This is accomplished by transitioning the probationary firefighter through a series of evaluations and modules at the 3, 6, 9, 12, and 18 month marks.

Throughout the year our crews have worked together in order to train and familiarize the probationary firefighters with SLTFR performance standards and fireground procedures.

SLTFR works hard
and takes pride in
developing our probationary firefighters
for a safe professional career in the fire
service. Engineer
Berthinier and Firefighter Gebhardt work
together in the Firefighter Advocate role.

Compassion, Professionalism, Honor.

Every Day.
104
Captain Mike Taormina and Engineer Dustin Winter
Wildland firefighting preparedness plays a crucial role in protecting both human
lives and natural resources.

With the increasing frequency and intensity of wildfires, being prepared is essential
to effectively respond to
these natural disasters.

Wildland firefighting preparedness involves proactive
measures such as training,
equipment readiness, and
strategic planning. By investing in preparedness,
firefighters are equipped
with the necessary skills
and resources to combat wildfires more efficiently, minimizing the risks to firefighters' safety and the communities they serve. Additionally, preparedness efforts help prevent wildfires from spreading and causing extensive damage to valuable ecosystems, wildlife habitats, and infrastructure.

In 2023, the department took part in RT-130 wildland certification with our neighboring agency Lake Valley Fire Protection district. This is a program that includes over 40 hrs of training and covers the basics as well as advanced wildland firefighting operations. This training is essential to sharpen our skills and make sure the department is prepared for the season. During this training, crews will cover everything from basic chain saw use to simulating different fire suppression techniques.

This year our agency sent out a strike team of 4 to the South fork complex in northern California led by Strike team leader trainee Battalion Chief Keys. The crew did a 16 day assignment to do our part in participating in the statewide mutual aid system. 105
Captain Tyler Jack
The Blue Card Command System was adopted by SLTFR in
2018 and has become a pivotal piece to our success with safely and aggressively mitigating structure fires. This year was another busy year for Blue Card for not only SLTFR but for our neighboring agency as well.

I am pleased to report that close to 30 hours of Blue Card training was provided to the Lake Valley Fire Protection District this year as they continue to make the transition to being a Blue Card department. This provides huge benefits to both agencies on a safety, tactical and strategic level as we respond and provide aid to each other’s fires. Next, a promotional exam was conducted at the Captain rank with Blue Card being a key piece to the exam. Congratulations to all the candidates who participated in the process.

Finally, I am happy to report that Battalion Chief Keys was recently sent to Phoenix, AZ to become a Blue Card instructor. This will be a huge benefit to our department and surrounding departments as we continue to improve the way we fight fire. 106
The hazmat program facilitates and prepares department members for hazmat response. In addition, the program administrator is responsible for procuring the
necessary equipment and supplies to ensure an effective hazmat emergency response to protect the life, property, and environment within the City.

SLTFR has received a HAZMAT spill containment
trailer through a grant from the California Department
of Fish and Wildlife. With the equipment provided in
this trailer and in conjunction with the use of Marine
17, SLTFR will now be able to provide greater capabilities in spill containment on Lake Tahoe waters.

SLTFR responded to a variety of hazardous material
related incidents this year, including many spills and
gas leaks. This has helped facilitate the purchase of
additional equipment to help department members
safely and effectively mitigate HAZMAT related incidents within the community. Through training, SLTFR has begun to build new and strengthen old relationships with neighboring agencies and others within the community. This will aid in the preparedness of all parties involved.

Additionally, spill and leak control supplies were procured to contain and/or mitigate any hazmat incidents that vary from carbon monoxide to WMD releases.

Firefighter Matt Davis
107
Throughout the year the SLTFR TEMS (Tactical
Emergency Medical Services) members have had
another busy year. The SLTPD SWAT team trained
continuously while responding to various callouts.

The team was fortunate enough to be involved in a
3-day training on close quarters tactics in Sacramento taught by Pinnacle Tactical. The SLTPD SWAT team members train every 2 weeks while remaining on call for possible missions. The SWAT team was fortunate enough to purchase new gear
and get an in service by leaders in the industry. The
TEMS members continuously train our SWAT operators in
medical care for themselves, other team members, and
members of the community to continuously strive to be a more well-rounded operator.

MCI/Active Shooter
Response:
2023 SLTFR fire crews performed multiple
MCI related EMS trainings presented to us
from Upskill Healthcare.

Crews have continued to sharpen their skills
in the logistics and treatment of an MCI. The
active shooter response has been a work in
progress with identifying the current industry standards and beginning to implement changes. We
expect large improvements in our active
shooter response in
the upcoming year.

Captain Danny Vallejo
108
Engineer Dustin Winter
Health and wellness play a crucial role in the lives of firefighters. Firefighters face physically demanding and mentally challenging tasks on a daily basis. Maintaining good health and wellness is essential for their overall well-being and effectiveness in their job. Being physically fit allows firefighters to perform their duties with strength, agility, and endurance, enabling them to carry heavy equipment and work in hazardous environments.

Prioritizing wellness helps firefighters to manage stress, cope with traumatic experiences, and maintain mental
clarity during high-pressure situations. In 2023 we have been proactive in our health by participating in all services provided by PT revolution. PT revolution has been a essential part of the health and fitness program at
SLTFR.

This year SLTFR was able to purchase a department sauna thanks to the support of the city’s leaders and senior staff.

Saunas offer numerous benefits to firefighters, making them an ideal addition to our health and wellness routine. Regular sauna sessions can help improve blood circulation, lower blood pressure, and enhance heart function, which is crucial for firefighters who often encounter physically demanding situations. Saunas also aid in the detoxification process by inducing sweating, which helps eliminate toxins and impurities from the body also reducing stress and promoting mental wellbeing.

This can be particularly
beneficial for firefighters who are exposed to smoke, chemicals, and other pollutants during their work. Incorporating saunas into our health regimen will contribute to the overall well-being and performance of firefighters.
109
Engineer Holt Cawelti and Engineer Haven Wilvers
South Lake Tahoe’s Marine 17
had another steady year of responses on Lake Tahoe for emergencies. It responded to
prop strikes, drownings and
near drownings, lost persons
reports and a plane into the
lake.

There is no doubt that this is
an amazing resource, and our
community is safer by having it
in service. When not responding to incidents crews are often out training on Marine 17 so
when it is called on for use, we
are prepared to the best of our
ability to serve the community.

These trainings may consist of driver training, water rescues, loading and offloading patients while the boat is moving and working with other agencies to conduct searches.

On occasion the boat goes down mechanically, and this year was no different. Marine 17 went out of service mechanically right after assisting with extricating patients from a plane crash into the lake on the 4th of July. Fortunately, we have an amazing boat mechanic who was able to diagnose our issue and get the boat back in service once parts showed up.
110
This year, the rope rescue program
has continued to progress. Firefighter Paramedic Chris Grasso has been brought on board to assist
with the management of the rope
rescue staff assignment.

Chris received specialized training
outside the county and is now certified as an NFPA RRO. Equipmentwise, we have introduced some new tools.

A new victim-securing system for our litters has been implemented, which will greatly reduce the packaging times for technical rope rescues. These rescues are usually time -consuming operations to execute.

Additionally, we have added "ASAP" devices, designed as a secondary fall restraint for victims being rescued at height, as well as for fire personnel conducting operations at height.

Firefighter Jake Reginato and Firefighter Chris Grasso
111
For 2023 SLTFR joined the Capital City Regional Fire Academy. This regional academy has eight departments that participate in it. Carson City Fire Department, Central Lyon Fire Protection District, East Fork Fire Protection District, Truckee Meadows Fire Protection District, North Tahoe Fire Protection District, North Lake Tahoe Fire Protection district, Tahoe Douglas Fire Protection District and South Lake Tahoe Fire Rescue. This academy class is 23-2, meaning they are the second academy of the year 2023. The academy began on 9/11/23 and graduation date is 12/21/23. SLTFR has 3 recruits in this academy and 1 Regional Training officer. Every Department that participates in the academy is required to have an RTO present if they have recruits involved in the academy. During this 15 week academy recruits are trained to be able to respond as a part of a crew to any 911 call they may receive once they are working for their prospective fire departments.

Chief Koeppen, Chief Manning, RTO Wilvers, Firefighter Bogle, Firefighter Brodbeck, Firefighter Despain, and Chief Drennan at the Academy graduation in December of 2023 112
The fire department is just one piece of the City pie. We interact with all the other departments in some way on a regular basis.

Without the relationships we build with the members of the other City departments, we would not be able to function so well.

City Administrative Offices -
City Council - Provides direction on policy as well as budget support. Nothing would get done if it wasn’t for our City Council. Their decisions shape the future of our department. We would not exist without their direction and support.

City Manager and support staff are there to guide us administratively for many of our needs, and collaborate on the City's visions so we can do our part to make those public safety visions a reality.

City Attorney’s office - Makes sure we are covered when legal issues come up. Their knowledge and expertise is vital to the legal safety of our department.

City Clerk’s office - The clerk’s office is the official caretaker of all City records, among hundreds of other duties. This specifically helps us when a member of the public requests a record, or when we need assistance with Staff Reports that subsequently need to get to the City Council. They are our liaison to the City Council meetings.

Finance - We are accountable for our spending. We need to get our bills paid and funding for the year in place. We request our budget through the proper process and Finance manages our Prop 172 funds we need for facilities and equipment. Our relationship makes it possible for a smooth budgeting process year after year and we are grateful for the relationship we have with this department.

Human Resources - When we have a position available, HR is our 1st stop. They set up the recruitment process, help us with our testing, set up background investigations, and provide support the whole way through the hiring process. HR also provides support for our firefighters who need help with the Employee Assistance Program, negotiations, FBOR, and Worker’s Compensation. We could never do our jobs administratively without them! 113
Information Technology - IT is instrumental in how we function and communicate. All of our computer systems and software are set up and maintained by the IT department . If we ever have any technological issues, they will come help us, any time of day or night, even on a holiday, they are right there supporting us. We are very grateful for that support.

Development Services - This department provides us with safe structures throughout our City via the permitting process, as well as a Fire Inspector to enforce the codes set forth by the International Code Council and the California Fire Code.

Police Department - Our counterparts at the police department are crucial when we respond to dangerous calls, including special tactics, combative patient care, traffic control for vehicle accidents, extra hands for CPR calls, or general safety in a bad situation. Many of them have saved lives with us and we are grateful for every one of the members of our police department. 114
Public Works - The Public Works Department, which includes Motor Pool, is a huge integral part of our services to the community. Without roads being clear of snow, we could never respond to emergencies. Without paved roads, our apparatus would be destroyed. The Motor Pool Department is a crucial part of our every day operations. The fine mechanics our City employs have worked on our fire engines to make sure they are in good shape. They are available any time, day or night to fix something if it breaks. They take great pride in making sure our equipment is always ready to go. They contribute to the specifications in building our new apparatus, and our relationship with them means better communication, and therefore, safer apparatus for the firefighters.

Parks and Recreation - We appreciate all the
staff at Parks and Rec, as they are a wonderful
resource for our citizens and visitors alike, and
they are very easy to work with. They graciously
allow us to use their facilities for our physical fitness, which is necessary for us being ready for any incident we need to respond to.

Facilities - Without functioning fire stations, we
would not exist. The facilities department in the City provides us with clean, safe fire stations and take care of all the little details we need to operate. From light fixtures to ice melt, to our engine bay doors, they are always at the stations taking care of something, which we realize is a thankless job, but we all appreciate facilities for their efforts. Without them, we would not be able to concentrate on responding to emergencies.
115
Dispatch- Possibly the most important relationship we have in the City is with our dispatch center. These talented and unsung heroes are the bridge between us and our patients or other incidents. They are the first to get the 911 call. They are the ones who hear the families crying out for help on their worst day.

They are coaching untrained people how to perform CPR over the phone. They hear the words fire or drowning or choking or shooter. They hear terrible stories of what just happened and keep a calm demeanor while scrambling to get us dispatched to the scene of the emergency.

We need our dispatchers to give us clear directions and addresses and we recognize what a feat that is during a phone call with a distraught person.

Our agency is better because of this outstanding group of people. We are grateful for their service to us and to our community every day and night. 116
Dispatcher of the Year 2022
was awarded to
Marissa Gonzales
For her continued calm and professional
demeanor on the radio
Special Acknowledgements
Firefighter of the Year 2022
was awarded to
Mike Mileski
For serving our community with Compassion, Professionalism, and Honor 117
Fire Chief Meritorious Award 2022
was presented to
The entire crew from stations 1 and 2 on C Shift
Captain Tyler Jack
Engineer Jody Benavidez
Firefighter Berthinier
Firefighter Marty Rider
Captain Mike Taormina
Firefighter Lance Hubbard
Firefighter Derek Longoria
“FOR MERITORIOUS SERVICE AND DISTINGUISHED ACHIEVEMENT IN THE PERFORMANCE OF YOUR DUTIES WHILE RESPONDING TO A CRITICAL INCIDENT ON APRIL 22 2022, AND FOR THE CARE AND COMPASSION YOU SHOWED THE FAMILY DURING THE TRAGIC EVENTS OF THAT DAY” 118
We proudly acknowledge the years of fine service provided to the citizens and visitors of our City by the following Firefighters:
• Engineer Jody Benavidez—15 Years
• Engineer Holt Cawelti—15 Years
• Battalion Chief Justin Keys—15 Years
• Captain Mike Taormina—10 Years
• Captain Danny Vallejo—10 Years
• Engineer Dustin Winter—10 Years
• Engineer James Berthinier—5 Years
• Engineer Haven Wilvers—5 Years
• Firefighter Jake Reginato—5 Years
• Engineer Tom Jones—5 Years
• Battalion Chief Jay Manning—5 Years
119
Trent Renner was promoted
to the position of Fire Captain
Pictured with his father Don
Danny Vallejo was promoted
to the position of Fire Captain
Pictured from left to right Dan Brown, Nick Steffen, James Berthinier, Lance Hubbard, and Trent Renner being sworn in by Fire Chief Jim Drennan
120
James Berthinier was promoted
to the position of Fire Engineer
Pictured with his wife Karina
Lance Hubbard was promoted
to the position of Fire Engineer
Pictured with his wife Sarah
Dan Brown was promoted
to the position of Fire Inspector II
Pictured with his son Colton
121
Eric Dunn was hired in January of 2023
Pictured with his mother Andrea
Nick Steffen was hired in May of 2023
Pictured with his mother Martha
Firefighter Dunn was born and raised here in
South Lake Tahoe. He went through the local
Lake Tahoe Basin Fire Academy and EMT
course. He started working as a volunteer
Firefighter at Fallen Leaf Fire Department
where he served the community for three
years and worked on the local Cal Tahoe
JPA ambulance for three years before getting
hired with South Lake Tahoe Fire Rescue.

He enjoys skiing and mountain biking.

Firefighter Steffen worked as an Industrial
Firefighter and Industrial Electrician at a steel
mill in which he was part of a crew that provided maintenance/repairs on cranes and heavy industrial equipment for a combined
total of six years.

Nick also worked as a volunteer firefighter at
Burbank-Paradise Fire Department serving
the West Modesto community for two years.

Prior to starting his career as a Firefighter
Paramedic with South Lake Tahoe Fire Rescue he worked as a Paramedic in San Joaquin County serving the City of Stockton.

On his free time he enjoys fishing, hiking, and
spending time with his friends and family.
122
Firefighter Jared Despain Firefighter Andrew Brodbeck Firefighter Stuart Bogle Firefighter Despain grew up in
Fresno, CA . He joined the Navy, and then after his time served he worked as a welder,
then an EMT in Fresno. He
went to Paramedic school and
worked as a Paramedic in
Fresno for 2 years, went to the
Fire academy and was hired at
SLTFR afterward. On his days
off he enjoys spending time
with his friends and family.

Firefighter Brodbeck was born
and raised in San Diego. He
began his career as an Explorer
at Chula Vista FD. He became
an EMT after high school. He
worked at Mammoth Lakes as a
part-time Firefighter, an ER
Tech, and for Mono County as
an EMT. He went to Paramedic
school in San Diego and then
worked for the JPA in South
Lake Tahoe, where he is able to
continue pursuing his love of
snowboarding, mountain biking,
fly fishing, and archery.

Firefighter Bogle was born
in Pasadena, CA , where he
grew up playing water polo
and surfing. He attended
Arizona State where he
studied Public Policy and
Public Safety, Leadership
and Administration. He
worked as a campground
host while he got his EMT
and then worked for the
USFS where he did 3 years
of wildland firefighting as
well as worked on an ambulance in San Francisco. He
likes to spend his free time
outside, where he enjoys
camping, hiking, and snowboarding.
123
Battalion Chief Karl Koeppen was recognized
as a nominee for the Kiwanis Bob
Baunhauser Award for Excellence in community Service. Pictured with Kiwanis members Eric Guevin and Tami Wallace
Executive Assistant to the Fire Chief Sallie Ross
was chosen as the 2023 recipient of the City
Manager’s Sugar Pine Employee Excellence
Award. Pictured with City Manager Joe Irvin and
Fire Chief Drennan
Engineer Haven Wilvers and Firefighter Kyle
Printz both received awards from the City for
being awesome.

Tahoe Daily Tribune
Best of Tahoe Best Firefighter Award category
1st place Luke Daum
2nd place Kim George
New babies!!!
124
125
126
This document is proudly presented by
South Lake Tahoe Fire Rescue
Serving our community for 58 years
127
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:5
Agenda Item: Police Department 2023 Annual Report
Executive Summary: This is the 2023 Police Department annual report. This report is a summary of Police Department activities in 2023.

Requested Action / Suggested Motions: Receive and File.

Responsible Staff Member: David Stevenson, Chief of Police Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-STAFF REPORT - 2023 PD ANNUAL REPORT.docx
02-Annual Report
128
Council Agenda Report March 12, 2024 1
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: Police Department 2023 Annual Report
Location: Police Department
Responsible Staff Members: David Stevenson, Police Chief (530) 545-2765 Background: The Police Department began producing an annual report in 2020, this is the fourth annual report, and is for calendar year 2023.

Issue and Discussion: The South Lake Tahoe Police Department 2023 annual report highlights accomplishments, police response statistics, joint dispatch center statistics, and other Police Department events for the year. We are honored to present the attached annual report to City Council and our community.

Financial Implications: There are no financial implications associated with submitting this annual report.

Policy Implications: Producing this report is consistent with the policies of the South Lake Tahoe Police Department.
129
Annual Report
2023
South Lake Tahoe
Police Department
130
Mission Statement:

Working in partnership with the community, to protect life and property, providing leadership in solving neighborhood problems, and enhance the quality of life in our city. 131
Snow was the big event for the first 4 months of 2023. Thanks again to our Public Works crews for their non-stop efforts to keep our City streets clear for emergency responses.

The Police Department started an electric bicycle patrol program in the spring. We purchased 4 E-bikes and training 8 officers. The bike program began patrolling the “Live at Lakeview” concert series and other events throughout the summer.

Our new public safety radio system has been delayed but is expected to finally be operational in February of 2024.

Thanks to City Council for approving one more full time Police Officer position in the ‘23/’24 budget to replace a full time grant position that ended in 2023.

Our Public Safety Dispatchers received the City Manager’s 2023 “Aspen” award for excellence and team work. It was well deserved, congratulations!
With the help of members from all divisions of the Department we created our peer support team to assist our people in their work and personal lives. This is a priority for me, and I appreciate the Peer Support Team’s help and look forward to improvements to the program in 2024.

Our wellness efforts were supported by City Council in January of 2023 by their award of a three year contract up to $100,000.00 per year for the Fire/Police wellness services at PT revolution. I am very grateful to the City Council for their support.

As always, to the Police Department team, thank you. I’m looking forward to 2024 and so humbled and proud to be your Chief. Always remember every contact counts. Be professional and do your jobs with honor, empathy, and compassion. And, most importantly, be safe.

David Stevenson, Chief of Police
South Lake Tahoe Police Department
South Lake Tahoe Police Department
Message from Chief Stevenson
132
South Lake Tahoe Police Department
Organizational Chart
133
Patrol Division
Patrol Operations
The Patrol Division is the workhorse of the SLTPD. Typically the largest division in a law enforcement agency, patrol officers respond to incredibly diverse calls for service. It is not uncommon for a patrol officer to respond to fights, traffic issues, medical aids, domestic violence calls, alcohol and drug issues, homeless calls, burglary/robbery alarms and car
crashes in a single shift. Patrol officers never know
what calls they may be sent to when they show up
for work, and might also handle neighbor disputes,
code violations, mutual aid requests, fraud/identity
theft, child/elder abuse and many other unpredictable calls. The patrol division has the bulk of community contacts, and various specialties exist within the division (School Resource Officer, Traffic/
Motor Officer, STACS Officer, K9). 911 calls and
public safety are the priority of the South Lake Tahoe Police Department, and the Patrol Division strives to make this their specialty through training,
community contacts, 911 response, and teamwork.
2023 included the record winter for South Lake Tahoe.

One of our biggest challenges of 2023 was keeping
up with record snow fall we had in South Lake Tahoe. We couldn’t have made it through the winter without the constant teamwork with our City partners helping us stay on the roads and our building’s roof from collapsing. Thank you Public Works,
South Lake Tahoe Fire Rescue, Parks & Rec and
our Building Maintenance crew! Also, thank you to
Chief Stevenson who was often times manning a
snowblower making sure our vehicles were accessible and our roof was cleared! Patrol Division
Operations
134
Patrol Division
Patrol Operations
2021 - 2023 Incidents by Type
Patrol Division
Operations
OFFENSE 2021 2022 2023
Homicide 2 0 0
Assault (Simple & Aggravated) 335 211 385
Rape 11 19 13
Robbery 12 18 10
Residential Burglary 74 55 58
Vehicle Burglary 18 23 16
Motor Vehicle Theft 61 75 68
Grand Theft (over $950 value) 37 44 48
Grand Theft from a Vehicle 6 4 2
Petty Theft (Under $950 value) 191 203 181
Petty Theft from a Vehicle 30 23 12
Arson 10 3 5
Domestic Violence 199 100 136
Hate Crimes 4 6 2
Mental Health / 5150 Calls 321 331 408
Homeless Calls 796 515 726
DUI 130 161 141
Public Intoxication 202 151 167
135
Patrol Division
Patrol Operations
Patrol Division
Operations
Uniform Crime Report
As reported to the Department of Justice
2023
OFFENSE 2023
Homicide 0
Forcible and Attempted Forcible Rape 13
Robbery 10
All Assaults 385
Burglary (Breaking and Entering) 45
Larceny / Theft 186
Motor Vehicle Theft 30
Total Adult Arrests 2023: 806
Total Juvenile Arrests: 23
Total Arrests: 829
136
Patrol Division
Patrol Operations
Patrol Division
Operations
2023

STOP DATA
Perceived Race at
the Time of Stop
Race Known to Officer Prior
To Stop
137
Patrol Division
Patrol Operations
Patrol Division
Operations
2023

STOP DATA
138
Patrol Division
Patrol Operations
Patrol Division
Operations
2023

STOP DATA
139
Patrol Division
Patrol Operations
Patrol Division
Operations
2023

STOP DATA
140
Patrol Division
Patrol Operations
School Resource Officer (SRO)
Operations
The South Lake Tahoe Police Department School Resource Officer (SRO) works in collaboration with the Lake Tahoe Unified School District (LTUSD) to create a safe learning environment for the students and staff of South Tahoe High School, South Tahoe Middle School, Bijou Elementary and Tahoe Valley Elementary. The role of the SRO is rooted in the three key principles: safety, education, and mentorship.

In 2023, after 3 years of working as the SRO, Officer Nixon transitioned into the SLTPD Detectives Division. Officer Peterson was assigned to the SRO position and began his new assignment at the start of the new school year. Officer Peterson has 8 years of experience as a peace officer, and has worked for the South Lake Tahoe Police Department for 6 years.

The SRO is a visible law enforcement presence on campus to deter, prevent, and respond to criminal activity. The SRO investigates criminal offenses on and around the school campus. The SRO is a resource with respect to delinquency prevention. The SRO advises school officials on law-related matters, helps assess school safety needs, and serves as a vital link to other emergency personnel. SRO duties include but are not limited to the following:
-Provides safety and protection of students and staff when necessary. Assist school administration in developing and implementing campus safety plans -Acts as an advisor and conflict mediator to faculty and students. Faculty and students are encouraged to seek advice from the SRO so that issues can be addressed in a positive, trusting atmosphere before it develops into more serious. -Collaborates with teachers, school administrators, and parents to increase student awareness about personal safety, crime prevention, drug/alcohol prevention, internet safety, conflict resolution, violence prevention, peer mediation, and other related topics through formal and informal instructional strategies.
-Creates a safe learning environment and deter misconduct by remaining highly visible on the school campus. -Being a mentor and resource for students for various reasons which go beyond the scope of law enforcement.

141
Patrol Division
Patrol Operations
Field Training Program
Operations
The purpose of the Field Training Program is to prepare new officers with the training necessary to function as a solo beat officer. The training cycle consists of seventeen weeks (680 hours) of intensive on-the-job training and daily performance evaluations. Our training is conducted and staffed by four field training officers (FTOs) and one FTO Sergeant.

Field training officers have the dual responsibility of providing police service in their assigned beats, as well as conducting training and evaluations for new officers. Field training sergeants are responsible for the supervision of all personnel assigned to their teams and for coordinating and supervising the on-the-job training of recruit officers.

Officers are required to meet specific performance standards in thirty-one performance categories before being certified for solo patrol duty. After completion of the FTO program, each officer is assigned to a patrol team. Officers who have performed at an acceptable level and pass their eighteen-month probationary period are recommended for retention as permanent employees.

In 2023, one newly hired officer successfully completed the South Lake Tahoe Police Department field training program and is currently assigned to the patrol division. In 2024, the FTO program will train 5 new officers who join the SLTPD after the completion of the basic academy.

California POST-Certified
Field Training Program
From Left to Right: FTO Nava, FTO Sgt Liles, FTO Trapani, FTO Fritz, FTO Simpson, not pictured: FTO Rider
142
Patrol Division
Patrol Operations
South Tahoe Alternative Collaborative Services (STACS)
Operations
In 2023, Officer Hazelet was assigned as the new STACS Officer. Officer Hazelet is assigned to STACS full time. STACS Officer Hazelet works with community partners to provide a safe gateway for those experiencing homelessness and mental health crisis to resources. STACS collaborates with Tahoe Coalition for the Homeless, El Dorado County Mental Health, Barton Hospital, South Lake Tahoe Fire Rescue, El Dorado County Sheriff’s Office, El Dorado County District Attorney’s Office and many others. The goal of STACS is to find long term solutions for those experiencing homelessness and/or mental health issues in South Lake Tahoe. An example of resources include, the El Dorado County Navigation Shelter, Drug/ alcohol rehabilitation, family reunification and the Tahoe Coalition for the Homeless.

STACS Officer Hazelet has also created a joint response, and follow up check ins for people experiencing mental health crisis in conjunction with El Dorado County Behavioral Health.

Environmental considerations are a large part of STACS in regards to illegal camping. In order to protect the natural beauty of Tahoe, and it’s ecosystems, those who camp in non-permitted or in illegal camps, are offered resources through STACS. STACS aims to protect our community, environment and create a safe resource for those experiencing homelessness or mental health crisis. Most significantly in 2023, the STACS program, along with our community and public safety partners conducted a massive clean up in the meadow behind Motel 6. Over 200 cubic yards of trash and 101 propane tanks were removed from the area.

In 2023, STACS contacted and worked with 41 people experiencing homelessness, 15 of which were housed by the end of the year. 34 of those contacted refused all services offered by STACS and community partners.

In 2023, STACS investigated 548 incidents involving homelessness or mental health. 171 of those incidents met the threshold for a police report, including 69 arrests and 15 citations. Overall, SLT PD patrol handled 726 incidents regarding homelessness and 408 regarding mental health in 2023. 143
Patrol Division
Patrol Operations
E-Bikes
Operations
In 2023, the Police Department was able to
purchase 4 E-Bikes. Multiple SLT PD Officers underwent an E-Bike Patrol training which was facilitated by the Police E-Bike
manufacturer. The use of the E-Bikes have
already proven extremely useful.

Officers deployed on E-Bikes during every
Live at Lakeview event we had in 2023.

Our STACS Officer frequently utilizes the E
-Bikes to more efficiently patrol our meadows and make contact with those who are unhoused in our community. Officers have
ridden the E-Bikes during multiple parades and at other public events. Ultimately, the E-Bikes are a great tool for officers to have a better presence in our communities trails and parks. Some of our E-Bike officers even rode our E-Bikes to work from Gardnerville, up Kingsbury, on the City’s “Bike to Work Day.” 144
Patrol Division
Patrol Operations
Active Shooter Readiness
Operations
Active shooter response is unarguably a major responsibility of any law enforcement organization. The SLTPD’s Active Shooter (AS) program is staffed and supervised by tactical (SWAT) personnel. Currently, the program is staffed by one SWAT Sergeant and one SWAT Senior Team Member.

The programs focus is threefold. It is believed that an effective response will be based upon training, leadership and community partnerships.

It should be noted the term “effective response” was deliberately chosen by tactical staff. The consensus between industry experts, and endorsed by SLTPD, is that an effective response is rooted in speed, capability and preparedness.

In 2023 the department purchased breaching kits for each patrol vehicle, and ballistic helmets and new gas masks for each Officer, Sergeant, and Detective. The goal is to have each officer adopt a mindset which enables them to recognize the priorities of life and promote action. This equipment allows officers to interface with an extended tactical response. Officers don’t have to leave the scene during introduction of chemical agents or fire set offensively by suspects and are empowered through tools and training to take decisive action when faced with an active shooter event.

Of note, the SLTPD School Resource Officer was equipped with additional gear. Specialized equipment is distributed between schools to maximize the effectiveness of the SRO not only during an active shooter incident, but also in the event of a natural disaster or other non-criminal crisis.

Building on an executive-level tabletop exercise conducted in 2022, the training focused on line-level leadership in 2023. This proved to be essential following the Uvalde incident, during which time SLTPD staff answered questions from local City and Community leaders about local preparedness. Using debriefs and leadership discussions, officers participated in decision making exercises (DMEs) to identify components of crisis and tactical leadership. 145
Patrol Division
Patrol Operations
Active Shooter Readiness
Operations
When presenting trainings to the public, SLTPD emphasizes the RUN-HIDE-FIGHT response model. In addition, we believe that basic medical skills and unique case studies are important educational tools. By combining these three topics a training model has been developed. Each training is followed by a conversation with the business or school to see how we can improve our presentations.

The Police Department’s most active community partnership is the School Threat Assessment Team. This team, provides a comprehensive model to assess possible threats of school shootings (among other threats).

The groups, each have designated roles and focus on finding collaborative solutions to threatening behavior while simultaneously conducting investigations.

The teams are comprised of school district representatives, Placerville PD, EDSO and SLTPD leadership, detectives, local school district leaders, El Dorado County DA’s Office and SROs. In addition to evaluating threats and conducting investigations, the groups also discuss training and act as consultants for other jurisdictions which do not have formalized threat assessment groups.

An active shooter crisis is the epitome of a “low frequency, high risk” event. SLTPD recognizes that no matter the outcome, any crisis of this nature carries with it significant mental and physical health concerns for victims, bystanders and officers. Through a constantly evolving training program, SLTPD believes it holds great responsibility in preparing officers and the community for this type of event.

Ammunition and magazines seized during
an active shooter threat investigation
146
Traffic Unit
Operations
The SLTPD Traffic Division currently is staffed by one patrol officer (Officer Neumann) with ancillary duties of traffic enforcement, overseen by one patrol sergeant. The traffic unit fields various traffic and parking complaints and assists regular patrol in addressing these concerns. Officer Neumann is assigned to a traffic motorcycle during months of good weather, allowing her to better traverse the roads to find and address traffic concerns.

The unit has the responsibility to respond to and investigate major/ fatal injury collisions. Members of the unit are trained in traffic collision investigation and the use of total station diagramming.

During 2023 Officer Neumann compiled the following statistics:

Traffic Stops - 215
DUI Arrests - 45
Citations - 92
Traffic Collision Investigations - 25
Officer Neumann is also relied upon for special events like National Night Out and the 4th of July Parade. In 2023 the United States Secret Service requested assistance from SLTPD with escorting President Biden through the City over the course of multiple days. Officer Neumann led the Presidential motorcade on her motorcycle.

The Traffic Unit wrote and was awarded an additional CA OTS grant for $41,000 to continue targeted traffic enforcement to address traffic issues involving pedestrians, bicycles, motorcycles, and DUI drivers.

On July 18, 2023 Officer Neumann and Officer Terrini were recognized by MADD (Mothers Against Drunk Driving) for their contributions to getting impaired drivers off the street.
147
Traffic Unit
Operations
In 2023, there were 347 reported traffic collisions. 261 had property damaged only. 109 people were injured and there was 1 fatality.
148
Traffic Unit
Operations
149
Traffic Unit
Operations
150
Patrol Division
K9 Unit
Officer Wilson and Officer Miller and their K-9 partners, Rocky and Cayden, serve our community of South Lake Tahoe and the surrounding region with
Honor, Integrity, and Courage. Our K-9 team trains
twice a month with other law enforcement agencies
with a trainer with over 20 years of police K-9 experience. The training consists of obedience, building searches, narcotic searches, open field searches, apprehension, call off scenarios, agility, and tracking.

In 2023 the South Lake Tahoe Police Department’s K9 Team had 28 deployments, numerous building searches, open area searches, narcotic searches, tracks and conducted several demonstrations at schools, businesses, and public functions throughout the area.

The police K-9 program has a unique impact on the community. These animals assist the police department with drug enforcement, search and rescue and locating fleeing subjects. They are ambassadors of the department, and appear at numerous special events for protective and public relations purposes. Police K9s are always a favorite amongst the police department, everybody loves dogs, especially in South Lake Tahoe. .

Sometimes K-9s serve the purpose of providing security at large-scale events such as festivals, parades, and other gatherings, however, the K-9 program is a magnet for kids and all dog lovers alike.

Maintaining a K-9 program is a heavy burden, many agencies do not have one. We are grateful for the ongoing support for our program, both from City Council and our community philanthropists. The areas where a marked K-9 vehicle is on patrol, crimes such as home invasions, burglaries, and car break-ins frequently drop.

K9 Unit
Operations
151
Patrol Division
Crisis Response Unit (SWAT / CNT)
Crisis Response Unit (SWAT/CNT)
Operations
Along with many emergency crises, the SLTPD’s Crisis Response Unit is tasked with handling events which exceed the ability of normal patrol officers. These can include a variety of high-risk events, and public safety is the unwavering priority of the CRU. The Crisis Response Unit is divided into two synergistic branches: The Special Weapons & Tactics Team (SWAT) and the Crisis Negotiations Team (CNT). The CNT
focuses on communication with the subject(s) while the
SWAT team handles tactics and strategy. The two branches focus simultaneously on nonviolent surrender but must be prepared for criminals who decide not to give up and are willing to endanger hostages, bystanders, officers, or the public.

SWAT and CNT work together in conjunction with the Patrol Division, the Detective Division and other allied agencies.

The capability of the CRU to apply negotiations-based approaches with tactical resolutions is time-tested.

SWAT is a hard-earned specialty within any law enforcement agency, and the SLTPD is no exception.

Admission to SWAT is purely on a volunteer basis with no pay incentive. The testing process is rigorous, combining endurance and strength PT testing with handgun and rifle qualification courses. An in-depth oral panel covers a variety of questions. The candidates each undergo a review process as the final step before being selected onto the team.

The CRU trains for a variety of missions.

Meeting these expectations takes time, coordination, and training. The team has various specialties, each of which takes time and experience to master:

High-Risk Arrest Warrants
Urban & Rural Drug Interdiction
Active Shooter Response
Dignitary Protection
Civil Unrest Mitigation
Armed Barricaded subjects
Dangerous Felon Apprehension
Countersniper Operations
Hostage Rescue
High Risk Search Warrant service
Mutual Aid requests
Natural Disaster Response
Tactical Medical Operations
Injured Citizen & Officer Rescue
High-Risk Surveillance/Plainclothes Operations
Team Commander
Team Leader
Assistant Team Leader
Crisis Negotiator
Munitions Expert
Breacher
Sniper/Observer
Entry Operator
SWAT K-9
Armored Vehicle Specialist
Rangemaster
Ballistic Shield Operator
Tactical Paramedic
Technology Expert (drones, robots, etc)
Tactical Dispatcher
152
Patrol Division
Crisis Response Unit (SWAT / CNT)
Crisis Response Unit (SWAT/CNT)
Operations
The Crisis Response Unit is utilized for many highrisk situations. Historically, the most common types of callouts have been for dangerous subjects refusing to surrender, warrants to apprehend violent individuals, or situations in which armed encounters are likely. This year was no different. Almost half of
the missions tasked to SWAT were barricaded subjects. This is an interesting statistic; our team has always been uniquely utilized for barricades more
than warrants (the opposite is true for most tactical
teams).

The CRU handled 22 missions in its busiest year and
1 mission in its slowest. This year the CRU was
asked to handle 13 missions. Three were refused
due to a lack of criteria. Not all requests for the
CRU are granted; there is an evaluation process
which ensures the team is being utilized only for high-risk situations.

Below are images from trainings during 2023. Training days are spent sharing tactics and perfecting capabilities and methods employed by tactical operators. This supports the CRU’s belief that its specialized capabilities support the team’s mission philosophy: non-violent resolution through suspect surrender.

Firearms training
Maritime training with DCSO & EDSO
SWAT
153
Patrol Division
Crisis Response Unit (SWAT / CNT)
Crisis Response Unit (SWAT/CNT)
Operations
In 172 recorded high-risk missions, SWAT operations have resulted in no deaths of the suspect, officers, or bystanders. Deadly force has been used zero times. Less-lethal force options have been used five times since 2014. This means force is used less than 3% of the time by the CRU.

As predicted by SLTPD SWAT leadership, and reinforced by current national events, the future of tactical readiness will center around rapid response. As high-profile events such as those in Uvalde, Las Vegas, Nashville and other cities nationwide have demonstrated, the nation has high expectations that tactical teams will be ready to handle any type of crisis imaginable. Every year, the SLTPD SWAT Team conducts an indepth assessment of our capabilities and limitations. The team will continue its focus on integrating technology into operational planning. The use of devices such as robots, FLIR, drones and thermal imagers helps to keep officers and victims safe.

SWAT completed 7 public outreach events in 2023. Our team has met with schools to prepare for active shooter responses, has done community fundraisers and awareness presentations, threat assessments for local businesses and critical infrastructure, and advanced trainings on combat medicine.

Using technological tools to communicate with a hostage takerTraining with EDSO SWAT’s armored Rook
Rendering aid to a civilian during a rescue exercise
Discussing leadership and decision-making Using map and compass during rural navigation exercises
Training for urban environments using
positional shooting drills
154
Patrol Division
Gang Unit
Gang Unit
Operations
The SLTPD’s Gang Unit is tasked with monitoring, investigating and enforcing laws pertaining to organized criminal groups. The Gang Unit focuses its efforts in three areas: intelligence gathering/dissemination, crime prevention and enforcement. This mirrors the California Street Terrorism Enforcement & Prevention statutes (STEP) outlined in Penal Code 186.22. To encourage information sharing, the Gang Unit routinely makes contacts with community groups and leaders. To prevent criminal activity, the Gang Unit identifies gang members and emerging criminal organizations, focusing on in-person contacts with offenders whenever possible. To enforce the STEP laws, Gang Unit investigators are trained to be expert witnesses and provide special testimony in gang-related cases.

The SLTPD Gang Unit has developed a strategy to address this rise through education of patrol officers, directed enforcement, close relationships with school officials and incorporating the SRO in a proactive approach to gang activity. Finally, utilization of local media has been used to spread the word about gang activity and improve reporting.

Community members with gang-related information are encouraged to reach out to the SLTPD, as our mission simply cannot be completed without the help of the community. Both the Gang Unit and the community share the same safety-oriented vision.

Gang Indicia Reported by School Officials Gang graffiti located in the midtown beat 155
Support Division
Joint Dispatch Center
South Lake Tahoe Dispatch continues to be the heart of public safety throughout the City of South Lake Tahoe as well as the Lake Valley area in the County. Throughout our summer months we also dispatch for Fallen Leaf Fire and provide automatic aid to the areas near Emerald Bay. Our Joint Dispatch Center routes all calls for Police, Fire and EMS in these areas.

Dispatch was faced with historically low staffing during 2023. Our dispatchers worked many extra days and overtime hours to ensure someone is always there to answer the public’s emergencies. Without our dispatchers, public safety service in South Lake Tahoe would drastically diminish. Some patrol officers, detectives, and even the Chief have volunteered to be trained and have worked in dispatch to at least help answer phones so we don’t leave a dispatcher by themselves for too long. Dispatchers are responsible for answering the phone, answering 911, answering the police radio, answering the fire radio, answering the JPA EMS radio, and dispatching all appropriate units to sometimes multiple scenes at once. It is the epitome of multi-tasking and their skills to manage all this by themselves is truly impressive.

We are on a mission to have dispatch fully staffed in 2024. Thank You South Lake Tahoe Public Safety Dispatchers! Joint Dispatch Center
Support
156
Support Division
Joint Dispatch Center
STATISTICS:

In 2023, Dispatchers received a total of 46,905 calls from the public (Compared to 45,012 in 2022). Of that total, 11,530 (25%) were 911 emergency calls and 35,375 (75%) were classified as non-emergency calls. Our new CAD system also is capable of receiving “911 Texts” Dispatchers are also to respond via text to people communicating with 911 over text message. In 2023, dispatch received 195 emergency requests via text message.

Joint Dispatch Center
Support
157
Support Division
Detectives / Evidence
The SLTPD’s Detective Division is tasked with the investigation of a wide array of criminal offenses. The Division has six detectives, each with a specific set of crimes to investigate.

There are no detectives who handle a single type of crime; each detective participates in a list of tasks specific to that detective’s assigned desk. Each detective receives training relevant to his/her desk. For example, the Property Crimes detective investigates burglaries, theft, shoplifting, identity theft, fraud, online scams, Vacation Home fraud, marijuana crimes, graffiti, arson to property, vandalism, auto theft, and other related crimes. He also participates in a
number of community boards and
serves as a resource for training and
licensing of marijuana collectives.

This workload is typical of each detective.

Significant crimes (such as officerinvolved shootings, homicides, etc) require the work of the entire Detective Division; therefore, every detective receives specialized training in handling those types of events.

Aside from investigating cases, detectives also serve as subject matter experts and mentors for patrol officers. It is a daily occurrence for patrol officers to come into the Detective Division for advice on an investigation. Currently, the Detective Division’s staff also hold collateral duties on SWAT, Crisis Negotiations Team, radio team, Sniper Unit, and many other part-time assignments.

The Detective Division’s mission statement is to provide a “victim centric approach to the pursuit of truth for restorative justice while respecting the rights of the accused.” This mission can be seen as a process of milestones in each case. The detectives apply this process to each case, and the detective supervisor examines each case to ensure the goals of the Detective Division are applied appropriately.

On average, 67 cases are accepted by the Detective Division each month. Not all cases referred to the Detective Division are assigned to a detective; a supervisor screens and triages every report to determine the most efficient and appropriate investigative steps while still maintaining the Division’s mission.

It is important to recognize that cases do not arrive in the Detective Division solely from patrol officers. The Task Force Officer has federal cases assigned by the FBI, the Child Crimes detectives have cases referred by CPS or the school district staff, ICAC sends reports of child pornography/exploitation, and the Domestic Violence detective receives cases from local partnerships (such as Live Violence Free).

Each month detectives handle an average of 7 scene responses during business hours and average 1.3 afterhours scene responses.

Detective Unit
Support
158
Support Division
Detectives / Evidence
The SLTPD employs one detective assigned to an FBI task force. This detective is duly sworn to facilitate his involvement in multi-jurisdictional cases. This Task Force Officer (TFO) detective receives specialized training in investigating federal crimes and works primarily with the South Lake Tahoe Resident Agency of the FBI.

As an example of the way in which the Detective Division staff work together, below are a very small sampling of notable cases from 2023. These cases represent the variation in skill sets each detective possesses, as well as the partnership and teamwork between the detectives and Evidence Technicians who work in partnership to assemble prosecutable cases and provide closure for victims.

SLTPD has developed a new email-based way for the community to report crime information. The email address [email protected] was developed in partnership with Northern Nevada Secret Witness. It has been publicized in local media and is in use for receiving information from the public on a variety of investigations.

Detective Unit
Support
159
Support Division
Detectives / Evidence
Evidence / CSI
Support
The Detective Division also employs two Senior Evidence Technicians. Unlike many agencies, the SLTPD Evidence
Technicians deploy into the field to handle crime scene processing, evidence collection, forensic photography and other duties. When in the office, the Evidence Technicians perform analysis and advanced testing on a wide variety of evidence items. Some of these advanced capabilities include a variety of fingerprint processing techniques, digital photo enhancement, detailed photography, human and animal remains collection, alternate light source (ALS) imaging, gunshot reside testing, wound photography, arson evidence processing, DNA collection, and more. Both Evidence Technicians receive ongoing training (both POST and non-POST certified) to hone their skills. They respond around the clock to work alongside the Case Agent and other detectives.
160
Support Division
Community Services
The Community Service Officers act as a
support division to the South Lake Tahoe
Police Department and other Departments
throughout the City. Their duties include
managing the scene of both traffic collisions and any other road or lane closures, parking enforcement, graffiti, nuisance,
and vehicle abatement. Our Community
Service Officers respond to all public nuisance and Short-Term Rental complaints (permitted or unpermitted); the CSO’s
have the authority to enforce and issue
Administrative Citations for anything in
violation of the South Lake Tahoe City
Code.

The CSO Division assists in coordinating
external resources to help abate nuisances
throughout the city and in 2023, they took the lead on helping to abate a residence that was creating a public health hazard to citizens and nearby properties. The CSO’s performance had a significant impact on this Department’s ability to provide a service to the South Lake Tahoe Community.

South Lake Tahoe has experienced many challenging winter seasons with the roads to Heavenly Ski Resort being within the city limits which includes vehicle collisions and parking violations that create a traffic concern. In 2023, the Police Department, along with the CSO division and other Departments throughout the City, assisted in creating a new parking plan for the Heavenly area and its neighboring properties. The parking plan went into effect in November of 2023 and has implemented chain control and eliminated overflow parking for Heavenly patrons on certain streets that were once allowed. Additionally, many streets now only allow residential street parking between the months of November through May, which eliminates vehicles not fit for the winter weather to park in certain areas.

Our Community Service Administrative Assistants provide fingerprint services, manage the City’s Parking Garage, offer alarm, business, mobile vending, massage, taxi, and short-term rental permits. The administrative team researches unpermitted short-term rentals and by the end of 2023, worked with the City’s legal team to implement a city ordinance to go after platforms such as AIRBNB, VRBO, Booking.com, etc. that were allowing those without valid permits to advertise for short term rentals.

In 2023, the CSO division added Parking Ambassadors to assist with educational parking enforcement throughout the city. The Parking Ambassadors have allowed for the rest of the Community Service Division to focus on Police assistance and City Code violations.

Community Services
Support
161
Support Division
Community Services
Community Services
Support
162
Support Division
Community Services

CITATIONS

VEHICLE ENFORCEMENT
ADDITIONAL COMMUNITY SERVICE OFFICER ACTIONS:

Parking
Code
EnforcementVHR Totals
2022 3657 66 91 3814
Warning 137 0 0 137
Appeals 831 1 18 850
Upheld 618 1 14 633
Collected $419,471 $5,990 $70,439 $495,900
2023 8952 44 92 9088
Warnings 135 0 0 135
Appeals 1821 7 22 1850
Upheld 1260 4 53 1317
Collected $943,299 $13,460 $93,800 $1,050,599
LIVESCAN / Fingerprinting 503
Mobile Vending Permits 0
Taxi Permits 35
VHR Permits 206
Alarm permits handled 370
False Alarm Dispatches Recorded 852
Parking Garage Permits: 363
Parking Garage Notices 2610
Graffiti / sticker eradication 654
Community Services
Support
163
Support Division
Community Services
PARKING GARAGE:

The City parking garage renovation project began in 2023. Upgrades to its structural integrity have been completed. PD staff continues to work with Public Works, alongside Walker Consultants to continue the much needed parking garage renovation. Once completed, the parking garage will present a much more user friendly, and safe environment for those locals and visitors who utilize our parking garage.

Community Services
Support
164
Support Division
Records
The Records Division is an integral part of the South Lake Tahoe Police Department. The goal of the records division is to consistently provide effective, courteous, and professional support services to the public as well as to the Police Department. Most often, when a member of the public comes into the Police Department lobby, they are met by a member of the Records staff. 2023 brought with it many changes to the Records Department. In March of 2023, Chief Stevenson promoted one of the Records Technicians to the position of Records Supervisor. Also, in October of 2023, the vacant Records Technician position was filled, thus the department became fully staffed. 2023 was the department’s first full year using our new Records Management System and within that new system, we have successfully submitted highly accurate reports to various agencies including California DOJ and the FBI. These agencies receive data including, but not limited to CIBRS (California Incident Based Reporting System) and RIPA (Racial and Identity Profiling Act), as well as tracking Use of Force and Hate Crimes for the FBI.

Records often works as the liaison between agencies. Some of the agencies the Records Department works closely with are: El Dorado County Superior Court, El Dorado County District Attorney, El Dorado County Probation, El Dorado County Sheriff, California Highway Patrol, Douglas County Sheriff and many more.

A few of the services the Records staff provides the public are: report requests, Public Records Act (PRA) requests, towed vehicle releases, non-emergency calls for service, U-Visa’s, clearance letters for immigration and many more.

Records
Support
165
Annual Awards Ceremony in
2019
Thank you for supporting us!
166
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:6
Agenda Item: Annual Report and Ordinance Renewal for Military Equipment Use (AB 481) Executive Summary: This is the AB 481 "Military Equipment" annual report for calendar year 2023, and the annual ordinance renewal as required by law.

Requested Action / Suggested Motions: Pass a Resolution accepting receipt of the “AB 481 2022 Annual Report” and approving renewal of Ordinance 2022-1163, “Adoption of ‘Military Equipment’ Use Policy” Including Updated Equipment List.

Responsible Staff Member: David Stevenson, Chief of Police Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01 - Staff Report - AB 481 Annual Report.docx
02-Resolution - AB 481 Renewal.docx
03 - 2023 AB 481 Annual Report 031224.docx
04-EQUIPMENT LIST 2023.docx
05-ORD 2022-1163 Military Equipment Use.pdf
167
Report to City Council March 12, 2024 1
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: AB 481 Annual Report and Ordinance Renewal
Location: Citywide
Responsible Staff Members: David Stevenson, Police Chief Background: The Military Equipment Use Act, AB 481, requires the Police Department to produce an annual report to City Council for the previous calendar year. The act also requires the City Council to annually review the ordinance, and based on the annual report, vote on whether to renew it.

Issue and Discussion: The attached AB 481 annual report is for calendar year 2023 and is being presented to the City Council at a regular meeting as required by Government Code 7072(a). The report is required to contain specific elements including:
 GC 7072(a)(1): A summary of how the military equipment was used and the purpose of its use.
 GC 7072(a)(2): A summary of any complaints or concerns received concerning the military equipment.
 GC 7072(a)(3): The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.  GC 7072(a)(4): The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.  GC 7072(a)(5): The quantity possessed for each type of military equipment.  GC 7072(a)(6): If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

AB 481 requires City Council to annually review and vote to renew the ordinance at a regular meeting. The vote to renew the ordinance is based on City Council’s finding the equipment in the annual report complied with the standards in GC 7071(d) which states the equipment:
 Is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.
 Use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties  Is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.
 Prior use (before the AB 481 ordinance was passed) complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the 168
Report to City Council March 12, 2024 1
accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.
 And the policy has been made available on the Police Departments website.

Included in the renewal of the ordinance resolution is the approval of an updated “equipment list” for the policy to reflect current inventory of qualifying equipment.

Financial Implications: All costs associated with the equipment as listed in the annual report are within previously allocated FY 2023/2024 budget.

Policy Implications: The AB 481 annual report and ordinance renewal is consistent with the AB 481 ordinance and policy which was approved by City Council on May 3, 2022. 169
Resolution 2024- XXX
Adopted by the City of South Lake Tahoe
City Council
March 12, 2024
Approving Receipt of the “AB 481 2023 Annual Report” and Renewal of Ordinance 2022-1163, “Adoption of ‘Military Equipment’ Use Policy” Including Updated Equipment List

BACKGROUND
A. The City Council adopted Ordinance 2022-1163 on May 3, 2022 titled “Adoption of ‘Military Equipment’ Use Policy” as required by California AB 481 which included a “Policy” and an “Equipment List”.

B. AB 481 requires an annual report be submitted to City Council documenting specified items for the equipment during the previous calendar year, and the 2023 annual report has been submitted today for City Council review.

C. AB 481 requires City Council annually review and vote whether to renew the ordinance at a regularly scheduled meeting based on findings the equipment in the annual report has complied with the requirements of GC 7071(d).

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

1. Finds the above recitals are true, correct, and a substantive part of this resolution.

2. Has received and filed the attached “03 - AB 481 2023 Annual Report” and finds based on the report the equipment has complied with GC 7071(d).

3. Approves the renewal of City Ordinance 2022-1163 including updated attachment “04 Equipment List” to current Department Policy attached hereto and incorporated by reference Adopted by the City of South Lake Tahoe City Council on March 12, 2024 by the following vote:

Yes:

No:

Absent:

Abstain:
____________________________ Date: ________________
Cody Bass, 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.
170
SLTPD AB 481 Annual Report 2023 Page 1 of 6
AB 481 Annual Report 2023
South Lake Tahoe Police Department
This is the South Lake Tahoe Police Department’s AB 481 annual report as required by Government Code 7072(a). The report is required to contain specific elements including:
 GC 7072(a)(1): A summary of how the military equipment was used and the purpose of its use.
 GC 7072(a)(2): A summary of any complaints or concerns received concerning the military equipment.
 GC 7072(a)(3): The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.  GC 7072(a)(4): The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
 GC 7072(a)(5): The quantity possessed for each type of military equipment.  GC 7072(a)(6): If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

The following report is for items listed in the South Lake Tahoe Police Department’s AB 481 policy.

Unmanned, remotely piloted, powered aerial vehicles:

A. GC 7072(a)(1) These items were utilized three times during the past calendar year (once to aid patrol officers searching a
wooded area, once for a tactical operation, and once to assist in officers searching for a missing person).

The SLTPD may occasionally request UAVs with
additional capabilities from allied agencies for use in the South Lake Tahoe city limits.

B. GC 7072(a)(2) The SLTPD did not receive any complaints or concerns regarding the use of these items.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding their use.

D. GC 7072(a)(4) Maintenance: There have been no ongoing maintenance costs with use of UAVs.

Training: The SLTPD has spent $358 on licensing and
testing for two officers to become UAV operators.

Purchase: The purchase price of the DJI Avata is $589.
171
SLTPD AB 481 Annual Report 2023 Page 2 of 6
E. GC 7072(a)(5) The SLTPD has one UAV (a DJI Avata).

F. GC 7072(a)(6) The SLTPD plans to purchase one DJI Matrice UAV in the next calendar year. The cost to purchase this drone is about $7,100.

Unmanned, remotely piloted, powered ground vehicles:

A. GC 7072(a)(1) The PakBot 510 was used approximately 7 times during trainings. It was used twice during tactical operations (the PakBot was placed in a doorway to obtain a view
inside a residence before the SWAT team entered). The
PakBot robot was used during two community relations
events in 2023.

B. GC 7072(a)(2) The SLTPD did not receive any complaints or concerns regarding the use of these items.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding their use.

D. GC 7072(a)(4) No maintenance or upgrades were performed. There were no additional robots purchased. No costs were
incurred regarding these items.

E. GC 7072(a)(5)
F. GC 7072(a)(6)
The SLTPD possesses 1 unmanned robot, a PakBot
510.

The SLTPD does not anticipate the purchase of any new
robots in the next calendar year.

Armored Vehicles or Mine Resistant, Armor Protected vehicles - NaviStar International MaxxPro:

A. GC 7072(a)(1) The MRAP was utilized three times during tactical operations. Each time, it was used to provide protection while apprehending individuals believed to be armed. It was utilized for two community events.

The SLTPD occasionally may need to request mutual
aid assistance from outside agencies utilizing armored
vehicles during large or complex crises.

B. GC 7072(a)(2) The Chief of Police received a verbal concern from one PAC member who did not want the MRAP used in the
172
SLTPD AB 481 Annual Report 2023 Page 3 of 6
City’s 4th of July Parade. The MRAP was not used in the parade.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding its use.

D. GC 7072(a)(4) Maintenance Costs: About $500 was used to replace a broken sensor during maintenance.

Fuel Costs: $150
E. GC 7072(a)(5) The SLTPD possesses 1 armored vehicle.

High Mobility, Multi-Wheeled Vehicles (Hummers):

A. GC 7072(a)(1) These items were not utilized during the past calendar year, nor did the SLTPD request the items from allied
agencies for use in the South Lake Tahoe city limits.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of these items.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding their use.

D. GC 7072(a)(4) No costs were incurred regarding these items.

E. GC 7072(a)(5) The SLTPD possesses two Hummer vehicles, both of which are scheduled for disposal/transfer.

Command and Control Vehicles – 2006 Ford TC550 Box Truck Mobile Command Vehicle (MCV)
A. GC 7072(a)(1) The Mobile Command Vehicle was used 3 times in 2023, twice for tactical operations and once for training.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of this vehicle.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding its use.

D. GC 7072(a)(4) Maintenance Cost: None
Fuel Cost: $150
E. GC 7072(a)(5) The SLTPD possesses 1 mobile command vehicle. 173
SLTPD AB 481 Annual Report 2023 Page 4 of 6
Battering rams, slugs and breaching apparatuses that are explosive in nature A. GC 7072(a)(1) These items were not utilized during the past calendar year, nor did the SLTPD request the items from allied agencies for use in the South Lake Tahoe city limits.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of these items.

C. GC 7072(a)(3) There were no internal audits, policy violations or disciplinary actions taken regarding their use.

D. GC 7072(a)(4) No costs were incurred regarding these items.

E. GC 7072(a)(5) The SLTPD does not possess any of these items.

F. GC 7072(a)(6) The SLTPD does not intend to purchase any of these items.

Distractionary Devices (“Flashbang” grenades)
A. GC 7072(a)(1) These items were utilized seven times (three during tactical operations, three times during trainings and once during a community outreach event). No devices were
disposed of for malfunctions or failure to pass safety
inspections.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of these items.

C. GC 7072(a)(3) The above use was within policy and examined during a debrief following the incident. There were no policy
violations or disciplinary actions taken regarding their use.

D. GC 7072(a)(4) During 2023, 6 devices were used at a cost of $150.

E. GC 7072(a)(5)
F. GC 7072(a)(6)
The SLTPD currently possesses 26 distractionary
devices. and attempts to maintain a minimum inventory
of 25 devices.

The SLTPD intends to purchase distractionary devices
during 2024 to maintain 25 devices in our inventory.
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SLTPD AB 481 Annual Report 2023 Page 5 of 6
Chemical Agents and Smoke canisters
A. GC 7072(a)(1) Chemical agents were used during one tactical operation to resolve a standoff with a barricaded
felony suspect. Chemical agents were used twice
during trainings. No colored smoke canisters were
used.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of these items.

C. GC 7072(a)(3) There were no policy violations or disciplinary actions taken regarding the use of these items.

During this training, use of force and agency policy
were reviewed.

D. GC 7072(a)(4) During 2023, trainings were conducted by SWAT for citizen rescue, chemical agent administration,
emergency medical care and barricade operations.

These trainings were conducted by Chemical Agent
Instructors. During these trainings, 8 canisters of CS
were used at a cost of $408.

E. GC 7072(a)(5)
F. GC 7072(a)(6)
20 DefTec Flameless Tri-Chamber CS
20 DefTec Flameless Expulsion CS
29 DefTec CO2 CS
11 DefTec Maximum HC Smoke (6 red, 5 yellow)
The Police Department intends to purchase these
items as needed to maintain inventory of 30 rounds
of each type.
40mm Launchers and Rounds
A. GC 7072(a)(1) These items were brought to crisis scenes three times during the last calendar year. However, the items were not used at crisis scenes. The launchers were used three
times during trainings and certifications.

B. GC 7072(a)(2) The SLTPD did not receive any complaints regarding the use of these items.

C. GC 7072(a)(3) There were no policy violations or disciplinary actions taken regarding the use of these items.

D. GC 7072(a)(4) During these trainings, use of force and agency policy were reviewed and 7 impact rounds were used ($140).
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E. GC 7072(a)(5)
F. GC 7072(a)(6)
2 DefTec LMT single-shot launchers
1 Milkor Less-lethal Multilauncher
27 Exact Impact rounds
32 Liquid Barricade rounds
28 40mm CS rounds
The Police Department intends to purchase rounds listed above as needed to maintain an inventory of 30 rounds of each type.

The purchase of one Milkor less-lethal Multilauncher is planned for 2024 to equip patrol officers with additional less-lethal force options. The cost of the new launcher is $5,160.
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List of Qualifying Equipment
SLTPD Policy 706
706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the South Lake Tahoe Police Department. 1 Unmanned, remotely piloted, powered aerial vehicles
A. Quantity 1
B. Cost $589
C. General Description Unmanned, remotely controlled, video-equipped flying platforms.

D. Manufacturer’s Description Compact and lightweight, DJI Avata is nimble in tight spaces. Every aspect of its design was made for you to be bold. The built-in propeller guard means that if Avata comes into contact with an object, it can bounce back, stay in the air, and can keep on flying.

E. Capabilities & Purpose Drones perform various critical tasks. The most applicable to law enforcement operations is the ability to collect video from an elevated position, which is necessary to locate missing persons, gather information during a natural disaster or critical incident, locate evidence, and provide leaders with real-time information when facing a crisis. Drones can be used to gather information during floods, fires, earthquakes, etc. and there is no substitute for their capabilities in the air.

F. Authorized Use Only persons trained on the use of drones should operate this equipment. Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander.

G. Expected Lifespan 5-10 years
H. Fiscal Impact Little to no maintenance cost.

I. Training SLTPD Drone Operators undergo in-house training and log all flight hours. They also undergo FAA online training as well as FAA Part 107 certification to become licensed UAV pilots.

J. Legal and Procedural Rules It is the policy of the SLTPD to use information-gathering devices such as drones only in a manner that respects the privacy of our community, adheres to state and federal law, and to aid in the successful resolution of a crisis.

K. Mutual Aid Qualifying equipment in this category used by other agencies that are providing mutual aid to this department, or otherwise engaged in law enforcement operations in this jurisdiction, shall comply with their respective AB 481 policy. By adopting this policy, these items are approved for use in the City of South Lake Tahoe during a mutual aid event.
2 Unmanned, remotely piloted, powered ground vehicles – PakBot 510 A. Quantity 1
B. Cost PakBot 510: $77,000 (acquired from military free of charge) C. General Description Unmanned, remotely controlled vehicles typically equipped with audio and/or video capability.
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D. Manufacturer’s Description The PakBot is a man-transportable robot that performs a variety of functions. The robot climbs most stairs, navigates narrow passages and relays real-time audio/video while the operator can remain at a safe distance. The PakBot arm lifts up to 40 lbs. It is deployable by a single person in less than two minutes.

E. Capabilities & Purpose This robot allows situational intelligence including audio/video without exposing personnel to imminent risk, whether it be from a natural disaster or suspect(s). The robot is almost exclusively used by the SWAT team during high-risk missions to ensure the safety of officers, civilians and suspects. This allows operators to learn the location/appearance/etc of a suspect without risking an armed confrontation. The PakBot does currently not have a two-way communications system to communicate with suspects with the intention of de-escalating situations and improving negotiations. The PakBot has an articulable arm used for opening doors, moving objects or delivering items during a crisis.

F. Authorized Use Only persons trained on the PakBot should operate this equipment.

Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander.

G. Expected Lifespan 5-10 years
H. Fiscal Impact Annual maintenance and battery replacement cost is about $200.

I. Training All SWAT operators receive in-service training on the device when appointed to the SWAT team.

J. Legal and Procedural Rules It is the policy of the SLTPD to use information-gathering devices such as robots only in a manner that respects the privacy of our community, adheres to state and federal law, and to aid in the successful resolution of a crisis.

C. General Description Vehicles designed to protect occupants from gunfire and/or explosions.

D. Manufacturer’s Description The MaxxPro MRAP is an armored vehicle that seats 6-8 personnel and allows for rescue of injured or endangered persons. It can stop various projectiles, which provides for greater safety to citizens and officers beyond the protection of personally worn body armor.

E. Capabilities & Purpose This is the only vehicle in the department’s possession which stops large caliber gunfire and provides protection from explosives. It is the only vehicle capable of transporting officers or citizens safely through danger areas. This vehicle provides the ability for Crisis Negotiators and SWAT team members to safely approach, observe,
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communicate and operate during high-risk assignments. Uses of this vehicle have included high-risk warrant service, armed suicidal subjects, and armed and barricaded felony dangerous suspects. It has also been used at many community engagement events.

There are no weapons attached to this vehicle. The top of the vehicle has a rotating, armored area that can be used as an elevated platform for negotiators and operators to more safely contact dangerous and armed suspects while attempting to de-escalate and resolve a crisis.

F. Authorized Use The use of armored vehicles shall only be authorized by an Incident Commander or SWAT team leader and based upon the specific circumstances of a given incident. Armored vehicles shall only be used by officers trained in their operation and in a manner consistent with department policy and training. This vehicle may be used at special and/or community engagement events with approval of the Chief of Police.

G. Expected Lifespan Approximately 15 years.

H. Fiscal Impact Annual maintenance cost of about $5,000. This vehicle is built on a common truck chassis and City Mechanics service it.

I. Training All SWAT operators receive formalized in-service training on this vehicle, its capabilities and limitations, and its appearance to the community when appointed to the SWAT team. Firefighters assigned to the SWAT team (with a Class B license) drive this vehicle unless it needs to be deployed during an emergency.

J. Legal and Procedural Rules It is the policy of the SLTPD to use armored vehicles only in a manner that protects the public’s welfare, safety, civil rights, and adheres to state and federal law, and to aid in the successful resolution of a crisis.

C. General Description A rugged, four-wheeled vehicle with all-terrain/off-road capabilities.

D. Manufacturer’s Description Varies by manufacturer and style. A Hummer is a four-wheeled vehicle that can be highly customized.

E. Capabilities & Purpose Both Hummers were acquired for the SLTPD SWAT Team. They are not in use, as they were mechanically defunct.

One was outfitted as a medical vehicle to be used by SWAT paramedics in the event an officer, civilian or suspect is injured. It housed medical equipment and spare supplies such as radios and 179
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rural equipment so it could be deployed during extended-range missions where the team had little to no backup or support.

The second Hummer was intended for the Crisis Negotiation Team, as negotiators have no dedicated vehicle in which to operate or carry equipment (such as throw phones, PA systems, recording
equipment, etc) to communicate with a suspect during a crisis. This would have allowed negotiators a safe place to perform de-escalation efforts in a tactical environment.

Although the vehicles acquired by the SLTPD are being returned to the military, Hummers are a common SWAT vehicle and other surrounding agencies may have uniquely configured vehicles for specialized purposes. For example, Hummers can be outfitted with a Mobile Adjustable Ramp System (MARS) to rescue persons from second or third stories during an emergency.

F. Authorized Use These vehicles are not in use.

G. Expected Lifespan About 10-15 years.

H. Fiscal Impact No maintenance cost. Awaiting authorization to delivery back to military.

I. Training Training would vary depending on the capability and model of the vehicle.

J. Legal and Procedural Rules It is the policy of the SLTPD to use SWAT vehicles only when licensed and while adhering to state and federal law.

B. Cost $159,684.

C. General Description A vehicle designed to house equipment and resources for the use of commanders to organize, oversee and address an incident.

D. Manufacturer’s Description Not available, as this vehicle was custom built. This vehicle is used as a mobile field office that provides shelter, access to Department computer systems, and food/water during extended events.

E. Capabilities & Purpose The MCV was purchased by the City through a grant in 2007. The MCV can be utilized for critical incidents, preplanned events, searching for missing persons, natural disasters and tactical operations.

This vehicle houses a bank of radios and a CAD console for dispatchers. This vehicle facilitates a remote command post for various events such as SnowGlobe, widespread power outages, and Wild Fires (Like the Caldor or Tamarack fires). It gives the SLTPD a redundant dispatch center during a crisis.
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F. Authorized Use Only persons trained on the use of the MCV should operate this vehicle. Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander. Typically, a dispatcher or supervisor drives the MCV to the command post during an event.

Situations in which the MCV would be authorized for use may include, but are not limited to, critical incidents, emergencies, natural disasters, tactical crises or community engagement events.

G. Expected Lifespan For the MCV, a 20 year lifespan on the chassis and vehicle structure.

Radios and IT systems occasionally need upgrades and software maintenance.

H. Fiscal Impact Annual maintenance and fuel costs are minimal.

I. Training All MCV drivers are licensed and become familiarized with the vehicle’s deployment capabilities before driving (including computers and radios).

J. Legal and Procedural Rules It is the policy of the SLTPD to use the Mobile Command Vehicle only in a manner that respects the privacy of our community, adheres to state and federal law, and to provide for the safety of our community.

C. General Description Devices designed to defeat locking mechanisms and fortifications.

D. Manufacturer’s Description Varies based upon item.

E. Capabilities & Purpose The SLTPD has no items in this category. No SLTPD vehicles have affixed rams or breaching apparatuses. During complex and highrisk SWAT missions, however, the SWAT team has requested mutual aid from the Tahoe-Douglas Bomb Squad for breaching purposes.

Explosive breaching is a failsafe, rapid method for gaining access to a fortified or barricaded position. The method is important for certain high-risk events such as rescuing hostages or preventing complete barricading by a dangerous subject.

F. Authorized Use Explosive breaching is only used at the direction of the SWAT Team Leader or Incident Commander, with input from the Bomb Squad Commander, and only in specific circumstances.

G. Expected Lifespan Varies based upon item; not maintained by the SLTPD.

H. Fiscal Impact None.

I. Training These items are only deployed and utilized by trained EOD personnel with the Douglas County Bomb Squad.
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J. Legal and Procedural Rules Breaching shall only be performed in a manner consistent with state and federal law.

C. General Description Devices which deflagrate to produce a flash of light and loud, concussive noise.

D. Manufacturer’s Description A non-bursting, non-fragmenting multi-use device that produces a thunderous bang with an intense bright light. Ideal for distracting and disorienting dangerous suspects during assaults, hostage rescue, room entry or other high-risk situations. At 5 feet away, these devices create a sound at 162 decibels (for reference, fireworks are 140 decibels).

E. Capabilities & Purpose A distraction device is an important tool for distracting suspects during assaults, hostage rescue, room entry and other high-risk situations. The SWAT team has also used these devices to deter aggressive animals and prevent use of force. These devices produce a short term (4-8 second) period of disorientation to the suspect, which facilitates the safe entry of SWAT personnel into a dangerous situation. These devices do not explode or create shrapnel, nor are they designed to wound or hurt a subject. They can create an opportunity for officers to use less-lethal options rather than lethal force.

F. Authorized Use Diversionary Devices shall only be used:
 By SWAT personnel who have been trained on their use
 In tactical situations
 In situations where there may be extreme risk to officers  In situations where their use would enhance officer safety or the safety of the public
 Addressing potentially dangerous animals
 During demonstrations or community outreach events
G. Expected Lifespan 5 years
H. Fiscal Impact No annual maintenance. The SWAT Team maintains a minimum inventory of 25 distractionary devices to maintain readiness for a response to a crisis.

I. Training Prior to use, officers must attend a diversionary device training conducted by POST-certified instructors.

J. Legal and Procedural Rules It is the policy of the SLTPD that only SWAT operators use distractionary devices, and they must be used in a manner consistent with state and federal law.

K. Mutual Aid Qualifying equipment in this category used by other agencies that are providing mutual aid to this department, or otherwise engaged in law 182
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enforcement operations in this jurisdiction, shall comply with their respective AB 481 policy. By adopting this policy, these items are approved for use in the City of South Lake Tahoe during a mutual aid event.
8 Chemical Agents and Smoke canisters
A. Quantity 20 DefTec Flameless Tri-Chamber CS
20 DefTec Flameless Expulsion CS
29 DefTec CO2-Powered Flameless CS
11 DefTec Maximum HC Smoke
Because inventory varies depending on operational and training use, a minimum inventory is maintained of 20 canisters of each type.

B. Cost DefTec Flameless Tri-Chamber CS - $45 per canister.

DefTec Flameless Expulsion CS - $48 per canister.

DefTec CO2-Powered Flameless CS - $48 per canister
DefTec Maximum HC Smoke - $38 per canister.

C. General Description Canisters designed to deliver a payload of chemical agent for a variety of less-lethal situations.

D. Manufacturer’s Description DefTec #1032 Flameless Tri-Chamber CS canister:

The design of the Tri-Chamber Canister allows the canister to burn within an internal can and disperse the chemical agent safely with reduced risk of fire. The canister is designed primarily for indoor tactical situations to detect and/or dislodge a barricaded subject.

This canister will deliver approximately 0.7 oz of agent during its 20- 30 second burn time. The Tri-Chamber Flameless Canister can be used in crowd control as well as tactical situations by Law Enforcement and Corrections but was designed with the barricade situation in mind. The purpose of the Tri-Chamber Flameless Canister is to minimize the risk to all parties through pain compliance, temporary discomfort, and/or incapacitation of potentially violent or dangerous subjects. The Tri-Chamber Flameless Canister offers the option of delivering a pyrotechnic chemical device indoors, while minimizing or negating the chance of fire to the structure.

DefTec #1082 Flameless Expulsion CS canister:

The CS Flameless Expulsion Canister is a compact, non-pyrotechnic, chemical agent device that provides safe expulsion without risk of fire. It is safe to use inside of a residence. Unlike pyrotechnical canisters, this device’s contents are expelled upon actuation of a CO2 cartridge that will affect a confined area of approximately 1500 square feet. This canister is 7.5 inches by 1.65 inches and delivers approximately 0.16 oz of active agent during its 3-second discharge time.

DefTec #2042 CO2-Powered Flameless CS canister:

The CS Flameless Expulsion Canister is a compact, non-pyrotechnic, chemical agent device that provides safe expulsion without risk of fire. It is safe to use inside of a residence. Unlike pyrotechnic grenades, this device’s contents are expelled upon actuation of a CO2 cartridge that will affect a confined area of approximately 1500 square feet. This canister is 7.5 inches by 1.65 inches and delivers approximately 0.16 oz of active agent during its 3-second discharge time.

DefTec #1069 Maximum HC Smoke canister:

The Military-Style Maximum Smoke canister comes from the Defense Technology #3 smoke canister. It is a slow burning, high volume, 183
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continuous discharge canister designed for outdoor use in crowd management situations. Emits red or yellow smoke for
approximately 1.5 to 2 minutes.

E. Capabilities & Purpose The department maintains a cache of chemical agents to be used in various tactical situations. These are one of many various less-lethal options that the SWAT team employs. While these agents are referred to as gasses, they are actually dispersed particulates similar to powder or smoke. These are used mainly to dislodge dangerous subjects from barricaded positions and are the second most common reason for suspect surrender in the SLTPD SWAT team’s history (the first reason being long-term, tactical negotiations). The munitions listed below are launched as a projectile; the munitions listed in this section are hand-delivered canisters.

F. Authorized Use Situations for use of the less lethal weapons systems may include, but are not limited, to:
 Dangerous or combative individuals
 Riots, civil unrest, hostile crowds
 Circumstances where a tactical advantage can be obtained  Potentially dangerous animals
 Situations where the use of less lethal weapons may limit escalation or prevent use of deadly force
 Training exercises or community outreach events
G. Expected Lifespan 5 years from manufacture date.

H. Fiscal Impact Little to no maintenance cost.

I. Training Sworn members utilizing chemical agents are trained in their use by POST-certified less-lethal instructors. Ongoing training with these devices is conducted on an annual basis, if not more frequently.

J. Legal and Procedural Rules Use of these items is established under SWAT policy, as well as SLTPD Policy 300 et seq, various Use of Force state laws and federal laws. They are used only for official law enforcement purposes (including public demonstrations and educational purposes).

B. Cost DefTec launchers: $1,000 per launcher.

MilKor multi-launcher: $4,265.

Exact Impact rounds: $18 per round.

Liquid barricade rounds: $23 per round.
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Spede-Heat rounds: $30 per round.

Skat-Shell rounds: $28 per round.

C. General Description 40mm Launcher: A class of devices designed to launch rounds 40mm in diameter
40mm Round: A class of low-velocity rounds designed for use in less-lethal situations
D. Manufacturer’s Description DefTec launcher:

The 40mm Single-Shot launcher is a single-shot launcher that features an expandable stock and a light rail. It will fire standard 40mm less lethal munitions up to 4.8 inches in cartridge length. It will launch a 40mm less lethal round to varied distances and is only authorized to be used by approved and trained personnel.

MilKor M32A1 40mm multi-launcher:

The M32A1 is a handheld, gas plug operating, semi-automatic, revolving action, 40mm multi-shot grenade launcher (MSGL). The MilKor, USA 40mm MSGL is the highest quality, safest and most high performing 40mm MSGL on the market domestically and
internationally.

DefTec #6325 Exact Impact Sponge round:

A less-lethal 40mm lightweight plastic and foam projectile fired from a single or multi-round purpose built 40mm canister launcher with a rifled barrel at 325 fps. The 30-gram foam projectile delivers 120 ft/lbs of energy upon impact. The 40mm Exact Impact sponge round provides accurate and effective performance when fired from the approved distance of not less than five (5) feet and as far as 131 feet from the target.

DefTec #2260 Ferret Liquid Barricade round:

A less-lethal 40mm round designed to penetrate barriers such as windows, hollow-core doors, wallboard and thin plywood. Upon impacting the barrier, the nose cone ruptures and instantaneously delivers a small chemical payload inside a structure or vehicle. In a tactical deployment situation, the 40mm ferret is primarily used to dislodge barricaded subjects from confined areas. Its purpose is to minimize the risks to all parties through pain compliance, temporary discomfort and/or incapacitation of potentially violent or dangerous subjects.

DefTec #6182 Spede-Heat CS Short Range round:

The Spede-Heat CS short-range munition delivers one chemical canister of CS agent from a 40mm launcher up to 150 yards. The Spede-Heat is a pyrotechnic round designed specifically for outdoor use in crowd control situations with a high-volume continuous burn that expels its payload in approximately 20-40 seconds from a single source. The Spede-Heat family may be used to conceal tactical movement or to route a crowd.

DefTec #6172 Skat-Shell CS round:

The Skat-Shell round is a 40mm round designed to deliver multiple canisters of a chemical agent from a 40mm launcher. It is designed for outdoor use and has fire-producing capabilities with a maximum range of 80-100 yards. The Skat-Shell is widely used as a crowd management tool for the rapid and broad deployment of a chemical agent by a singer grenadier. The Skat-Shell contains four separate and smaller munitions.
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E. Capabilities & Purpose The department maintains a cache of chemical agents to be used in various tactical situations. These are one of many various less-lethal options that the SWAT team employs. While these agents are referred to as gasses, they are actually dispersed particulates similar to powder or smoke. These are used mainly to dislodge dangerous subjects from barricaded positions and are the second most common reason for suspect surrender in the SLTPD SWAT team’s history (the first reason being long-term, tactical negotiations). The munitions listed here are launched as a projectile; the munitions listed in the previous section are hand-delivered.

Rounds: 5 years from manufacture date.

H. Fiscal Impact Little to no maintenance cost.

I. Training Sworn members utilizing 40mm less lethal chemical agents or impact rounds are trained in their use by POST-certified less-lethal instructors. In-service training is conducted on an annual basis (if not more frequent).

BACKGROUND
A. Assembly Bill 481: “ Military Equipment: Funding, Acquisition, and Use” was passed by the State September 30, 2021.

B. AB 481 Requires the City Council review and approve by ordinance a publicly available “ military equipment use policy” prior to the Police Department obtaining any new equipment and/or continued use of existing equipment.

C. AB 481 Requires the adoption of a military equipment use policy by ordinance by the City Council be made at a regular scheduled City Council meeting, and the proposed equipment policy be posted on the Police Department’ s web page at least 30 days prior to the scheduled meeting. Staff posted the proposed policy on the Police Department’ s web page on March 1, 2022.

Now, Therefore, the City Council of the City of South Lake Tahoe does ordain as follows:

SECTION 1 The South Lake Tahoe Police Department “ Military Equipment Use” policy is hereby approved as designated in Attachments “ 03 Policy” and “ 04 Equipment List” attached hereto and incorporated by reference.

SECTION 2 The “ military equipment” is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

SECTION 3 The proposed military equipment use policy will safeguard the public’ s welfare, safety, civil rights, and civil liberties.
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SECTION 4 Purchased equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

SECTION 5 Prior military equipment use complied with the military equipment use policy that was in effect at the time.

SECTION 6 The City Clerk is directed to certify this ordinance and cause it to be published in the manner required by law, including being made publicly available on the Police Department’ s website for as long as the military equipment is available for use.

SECTION 4 This ordinance shall become effective thirty (30) days after the date of its adoption.

Adopted by the City of South Lake Tahoe City Council on May 3, 2022 by the following vote:

Yes: Bass, Creegan, Friedrich, Middlebrook and Wallace
Date:

Devin Middlebrook, Mayor
Attest:

Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is true and correct copy as approved by the South Lake Tahoe City Council.

First Reading: April 5, 2022
Published: April 8, 2022
Second Reading: May 3, 2022
Effective: June 2, 2022
Sue Blankenship ( May 3, 2022 15: 52 PDT)
Devin Middlebrook ( May 4, 2022 10: 04 PDT)
May 4, 2022
188
Policy
706
Policy 706: Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment ( Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include ( Government Code § 7070):

Governing body – The City Council for the City of South Lake Tahoe.

Military equipment – Includes but is not limited to the following:

Unmanned, remotely piloted, powered aerial or ground vehicles.

Mine- resistant ambush- protected ( MRAP) vehicles or armored personnel carriers.

High mobility multipurpose wheeled vehicles ( HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached.

Tracked armored vehicles that provide ballistic protection to their occupants.

Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.

Weaponized aircraft, vessels, or vehicles of any kind.

Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.

Firearms and ammunition of_.50 caliber or greater, excluding standard- issue shotguns and standard- issue shotgun ammunition.

Specialized firearms and ammunition of less than_. 50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard- issue service weapons and ammunition of less than . 50 caliber that are issued to officers.

Any firearm or firearm accessory that is designed to launch explosive projectiles.

Noise-flash diversionary devices and explosive breaching tools.

Munitions containing tear gas or OC, excluding standard, service- issued handheld pepper spray.

TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices LRADs).

Kinetic energy weapons and munitions.

Any other equipment as determined by a governing body or a state agency to require additional oversight.
706.2 POLICY
It is the policy of the South Lake Tahoe Police Department that members of this Department comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 COMPLIANCE, OVERSIGHT, AND SANCTIONS FOR VIOLATIONS The mechanism to ensure compliance with this policy is established by adoption of and adherence to this policy. The City Council has independent oversight authority of this policy as established herein. As applicable and legally enforceable, violations of this policy will be subject to sanctions as established in this policy and/or as described in existing South Lake Tahoe Police Department policy 340 “Standards of Conduct” and policy 340.5 “Causes for Discipline” ( Government Code § 7070(d)(6)). 706.31 COMPLAINTS, CONCERNS, OR QUESTIONS
Members of the public may register complaints, concerns, or questions about the use of each specific type of military equipment directly to the Chief of Police by phone, email, or in person. The Chief of Ordinance 2022- 1163 189
Police ( or their designee) shall respond to each complaint, concern, or question by phone, email, or in person in a timely manner. These contacts shall be documented in writing with a summary of the complaint, concern, or question and retained by the Chief of Police ( or their designee) to be included in the annual report as described below (Government Code § 7072(a)(2)). 706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the South Lake Tahoe Police Department:

See attachment “ 03 – Equipment List” which is attached hereto and incorporated into this policy by reference.
706.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the City Council by way of an ordinance adopting this military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the Department’ s website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following ( Government Code § 7071):
a. Requesting military equipment made available pursuant to 10 USC § 2576a. b. Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers. c. Acquiring military equipment either permanently or temporarily, including by borrowing or leasing. d. Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of the City of South Lake Tahoe. e. Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
f. Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
g. Acquiring military equipment through any means not provided by this paragraph.

Any final military equipment use policy shall be made publicly available on the Police Department’ s website for as long as the military equipment is available for use. 706.7 ANNUAL REPORT AND ORDINANCE RENEWAL
Upon approval of a military equipment policy, the Chief of Police or the authorized designee shall submit a military equipment report to the City Council for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use Government Code § 7072).

The Chief of Police or the authorized designee shall also make each annual military equipment report publicly available on the Department website for as long as the military equipment is available for use.

The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in Department inventory.

The City Council shall review this military equipment use policy ordinance at least annually and vote on whether to renew the ordinance or not at a regularly scheduled City Council meeting. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the annual military equipment report and the funding, acquisition, or use of military equipment.

Ordinance 2022- 1163 190
SLTPD Policy 706. 4 Page 1 of 10
List of Qualifying Equipment
SLTPD Policy 706
706. 4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the South Lake Tahoe Police Department. 1 Unmanned, remotely piloted, powered aerial vehicles
A. Quantity Zero. (Included for mutual aid purposes)
B. Cost Varies by manufacturer.

C. General Description Unmanned, remotely controlled, video-equipped flying platforms.

D. Manufacturer’ s Description Varies by manufacturer.

F. Authorized Use Only persons trained on the use of drones should operate this equipment. Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander.

G. Expected Lifespan Varies by manufacturer.

H. Fiscal Impact Little to no maintenance cost.

I. Training Training would vary depending on the capability and model of the device.

J. Legal and Procedural Rules It is the policy of the SLTPD to use information- gathering devices such as drones only in a manner that respects the privacy of our community, adheres to state and federal law, and to aid in the successful resolution of a crisis.

B. Cost PakBot 510: $77,000 (acquired from military free of charge) Avatar II: $12,000.

C. General Description Unmanned, remotely controlled vehicles typically equipped with audio and/or video capability.

D. Manufacturer’ s Description PakBot 510:

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The PakBot is a man-transportable robot that performs a variety of functions. The robot climbs most stairs, navigates narrow passages and relays real-time audio/ video while the operator can remain at a safe distance. The PakBot arm lifts up to 40 lbs. It is deployable by a single person in less than two minutes.

Avatar II:

The Avatar II robot can be hand carried or transported inside a rucksack, and can be remotely operated, providing protection and safety to the operator. The Avatar has two cameras; one forwardfacing and one which rotates.

E. Capabilities & Purpose These robots allow situational intelligence including audio/ video without exposing personnel to imminent risk, whether it be from a natural disaster or suspect( s). The robots are almost exclusively used by the SWAT team during high-risk missions to ensure the safety of officers, civilians and suspects. They allow operators to learn the location/ appearance/ etc of a suspect without risking an armed confrontation. The Avatar II has a two-way communications system which has been used to communicate with suspects, allowing officers to de-escalate situations and improves the team’s ability to negotiate. The PakBot has an articulable arm used for opening doors, moving objects or delivering items during a crisis.

F. Authorized Use Only persons trained on the Avatar II and PakBot should operate this equipment. Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander.

G. Expected Lifespan 8-10 years for both robots.

H. Fiscal Impact Annual maintenance and battery replacement cost is about $ 1,000 for both robots.

I. Training All SWAT operators receive in-service training on the devices when appointed to the SWAT team.

J. Legal and Procedural Rules It is the policy of the SLTPD to use information- gathering devices such as robots only in a manner that respects the privacy of our community, adheres to state and federal law, and to aid in the successful resolution of a crisis.

B. Cost $ 750,000, acquired from the military in 2013 free of charge with the exception of travel costs.

C. General Description Vehicles designed to protect occupants from gunfire and/or explosions.

D. Manufacturer’ s Description The MaxxPro MRAP is an armored vehicle that seats 6-8 personnel and allows for rescue of injured or endangered persons. It can stop various projectiles, which provides for greater safety to citizens and officers beyond the protection of personally worn body armor.

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E. Capabilities & Purpose This is the only vehicle in the department’ s possession which stops large caliber gunfire and provides protection from explosives. It is the only vehicle capable of transporting officers or citizens safely through danger areas. This vehicle provides the ability for Crisis Negotiators and SWAT team members to safely approach, observe,
communicate and operate during high-risk assignments. Uses of this vehicle have included high-risk warrant service, armed suicidal subjects, and armed and barricaded felony dangerous suspects. It has also been used at many community engagement events.

G. Expected Lifespan Approximately 25 years.

H. Fiscal Impact Annual maintenance cost of about $ 5,000. This vehicle is built on a common truck chassis and City Mechanics service it.

I. Training All SWAT operators receive formalized in-service training on this vehicle, its capabilities and limitations, and its appearance to the community when appointed to the SWAT team. Firefighters assigned to the SWAT team ( with a Class B license) drive this vehicle unless it needs to be deployed during an emergency.

J. Legal and Procedural Rules It is the policy of the SLTPD to use armored vehicles only in a manner that protects the public’ s welfare, safety, civil rights, and adheres to state and federal law, and to aid in the successful resolution of a crisis.

C. General Description A rugged, four-wheeled vehicle with all-terrain/ off-road capabilities.

D. Manufacturer’ s Description Varies by manufacturer and style. A Hummer is a four-wheeled vehicle that can be highly customized.

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E. Capabilities & Purpose Both Hummers were acquired for the SLTPD SWAT Team. They are not in use, as they were mechanically defunct.

One was outfitted as a medical vehicle to be used by SWAT paramedics in the event an officer, civilian or suspect is injured. It housed medical equipment and spare supplies such as radios and rural equipment so it could be deployed during extended- range missions where the team had little to no backup or support.

The second Hummer was intended for the Crisis Negotiation Team, as negotiators have no dedicated vehicle in which to operate or carry equipment ( such as throw phones, PA systems, recording equipment, etc) to communicate with a suspect during a crisis. This would have allowed negotiators a safe place to perform de-escalation efforts in a tactical environment.

Although the vehicles acquired by the SLTPD are being returned to the military, Hummers are a common SWAT vehicle and other surrounding agencies may have uniquely configured vehicles for specialized purposes. For example, Hummers can be outfitted with a Mobile Adjustable Ramp System ( MARS) to rescue persons from second or third stories during an emergency.

F. Authorized Use These vehicles are not in use. Use in a tactical situation would have been established by a SWAT Team Leader or Incident Commander.

G. Expected Lifespan About 10-15 years.

H. Fiscal Impact Little to no maintenance cost.

I. Training Training would vary depending on the capability and model of the vehicle.

J. Legal and Procedural Rules It is the policy of the SLTPD to use SWAT vehicles only when licensed and while adhering to state and federal law.

B. Cost $ 159,684.

C. General Description A vehicle designed to house equipment and resources for the use of commanders to organize, oversee and address an incident.

D. Manufacturer’ s Description Not available, as this vehicle was custom built. This vehicle is used as a mobile field office that provides shelter, access to Department computer systems, and food/water during extended events.

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This vehicle houses a bank of radios and a CAD console for dispatchers. This vehicle facilitates a remote command post for various events such as SnowGlobe, widespread power outages, and Wild Fires ( Like Caldor). It gives the SLTPD a redundant dispatch center during a crisis.

F. Authorized Use Only persons trained on the use of the MCV should operate this vehicle. Use in a tactical situation would be established by a SWAT Team Leader or Incident Commander. Typically, a dispatcher or supervisor drives the MCV to the command post during an event.

Situations in which the MCV would be authorized for use may include, but are not limited to, critical incidents, emergencies, natural disasters, tactical crises or community engagement events.

G. Expected Lifespan For the MCV, a 20 year lifespan on the chassis and vehicle structure.

Radios and IT systems occasionally need upgrades and software maintenance.

H. Fiscal Impact Annual maintenance cost is minimal.

I. Training All MCV drivers are licensed and become familiarized with the vehicle’ s deployment capabilities before driving ( including computers and radios).

B. Cost Not Applicable.

C. General Description Devices designed to defeat locking mechanisms and fortifications.

D. Manufacturer’ s Description Varies based upon item.

F. Authorized Use Explosive breaching is only used at the direction of the SWAT Team Leader or Incident Commander, with input from the Bomb Squad Commander, and only in specific circumstances.

G. Expected Lifespan Varies based upon item; not maintained by the SLTPD.

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H. Fiscal Impact None.

I. Training These items are only deployed and utilized by trained EOD personnel with the Douglas County Bomb Squad.

J. Legal and Procedural Rules Breaching shall only be performed in a manner consistent with state and federal law.

B. Cost $ 25 per device.

C. General Description Devices which deflagrate to produce a flash of light and loud, concussive noise.

D. Manufacturer’ s Description A non-bursting, non-fragmenting multi-use device that produces a thunderous bang with an intense bright light. Ideal for distracting and disorienting dangerous suspects during assaults, hostage rescue, room entry or other high-risk situations. At 5 feet away, these devices create a sound at 162 decibels ( for reference, fireworks are 140 decibels).

F. Authorized Use Diversionary Devices shall only be used:

By SWAT personnel who have been trained on their use
In tactical situations
In situations where there may be extreme risk to officers In situations where their use would enhance officer safety or the safety of the public
Addressing potentially dangerous animals
During demonstrations or community outreach events
G. Expected Lifespan Until used.

H. Fiscal Impact No annual maintenance. The SWAT Team maintains a minimum inventory of 30 distractionary devices to maintain readiness for a response to a crisis.

I. Training Prior to use, officers must attend a diversionary device training conducted by POST- certified instructors.

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J. Legal and Procedural Rules It is the policy of the SLTPD that only SWAT operators use distractionary devices, and they must be used in a manner consistent with state and federal law.

Because inventory varies depending on operational and training use, a minimum inventory is maintained of 20 canisters of each type.

B. Cost DefTec Flameless Tri-Chamber CS - $45 per canister.

DefTec Flameless Expulsion CS - $48 per canister.

DefTec Flameless Expulsion OC - $49 per canister.

DefTec Maximum HC Smoke - $ 38 per canister.

C. General Description Canisters designed to deliver a payload of chemical agent for a variety of less-lethal situations.

D. Manufacturer’ s Description DefTec # 1032 Flameless Tri-Chamber CS canister:

DefTec # 1082 Flameless Expulsion CS canister:

The CS Flameless Expulsion Canister is a compact, non-pyrotechnic, chemical agent device that provides safe expulsion without risk of fire. It is safe to use inside of a residence. Unlike pyrotechnical canisters, this device’ s contents are expelled upon actuation of a CO2 cartridge that will affect a confined area of approximately 1500 square feet. This canister is 7.5 inches by 1.65 inches and delivers approximately 0.16 oz of active agent during its 3-second discharge time.

DefTec # 2040 Flameless Expulsion OC canister:

The OC Flameless Expulsion Canister is a compact, nonpyrotechnic, chemical agent device that provides safe expulsion without risk of fire. It is safe to use inside of a residence. Unlike pyrotechnical canisters, this device’ s contents are expelled upon actuation of a CO2 cartridge that will affect a confined area of approximately 1500 square feet. This canister is 7.5 inches by 1.65 Ordinance 2022- 1163 197
SLTPD Policy 706. 4 Page 8 of 10
inches and delivers approximately 0.16 oz of active agent during its 3-second discharge time.

DefTec # 1069 Maximum HC Smoke canister:

The Military- Style Maximum Smoke canister comes from the Defense Technology # 3 smoke canister. It is a slow burning, high volume, continuous discharge canister designed for outdoor use in crowd management situations. Emits red or yellow smoke for
approximately 1.5 to 2 minutes.

E. Capabilities & Purpose The department maintains a cache of chemical agents to be used in various tactical situations. These are one of many various less-lethal options that the SWAT team employs. While these agents are referred to as gasses, they are actually dispersed particulates similar to powder or smoke. These are used mainly to dislodge dangerous subjects from barricaded positions and are the second most common reason for suspect surrender in the SLTPD SWAT team’s history ( the first reason being long-term, tactical negotiations). The munitions listed below are launched as a projectile; the munitions listed in this section are hand-delivered canisters.

F. Authorized Use Situations for use of the less lethal weapons systems may include, but are not limited, to:

Dangerous or combative individuals
Riots, civil unrest, hostile crowds
Circumstances where a tactical advantage can be obtained Potentially dangerous animals
Situations where the use of less lethal weapons may limit escalation or prevent use of deadly force
Training exercises or community outreach events
G. Expected Lifespan 5 years from manufacture date.

H. Fiscal Impact Little to no maintenance cost.

I. Training Sworn members utilizing chemical agents are trained in their use by POST- certified less-lethal instructors.

J. Legal and Procedural Rules Use of these items is established under SWAT policy, as well as SLTPD Policy 300 et seq, various Use of Force state laws and federal laws. They are used only for official law enforcement purposes ( including public demonstrations and educational purposes).

Because inventory varies depending on operational and training use, a minimum inventory is maintained of 30 rounds of each type.

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B. Cost DefTec launchers: $ 1,000 per launcher.

MilKor multi-launcher: $ 4,265.

Exact Impact rounds: $ 18 per round.

Liquid barricade rounds: $ 23 per round.

Spede- Heat rounds: $ 30 per round.

Skat-Shell rounds: $ 28 per round.

The 40mm Single-Shot launcher is a single- shot launcher that features an expandable stock and a light rail. It will fire standard 40mm less lethal munitions up to 4.8 inches in cartridge length. It will launch a 40mm less lethal round to varied distances and is only authorized to be used by approved and trained personnel.

MilKor M32A1 40mm multi-launcher:

The M32A1 is a handheld, gas plug operating, semi-automatic, revolving action, 40mm multi- shot grenade launcher ( MSGL). The MilKor, USA 40mm MSGL is the highest quality, safest and most high performing 40mm MSGL on the market domestically and
internationally.

DefTec # 6325 Exact Impact Sponge round:

DefTec # 2260 Ferret Liquid Barricade round:

A less-lethal 40mm round designed to penetrate barriers such as windows, hollow- core doors, wallboard and thin plywood. Upon impacting the barrier, the nose cone ruptures and instantaneously delivers a small chemical payload inside a structure or vehicle. In a tactical deployment situation, the 40mm ferret is primarily used to dislodge barricaded subjects from confined areas. Its purpose is to minimize the risks to all parties through pain compliance, temporary discomfort and/or incapacitation of potentially violent or dangerous subjects.

DefTec # 6182 Spede- Heat CS Short Range round:

The Spede- Heat CS short-range munition delivers one chemical canister of CS agent from a 40mm launcher up to 150 yards. The Spede- Heat is a pyrotechnic round designed specifically for outdoor use in crowd control situations with a high- volume continuous burn that expels its payload in approximately 20-40 seconds from a single source. The Spede- Heat family may be used to conceal tactical movement or to route a crowd.

DefTec # 6172 Skat-Shell CS round:

E. Capabilities & Purpose The department maintains a cache of chemical agents to be used in various tactical situations. These are one of many various less-lethal options that the SWAT team employs. While these agents are referred to as gasses, they are actually dispersed particulates similar to powder or smoke. These are used mainly to dislodge dangerous subjects from barricaded positions and are the second most common reason for suspect surrender in the SLTPD SWAT team’s history ( the first reason being long-term, tactical negotiations). The munitions listed here are launched as a projectile; the munitions listed in the previous section are hand-delivered.

F. Authorized Use Situations for use of the less lethal weapons systems may include, but are not limited, to:

Rounds: 5 years from manufacture date.

H. Fiscal Impact Little to no maintenance cost.

I. Training Sworn members utilizing 40mm less lethal chemical agents or impact rounds are trained in their use by POST- certified less-lethal instructors.

J. Legal and Procedural Rules Use of these items is established under SWAT policy, as well as SLTPD Policy 300 et seq, various Use of Force state laws and federal laws. They are used only for official law enforcement purposes ( including public demonstrations and educational purposes).

Ordinance 2022- 1163 200
ORD 2022-1163 Military Equipment use
Final Audit Report 2022- 05-04
Created: 2022- 05-03
By: jo Mcdonough ( jmcdonough@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAoG5UZ3qKehzQkwvA0CfDnFrnjffFo6bc ORD 2022-1163 Military Equipment use" History
Document created by jo Mcdonough ([email protected]) 2022- 05- 03 - 10:28:10 PM GMT- IP address: 128. 92.136. 146 Document emailed to Sue Blankenship ([email protected]) for signature 2022- 05- 03 - 10:28:58 PM GMT
Email viewed by Sue Blankenship ( sblankenship@cityofslt. us) 2022- 05- 03 - 10:52:20 PM GMT- IP address: 128. 92.136. 146 Document e-signed by Sue Blankenship ([email protected]) Signature Date: 2022- 05-03 - 10:52:30 PM GMT - Time Source: server- IP address: 128. 92.136. 146 Document emailed to Devin Middlebrook ([email protected]) for signature 2022- 05- 03 - 10:52:32 PM GMT
Email viewed by Devin Middlebrook ([email protected]) 2022- 05- 04 - 5:03:47 PM GMT- IP address: 66.189. 255. 213 Document e-signed by Devin Middlebrook ([email protected]) Signature Date: 2022- 05-04 - 5:04:23 PM GMT - Time Source: server- IP address: 66.189. 255. 213 Agreement completed.
2022- 05- 04 - 5:04:23 PM GMT
201
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:7
Agenda Item: South Tahoe Public Utility District Water Conservation Rebate Program Executive Summary: According to the California Department of Water Resources drought is a â€œrecurring feature of our climateâ€ and 2020-2022 was the stateâ€™s driest three-year period ever, according to the LA Times (Hayley Smith, Oct 3 2022). South Tahoe Public Utility District is the Cityâ€™s local provider of water and wastewater treatment services. They are â€œcommitted to conserving water and fostering a culture of efficient water use in our community.â€ STPUD encourages organizations to take advantage of their Water Conservation Rebates for things including: efficient toilets, turf buyback, irrigation controllers, leak repair, and more. The City has these needs for upgrades on a number of things for which the STPUD is providing rebates. Some of this infrastructure is failing and the Parks Department is ready and able to perform installation this winter. The following is a list of items that the Parks Department seeks STPUD rebates for: â€¢ Eight Sloan automatic toilets, two sinks & six Sloan automatic faucets at Lakeview Commons â€¢ Six Sloan auto flushers with American Standard toilets, two sinks & four Sloan faucets at the Boat Ramp â€¢ Two urinals, four toiles and four sinks at Regan Beach â€¢ Two urinals, five toilets and five sinks at the Community Playfields â€¢ Two urinals, six toilets and two sinks at Bijou Park â€¢ Seven toilets and four sinks at Campground C and F Loop restrooms This list has been approved by STPUD. Upon proof of installation, City staff will request the rebate and will reimburse City accounts. City staff will procure the materials listed above using funds from account 100-04170-45010. Once installed, City staff will request the rebate as a reimbursement from STPUD to the revenue account.

Requested Action / Suggested Motions: Pass a Motion approving acceptance of a rebate from South Tahoe Public Utility District for efficiency upgrades at City park facilities.

Responsible Staff Member: Sara Letton, Sustainability Coordinator, and Dennis Churchill, Parks Maintenance Manager
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff_Report_-_STPUD_Rebate.docx
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Council Agenda Report- March 12, 2024 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: STPUD Water Conservation Rebate Program
Location: Citywide
Responsible Staff Member: Dennis Churchill, Parks Maintenance Manager 530-307-1532 Sara Letton, Sustainability Coordinator, 530-542-6175
Background: According to the California Department of Water Resources drought is a “recurring feature of our climate” and 2020-2022 was the state’s driest three-year period ever, according to the LA Times (Hayley Smith, Oct 3 2022). South Tahoe Public Utility District is the city’s local provider of water and wastewater treatment services. They are “committed to conserving water and fostering a culture of efficient water use in our community.” STPUD encourages organizations to take advantage of their Water Conservation Rebates for things including: efficient toilets, turf buyback, irrigation controllers, leak repair, and more.

Issue and Discussion: The City has these needs for upgrades on a number of things for which the STPUD is providing rebates. Some of this infrastructure is failing and the Parks Department is ready and able to perform installation this winter.

The following is a list of items that the Parks Department seeks STPUD rebates for:
 Eight Sloan automatic toilets, two sinks & six Sloan automatic faucets at Lakeview Commons
 Six Sloan auto flushers with American Standard toilets, two sinks & four Sloan faucets at the Boat Ramp
 Two urinals, four toiles and four sinks at Regan Beach  Two urinals, five toilets and five sinks at the Community Playfields  Two urinals, six toilets and two sinks at Bijou Park
 Seven toilets and four sinks at Campground C and F Loop restrooms This list has been approved by STPUD. Upon proof of installation, City staff will request the rebate and will reimburse City accounts.

Financial Implications: City staff will procure the materials listed above using funds from Parks expenditure account 100-04170-45010. Once installed, City staff will request the rebate as a reimbursement from STPUD to the revenue account 100-04170-36275 Rebates. The rebate is anticipated to be $45,000.
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Council Agenda Report- March 12, 2024 Page 2 of 2
Environmental Considerations: This purchase 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 purchase for supplies).

Policy Implications: According to the City’s 2021 Community-wide GHG Emissions report, Water and Wastewater accounted for 2.7% of the total emissions, due largely to the PorterCologne Water Quality Control Act requiring treated wastewater from the sewer system to be pumped out of the basin, at a high energy usage. The City’s 2020 Climate Action Plan notes that “[w]hile this emissions category represents a relatively small percentage of the community’s total emissions, significant reductions could be achieved by changing individual behavior and by establishing a partnership with the local water utility, the South Tahoe Public Utility District, that focuses on energy efficiency, outreach, and education.” Water conservation reduces the amount of water needing to be pumped, i.e. reduces reliance on energy supplied by the grid and backup generators to pump water.

Per City Grant Policy, approved by City Council on September 12, 2023, City Council approval is required to accept the rebate and appropriate the budget for anticipated revenues. 204
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:8
Agenda Item: General Plan Annual Progress Report, Housing Element Implementation Update, and Surplus Land Inventory for 2023
Executive Summary: California Government Code Section 65300 requires each city to adopt a comprehensive, long-range General Plan to guide physical development of the incorporated city and lands outside the city boundaries. Each year, jurisdictions must submit a progress report to the Governorâ€™s Office of Planning and Research (OPR) and the Department of Housing and Community Development (HCD). The report covers implementation of the general plan elements and includes additional reporting requirements on the housing element. This item also includes a surplus land inventory.

Requested Action / Suggested Motions: 1) Pass a Resolution accepting and filing the 2023 General Plan Annual Progress Report, including the Housing Element Implementation Update; and, 2) Pass a Resolution accepting the Surplus Land Inventory.

Responsible Staff Member: Anna Kashuba, Senior Planner
Reviewed and Approved By: Zach Thomas, Director of Development Services Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney Attachments:
01 - Staff Report.docx
02 - 2023 General Plan Annual Progress Report.pdf
03-Resolution - General Plan Annual Report.docx
04 - Resolution 2023 Surplus Lands.docx
05 - March 12 2024 Tribune Proof.pdf
06 - PC Resolution 2024-002 - General Plan Annual Progress Report.pdf 07 - PC Resolution 2024-003 - Surplus Land Inventory.pdf 205
City Council Agenda Report March 12, 2024 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: City of South Lake Tahoe General Plan Annual Progress Report, Housing Element Implementation Update, and Surplus Land Inventory for 2023 Location: Citywide
Responsible Staff Member: Anna Kashuba, Senior Planner
Background: California Government Code Section 65300 requires each city to adopt a comprehensive, long-range General Plan to guide physical development of the incorporated city and lands outside the city boundaries. Government Code Section 65400 requires cities to submit an Annual Progress Report (APR) on the status of the General Plan and progress in its implementation to their legislative bodies, the Governor’s Office of Planning and Research (OPR), and the Department of Housing and Community Development (HCD) by April 1 of each year.

The APR provides the Planning Commission and City Council with information regarding the implementation of each element of the General Plan. The APR is designed to provide information for the Planning Commission and City Council to assess how the General Plan was implemented during the 12-month reporting period (January 2023 to December 2023).

Providing a copy of the APR to HCD also fulfills other statutory requirements for reporting to HCD. Cities must report certain housing information, including the local agency’s progress in meeting its share of regional housing needs and local efforts to remove governmental constraints to the development of housing (Government Codes Section 65584.3(c)). In addition, the City’s 2022 adopted Housing Element, Program 1-8, includes an annual public meeting to discuss progress on housing programs and to solicit feedback. Cities must also report a central inventory of all surplus land to HCD no later than April 1 of each year (Government Code 65400(a)(2)).

Submittal of the APR to OPR also allows for the identification of statewide trends in land use decision-making and how local planning and development activities relate to statewide planning goals and policies.

Issue and Discussion: City staff has drafted the 2023 General Plan APR for City Council consideration (Attachment 02). The 2023 General Plan APR includes information on the City’s progress in implementing the General Plan as well as required housing element and surplus land information.
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City Council Agenda Report March 12, 2024 2 of 2
The item before City Council is a Resolution accepting the 2023 General Plan APR (Attachment 02) and surplus land inventory (Attachment 04) and directing staff to submit the report to the Governor's Office of Planning and Research and the California Department of Housing and Community Development, as recommended by the Planning Commission on February 22, 2024.

Financial Implications: There are no financial implications associated with this action.

Environmental Considerations: The proposed General Plan Annual Report does not constitute a "project" within the meaning of the California Environmental Quality Act of 1970 (CEQA) Guidelines Section 15060(c)(2) because there is no potential that the report will result in a direct or reasonably foreseeable indirect physical change in the environment and CEQA Guidelines Section 15378 because they have no potential for either a direct physical change to the environment, or a reasonably foreseeable indirect physical change in the environment.

Public Notice: A notice of this item was published in the Tahoe Daily Tribune on March 1, 2024. Any comments received will be transmitted to the City Council and posted on the City website.

Policy Implications: The General Plan contains policies that provide direction for all City departments and facilities, which is used in strategic decision-making by the City Council for investments and budgeting, development approvals, policy adoption, and regulation. The General Plan APR includes information on the City’s progress in implementing the General Plan.

The recommended action is also consistent with the following adopted policies and programs:

City General Plan Housing Element
 Program 1-8 – Housing Element Implementation Progress o The City shall annually conduct a public workshop or public meeting to discuss progress on housing programs and to solicit feedback.
207

CITY OF SOUTH LAKE TAHOE

GENERAL PLAN ANNUAL PROGRESS REPORT
JANUARY 2023-DECEMBER 2023
ACCEPTED BY CITY OF SOUTH LAKE TAHOE CITY COUNCIL MARCH 12, 2024 Land Use &
Community
Design
Economic
Development Housing
Transportation
and Circulation
Public/ Quasi
Public Facilities
and Services
Recreation and
Open Space
Health and
Safety
Natural and
Cultural
Resources
Neighborhood
Priority Lists
208
City of South Lake Tahoe
2023 General Plan Annual Progress Report
2 Contents
SECTION 1 INTRODUCTION ...................................................................................................................... 1 SECTION 2 GENERAL PLAN STATUS ....................................................................................................... 1 SECTION 3 CURRENT POPULATION AND HOUSING ESTIMATES........................................................ 2 SECTION 4 LAND USE & COMMUNITY DESIGN ELEMENT .................................................................. 4 SECTION 5 ECONOMIC DEVELOPMENT ELEMENT ............................................................................... 9 SECTION 6 HOUSING ELEMENT ............................................................................................................. 10 SECTION 7 TRANSPORTATION AND CIRCULATION ELEMENT......................................................... 16 SECTION 8 PUBLIC/QUASI-PUBLIC FACILITIES AND SERVICES ELEMENT .................................... 21 SECTION 9 RECREATION AND OPEN SPACE ELEMENT...................................................................... 23 SECTION 10 HEALTH AND SAFETY ELEMENT .................................................................................... 24 SECTION 11 NATURAL AND CULTURAL RESOURCES ELEMENT ..................................................... 26 SECTION 12 NEIGHBORHOOD PRIORITY LISTS ................................................................................... 27 APPENDIX A 28
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City of South Lake Tahoe
2023 General Plan Annual Progress Report
1 SECTION 1 INTRODUCTION
California Government Code Section 65400 (65400(a)(2)(A) and 65700 requires all cities and counties submit an annual report to their legislative body, the Governor’s Office of Planning and Research (OPR), and the California Department of Housing and Development (HCD) on the status of the General Plan and progress of its implementation. According to OPR, the purpose of the report is as follows:
 To provide enough information to allow legislative bodies to assess how the general plan is being implemented in accordance with adopted goals, policies, and implementation measures.
 To provide enough information to identify necessary course adjustments or modifications to the general plan as a means to improve local implementation.  To provide a clear correlation between land use decisions that have been made during the 12-month reporting period and the goals, policies, and implementation measures contained in the general plan.
 To provide enough information regarding local agency progress in meetings its share of regional housing needs and removing governmental constraints to the development of housing pursuant to Government Code 65583(c)(3).

SECTION 2 GENERAL PLAN STATUS
The City’s General Plan was adopted on May 17, 2011. The City Council found the General Plan to be compliant with State law and consistent with the State General Plan Guidelines. The General Plan is considered the “2030 General Plan” since it represents a twenty-year planning document for the 2010-2030 time frame. Government Code Section 65300 requires that every city and county adopt a comprehensive, long-term general plan. The purpose of the General Plan is to guide decisions on future development based on community input and to ensure that development regulations and capital improvements conform to the General Plan. The following elements are required to be included in a General Plan (City General Plan Elements are in parentheses):

1. Land Use Element (Land Use and Community Design)

2. Circulation Element (Transportation and Circulation)

3. Housing Element (Housing)

4. Conservation Element (Natural and Cultural Resources)

5. Open Space Element (Recreation and Open Space)

6. Noise Element (Health and Safety Element)

7. Safety Element (Health and Safety Element)

8. Environmental Justice Element (Land Use and Community Design)) In addition to the mandatory General Plan Elements listed above, the City’s General Plan includes an Economic Development Element and a Public/Quasi-Public Facilities and Services Element.

The City’s 2011 General Plan also includes Neighborhood Priority Lists identifying infrastructure and amenity needs for each neighborhood.
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City of South Lake Tahoe
2023 General Plan Annual Progress Report
2 SECTION 3 CURRENT POPULATION AND HOUSING ESTIMATES
The most recent population and housing estimates from the California Department of Finance (DOF) are from January 2023. According to the California Department of Finance, the 2023 population estimate for the City of South Lake Tahoe is 20,548, a 0.9 percent decrease in the population from the 2022 estimate of 20,727. Figure 1 shows the population estimates for the City of South Lake Tahoe published by the California Department of Finance from 2010 to 2023.

According to the California Department of Finance, in 2023 there were an estimated 16,028 housing units in the City, including 9,716 single-family detached units, 435 single-family attached units, 5,335 multi-family units, and 542 mobile/manufactured homes. Figure 2 depicts the percentage breakdown of housing in the City. Single-family housing represents 61 percent of the housing stock while multi-family housing accounts for 33 percent of the housing units. Of the 16,028 housing units in the City, 9,162 units are occupied, for a housing vacancy rate in the City of 42.8% percent.
19,000
19,500
20,000
20,500
21,000
21,500
22,000
22,500
23,000
23,500
24,000
Population
Year
Figure 1
Population Estimates for South Lake Tahoe, 2010-2023
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3 61%
3%
33%
3%
Figure 2
Percentage of Estimated Housing Units in South Lake
Tahoe by Type, 2023
Single-Family Detached
Single-Family Attached
Multi-Family
Mobile/Manufactured Homes
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4 Section 4 Land Use & Community Design Element
The Land Use & Community Design Element of the General Plan addresses future land use, development and redevelopment, community design, and sustainability. During 2023, the City continued to support development of residential and commercial projects that are consistent with the adopted goals of the Land Use & Community Design Element. 2023 Planning Entitlement Applications
During 2023, the Planning Division received 92 entitlement applications as depicted in Table 1 below.

Table 1
Planning Entitlement Applications Submitted during 2023* Type of Application
Area Plan Amendments 0
Community Plan Amendments 0
Plan Area Statement Amendments 1
Eligible Facility Requests for Wireless Facilities 1
Home Occupation 42
Commercial Fence 2
Major and Minor Design Review 10
Major and Minor Sign 22
Major and Minor Variances 5
Mobile Vending Location 0
Cannabis Use Permit 0
Publicly Visible Art 8
Special Use 1
Total Applications 92
*Does not include applications for residential allocations, special events, annual cannabis reviews, or zoning letters.

Proposed General Plan Amendments
In 2023 the City initiated annexation of 90 parcels in the Upper Truckee Marsh area. On November 16, 2023, Planning Commission passed a resolution recommending City Council adopt a General Plan amendment to pre-zone these parcels within the City’s sphere of influence. This is expected to be adopted by City Council in early 2024.

Proposed Area Plan, Community Plan, and Plan Area Statement Amendments During 2023 the City was actively reviewing the following area plan and plan area statement (PAS) amendments.
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5 1) HVR Montreal Tourist Core Area Plan Amendment – private application 2) Plan Area Statement 112, Gardner Mountain Amendment – private application 3) Tourist Core Area Plan – City initiated
4) Tahoe Valley Area Plan – City initiated
5) Plan Area Statement 087, Heavenly Valley California Amendment – private application HVR Montreal Tourist Core Area Plan Amendment - The purpose of the proposed zoning amendment is to facilitate the development of multi-family housing on a combined parcel that includes the former Colony Inn site at 3794 Montreal Road and a second parcel located behind the former Colony Inn site that is currently zoned for Recreational use. The applicant (HVR Acquisitions) originally intended to develop four (4) multi-family residential units on the 1.29-acre Recreation parcel as Phase 2 of a Multi-Family Project previously approved by the City for 3794 Montreal Road (former Colony Inn Parcel). A revision submitted to the City in November of 2023 increased the proposed number of units to 18. The amendment has been brought before the Planning Commission and City Council, with direction to staff to continue the item. It is ongoing.

Plan Area Statement 112, Gardner Mountain Amendment – The purpose of this Plan Area Statement (PAS) amendment is to add multifamily dwellings as a permissible use in PAS 112. It was submitted by the Lake Tahoe Unified School District with the intention of providing onsite employees housing in the form of tiny homes. While Assembly Bill 3308 significantly reduces barriers for affordable housing on school district property, zoning changes in the Tahoe Basin require Tahoe Regional Planning Agency Approval though a PAS amendment.

Throughout 2023 City staff conducted outreach regarding amendments to the Tourist Core Area Plan and the Tahoe Valley Area Plan. The purpose of the amendments ranges from general improvements and a need for greater consistency with recently amended TRPA regulations, state regulations, and City goals, to increasing housing opportunities and community equity in appropriate areas.

In December of 2023 the City received an amendment request from Exline and Company, Inc. for a boundary adjustment of PAS 087, Heavenly Valley California, to include 1639 Sherman Way.

The property is currently in PAS 085, Lakeview Heights. The application is currently under review.

Title 6 Code Amendments
In 2023, the City Council adopted four amendments to Title 6 of City Code, which covers Development Services within the City. More information on the code amendments is provided below.

Special Events – On March 28, 2023, City of South Lake Tahoe City Council adopted Ordinance 2023-1172 amending City Code Section 6.55.230 to create new guidelines for special events, previously categorized as temporary activities. The amendment outlined characteristics of events requiring a permit, events that are exempt from obtaining a permit, and requirements of all special events regardless of a permit being required.

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6 Repeal of 6.10.450 – City Code Section 6.10.450 regarding temporary arts and craft shows was repealed on June 20, 2023. It was determined that arts and craft shows shall be permitted as special events under City Code Section 6.55.230.

Electric Vehicle Charing – City Council adopted an amendment to City Code Section 6.15.160 to codify procedures for expediting permitting processing for electric vehicle charging systems in accordance with Assembly Bill 1236.

Inclusionary Housing – City Council adopted an inclusionary housing ordinance on November 21, 2023, (Ordinance 2023-1180) to create a local funding source for affordable housing. This ordinance adds Chapter 6.27 to Title 6 of the South Lake Tahoe City Code and identifies projects subject to and exempt from the inclusionary housing requirement.

Proposed Title 6 Code Amendments
In winter of 2023, City staff began drafting amendments to City Code Chapter 6.85, Residential Development and Design Standards. The intent of this amendment is to update the accessory dwelling (ADU) ordinance as well as conduct general cleanup of the chapter. These are expected to be adopted in spring of 2024.

In 2023 the City initiated the annexation of 90 parcels in the Upper Truckee Marsh area. On November 16, 2023, Planning Commission passed a resolution recommending that City Council accept the pre-zoning of these parcels and approval of an amendment to City Code Section

6.55.120 to reflect updates zoning designation. Adoption by City Council is expected in early 2024.

Lake Tahoe Basin Development Rights
The City owns TRPA development rights and land coverage, which have accumulated from various sources (e.g., Environmental Improvement Projects, implementation of Community Plans and Area Plans, City purchase of land with attached development rights, the retirement of rights, and TRPA allocation of development). An annual determination for the fair market value of the development rights and land coverage is conducted to provide a consistent and equitable disposition process, promoted the achievement of the City’s affordable housing and community development goals, and provided certainty for the development community. The 2023 appraisal of the market for development rights and land coverage changed since 2022; as a result, a Resolution was adopted by City Council establishing new price points for the sale of development rights and land coverage.

As part of the development rights and land coverage inventory, City Council dedicated 70 Cityowned tourist accommodation units to be set aside and converted to residential units of use to be sold at no cost for ADUs and multi-family rental units. At the time of this report, the City had provided residential units of use for the construction of 12 ADUs and 16 multi-family units.

Improved Transparency and Community Engagement
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7 Throughout 2023 City Staff has continued to post projects on the Current Projects web page to inform the public on the status of current development proposals and City initiatives. The Current Project web page includes a status report for major development projects and is linked to a GIS map. A webpage for our two area plans currently undergoing amendments was created to house all public records relating to the amendments, including staff reports, community outreach and stakeholder meeting notes, and previous and upcoming meeting dates.

To improve transparency and encourage community engagement, both City Council and Planning Commission offer hybrid meetings with live Spanish interpretation that can be accessed via zoom or in person.

The existing Land Use and Community Design Element goals are provided below for reference.

Land Use and Community Design Element Goals
Goal LU-1: To ensure a connected city, guide land use consistent with the Tahoe Regional Planning Agency’s Transect Zoning System, and acquire the necessary Tahoe Regional Planning Agency commodities for future revitalization, development, and economic growth.

Goal LU-2: To focus future commercial, multi-family residential, tourist, civic, and social gathering space development in community plan areas in order to maximize incentives and create transit-, bicycle-, and pedestrian-oriented places that serve the needs of both residents and visitors.

Goal LU-3: To encourage the creation of more complete and well-designed neighborhoods that promote livability, safety, and sustainability.

Goal LU-4: To encourage the revitalization, reuse, and expansion of existing and vacant sites in South Lake Tahoe.

Goal LU-5: To revitalize and consolidate existing commercial uses while providing incentives and commodities for new resident- and visitor-serving commercial uses.

Goal LU-6: To provide tourist-serving uses near highways and other highly-visible locations in South Lake Tahoe.

Goal LU-7: To maintain an industrial district that provides for warehousing, research and development, light industrial, and “green technologies” that are attractive, compatible with adjoining non-industrial uses, and well designed and maintained.

Goal LU-8: To enhance and unify the visual quality of South Lake Tahoe.

Goal LU-9: To become a leader in “green” building technology, energy efficiency, emerging technologies, and sustainable development practices in the Lake Tahoe Basin.

Goal LU-10: To make development decisions predictable, fair, cost-effective by coordinating the City of South Lake Tahoe’s efforts with other agencies that either have jurisdiction, provide services, or own property in South Lake Tahoe.
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8 Goal LU-11: To ensure the fair treatment of all visitors and residents, regardless of race, culture, and income with respect to land use and environmental decisions. 217
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9 SECTION 5 ECONOMIC DEVELOPMENT ELEMENT
The Economic Development Element contains goals and policies to address economic prosperity and diversity, business attraction, and business retention and expansion.

New Business and Home Occupations
All businesses conducting work within the City are required to obtain a Business License. In 2023, the City issued a total of 562 new business licenses.

Forty-two home occupation applications were approved during 2023, each of which is associated with a business license.

Economic Development Priorities
In January 2023, City Council and Senior Management staff discussed Council priorities and formal direction at the Strategic Planning Retreat. Action taken since the meeting includes updating development commodity incentive policies, applying for and accepting funding for the Lake Link shuttle service, and authorizing or accepting grant funding for infrastructure improvements, complete street planning, and housing. In addition, City staff completed an inventory of vacant and underused properties and engaged in discussion with community partners regarding workforce development and economic stability.

The existing Economic Development Element goals are provided below for reference.

Economic Development Element Goals
Goal ED-1: To support and promote economic growth and the diversification of the local economy.

Goal ED-2: To support and promote existing businesses, job retention, and expansion, and diversify the economy.

Goal ED-3: To support and promote new business development and employment growth including local-serving, high technology, environmental-technology, and sustainable businesses, and encourage private-sector investment in South Lake Tahoe. 218
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10 SECTION 6 HOUSING ELEMENT
The 2022-2027 Housing Element was certified in August 2022 by the California Department of Housing and Community Development (HCD). The sixth round Housing Element has a 5-year timeframe. The Housing Element sets forth implementation strategies to address housing needs in the City.

Government Code Section 65400 requires that each city and county, including charter cities, prepare an annual progress report (APR) on the status of the Housing Element in addition to the regular General Plan Annual Report. The Housing Element APR must be submitted using the forms developed by the California Department of Housing and Community Development (HCD) and documents residential permits issued during the previous year and the jurisdiction’s progress in meeting the Regional Housing Needs Allocation (RHNA). In addition, the City’s 2022 adopted Housing Element, Program 1-8, includes an annual public meeting to discuss progress on housing programs and to solicit feedback. Figure 3, below, provides a summary of the city’s RHNA during the Sixth Cycle.

During 2023, the City continued several efforts to address existing and future housing needs. The City’s efforts involved entitlements and funding for new affordable housing projects as well as the approval of new incentives for affordable housing. Figure 4 below shows the residential building activity that occurred in 2023 including projects which received planning approval (units entitled), units which received a building permit (units permitted), and projects that were deemed complete (received a certificate of occupancy). The Sugar Pine Village project, which will include a total of Affordable Units Moderate Income Above Moderate Income
Units Permitted 129 3 98
RHNA 120 42 127
129
3 98
120
42 127
0 20
40 60
80 100
120
140
Number of Units
Figure 3
Residential Units Permitted vs. RHNA Target
2022-2027
Units Permitted RHNA
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11 248 deed restricted low-income units (affordable units), began construction for Phase 1A (68 units) and preliminary site work for Phase 2A of construction which includes 60 affordable units.

Program 1-4 Using Local Incentives
In 2023, the City began an ADU ordinance update to address errors in the existing document and incorporate newly adopted state laws. Adoption is anticipated in March 2024, after which staff will update the ADU Guide.

Under the TRPA growth management system, building permits for new residential development require residential allocations as well as potential residential units of use. The City typically receives 66 residential allocations from TRPA every two years. The City distributes the allocations between single family dwellings, multi-family dwellings and mixed-use or infill projects in Town Centers.

In 2023 the City Council adopted a revised policy for the disposition of City owned TRPA development commodities to incentivize development of multi-family and accessory dwelling units. Under this policy, 70 City banked Tourist Accommodation Units were set aside for conversion to residential units of use that shall be sold at no cost for ADUs or new multi-family rental units. Additionally, the policy allows for the sale of City owned development rights and land coverage at no cost for residential units that are deed restricted to accommodate low, very-low, and moderate-income families.

Lake Tahoe Community College began construction of a 100-bed student dormitory. All units will be deed-restricted for low- and very low-income students. As a “school building” defined in CA Education Code 81130.5 the permitting authority for this project was the Division of the State Architect (DSA). It is therefore not included in Table 2A; however, the City supported this effort by providing 21 multifamily residential units of use for the project, at no cost. Based on the market 220
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12 rate of residential units of use at the time, this was equivalent to a contribution of $315,000. The units shall be returned to the City upon the adoption of an area plan which would allow the units to be allocated from TRPA.

Program 2-6 Assist Nonprofit Housing Developers
The City continues to partner with Related CA and St. Joseph Community Land Trust for the development of Sugar Pine Village for 248 units of low-income housing (under 80% AMI). This project is four phases. The first phase (68 units) began construction in Fall 2022 with a Certificate of Occupancy expected in Fall 2024. The second phase (60 units) began preliminary site work in Summer 2023. The City is partnering with developers on a former Redevelopment site in the city for construction of additional affordable housing rental units.

Program 2-8 Mitigation of TRPA Regulations
Throughout 2023 City staff and City Council members have continued to participate in the TRPA Housing and Community Revitalization Working Group of the Advisory Planning Commission to assist local governments in meeting housing needs around the Basin. The working group reviewed amendments to the TRPA Code of Ordinances to create more flexible height, density, and coverage standards for projects that are 100% deed restricted. The City provided written and verbal feedback during the drafting of the amendments, as well as made public comment in support of adoption. The amendments were approved at the TRPA Governing Board on December 13, 2023.

The City played a significant role in TRPA’s receipt of $2.14 million from the California Department of Housing and Community Development’s (HCD) Regional Early Action Planning grant 2.0, Higher Impact Transformation grant to integrate equity, housing choice and affordability and environmental benefits into TRPA’s Regional Plan. City staff provided guidance to ensure equity is incorporated into TRPA code and overall policy to streamline housing. One proposed grant outcome is to streamline the TRPA environmental review process for multifamily projects.

Currently, multifamily projects may receive a CEQA categorical or statutory exemption, but the project is still required to go through the TRPA environmental checklist process.

Program 2-11 Local Funding Source Feasibility Study and Linkage Program In Spring 2022 the City contracted BAE Urban Economics to conduct a local housing funding source feasibility analysis on eight different potential sources. The funding study was completed in January 2023 and was discussed at City Council on January 24, 2023, where Council requested additional nexus and feasibility analysis be completed regarding a potential inclusionary housing percentage and in-lieu fee. The findings of this study were presented to Council on August 8, 2023, and staff was directed to draft an Inclusionary Housing Ordinance. This ordinance was adopted on November 21, 2023. City staff are also polling on a potential increase to Transient Occupancy Tax (TOT) to potentially include on the ballot in Fall 2024.

Program 3-2 Multiple-Family Dwelling and Single-Room Occupancy Inspection and Maintenance Program and Program 3-5 Preservation of Housing Conditions 221
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13 The City continues to implement the Multiple-Family Dwelling Inspection and Maintenance Program on multifamily projects of six units or more and single-room occupancy (SRO) units in hotels and motels to identify substandard housing and to ensure that City residents are living in safe and decent housing. During 2023, the Development Services Department carried out the following activities for multi-family residential properties and units participating in the Single Room Occupancy (SRO) program:
• Muti-Family Residential Unit Program Summary
o City staff conducted 198 site visits to multi-family properties (6 units or greater) o Multifamily units with pending corrections decreased from 75 in 2022 to 58 in 2023. • SRO Unit Program Summary
o City staff conducted 15 SRO site visits
o The number of SRO units inspected corrections pending increased to 21 units in 2023.
• Overall, in 2023, the multi-family residential program increased the number of exceptional units from 1123 in 2022 to 1252 at end of 2023, while the SRO program certified 143 regular units and maintained 59 exceptional units.

In order to address substandard housing conditions within the community, the City Council established a Housing Hotline. Consistent with all other years, in 2023, staff received many calls from tenants regarding security deposit disputes, parking concerns, rent increases inquiries, civil disputes, nuisances, evictions and substandard housing concerns. The Housing Division receives approximately 700 calls annually through the Housing Hotline. A substantial number of these calls are referred to other agencies for assistance such as Legal Services, El Dorado County Environment Management and Behavioral Health, City Code Enforcement, and the California Apartment Association. Additionally, a large number of complaints are resolved through mediation conducted by Housing Staff without escalated enforcement. However, approximately 30 complaints a year do result in City Inspection and prolonged enforcement, the process of which can extend for a series of months. No matter the type of complaint, the Housing Division staff investigates and addresses all substandard housing complains.

Program 3-9 Landlord/Tenant Matching Program - Lease to Locals During 2023, the City continued their partnership with Landing Locals to continue and expand the Lease to Locals program. This program offers grants to qualifying South Lake Tahoe property owners when they rent their homes long-term to local residents. The goal of the program is to provide an incentive for second homeowners to lease long-term rather than rent short-term or leave homes vacant and increase rental housing stock. The program was expanded in Summer 2022 and again in Fall 2023, with additional funding. As of December 31, 2023, 89 people including children have been housed through this program.

Program 1-8 Housing Element Implementation Progress
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14 The City is required to submit specific tables to HCD which constitute the Housing Element Annual Progress Report (APR) for 2023 (See Appendix A). Each table is further described below if the table is relevant to the City of South Lake Tahoe.
 Table A includes submitted discretionary entitlement applications as well as submitted ministerial applications (building permits). The City received 36 applications for 48 dwelling units in 2023.
 Table A2 includes approved entitlements, issued residential building permits, and residential projects that were completed and received certificates of occupancy. In 2023 the City approved entitlements for 14 units, issued residential permits for 103 units, and completed permitting for 34 residential units during the reporting period.  Table B of the Housing Element APR documents the City’s progress in meeting its Sixth Cycle Regional Housing Needs Allocation (RHNA).
 Table C documents sites identified or rezoned to accommodate shortfall housing need and No Net Loss law.
 Table D is for program implementation status and provides an update on the 45 implementation programs that were adopted as part of the 2022-2027 Housing Element.  Table F documents units that have been substantially rehabilitated, converted from nonaffordable by acquisition, and preserved, including mobile home park preservation.  Table H provides an inventory of surplus lands and lands in excess of its foreseeable needs.  Summary Table documents the number of residential units permitted during the calendar year and number of units applied for during the same period.  LEAP Reporting is an annual report on any Local Early Action Planning grant funds received by the jurisdiction.

The existing Housing Element goals are provided below for reference.

Housing Element Goals
Goal HE-1: To increase housing opportunities for South Lake Tahoe residents of all economic levels.

Goal HE-2: To encourage construction and maintenance of affordable and workforce housing in South Lake Tahoe.

Goal HE-3: To preserve and enhance the existing supply of housing.

Goal HE-4: To provide a range of housing services for households with special needs within South Lake Tahoe.
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15 Goal HE-5: To provide decent housing and quality living environments for all South Lake Tahoe residents regardless of age, race, religion, sex, sexual orientation, marital status, ancestry, national origin, disability, or economic level.

Goal HE-6: To ensure energy efficiency and appropriate weatherization for all new and existing housing.

Goal HE-7: To provide for a variety of housing types, sizes, price ranges, and densities compatible with the existing character and integrity of residential neighborhoods.

Goal HE-8: To ensure that Housing Element programs are implemented on a timely basis and progress of each program is monitored and evaluated annually. 224
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16 SECTION 7 TRANSPORTATION AND CIRCULATION ELEMENT
The Transportation and Circulation Element contains goals, policies, and implementation measures to help create a well-connected transportation network that serves all residents and visitors while reducing vehicle miles traveled and greenhouse gas emissions.

During 2023, several significant transportation projects were completed or continued to make progress in the planning, design, and environmental clearance process, including the following:
1) Pioneer Trail Pedestrian Improvement Phase 2
2) Tahoe Valley Stormwater and Greenbelt Improvement Project 3) Bijou Park Class 1 Bicycle Trail – Greenway Connector 4) Tata Lane/Sugar Pine Village Sidewalk Project
5) Citywide ADA Transition Plan
6) Dennis T. Machida Memorial Trail (CTC Greenway Phase 1C) 7) Pioneer Trail Highway Safety Improvement Project
Vision Zero
• Status: Held kick-off meeting with consultant in December 2023, assembled a Task Force (4 meetings scheduled through July 2024). Final report of the Vision Zero Action Plan is expected in July 2025.

The City of South Lake Tahoe is developing a data-driven Vision Zero Action Plan, which will be a living document and guide the City to commit to a Vision Zero implementation Plan. The development of the Vision Zero Action Plan will be through community engagement and attention to equity and will create a guide that is a road map for action and a tool for measuring progress toward eliminating severe injury crashes and fatalities.

Pioneer Trail Pedestrian Improvement Phase 2
• Status: Currently in Planning and Design Phase, Implementation expected in summer of 2024 pending outcome of acquisitions
The Pioneer Trail Pedestrian Improvement Project Phase 2 is located primarily between the intersections of Ski Run Blvd. on the west end and Larch Street on the east end (0.45 centerline mile). The project proposes construction of ADA compliant sidewalks, grade crossings, ramps, and intersection re-configurations along both sides of Pioneer Trail. Class 2 bike lanes will also be placed on both sides of Pioneer Trail. Minor drainage improvements, landscaping, signage, and sidewalk level lighting will also be constructed. New transit shelters and bus pull outs will be provided along both sides of Pioneer Trail near multi-family residential properties. The project and required CEQA documentation were approved by the Planning Commission at the 2/18/21 meeting. Design work continued in 2023 and early 2024, including acquisition of temporary construction agreements and easements. Funding for implementation has been fully secured, and the project may be out to bid as soon as Spring 2024, depending on the speed of easement acquisitions.
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17 Figure 5
Pioneer Trail Pedestrian Improvement Project – Phase II The Tahoe Valley Stormwater and Greenbelt Improvement Project • Status:

Phase 1: Planning and Design Complete, Implementation initiated in 2023 and expected to be completed in 2024
Phase 2: Planning Complete, Design expected to be completed in 2024, Implementation expected to begin in 2025
This project includes multi-benefit stormwater, stream environment zone (SEZ) restoration, bicycle/pedestrian improvements, and recreational amenities. Water quality and SEZ enhancements include improving existing drainage ways and drainage systems to spread, infiltrate, treat, and retain surface flows from roadways, commercial areas, and other high priority, directly connected urban areas. Pedestrian and bicycle enhancements include improving connectivity within the project area and to regional networks. Due to the size and diversity of the overall project, it is split into two phases.

1. Phase 1 consists of stormwater and water quality improvement work within the Bonanza neighborhood and downstream of James Avenue at 3rd Street to Tahoe Keys Blvd.

2. Phase 2 consists of the Central Greenbelt Area (behind the Crossings) spanning between Emerald Bay Road at B Street down to Highway 50 at 4th Street.

The Planning Commission adopted the CEQA and Mitigated Negative Declaration for the Tahoe Valley Stormwater and Greenbelt Improvement Project on May 9, 2019. The project TRPA and Lahontan permitting is completed and ready for construction of the project improvements.

Phase 1 of the project, approximately $7M, has been funded by the State Water Resources Control Board (SWRCB) Proposition 1 Stormwater Grant Program, California Tahoe Conservancy (CTC) Proposition 1 Grant Funding, TRPA mitigation funds, and local match funding. The critical acquisitions of private property within the Central Greenbelt area were completed in 2022 with 226
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18 financial support from TRPA mitigation funds and the CTC. There is approximately $4.5M secured funding for Phase 2, including SWRCP Proposition 1 Implementation Grant, TRPA SEZ and Water Quality Mitigation Funding, TRPA – Lake Tahoe Restoration Act Grant Program, CTC Implementation Grant, and local match funds. Phase 2 of the project has an approximate $3M budget shortfall.

Bijou Park Class I Bicycle Trail – Greenway Connector
• Status: Currently in Planning and Design Phase
This project proposes to construct 0.6 miles of bicycle and pedestrian trail that would link the Al Tahoe Mobility Project constructed in 2020 (Johnson Blvd & Al Tahoe Boulevard) with the CTC Dennis T. Machida Memorial Greenway Trail Phase 1B (Constructed 2021). The trail would be Figure 6
The Tahoe Valley Stormwater and Greenbelt Improvement Project 227
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19 entirely located within the City's Bijou Park Property, with construction of the project planned in 2025.

Tata Lane/Sugar Pine Village Sidewalk project
• Status: Currently in Planning and Design Phase
This project proposes to provide sidewalk connections on Tata Lane and Julie Lane to connect the new Sugar Pine Village affordable housing project to the Lake Tahoe Boulevard multi-use path and complete pedestrian connectivity to the transit center. Funding is tied to completion of Phase 2A of the affordable housing project and implement will follow thereafter.

Citywide ADA Transition Plan
• Status: Final Stages of Completion, Adoption Expected Spring 2024 Headed by the City Risk Manager, the American with Disabilities Act (ADA) Transition Plan reached final stages of completion in 2023. During 2023 two public outreach meetings were held and surveys were widely distributed for community input. Bureau Veritas was contracted to perform an ADA compliance evaluation of the City’s physical properties, public services, programs, communications practices, and employment practices. The ADA Transition plan is expected to begin implementation in summer 2024.

Dennis T. Machida Memorial Trail (CTC Greenway Phase 1C) • Status: Funding for initial Planning authorized
This project is a continuation of multiple phases of the California Tahoe Conservancy's (CTC) Dennis T. Machida Memorial Greenway Trail Project. This segment (1C) is proposed to provide a multi-use paved trail from the limits of Herbert Avenue to the limits of Ski Run Boulevard and Pioneer Trail, however multiple Class 1 trail alignments will be evaluated in this project area for various benefit opportunities. The City secured $800,000 of grant funds from the CTC in order to partially fund the planning phase of the project. Alternate development and feasibility studies are planned to occur in spring of 2024, while the environmental analysis and engineering design is scheduled to begin in spring 2025.

Pioneer Trail Highway Safety Improvement Project
• Status: Currently in Planning and Design Phase, Implementation expected in summer of 2024 This project proposes to make roadway safety improvements at the intersection of Glenwood Way and Pioneer Trail. It is funded primarily through Highway Safety Improvement Program Funds.

The project was determined viable from the TRPA Regional roadway Safety Audit. Pending the acquisition of one permanent easement on the corner of Glenwood Way and Pioneer Trail, the project is expected to finish the design phase before spring 2024, and implement construction in summer 2024.

Airport Master Plan
• Status: Currently in Preplanning, Awaiting Council Direction 228
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20 In 2023 the City sought and was awarded grants from FFA and Caltrans to update the Lake Tahoe Airport Master Plan. Staff began preplanning stages in 2023 and will seek further direction from City Council in spring 2024.

The existing Transportation & Circulation Element goals are provided below for reference.

Transportation and Circulation Goals
Goal TC-1: To develop a transportation network that provides an efficient, comprehensive, and well-maintained roadway system that accommodates vehicular travel while encouraging expanded use of alternative transportation modes.

Goal TC-2: To expand transit services in South Lake Tahoe to provide a viable alternative to the private automobile and enhance mobility for residents and visitors, and work collaboratively to expand public transit options throughout the Tahoe Basin.

Goal TC-3: Expand bicycle and pedestrian activity in the community centers and throughout the city, across all seasons of the year, through enhancements to and maintenance of bike paths, bike lanes, pedestrian paths, and sidewalks.

Goal TC-4: Provide and manage parking to accommodate reasonable auto usage, while minimizing the impacts of excessive parking supply and encouraging use of alternative travel modes.

Goal TC-5: To enhance the Lake Tahoe Airport as a regional hub.

Goal TC-6: Encourage development of waterborne public transportation services that connect with transit, bicycle, and pedestrian facilities.
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21 SECTION 8 PUBLIC/QUASI-PUBLIC FACILITIES AND SERVICES

ELEMENT
The Public/Quasi-Public Facilities and Services Element contains goals, policies, and implementation measures to the logical and efficient extension and upgrading of services and facilities in South Lake Tahoe.

Recreation and Aquatic Center Project – In January 2023 City Council discussed re-bidding for construction of the Recreation and Aquatics Center. In March City Council executed amendments to two Professional Services Agreements regarding preconstruction of the facility and architectural and engineering design.

Clean Energy Projects – Clean energy projects, not exclusive to solar/photovoltaic, are being considered for City Facilities as part of a comprehensive municipal facilities energy efficiency and generation project approach, incorporating the goals of the former Solar Energy and Economic Development (SEED) Fund project.

Broadband Feasibility Study – In 2023 the City’s Broadband Feasibility Study was completed, and an RFP was issued for a Public Private Partnership, for which AT&T was the only respondent.

Negotiations with AT&T are on hold, pending the results of a grant request submitted by AT&T with the City’s support.

Fire Station 3 - In 2023 the City began exploring design options for the reconstruction of Fire Station 3.

The existing Public/Quasi-Public Facilities and Services Element goals are provided below for reference.

Public/Quasi-Public Facilities and Services Element
Goal PQP-1: To ensure the timely maintenance, expansion, and upgrade of public facilities and services for the entire community.

Goal PQP-2: To work with local providers to ensure an adequate and safe water supply and delivery system for the entire community.

Goal PQP-3: To coordinate with South Tahoe Refuse to provide a reliable and environmentallyfriendly solid waste collection and diversion program that encourages recycling and re-use.

Goal PQP-4: To protect water quality of streams and Lake Tahoe by reducing pollutant loads associated with urban stormwater runoff.

Goal PQP-5: To deter crime and to meet the growing demands for public services in South Lake Tahoe.
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22 Goal PQP-6: To protect residents, employees, and visitors in South Lake Tahoe from injury and loss of life, and to protect property and businesses from fires.

Goal PQP-7: To coordinate planning efforts with the Lake Tahoe Unified School District, Lake Tahoe Community College, and South Lake Tahoe Library in their efforts to provide for the educational needs of all South Lake Tahoe residents.

Goal PQP-8: To promote the provision of adequate levels of utility services by private companies and to ensure that these are constructed in a fashion that minimizes their negative effects on surrounding development and maximizes energy efficiency.

Goal PQP-9: To expand health and medical facilities and services in South Lake Tahoe to serve residents and visitors.

Goal PQP-10: To relocate and consolidate City-owned and operated public buildings while making them more energy efficient.
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23 SECTION 9 RECREATION AND OPEN SPACE ELEMENT
The Recreation and Open Space Element contains goals and policies that seek to protect open space and enhance recreational opportunities for South Lake Tahoe residents and visitors.

Recreation Complex Expanded Services – During 2023 the recreation center began offering underwater hockey, additional Jazzercise classes, and Accessible Yoga. Pool operating hours were extended on Mondays and Saturdays, and in response to increased demand for soccer clinics, rental hours of the recreation center were extended. Three new part time lifeguard positions were created and filled. Staff continues efforts to recruit and hire additional lifeguards to build back swimming lessons and other pool programs.

Recreation and Aquatic Center Project – In January 2023 City Council discussed re-bidding for construction of the Recreation and Aquatics Center and in March executed amendments to two Professional Services Agreements regarding preconstruction of the facility and architectural and engineering design. A contract was awarded for Phase 2, vertical construction, of the project.

Community Parks – The building permit for construction of the Ski Run Community Park including play equipment, turf, gathering space, climbing boulder, hill slide, swings, benches, and a community table was approved in September of 2023 and construction began shortly after.

Planning efforts are underway with Action Sports Design to upgrade the Bijou Community Park Skate Park. Improvements were made to the playground area at Reagan Beach, and City parks and beaches were evaluated in the City’s ADA Title II Self-Evaluation and Transition Plan and have recommended measures for compliance.

The existing Recreation and Open Space Element goals are provided below for reference.

Recreation and Open Space Element Goals
Goal ROS-1: To maintain and expand South Lake Tahoe’s public park system and recreational opportunities to meet the needs of residents, employees, and visitors.

Goal ROS-2: To provide areas of permanent construction that include passive recreational opportunities.
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24 SECTION 10 HEALTH AND SAFETY ELEMENT
The Health and Safety Element includes goals, policies, and actions to address natural hazards such as flooding and wildfires and earthquakes as well as hazards from airplane operations. The Health and Safety Element also includes emergency response and disaster preparedness.

During 2023 several projects and actions were taken to address the Health and Safety Element including the following:
 City Council authorized up to $28,398.00 of Prop 172 Public Safety Sales Tax Funding for the purchase of 4 police e-bikes and training for 8 officers, which were deployed in summer of 2023.
 In September of 2023 the City accepted The South Lake Tahoe Police Department accepted funds from the ABC Alcohol Policing Partnership Grant. The funds will be utilized to carry out enforcement efforts related to unlawful possession and distribution of alcoholic beverages, unlawful provision of alcohol to minors, contributing to the delinquency of minors, public intoxication, and disturbances of the peace due to alcohol related parties, events, and gatherings within City limits. Grant funds may also be used to conduct alcohol related community and local business trainings.
 All emergency vehicle radios and portable radios were updated in 2023. The main radio infrastructure is built but has experienced delays and is scheduled to be completed by March 2024.
 The Tahoe RCD obtained licenses for SLTFR and other basin fire and land management districts to utilize Land Tender. Land Tender is a fire modeling program, identifying highest fire threat areas based on numerous considerations. This program will be utilized to develop fuel reduction plans within the region.
 In collaboration with the Tahoe Resource Conservation District, the City was a subrecipient of Southern Nevada Public Land Management Act (SNPLMA) funds. This enabled the City to hire three temporary, part time defensible space inspectors and will support the positions through 2028. In 2023, 2,200 inspections were completed.  In June of 2023 South Lake Tahoe Fire Rescue and Lake Valley Fire Protection District entered an updated memorandum of understanding through which the agencies plan to conduct work together when needed and focus on increasing the capacity of fuels reduction work within the south shore division of the Tahoe Fire and Fuels Team.  South Lake Tahoe Fire Rescue entered into a 10-year lease agreement with Zoll Medical Corporation for 6 cardiac monitors to allow for better patient care and interoperability among first responders.
 South Lake Tahoe Fire Rescue obtained training and permission under TRPA authority to mark trees for removal based on fire hazard threats.
 South Lake Tahoe Fire Rescue purchased training props to expand fire safety education for elementary school students. Training sessions are expected to begin in spring of 2024. 233
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25 The existing Health and Safety Element goals are provided below for reference.

Health and Safety Element Goals
Goal HS-1: To plan for, train for, and respond to that incidences and disasters in order to minimize loss of life, major injury, and loss of property.

Goal HS-2: To provide minimize [sic] fire hazards and provide fire protection services that maintain a safe and healthy community.

Goal HS-3: To protect lives and property from seismic and geologic hazards and adverse soil conditions.

Goal HS-4: To protect life and property from seasonal flooding and flooding related to large storm events.

Goal HS-5: To protect and maintain the safety of residents, businesses, and visitors by reducing the threat of avalanches.

Goal HS-6: To protect and maintain the safety of residents, businesses, and visitors by reducing, where possible, eliminating exposure to hazardous materials, waste, and natural substances.

Goal HS-7: To protect and maintain the safety of residents, businesses, and visitors by reducing the threat of aircraft hazards.

Goal HS-8: To protect South Lake Tahoe’s residents, workers, and visitors from the harmful and annoying effects of excessive noise exposure.
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26 SECTION 11 NATURAL AND CULTURAL RESOURCES ELEMENT
The Natural and Cultural Resources Element addresses the preservation and enhancement of scenic, water, biological, historical, cultural, and mineral resources.

The City continues to implement its first Climate Action Plan (CAP), adopted in October of 2020.

The CAP serves as a long-term plan to reduce greenhouse gas (GHG) emissions from community activities, as well as prepare for the impacts of climate change. In addition to addressing climate change, the CAP will provide numerous co-benefits. Emissions reduction strategies are crafted to provide benefits to public health and safety, economic sustainability, local environmental quality, community resilience, and equity.

During 2023 several actions were taken to further the implementation the Climate Action Plan including the following:
 In August of 2023 staff received direction from City Council regarding desired elements of a reach code. Council’s direction was to draft an electric preferred code applicable to new construction of all single-family dwellings, including condominiums; accessory dwelling units; multifamily developments; commercial retail and office space; restaurants; and hotels. Additionally, an educational program will be developed familiarize local professionals with the code upon its adoption. The code development is currently in progress. Since the first Council presentation, the State has changed its approach away from electric-preferred code development due to recent litigation. Additional outreach by City staff will be conducted once updates to Statewide cost-effectiveness studies are completed.
 As mentioned above in amendments to Title 6, City Council adopted an amendment to City Code Section 6.15.160 to codify procedures for expediting permitting processing for electric vehicle charging systems in accordance with Assembly Bill 1236.

The existing Natural and Cultural Resources Element goals are provided below for reference.

Natural and Cultural Resources Element Goals
Goal NCR-1: To protect and enhance the visual connection of South Lake Tahoe’s and the Lake Tahoe Basin’s scenic resources.

Goal NCR-2: To protect and enhance the clarity of Lake Tahoe and water quality in the area’s rivers, creeks, and groundwater.

Goal NCR-3: To protect, restore, and enhance biological habitats and wildlife species in South Lake Tahoe.

Goal NCR-4: To preserve and maintain sites and structures that serve as significant, visible connections to South Lake Tahoe’s social, cultural, and architectural history. 235
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27 NCR-5: To incorporate air quality transportation improvements and emission reductions directly with land use and transportation planning.

Goal NCR-6: To encourage energy conservation in new and existing developments in order to reduce greenhouse gas emissions, limit their effect on global warming, and to create a more sustainable environment.

SECTION 12 NEIGHBORHOOD PRIORITY LISTS
The Neighborhood Priority Lists chapter of the General Plan includes proposed land use, economic development, transportation, and housing actions for the City’s different neighborhoods. The list of priorities for neighborhood improvements was created based on features identified by residents and stakeholders that were missing from their individual neighborhoods. It should be noted that two community plans (Stateline/Ski Run and Tahoe Valley) have since been replaced with two new Area Plans (Tourist Core Area Plan and Tahoe Valley Area Plan). The following provides a summary of the actions taken in 2023 for the ongoing neighborhood priority lists:
 Bijou Park – Ski Run Community Park is under construction and shall serve as a neighborhood park, recreation area, and other community gathering space.  Airport – The City has obtained funding for the Airport Master Plan to expand resident and visitor services at the Lake Tahoe Airport.
 Bijou Park – Phase II of the Pioneer Trail Pedestrian Improvement Project will address the priorities of pedestrian and bicyclist safety and connectivity.  Sierra Tract – A concern for the Sierra Tract neighborhood was the threat of catastrophic fires. South Tahoe Fire Rescue has applied for a 1 million dollar grant to perform a large defensible space project in the Sierra Tract.
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28 APPENDIX A

CITY OF SOUTH LAKE TAHOE HOUSING ELEMENT ANNUAL

PROGRESS REPORT
CALENDAR YEAR 2023
237
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element ImplementationPlanning Period 6th Cycle 06/30/2022 - 06/30/2027 Date
Application
Submitted
Total
Approved
Units by
Project
Total
Disapproved
Units by
Project
Streamlining Application Status Project Type Notes
2 34 6 7 8 9 11 12 13
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(SFA,SFD,2 to 4,5+,ADU,MH)
Tenure
R=RenterO=Owner
Date
Application
Submitted
(see
instructions)
Very LowIncome
Deed
Restricted
Very LowIncome Non
Deed
Restricted
LowIncome
Deed
Restricted
Low-Income
Non Deed
Restricted
ModerateIncome
Deed
Restricted
ModerateIncome
Non Deed
Restricted
Above
ModerateIncome Total PROPOSED Units by Project
Total

APPROVED
Units by
project
Total

DISAPPROVED
Units by Project
Please select
streamlining
provision/s the
application was
submitted
pursuant to.

Did the housing
development
application seek
incentives or
concessions
pursuant to
Government
Code section
65915?
Were incentives
or concessions
reqested
pursuant to
Government
Code section
65915
approved?
Please indicate
the status of the
application.

Is the project
considered a
ministerial
project or
discretionary
project?
Notes+
Summary Row: Start Data Entry Below 0 0 0 1 0 0 47 48 0 0 3107527100 2532 PALMIRA
AVE 23010005 ADU R 1/3/2023 1 1 NONE No N/A Approved Ministerial 2910118100 3737 BEACH
RD 23010059 ADU R 1/20/2023 1 1 NONE No N/A Withdrawn Ministerial Permit expired due to inact 2609226100 3067

BELLEVUE
AVE
23030001
ADU R
3/1/2023
1 1 NONE No N/A Approved Ministerial
2615202100 2890

SACRAMENTO
AVE # B
23030006
ADU R
3/2/2023
1 1 NONE No N/A Approved Ministerial
2934101100 1051 FERN RD
# D 23030116 ADU R 3/23/2023 1 1 NONE No N/A Approved Ministerial 2934102100 1057 FERN RD
# D 23030117 ADU R 3/23/2023 1 1 NONE No N/A Pending Ministerial 2934103100 1065 FERN RD
# D 23030118 ADU R 3/23/2023 1 1 NONE No N/A Approved Ministerial 2723405100 1149 LONG
VALLEY AVE 23040045 ADU R 4/14/2023 1 1 NONE No N/A Approved Ministerial 3224119100 1109 TATA LN 23080060 ADU R 8/8/2023 1 1 NONE No N/A Approved Ministerial 2315130100 725 JAMES
AVE 23100138 ADU R 10/20/2023 1 1 NONE No N/A Pending Ministerial 2736415100 3380

TREEHAVEN
DR
23120110
ADU R
12/27/2023
1 1 NONE No N/A Pending Ministerial
2934101100 1051 FERN RD
# A 23030059 2 to 4 R 3/16/2023 1 1 NONE No N/A Approved Ministerial 2934101100 1051 FERN RD
# B 23030060 2 to 4 R 3/16/2023 1 1 NONE No N/A Approved Ministerial 2934102100 1057 FERN RD
# A 23030061 2 to 4 R 3/16/2023 1 1 NONE No N/A Pending Ministerial 2934102100 1057 FERN RD
# B 23030062 2 to 4 R 3/16/2023 1 1 NONE No N/A Pending Ministerial 2934103100 1065 FERN RD
# A 23030063 2 to 4 R 3/16/2023 1 1 NONE No N/A Approved Ministerial 2934103100 1065 FERN RD
# B 23030064 2 to 4 R 3/16/2023 1 1 NONE No N/A Approved Ministerial 2934101100 1051 FERN RD
# C 23030113 2 to 4 R 3/23/2023 1 1 NONE No N/A Approved Ministerial 2934102100 1057 FERN RD
# C 23030114 2 to 4 R 3/23/2023 1 1 NONE No N/A Pending Ministerial 3109417100 1077
MARJORIE ST 23090158 2 to 4 R 9/21/2023 1 1 NONE No N/A Approved Ministerial 2526206100 1305

PENINSULA
RD
23030071
SFD O
3/17/2023
1 1 NONE No N/A Approved Ministerial
2934103100 1065 FERN RD
# C 23030115 2 to 4 O 3/23/2023 1 1 NONE No N/A Approved Ministerial 2715135100 1141 SKI RUN
BLVD 23040067 SFD O 4/19/2023 1 1 NONE No N/A Approved Ministerial 2602612100 761 SAN JOSE
AVE 23040072 SFD O 4/20/2023 1 1 NONE No N/A Withdrawn Ministerial 2316132100 759 JAMES
AVE 23050160 SFD O 5/31/2023 1 1 NONE No N/A Approved Ministerial 2713426100 3725 ASPEN
AVE 23060118 SFD O 6/15/2023 1 1 NONE No N/A Withdrawn Ministerial 3227909100 1129 DEDI AVE 23060209 SFD O 6/26/2023 1 1 NONE No N/A Approved Ministerial2828011100 1327

WILDWOOD
AVE
23090043
SFD O
9/8/2023
1 1 NONE No N/A Approved Ministerial
2602612100 761 SAN JOSE
AVE 23090179 SFD O 9/25/2023 1 1 NONE No N/A Approved Ministerial 2714416100 3792 ASPEN
AVE 23110030 SFD O 11/6/2023 1 1 NONE No N/A Pending Ministerial 2612418100 3000

BERKELEY
AVE
23110096
SFD O
11/29/2023
1 1 NONE No N/A Pending Ministerial
2602111100 747 LAKEVIEW
AVE 23110101
SFD O
11/30/2023
1 1 NONE No N/A Pending Ministerial
3125204100 2675 MILLER
ST 23120031 SFD O 12/7/2023 1 1 NONE No N/A Pending Ministerial 2368226100 905 LINDA AVE 23120109 SFD O 12/26/2023 1 1 NONE No N/A Pending Ministerial 031258006 &
019 2629 LAKE TAHOE BLVD Mueller Redevelopment Project 23-050 2 to 4 R 4/28/2023 2 2 NONE No N/A Approved Discretionary 32151009 1971 F Street 23-117 5+ R 9/11/2023 10 10 NONE No N/A Approved Discretionary 32151009 1971 F Street 23-117 ADU R 9/11/2023 2 2 NONE No N/A Approved Discretionary Table A
Cells in grey contain auto-calculation formulas
1 5
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes Density Bonus Law Applications 10 Housing Development Applications Submitted
238
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 06/30/2022 - 06/30/2027
Table A2
Streamlining Infill
Housing without Financial
Assistance or Deed
Restrictions
Term of Affordability
or Deed Restriction Notes
23 56 89 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Prior APN+ Current APN Street Address Project Name+ Local Jurisdiction Tracking ID Unit Category (SFA,SFD,2 to 4,5+,ADU,MH) Tenure R=Renter O=Owner Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Entitlement Date Approved # of Units issued Entitlements Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Building Permits Date Issued # of Units Issued Building Permits Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Certificates of Occupancy or other forms of readiness (see instructions) Date Issued # of Units issued Certificates of Occupancy or other forms of readiness How many of the units were Extremely Low Income? Please select the streamlining provision the project was APPROVED pursuant to. (may select multiple) Infill Units? Y/N+ Assistance Programs for Each Development (may select multiple - see instructions) Deed Restriction Type (may select multiple - see instructions) For units affordable without financial assistance or deed restrictions, explain how the locality determined the units were affordable (see instructions) Term of Affordability or Deed Restriction (years) (if affordable in perpetuity enter 1000)+ Number of Demolished/Destroyed Units Demolished or Destroyed Units Demolished/De stroyed Units Owner or Renter Total Density Bonus Applied to the Project (Percentage Increase in Total Allowable Units or Total Maximum Allowable Residential Gross Floor Area) Number of Other Incentives, Concessions, Waivers, or Other Modifications Given to the Project (Excluding Parking Waivers or Parking Reductions) List the incentives, concessions, waivers, and modifications (Excluding Parking Waivers or Parking Modifications) Did the project receive a reduction or waiver of parking standards? (Y/N) Notes+ Summary Row: Start Data Entry Below 0 0 0 0 0 0 14 14 0 0 61 0 0 0 44 105 0 0 0 0 0 0 34 34 0 11 0 0 00 0 0
2615202100
2890

SACRAMENTO
AVE # B
23030006 ADU R 4/26/2023
0 1 4/26/2023 1 0 NONE Y 1000
3216202100 1320 BONANZA AVE 22050104 ADU R 5/3/2023 0 1 5/3/2023 1 0 NONE Y 3107527100 2532 PALMIRA AVE 23010005 ADU R 5/18/2023 0 1 5/18/2023 1 0 NONE Y 2723405100 1149 LONG VALLEY AVE 23040045 ADU R 5/22/2023 0 1 5/22/2023 1 0 NONE Y2723334100 3317 FIR AVE # C 22120083 ADU R 7/31/2023 0 1 7/31/2023 1 0 NONE Y 2934101100 1051 FERN RD # D 23030116 ADU R 9/11/2023 0 1 9/11/2023 1 0 NONE Y 3224119100 1109 TATA LN 23080060 ADU R 9/14/2023 0 1 9/14/2023 1 0 NONE Y 2934103100 1065 FERN RD # D 23030118 ADU R 10/20/2023 0 1 10/20/2023 1 0 NONE Y 2723334100 3317 FIR AVE # B 22120082 ADU R 10/23/2023 0 1 10/23/2023 1 0 NONE Y 2 Demolished R 2944104100 3794 MONTREAL RD 21070151 2 to 4 R 6/21/2023 0 3 6/21/2023 3 0 NONE Y 3229128100 1888 LAKE TAHOE BLVD # G Sugar Pine Village 22120059 5+ R 1/22/2021 0 30 8/10/2023 30 0 SB 35 (2017) Y AHSC Other NA 1000 Yes AHSC, LIHTC, IIG, PLHA, LGMG 3229128100 1888 LAKE TAHOE BLVD # H Sugar Pine Village 22120060 5+ R 1/22/2021 0 30 8/10/2023 30 0 SB 35 (2017) Y IIG, LIHTC Other NA 1000 Yes AHSC, LIHTC, IIG, PLHA, LGMG2934101100 1051 FERN RD # A 23030059 2 to 4 R 9/11/2023 0 1 9/11/2023 1 0 NONE Y2934101100 1051 FERN RD # B 23030060 2 to 4 R 9/11/2023 0 1 9/11/2023 1 0 NONE Y2934101100 1051 FERN RD # C 23030113 2 to 4 R 9/11/2023 0 1 9/11/2023 1 0 NONE Y 3109417100 1077 MARJORIE ST 23090158 2 to 4 R 10/11/2023 0 2 10/11/2023 2 0 NONE Y 2934103100 1065 FERN RD # A 23030063 2 to 4 R 10/20/2023 0 1 10/20/2023 1 0 NONE Y2934103100 1065 FERN RD # B 23030064 2 to 4 R 10/20/2023 0 1 10/20/2023 1 0 NONE Y2208103100 343 BEACH DR 22080010 SFD O 1/23/2023 0 1 1/23/2023 1 0 NONE Y 1 Demolished O 2816114100 4273 SADDLE RD 21120014 SFD O 1/25/2023 0 1 1/25/2023 1 0 NONE Y 3123314100 2649 FOUNTAIN AVE 21090034 SFD O 1/27/2023 0 1 1/27/2023 1 0 NONE Y 2909114100 919 LAKE RD 21080012 SFD O 1/30/2023 0 1 1/30/2023 1 0 NONE Y 2351111100 867 CLEMENT ST 22050027 SFD O 2/10/2023 0 1 2/10/2023 1 0 NONE Y 2526109100 1316 HEATHER LAKE RD 22010102 SFD O 3/3/2023 0 1 3/3/2023 1 0 NONE Y 2368405100 1032 TAHOE ISLAND DR 22100164 SFD O 4/17/2023 0 1 4/17/2023 1 0 NONE Y 2805204100 3760 TERRACE DR 22070145 SFD O 4/21/2023 0 1 4/21/2023 1 0 NONE Y3108406100 1042 CARSON AVE 22020060 SFD O 5/3/2023 0 1 5/3/2023 1 0 NONE Y 3225229100 1917 F ST 22040022 SFD O 5/3/2023 0 1 5/3/2023 1 0 NONE Y 2202303100 662 TAHOE KEYS BLVD 22040036 SFD O 5/10/2023 0 1 5/10/2023 1 0 NONE Y 3227701100 1085 JULIE LN 19120151 SFD O 5/12/2023 0 1 5/12/2023 1 0 NONE Y 2310128100 2161 WEST WAY 22010106 SFD O 5/17/2023 0 1 5/17/2023 1 0 NONE Y 1 Demolished O 2526206100 1305 PENINSULA RD 23030071 SFD O 5/22/2023 0 1 5/22/2023 1 0 NONE Y 2908209100 4007 CEDAR AVE 22120105 SFD O 5/31/2023 0 1 5/31/2023 1 0 NONE Y 2 Demolished R 2606106100 692 LILY AVE 22100150 SFD O 6/15/2023 0 1 6/15/2023 1 0 NONE Y 2231108100 1579 VENICE DR 22120124 SFD O 6/28/2023 0 1 6/28/2023 1 0 NONE Y 1 Demolished O 3115306100 2568 KNOX AVE 22120034 SFD O 7/26/2023 0 1 7/26/2023 1 0 NONE Y 2723334100 3317 FIR AVE # A 22120051 SFD O 7/31/2023 0 1 7/31/2023 1 0 NONE Y 2715135100 1141 SKI RUN BLVD 23040067 SFD O 8/3/2023 0 1 8/3/2023 1 0 NONE Y2316132100 759 JAMES AVE 23050160 SFD O 8/11/2023 0 1 8/11/2023 1 0 NONE Y 2822130100 3907 SADDLE RD 22010054 SFD O 8/16/2023 0 1 8/16/2023 1 0 NONE Y 2724131100 1091 JOHNSON BLVD 22100121 SFD O 10/2/2023 0 1 10/2/2023 1 0 NONE Y 1 Demolished O2828011100 1327 WILDWOOD AVE 23090043 SFD O 10/11/2023 0 1 10/11/2023 1 0 NONE Y 2934103100 1065 FERN RD # C 23030115 2 to 4 O 10/20/2023 0 1 10/20/2023 1 0 NONE Y 3227909100 1129 DEDI AVE 23060209 SFD O 11/1/2023 0 1 11/1/2023 1 0 NONE Y 031258006 & 019 2629 LAKE TAHOE BLVD Mueller Redevelopment Project 23-050 2 to 4 R 2 8/17/2023 2 0 0 NONE Y 32151009 1971 F Street 23-117 5+ R 10 10/26/2023 10 0 0 NONE Y 32151009 1971 F Street 23-117 ADU R 2 10/26/2023 2 0 0 NONE Y 2502181100 1389 HERBERT AVE 19120137 SFD O 7/23/2021 0 7/23/2021 0 1 1/19/2023 1 NONE Y 2314129100 648 JAMES AVE 21100077 SFD O 7/6/2022 0 7/6/2022 0 1 2/14/2023 1 NONE Y2364402100 704 TAHOE ISLAND DR 21040029 SFD O 6/28/2021 0 6/28/2021 0 1 2/22/2023 1 NONE Y 1 Demolished O 2324142100 2160 BARTON AVE A1 22020091 5+ R 6/22/2022 0 6/22/2022 0 1 2/24/2023 1 NONE Y 2324142100 2160 BARTON AVE A2 22020092 5+ R 6/22/2022 0 6/22/2022 0 1 2/24/2023 1 NONE Y2608214100 962 SAN JOSE AVE 21030150 SFD O 2/14/2022 0 2/14/2022 0 1 3/2/2023 1 NONE Y 2608215100 3141 RIVERSIDE AVE 21040011 SFD O 2/14/2022 0 2/14/2022 0 1 3/2/2023 1 NONE Y2324142100 2160 BARTON AVE B1 22030071 5+ R 6/22/2022 0 6/22/2022 0 1 3/10/2023 1 NONE Y 2324142100 2160 BARTON AVE B2 22030072 5+ R 6/22/2022 0 6/22/2022 0 1 3/10/2023 1 NONE Y2608213100 958 SAN JOSE AVE 21030151 SFD O 2/14/2022 0 2/14/2022 0 1 3/16/2023 1 NONE Y 2324142100 2160 BARTON AVE C1 22030073 5+ R 6/22/2022 0 6/22/2022 0 1 3/31/2023 1 NONE Y 2324142100 2160 BARTON AVE C2 22030074 5+ R 6/22/2022 0 6/22/2022 0 1 3/31/2023 1 NONE Y2724128100 1092 BIJOU ST 21070143 SFD O 10/5/2021 0 10/5/2021 0 1 4/5/2023 1 NONE Y2907102100 4025 LAKESHORE BLVD 21030003 SFD O 5/18/2021 0 5/18/2021 0 1 4/19/2023 1 NONE Y 1 Demolished O 2373503100 885 MICHAEL DR 20060094 SFD O 10/1/2020 0 10/1/2020 0 1 5/12/2023 1 NONE Y 1 Demolished O 2324142100 2160 BARTON AVE D1 22030075 5+ R 6/22/2022 0 6/22/2022 0 1 5/31/2023 1 NONE Y2324142100 2160 BARTON AVE D2 22030076 5+ R 6/22/2022 0 6/22/2022 0 1 5/31/2023 1 NONE Y2368301100 946 LINDA AVE 21080031 SFD O 4/1/2022 0 4/1/2022 0 1 6/8/2023 1 NONE Y2324142100 2160 BARTON AVE G1 22030081 SFD O 6/22/2022 0 6/22/2022 0 1 6/29/2023 1 NONE Y2324142100 2160 BARTON AVE E1 22030077 5+ R 6/22/2022 0 6/22/2022 0 1 7/18/2023 1 NONE Y2324142100 2160 BARTON AVE E2 22030078 5+ R 6/22/2022 0 6/22/2022 0 1 7/18/2023 1 NONE Y2324142100 2160 BARTON AVE F1 22030079 5+ R 6/22/2022 0 6/22/2022 0 1 7/18/2023 1 NONE Y 2324142100 2160 BARTON AVE F2 22030080 5+ R 6/22/2022 0 6/22/2022 0 1 7/18/2023 1 NONE Y2324142100 2160 BARTON AVE G2 22030082 5+ R 6/22/2022 0 6/22/2022 0 1 7/18/2023 1 NONE Y 2526204100 1291 PENINSULA RD 19030080 SFD O 5/26/2020 0 5/26/2020 0 1 8/9/2023 1 NONE Y 2960505100 4051 AZURE AVE 22050115 SFD O 5/23/2022 0 5/23/2022 0 1 8/15/2023 1 NONE Y2607403100 3112 FRESNO AVE 21110026 SFD O 2/24/2022 0 2/24/2022 0 1 8/16/2023 1 NONE Y 3109326100 1061 WILLIAM AVE # B 22120052 ADU R 1/5/2023 0 1/5/2023 0 1 9/1/2023 1 NONE Y 2521103100 1337 DICK LAKE RD 22050113 SFD O 8/11/2022 0 8/11/2022 0 1 9/22/2023 1 NONE Y 3128404100 2494 CONESTOGA ST 22020054 SFD O 6/29/2022 0 6/29/2022 0 1 10/20/2023 1 NONE Y 2555211100 3462 EDNA ST 18020093 SFD O 8/6/2018 0 8/6/2018 0 1 10/23/2023 1 NONE Y3116109100 1105 CARSON AVE 22030039 SFD O 5/25/2022 0 5/25/2022 0 1 11/17/2023 1 NONE Y 3228217100 1251 MARGARET AVE 22040096 SFD O 9/16/2022 0 9/16/2022 0 1 11/28/2023 1 NONE Y 2609226100 3067 BELLEVUE AVE 23030001 ADU R 3/24/2023 0 3/24/2023 0 1 12/18/2023 1 NONE Y Note: "+" indicates an optional field
Housing with Financial Assistance
and/or Deed Restrictions Project Identifier Demolished/Destroyed Units Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units Density Bonus
1 Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits Affordability by Household Incomes - Certificates of Occupancy 4 7 10
239
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element ImplementationPlanning Period 6th Cycle 06/30/2022 - 06/30/2027 1 Projection Period 34
RHNA Allocation by
Income Level
Projection Period -
12/31/2021-
06/29/2022
2022 2023 2024 2025 2026 2027 Total Units to Date (all years) Total Remaining RHNA by Income Level Deed Restricted - - - - - - - - - -
Non-Deed Restricted - - - - - - - - - - Deed Restricted - 68 61 - - - - - - - Non-Deed Restricted - - - - - - - - - - Deed Restricted - - - - - - - - - - Non-Deed Restricted - - - - - - - - - - Above Moderate 127 - 23 44 - - - - - - - 67 60
289
- 91 105 - - - - - - - 196 172
5 67
Extremely low-Income
Need 2022 2023 2024 2025 2026 2027
Total Units to
Date
Total Units
Remaining
35 - - - - - - - - - - 35
VLI Deed Restricted
VLI Non Deed Restricted
LI Deed Restricted
LI Non Deed RestrictedMI Deed Restricted
MI Non Deed Restricted
Above Mod Income
-
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were permitted since the start of the planning period. Projection Period units are in a separate column.

Total RHNA
Total Units
Income Level
Very LowLowExtremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1).*Extremely low-income houisng need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.

Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).

Please Note: Table B does not currently contain data from Table F or Table F2 for prior years. You may login to the APR system to see Table B that contains this data.Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD s online APR system, or contact HCD staff at [email protected].
42 -
This table is auto-populated once you enter your jurisdiction name and current year data. Past year information comes from previous APRs. -
Moderate
70 50 42
Please contact HCD if your data is different than the material supplied here 129
2 Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
70 240
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Year 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Planning Period 6th Cycle 06/30/2022 - 06/30/2027 Date of Rezone Rezone Type
2 4 5 6 7 9 10 11
APN Street Address Project Name+
Local
Jurisdiction
Tracking ID+
Date of Rezone Very Low-Income Low-Income Moderate-Income Above ModerateIncome Rezone Type Parcel Size
(Acres)
General Plan
Designation Zoning Minimum Density Allowed
Maximum
Density Allowed
Realistic
Capacity Vacant/Nonvacant Description of Existing Uses
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Summary Row: Start Data Entry Below
3 8
Project Identifier RHNA Shortfall by Household Income Category Sites Description 1 Sites Identified or Rezoned to Accommodate Shortfall Housing Need and No Net-Loss Law Table C
241
Jurisdiction South Lake Tahoe
Reporting Year 2023 (Jan. 1 - Dec. 31)
1 2 3 4
Name of Program Objective Timeframe in H.E Status of Program Implementation Program 1-1 Mixed-Use
Development
The City shall continue to create incentives (i.e., alternative parking requirements, streamlined permitting) to encourage production of housing in areas where residential use is appropriate to the setting and where mixed-use projects could address job and housing needs. Incentives have been
included in the Tourist Core Area Plan and Tahoe Valley Area Plans as well as for affordable residential development throughout the City. The City provides information regarding the incentives at City Planning Division offices and on the City’s website.

Initial website updates by 2023 and
review opportunities for additional
incentives annually after
The City is currently engaged in the planning process to update two area plans and adopt one new area plan and will consider incentives for encouraging the production of housing in the area plans.

Anticipated adoption for the area plan amendments is summer of 2023 and winter 2025 for the adoption of the Mid-Town Area Plan.

Program 1-2 Development of
Substandard/Underutilized Sites
The City will provide information on substandard or
underutilized parcels as part of the City’s online GIS database.

The City will update the database annually.

By September 2023 and annually after
that
The City continues to identify substandard and undertilized parcels and will make this information available to the public.

Program 1-3 Parking Best
Practices
The City shall continue to research best practices for parking standards and continue to allow more flexible parking
standards and shared parking for mixed-use and other
housing projects. The City’s objective Residential
Development and Design Standards allow parking requirement reductions for studio and one bedroom units and multi-family projects that commit to parking management measures. The City will continue to strive to balance requests for parking requirement reductions to encourage housing development with environmental and safety impacts associated with a lack of sufficient parking. Additional updates to parking standards could include one or more of the following practices:
1) Encouraging affordable housing developers to unbundle parking and rent parking spaces separately from the units. 2) Allowing housing developers to pay an in-lieu fee to support public transportation access to the project site in place of some of the parking requirements.

Ongoing, as projects are processed
through the planning division
The City continues to research best past practices and proposes to incorporate theses measures in the Tourist Core and Tahoe Valley Area Plan updates and in the Mid-Town Area Plan.

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Housing Programs Progress Report
Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.

Table D
Program Implementation Status pursuant to GC Section 65583 242
Program 1-4 Using Local Incentives
The City shall produce an informational handout and have one, central hub on the City website that describes all of the Cityoffered incentives for multifamily and affordable housing for extremely low-, very low-, and low-income households,
including bonus units, land coverage within Community Plans, and/or density bonuses in addition to incentives and options offered by TRPA. The handout will briefly summarize the local incentives and provide links to the City’s website. The information will be available on the City’s website and also at the City Planning Division offices. The City will reach out to developers annually to market these incentives.

In addition, the City will continue to work with TRPA and other Tahoe Basin agencies as part of Program 2-8 toward amending Basin-wide regulations to allow the City to offer density bonuses and other allowances consistent with the state
density bonus law (Government Code Section 65915, et seq.).

This will be added to the City’s workplan to coordinate with TRPA. The City shall use its representation as a voting member on the TRPA Governing Board and the TRPA Advisory Planning Commission and its participation in specific working group efforts such as the Tahoe Living: Housing & Community Revitalization Working Group to advance these changes to TRPA regulations.

Create informational handout and website
updates by 2023. Conduct outreach to
local developers at least annually. Add
this program to the City’s efforts to work
with TRPA by September 2022. See
Program 2-8 for timing objectives
regarding Basin-wide regulation
amendments.

An ADU guidebook was created and housing development incentives were published on tje City website and made available to describe development process (November 2022). City sent a letter of support to TRPA to apply for the REAP 2.0 Higher Impact Transformation to align TRPA regional policy to comply with state housing law.(December 2022). Development Incentives were also published on the City's website (December 2022).

Program 1-5 Clarifying the
Development Process
The City shall continue to provide information on the City’s website to clarify the development process for
developers/builders who are looking to construct housing in South Lake Tahoe and are unfamiliar with the process.

Ongoing; Updated as needed
An ADU guidebook was created and housing development incentives were published on tje City website and made available to describe development process (November 2022). City sent a letter of support to TRPA to apply for the REAP 2.0 Higher Impact Transformation to align TRPA regional policy to comply with state housing law.(December 2022). Development Incentives were also published on the City's website (December 2022).

Program 1-6 Clarify how
Residential-Care Facilities are
allowed under state law
The City will work with TRPA to amend the City and TRPA zoning regulations to specify that residential care facilities (group homes) of all sizes are allowed by right in all residential districts when TRPA and City next amend the Residential Plan Area Statements. This will be added to the City’s workplan to coordinate with TRPA.

If possible, within the TRPA regulatory
framework, the City will make
amendments to City regulations by 2023.

The City will work with TRPA with a goal
of amendments to TRPA regulations by
2025. Add this program to the TRPA
workplan by September 2022. See
Program 2-8 for timing objectives
regarding Basin-wide regulation
amendments.

Amendment of the Residential Plan Area Statements is scheduled for completion after the update of the Tourist Core and Tahoe Valley Area Plan and development of the Mid-Town Area Plan. 243
Program 1-7 Small Lot
Consolidation
To ensure that there is a sufficient supply of multifamily zoned land to meet the City’s Regional Housing Needs Allocation (RHNA), the City will continue to encourage lot consolidations to combine small residential lots into larger developable lots by proactively reaching out to local developers (as part of Program 1-4) and meeting with local developers to discuss development opportunities and advertise incentives for lot consolidation to accommodate affordable housing units and making applicants aware of these opportunities at the planning counter. In addition, the City will continue to allow
administrative processing of lot consolidation. As
developers/owners approach the City interested in lot
consolidation for the development of affordable housing, the City will offer one or more of the following local incentives on a project-by-project basis given property owners’ and
developers’ needs:
1) Continue to discuss consolidation opportunities with property owners of adjacent parcels identified in Appendix A.

This incentive is currently in place;
2) Implement a process to guide property owners through the lot consolidation (lot line adjustment) application process, and waive the fee for this particular entitlement when the resulting project includes designated deed-restricted affordable units; 3) Continue to assist property owners in identifying and applying for financial resources for projects which incorporate affordable units. This incentive is currently in place.

Establish program to guide property
owners through the lot consolidation
process and waive the fee for designated
affordable units by September 2023, and
then implement the program as
applicants come forward. Reach out to
local developers annually as part of
Program 1-4.

Not started yet.

Program 1-8 Housing Element
Implementation Progress
The City shall annually conduct a public workshop or public meeting to discuss progress on housing programs and to
solicit feedback.

Meet annually as part of the development
of the Housing Element Annual Report to
HCD.

February 23rd Planning Commission will serve as APR and public meeting on housing element progress.

Program 2-6 Assist Nonprofit
Housing Developers
The City shall provide technical and financial support (when feasible) to local, regional, and statewide not-for-profit housing sponsors that facilitate the creation of affordable housing, prioritizing projects that locate affordable housing in Town Centers near services and amenities or integrate
affordable housing into affluent neighborhoods. Such support can include the donation of City-owned sites, the use of existing City housing programs for project clients when appropriate, the prompt processing of needed applications, and the preparation of funding applications.

Ongoing, as projects are processed
through the Planning Division. Contact
developers annually to inform them of
City assistance options.

The City has partnered with Related CA and St. Joseph Community Land Trust for the development of Sugar Pine Village for 248 units of low income housing (under 80% AMI). The City has also provided land and downpayment assistance for the three moderate income homes St. Joseph Community Land Trust is developing.
244
Program 2-7 Homebuyer
Assistance Program
Administration Partnering
The City has initiated discussions with other agencies and organizations that may be able to take on the administration of a first-time homebuyer and/or moderate income homebuyer program for residents of the city. The City released a Request for Proposals in March 2022 for partnership with an external consultant to administer a moderate-income homebuyer
program, and the City will initiate solicitation and contracting with other agencies and organizations to assist the City in administering the program. As part of this program, the City will conduct outreach to lower-income communities to
promote the program and lower-income household
homeownership opportunities in high resource areas.

Establish program by September 2023
and ongoing
The City did not receive any responses to the RFP to administer a homebuyer assistance program. City staff are working to get more funding to administer a more robust program that also supports people with high housing costs that are currently out of reach.

Program 2-8 Mitigation of TRPA
Regulations
The City shall continue to advocate for changes to TRPA regulations in order to reduce restrictions on affordable, workforce, and mixed-use housing developments. The City shall use its representation as a voting member on the TRPA Governing Board and the TRPA Advisory Planning
Commission and its participation in specific working group efforts such as the Tahoe Living: Housing & Community
Revitalization Working Group to advance TRPA Code
Amendments and Area Plans that will reduce the following barriers to housing development. There are three categories for actions that will take place as part of this program, divided by the approval requirements and associated timing: 1)
Amendments to the TRPA Code of Ordinances, 2) New Area
Plan for areas currently regulated by Plan Area Statements, and 3) New Area Plan for areas currently regulated by Plan Area Statements and amendments to existing area plans.

Specifc details of the three catagories can be found in the Housing Element.

Meet with TRPA staff at least annually to
work on the items in this program with
the goal of achieving some of them every
year during the planning period. In
addition, meet with the Housing &
Community Revitalization Working Group
quarterly and the TRPA Governing Board
and the TRPA Advisory Planning
Commission monthly to advance the
components of this program.

City sent a letter of support to TRPA to apply for the REAP 2.0 Higher Impact Transformation to align TRPA regional policy to comply with state housing law. (December 2022). The City continues to participate in TRPA planning processes including the Tahoe Living: Housing and Community Revitalization Working Group, the TRPA Advisory Planning Commission and TRPA Governing Board. 245
Program 2-9 Public Education
The City shall continue to provide information that describes the myths and realities of multifamily and affordable housing development. This will include promoting ADUs as a housing option in the city. The City will also continue to publicize programs, such as energy-efficiency programs and state and federal funding programs currently available to South Lake Tahoe residents. Information is available on the City’s website and, when needed, the City makes the presentation/slide show on myths and realities of multifamily and affordable housing development available to housing advocates and to
developers involved in local affordable housing projects. The City shall continue to encourage local housing advocates to make presentations to local builders and developers, Chamber of Commerce, civic groups, and the local community.

Additionally, the City shall publicize the Affordable Housing Resources page of the City’s website as a source of
information on housing programs, in addition to providing information in response to inquiries via phone, email, and at the Permit Center.

Ongoing
The City created informational brochures on the City's Housing programs and resources and a large informational posterboard with educational information. These are provided at the State of the City address, and any other opportunities that Housing staff have a booth. City staff have also presented on housing at local clubs, leadership groups, and more as invited.

Program 2-10 Moveable Tiny
Homes
The City will consider City Code amendments to allow tiny homes on wheels/on a chassis and work with TRPA to provide this type of housing as an option in residential areas of the City.
2022 Completed in 2022
246
Program 2-11 Local Funding
Source Feasibility Study and
Linkage Program
The City shall conduct a feasibility study to explore local funding options to support affordable housing projects and programs. Examples of options to pursue include vacancy tax, housing transfer tax, sales tax, transient occupancy tax, linkage fees, impact fees, inclusionary housing in-lieu fees, and housing investment or trust funds. In addition, the City shall analyze thresholds of significance, standards, and criteria for a linkage program, which would connect new development to the housing demand that it creates. The City shall consider a linkage program ordinance that would require development to mitigate housing impacts. Revenues collected for the ordinance shall be placed in a housing fund to provide housing and associated childcare for the South Lake Tahoe workforce. Based on the results and recommendations from the study, the City will choose one or more implementation measures which may include one of the following options below:
1) Developers build affordable workforce housing units. 2) Developers contribute land for the production of affordable and/or workforce housing.
3) Developers pay an in-lieu fee into the housing fund to help finance the production of affordable and/or workforce housing. 4) The City will consider offering incentives to developers participating in the program.

Complete feasibility study in September
2022; Adopt linkage ordinance by
September 2023
Consultant began contract in Spring 2022, study was completed in January 2023. Funding study was discussed at January 24, 2023 Council meeting to discuss the various funding types to fund housing development, preservation, and programs and provide direction for which funding sources to further study.

Program 3-1 Rehabilitation Loan
Program Administration Partnering
The City shall develop a housing rehabilitation program to serve city residents in order to incentivize improved housing conditions, harden homes against wildfire threats, and make energy efficiency upgrades while maintaining affordability and reducing displacement risk against substandard housing
conditions. Within 3 months of developing the program, the City will provide printed informational flyers in City buildings and post information on the City’s website for all residents to access. The City will also prioritize marketing of this program in areas of concentrated rehabilitation need, such as the Tahoe Sierra neighborhood, and areas of concentrated
poverty, such as the area east of Ski Run Boulevard by making flyers available in community gathering spots such as libraries or grocery stores at least annually.

Pursue program funding by September
2023. If funds are secured and allocated
by the City Council, establish this
program by September 2024 and then
administration will be ongoing. If these
timeframes are not met, the City will
continue to pursue program
implementation every year during the
planning period.

Not started yet.
247
Program 3-2 Multiple-Family
Dwelling and Single-Room
Occupancy Inspection and
Maintenance Program
Continue the Multiple-Family Dwelling Inspection and
Maintenance Program on multifamily projects of six units or more (or smaller projects if approved by City Council) and single-room occupancy (SRO) units in hotels and motels to identify substandard housing stock and to provide for the rehabilitation of housing that does not meet minimum building, housing, and property maintenance code standards, and site maintenance standards as well as citywide design standards, or is not safe to occupy, and further, to preserve and enhance the quality of life for residents of the city living in multifamily dwelling units. The City continues to successfully conduct inspections each year on all housing units that are subject to these program requirements. Units inspected under this
program are distributed geographically in all areas of the city.

Ongoing
These two programs continue with inspections almost daily for proprerties that require more extensive oversight, however the program has been successful at facilitating more properties achieving exceptional certification status.

Program 3-3 Mobile Home Parks
Ordinances
The City shall modify the mobile home parks ordinances to:
- Address conversion of mobile home parks to other uses (quantifying what constitutes a change of use, the definition of “cessation,” such as all or part of a park, immediately or gradually when relocation payment is required, etc.).
- Require mitigation of housing loss associated with mobile home park conversions and/or demolitions.

Sep-25 Not started yet.
248
Program 3-4 Preservation and
Acquisition of At-Risk Properties
The City shall continue to provide technical and financial assistance to the St. Joseph Community Land Trust and other nonprofit housing organizations that might be interested in, and have the capacity to, step in to acquire and rehabilitate any of the assisted or substandard properties to maintain, or create, long-term, affordable rental housing. The City may consider adopting a policy that prioritizes local residents for housing rehabilitation services.

The City will monitor the list of all dwellings in the city that are subsidized by government funding or low-income housing
developed through local regulations or incentives. The list will include, at least, the number of units, the type of government program, and the date on which the units are at risk to convert to market rate. The City did not identify any units at risk of converting to market rate within 10 years of the beginning of the sixth-round Housing Element planning period. The City has over 300 subsidized units, and the City will work to reduce the potential conversion of any units to market rate through the actions identified in the Housing Element.

If a development is offered for sale, HCD must certify persons or entities that are eligible to purchase the development and to receive notice of the pending sale. Placement on the eligibility list will be based on experience with affordable housing.

When necessary, the City shall continue to work with property owners of deed-restricted affordable units who need to sell within 45 years of initial sale. When the seller is unable to sell to an eligible buyer within a specified time period, equitysharing provisions are established (pursuant to the affordable housing agreement for the property), whereby the difference Ongoing communication with owners,
service providers, and eligible potential
purchasers; work with owners of deedrestricted units on an ongoing basis—particularly at the time of change
of ownership. Track through the Annual
Report to HCD.

City staff have provided close to $490,000 in CDBG funding to the Tahoe Coalition for the Homeless to do rehabilitation on one of the three Project Homekey properties they acquired. This process is still underway for the 22 units.

Program 3-5 Preservation of
Housing Conditions
Continue to enforce City building, fire, health, and zoning codes to remedy existing properties that are experiencing deterioration or are in need of fire resiliency protection or energy efficiency upgrades, and improve the condition of existing housing stock in coordination with rehabilitation and other infrastructure improvement programs. In order to reduce displacement risk resulting from substandard housing
conditions, the City will provide information on rehabilitation assistance programs to eligible households found in violation of City codes particularly in lower resource areas of the city.

Ongoing. Outreach to eligible households
in lower resource parts of the City found
in violation of City codes will be
conducted by the end of 2022.

The City continues enforcement of code and zoning requirements through building permits, planning permits, response to code violations, multi-family inspection program and single-room occupancy programs. The City also operates a Housing Hotline (English and Spanish) to receive complaints about substandard housing conditions and conduct follow up investigation and compliance. 249
Program 3-6 Replacement of Lost
Units from Residential Demolitions
In accordance with California Government Code Section
65583.2(g), the City will require replacement housing units subject to the requirements of California Government Code Section 65915(c)(3) on sites identified in the sites inventory when any new development (residential, mixed-use, or
nonresidential) occurs on a site that has been occupied by or restricted for the use of lower-income households at any time during the previous five years.

This requirement applies to:
- Non-vacant sites
- Vacant sites with previous residential uses that have been vacated or demolished
Ongoing, the replacement requirement
will be implemented immediately and
applied as applications on identified sites
are received and processed.

There have been no demotions of housing units on sites identified in the sites invenory.

Program 3-7 Monitoring Impacts of
Vacation Home Rentals on longterm Rental Supply
South Lake Tahoe voters approved Measure T in late 2018 to prohibit vacation home rentals in many areas of the city where they were previously allowed. Full implementation of Measure T began in 2021 when all existing vacation home rental permits in residential areas expired. The City shall continue
enforcement of Measure T regulations and will monitor the effects of limiting vacation home rentals during the course of the Housing Element planning period as the impacts unfold after 2021. The City will report to the City Council on any identifiable impacts to the supply and cost of long-term rental housing by the end of 2023.

Monitor impacts resulting from vacation
home rental moratorium and summarize
in report to City Council by end of 2023.

The City continues to implement Measure T and enforce violations of the vacation home rental ordinance. The City has contracted with the Tahoe Prosperity Center to conduct monitoring and reporting on the affects of Measure T on housing availability. The City will report to the City Council by the end of 2023.

Program 3-8 Multi-Family
Acquisition and Rehabilitation
Program
The City will partner with organizations, employers, and nonprofits to establish a multi-family acquisition and rehabilitation program to increase quality of housing for low income
residents and ensure long term affordability. The City will encourage acquisition of multi-family housing in areas of concentrated affluence and outside of areas with
concentrations of existing affordable housing to promote housing mobility and affordability in high income
neighborhoods. The City will also target acquisitions to increase housing options for lower-income households and reduce overcrowding in existing housing units.

Establish program by September 2024;
Ongoing communication with
organizations, employers, and service
providers that could administer program,
with contact at least once per year. If the
program is not established by September
2024, the City will continue to pursue
program establishment every year during
the planning period.

Not started yet.
250
Program 3-9 Landlord/Tenant
Matching Program
Continue the program to incentivize long term rental of second homes and spare rooms to promote the availability of low and moderate income rental housing for existing employees in the city. The City has been conducting a multi-faceted marketing campaign through press releases, internet-based outreach, media outreach/interviews, direct mailing to property owners and with advertisements published in the local paper of general circulation. The City will conduct specific outreach and marketing to owners of existing large housing units to participate in the rental incentive program in order to expand housing opportunities for larger renter households. The City will seek acquisition of housing in areas of concentrated affluence and outside of areas with concentrations of existing affordable housing to promote housing mobility and
affordability in high income neighborhoods.

Ongoing. Marketing will be conducted by
the end of 2022.

Lease to Locals Program began implementation in Winter 2022 and was expanded in Summer 2022 with additional funding. As of January 30, 2023, 45 adults and 9 children have been housed.

Program 3-10 Mobile Home Park
Preservation
The City shall promote the longevity and quality of life at existing and new mobile home parks by:
- Codifying regulations for mobile home park conversions. - Evaluating TRPA’s restrictions on the reuse of any residential units of use that originate from a mobile home park, and considering their reuse for workforce housing.
- Reviewing City regulations for new and enlarged mobile home parks to consider adding design, fencing, and amenity requirements and requiring an affordability assessment. - Conducting an inventory of mobile home parks to identify those that are most desirable or feasible for long-term preservation.
- Work with HCD Mobilehome and Special Occupancy Parks
Program to gather and maintain data on resident complaints, inspections and code violations.
- Targeting mobile home parks for park-wide infrastructure improvements or select coach rehabilitation or replacement.

Ongoing; conduct inventory by 2024 Not started yet.
251
Program 4-1 Reasonable
Accomodation and Land Coverage
The City shall complete the process of reviewing and
amending its Code to provide individuals, family members, caregivers, and/or anyone acting on behalf of the person with disabilities reasonable accommodation in rules, policies, practices, and procedures that may be necessary to ensure equal access to housing as feasible in coordination with TRPA. This will be added to the City’s workplan to coordinate with TRPA. This procedure will include, but will not be limited to, the existing City procedure to grant exception for carport structures for persons with disabilities and other uncodified City process for reasonable accommodation. This procedure will be a ministerial process subject to approval by the Director of Development Services. The City shall also continue to work with TRPA to facilitate reasonable accommodation requests within the framework of the Regional Plan to address any needs for accommodation by persons with disabilities for additional land coverage for necessary site improvements beyond the additional land coverage allowances for Americans with Disabilities Act (ADA) improvements in Chapter 30 of the TRPA Code of Ordinances.

The City shall adopt a reasonable
accommodation ordinance and create a
public information brochure on
reasonable accommodation and provide
that information on the City’s website by
September 2023. Add this program to the
TRPA workplan by September 2022. See
Program 2-8 for timing objectives
regarding Basin-wide regulation
amendments.

The City has provided correspondence to TRPA outlining City Housing Element priorities for regional regulatory amendments. TRPA amended their coverage standards for Facilities for Public Safety and Access of the Disabled.

Receiving parcels with legally existing development and insufficient available or banked coverage may transfer in land coverage for the addition of facilities for access of disabled persons for compliance with the ADA and other public safety requirements.

Program 4-2 Employee Housing Act
Compliance
To comply with the State Employee Housing Act (Health and Safety Code Sections 17021.5, 17021.6, and 17021.8), the City will continue working with TRPA on definitions in their regulations and amend the City’s zoning code to treat
employee housing that serves six or fewer persons as a singlefamily structure and permitted in the same manner as other single-family structures of the same type in the same zone (Section 17021.5). This will be added to the City’s workplan to coordinate with TRPA. The City is in compliance with the rest of the Employee Housing Act (Sections 17021.6 and 17021.8) as there are no agricultural zones or uses in the City.

If possible, within the TRPA regulatory
framework, the City will make
amendments to City regulations by 2023.

Add this program to the City’s workplan
to coordinate with TRPA by September
2022. See Program 2-8 for timing
objectives regarding Basin-wide
regulation amendments.

The City is pursuing these amendments through updates to the two exisitng Area Plans and development of a new Area Plan.
252
Program 4-3 Special-Needs
Housing
Continue to work with housing providers to ensure that special housing needs are addressed for seniors, large families, female-headed households, single-parent households with children, persons with disabilities and developmental
disabilities, those with extremely low incomes, and homeless individuals and families. The City will seek to meet these special housing needs through a combination of incentives, zoning standards, new housing construction programs, and supportive services programs. The City will conduct outreach to affordable housing developers and service providers
annually to identify and pursue development opportunities, in tandem with developer outreach conducted as part of Program 1-4. Program 1-5 contains additional incentives the City plans to implement. The City may also seek funding under the
federal 202 Senior Housing Program-Supporting Housing for the Elderly, California Child Care Facilities Finance Program, California Homebuyer’s Downpayment Assistance Program,
and other state and federal programs designated specifically for special-needs groups such as seniors, extremely lowincome households, persons with physical and developmental disabilities, and persons at risk for homelessness as
determined by the needs in the community.

The City shall continue to hold discussions with surrounding jurisdictions to determine how to address the needs of
homeless residents and identify potential sites and funding sources for an emergency shelter. The City shall also meet with at least one organization that provides services to persons with developmental disabilities and/or the Alta California Regional Center by June 2023 to identify specific strategies to address displacement risk and homeless
Annually for discussions with
surrounding jurisdictions and outreach
with affordable housing developers and
service providers and ongoing
The City continues to work with Tahoe Coalition for the Homeless on the rehabilitation of the Bear's Den motel, a Project Homekey property. The City provided $490,000 in CDBG to assist with rehabilitation costs for 22 units of permanent supportive housing. In addition, a City staff member was elected to the CoC Board to further understanding and opportunities to ensure housing needs are met for specialneeds populations.

Program 4-4 Childcare and
Intergenerational Facilities
Consider establishing a program to address the following housing needs in the city:
- Affordable housing developments that include on-site
childcare.
- Promoting intergenerational facilities
After studying these options, determine whether a program will be established and establish and publicize program if initiated.

Study program by early 2026; determine
whether program will be established and
initiate by the end of 2026.

Sugar Pine Village was permitted to include a community building that provides affordable childcare pending funding.

Program 4-5 Definition of Family Update the definition of “family” in the City’s zoning regulations to be compliant with State law. Complete by September 2023 The City is pursuing these amendments through updates to the two exisitng Area Plans and development of a new Area Plan. 253
Program 5-1 Fair Housing
To comply with AB 686, the City will implement serveral actions (see Housing Element for full program details), such as:
- Implement the previously identified programs to affirmatively further fair housing
- Continue to use the City’s Housing website to distribute information on fair housing information and available services, updating annually, or as needed.
- As fair housing complaints are received at the City, refer cases to the appropriate fair housing agency or address through inspections, as appropriate.
- Continue the Housing Issues Hotline service to assist residents with substandard housing and fair housing
concerns.
- Ensure that projects needed to develop infrastructure improvements to support housing and residents without
vehicles will continue to be included in the City's Capital Improvement Plan.
- Determine what, if any, outside factors impede student performance that can be alleviated, such as stable housing opportunities, childcare opportunities for working parents, access to before- and after-school resources and events, and more.
- Send mailers or virtual information to landlords and property managers about the Housing Choice Voucher (Section 8)
program and avoiding discriminatory practices based on
income or other protected classes.
- Conduct targeted outreach to underrepresented and
underserved groups by recruiting them to participate in the planning process and apply to committees by, at least
annually, coordinating with service providers, sending
Refer to each strategy in the Affirmatively
Furthering Fair Housing (AFFH) program
for specific timeframes.

The Housing Hotline receives complaints throughout the year and housing staff respond to substandard housing complaints and refer civil issues to Northern California Legal Services. City staff has also met with various stakeholder groups, including the Lake Tahoe Collaborative with close to 25 local nonprofits and public entities to hear more about resident needs and provide updates on City housing programs. In addition, City has been coordinating the the County Department of Behavioral Health to potentially house clients through funding they received. Two city housing staff provide bilingual services (Spanish/English) to support current housing programs and are working on providing documents in multiple languages.

Program 5-2 Transit Accessibility
Meet with the Tahoe Transportation District by December 2022, and biannually thereafter, to assess if any new unmet transit needs have developed and, if so, will provide technical assistance in applying for state and federal funding for expansions and will assist in identifying at least two funding sources annually that could be used fund expansions.

Meet with the transportation district by
December 2022 and biannually thereafter.

Identify funding sources annually.

The City has continuously met with the Tahoe Transportation District to discuss transit service needs in the City. The City also conducted an analysis of the existing transit services and has implemented an on demand microtransit service to further meet needs.

Program 6-1 Green Building
Incentive Program
The City shall continue to implement its green building incentive program that rewards developers for building green projects. The City shall also evaluate opportunities to provide additional incentives for green building projects.

Ongoing This program is currently active; however, the City has not received much interest in the program. The program will be updated with the area plan amendments that the City is currently pursuing. 254
Program 6-2 Energy Regulations
The City shall continue to require applicants for building permits to demonstrate compliance with the state energy conservation requirements at the time building plans are submitted. The City will also explore potential “Reach” codes that include energy efficiency measures beyond state
requirements for new construction. In addition, the City will continue to implement appropriate Climate Action Plan
strategies as they relate to housing.

Adopt Reach code by September 2023;
other activities are ongoing
The City hired a consultant to develop the Reach code. This action is currrently in progress. City housing staff is working with the City Sustainability Manager to complete a solar project associated with grant of Affordable Housing and Sustainable Communities grant.

Program 6-3 Energy Conservation
Assistance for Low-Income
Households
The City shall consider including weatherization and energy conservation as eligible activities should housing
rehabilitation efforts resume.

Ongoing Not started yet.

Program 6-4 Energy Conservation
The City will provide information and refer eligible property owners to other programs offered by Liberty Utilities and nonprofit organizations and will refer interested individuals to energy rebate and conservation assistance programs offered by others and maintain information on these programs at City Hall.

Ongoing
The City has updated it's Housing website to include programs offered by Liberty Utilities including California Rates for Alternative Energy, Medical Baseline Allowance, Energy Savings Assistance, Low Income Energy Assistance, and Home Energy Assistance Programs.

Program 7-1 Maintaining
Neighborhood Character
The City shall work with project proponents and community special interest groups to integrate affordable and workforce housing into existing neighborhoods—including smaller
duplexes, triplexes, and accessory dwelling units—while addressing local concerns and maintaining the character and environmental quality of the surrounding area. The City will also work with TRPA to implement these objectives within the framework of the Regional Plan.

Meet with TRPA at least twice per year
and ongoing
The City is working on new construction projects, ADU development and the Lease to Locals Program in order to integrate affordable and workforce housing into existing neighborhoods. The City also continues to participate in the TRPA Tahoe Living Working Group and actively provides input on recommended Code amendments to integrate affordable hosing and workforce housing in existing neighborhoods.
255
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31) Housing Element ImplementationPlanning Period 6th Cycle 06/30/2022 - 06/30/2027 Description of Commercial
Development Bonus
Commercial Development Bonus
Date Approved
34 APN Street Address Project Name+ Local Jurisdiction Tracking ID+ Very Low Income Low Income Moderate Income Above Moderate Income Description of Commercial Development Bonus Commercial Development Bonus Date Approved Summary Row: Start Data Entry Below
Units Constructed as Part of Agreement
Commercial Development Bonus Approved pursuant to GC Section 65915.7 Table E
Note: "+" indicates an optional field
Project Identifier
1 2
Cells in grey contain auto-calculation formulas
(CCR Title 25 §6202)
Annual Progress Report January 2020
256
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field Reporting Period 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulas Planning Period 6th Cycle 06/30/2022 - 06/30/2027
The description should adequately document how each unit complies with subsection (c) of Government Code Section 65583.1+.

For detailed reporting requirements, see the chcklist here:

Extremely LowIncome+ Very Low-Income+ Low-Income+ TOTAL UNITS+ Extremely Low- Income+ Very Low- Income+ Low-Income+ TOTAL UNITS+ https://www.hcd.ca.gov/community‐ development/docs/adequate‐sites‐checklist.pdf Rehabilitation ActivityPreservation of Units At-RiskAcquisition of UnitsMobilehome Park PreservationTotal Units by Income Table F
Please note this table is optional: The jurisdiction can use this table to report units that have been substantially rehabilitated, converted from non-affordable to affordable by acquisition, and preserved, including mobilehome park preservation, consistent with the standards set forth in Government Code section 65583.1, subdivision (c). Please note, motel, hotel, hostel rooms or other structures that are converted from non-residential to residential units pursuant to Government Code section 65583.1(c)(1)(D) are considered net-new housing units and must be reported in Table A2 and not reported in Table F.

Activity Type
Units that Do Not Count Towards RHNA+
Listed for Informational Purposes Only
Units that Count Towards RHNA +
Note - Because the statutory requirements severely limit what can be counted, please contact HCD at [email protected] and we will unlock the form which enable you to populate these fields.

Units Rehabilitated, Preserved and Acquired for Alternative Adequate Sites pursuant to Government Code section 65583.1(c) Annual Progress Report January 2020
257
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Note: "+" indicates an optional field
Reporting Period 2023 (Jan. 1 - Dec. 31) Housing Element Implementation Cells in grey contain auto-calculation formulasPlanning Period 6th Cycle 06/30/2022 - 06/30/2027 Notes
23 6
Prior APN+ Current APN Street Address Project Name+
Local
Jurisdiction
Tracking ID
Unit Category
(2 to 4,5+)
Tenure
R=Renter
Very LowIncome Deed
Restricted
Very LowIncome Non
Deed
Restricted
Low- Income Deed
Restricted
Low- Income
Non Deed
Restricted
Moderate- Income
Deed Restricted
ModerateIncome Non Deed
Restricted
Above
ModerateIncome
Total Moderate Income Units
Converted from Above
Moderate
Date Converted Notes
Summary Row: Start Data Entry Below 0 0 0 0 0 00 0
Table F2
Above Moderate Income Units Converted to Moderate Income Pursuant to Government Code section 65400.2 For up to 25 percent of a jurisdiction’s moderate-income regional housing need allocation, the planning agency may include the number of units in an existing multifamily building that were converted to deed-restricted rental housing for moderate-income households by the imposition of affordability covenants and restrictions for the unit. Before adding information to this table, please ensure housing developments meet the requirements described in Government Code 65400.2(b). 5 Project Identifier Unit Types
1 4
Affordability by Household Incomes After Conversion Units credited toward Moderate Income RHNA 258
Jurisdiction South Lake Tahoe
Reporting Period 2023 (Jan. 1 - Dec. 31)Planning Period 6th Cycle 06/30/2022 - 06/30/2027 ANNUAL ELEMENT PROGRESS REPORT Housing Element Implementation
23 4
APN Street Address Project Name+ Local Jurisdiction Tracking ID+ Realistic Capacity Identified in the Housing Element Entity to whom the site transferred Intended Use for Site 291-700-010-000 3900 Lake Tahoe Blvd 25 City of South Lake Tahoe Affordable housing/mixed use029-170-002-000 3908 Lake Tahoe Blvd 25 City of South Lake Tahoe Affordable housing/mixed use 1 Summary Row: Start Data Entry Below
Note: "+" indicates an optional fieldCells in grey contain auto-calculation formulas Table G
Locally Owned Lands Included in the Housing Element Sites Inventory that have been sold, leased, or otherwise disposed of Project Identifier
NOTE: This table must only be filled out if the housing element sites inventory contains a site which is or was owned by the reporting jurisdiction, and has been sold, leased, or otherwise disposed of during the reporting year. 259
Jurisdiction South Lake Tahoe Note: "+" indicates an optional field Reporting Period 2023
(Jan. 1 - Dec.
31)
Cells in grey contain auto-calculation
formulas
Designation Size Notes
1 2 34 5 6 7
APN Street Address/Intersection Existing Use Number of
Units
Surplus
Designation
Parcel Size (in
acres) Notes
025-061-039-000
Segment of Martin Avenue and a small sliver
south of Marie Ave. bridge upstream along
Trout Creek
Vacant Exempt Surplus
Land 1.26 Exchange for state agency conservation use
025-061-037-000 Martin Ave. - 1st "Parcel" Upstream of Roadway Vacant Exempt Surplus Land 21.53 Exchange for state agency
conservation use
025-081-013-000 Mid-Section with Confluence of Trout & Cold Creek. Vacant Exempt Surplus
Land 57.07 Exchange for state agency
conservation use
080-010-013-000 Outside City Limits & Borders Pioneer Trail Vacant Exempt Surplus Land 20.82 Exchange for state agency
conservation use
025-091-012-000 Cold Creek Section with Lake Christopher Vacant Exempt Surplus Land 22.27 Exchange for state agency conservation use
080-020-008-000 Cold Creek Section Above Pioneer Trail Vacant Exempt Surplus Land 54.836 Exchange for state agency
conservation use
023-685-001-000 2180 Washington Ave Vacant Surplus Land 0.22 031-030-020-000 948 Link Road Vacant Surplus Land 1.22
031-030-039-000 Link Road Vacant Surplus Land 2.23
031-030-024-000 Link Road Vacant Exempt Surplus
Land 0.08 Less than 5,000 sf
029-170-001-000 3900 Lake Tahoe Blvd Vacant Exempt Surplus Land 0.34
STRSA Long Range Property
Management Plan, transfer in
progress
029-170-002-000 3908 Lake Tahoe Blvd Vacant Exempt Surplus Land 0.82
STRSA Long Range Property
Management Plan, transfer in
progress
032-311-008-000 1180 Julie Lane Vacant Exempt Surplus
Land 0.59 Exchange for other public agency
use
032-314-012-000 1160 Industrial Avenue Vacant Exempt Surplus Land 1.57 Exchange for other public agency
use
026-050-004 1160 Rufus Allen Blvd. Public Facilities Exempt Surplus Land 15
The City entered into an agreement
with El Dorado County, dated
February 22, 2022, which includes a
land swap with the County of
approximately 10.35 acres of this
parcel in exchange for approximately

9.112 acres of County land for the
construction of a new MultiGenerational Recreation Center.

HCD confirmed exempt surplus land
status under Gov. Code section
54421(f)(1)(D) in an email dated
February 1, 2022. A Certficate of
Compliance Parcel Map Waiver and
assoicated grant deeds were
recorded with the El Dorado County
Clerk on August 22, 2022.

NOTE: This table must contain an invenory of ALL
surplus/excess lands the reporting jurisdiction owns
Summary Row: Start Data Entry Below
Parcel Identifier

ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
Table H
Locally Owned Surplus Sites
For El Dorado County jurisdictions, please format the APN's as follows:999-999-999-999 260
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31) Housing Element ImplementationPlanning Period 6th Cycle 06/30/2022 - 06/30/2027 Project Type Date
Units (Beds/Student
Capacity) Granted
Density Bonus
Notes
23 5 6
APN Street Address Project Name+ Local Jurisdiction Tracking ID+ Unit Category (SH - Student Housing) Date Very Low- Income Deed Restricted Very Low- Income Non Deed Restricted Low- Income Deed Restricted Low- Income Non Deed Restricted Moderate- Income Deed Restricted Moderate- Income Non Deed Restricted Above Moderate- Income Total Additional Beds Created Due to Density Bonus Notes Summary Row: Start Data Entry Below
Note: "+" indicates an optional field
Cells in grey contain auto-calculation formulas
Table J
Student housing development for lower income students for which was granted a density bonus pursuant to subparagraph (F) of paragraph (1) of subdivision (b) of Section 65915 Project Identifier Units (Beds/Student Capacity) Approved 1 4
NOTE: STUDENT HOUSING WITH DENSITY BONUS ONLY. This
table only needs to be completed if there were student housing projects WITH a density bonus approved pursuant to
Government Code65915(b)(1)(F)
Annual Progress Report January 2020
261
Jurisdiction South Lake Tahoe ANNUAL ELEMENT PROGRESS REPORT Reporting Period 2023 (Jan. 1 - Dec. 31)Planning Period 6th Cycle 06/30/2022 - 06/30/2027 No
Table K
Tenent Preference Policy
Local governments are required to inform HCD about any local tenant preference ordinance the local government maintains when the jurisdiction submits their annual progress report on housing approvals and production, per Government Code 7061 (SB 649, 2022, Cortese). Effective January 1, 2023, local governments adopting a tenant preference are required to create a webpage on their internet website containing authorizing local ordinance and supporting materials, no more than 90 days after the ordinance becomes operational.

Does the Jurisdiction have a local tenant preference policy? If the jurisdiction has a local tenant preference policy, provide a link to the jurisdiction's webpage on their internet website containing authorizing local ordinance and supporting materials.

Notes
262
Jurisdiction South Lake Tahoe
Reporting Year 2023 (Jan. 1 - Dec. 31)
Total Award Amount Total award amount is auto‐populated based on amounts entered in rows 15‐26.

Task $ Amount Awarded $ Cumulative Reimbursement Requested Other Funding Notes Summary of entitlements, building permits, and certificates of occupancy (auto‐populated from Table A2) Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 0 1414
Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 61Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 0 44 105
Current Year
Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 0Deed Restricted 0Non-Deed Restricted 0 3434
Moderate
Above Moderate
Total Units
Completed Entitlement Issued by Affordability Summary
Income Level
Very Low
Low
Moderate
Above Moderate
Total Units
Building Permits Issued by Affordability Summary
Income Level
Very Low
Low
Total Units
Certificate of Occupancy Issued by Affordability Summary Income Level
Very Low
Low
Moderate
Above Moderate

ANNUAL ELEMENT PROGRESS REPORT
Local Early Action Planning (LEAP) Reporting
(CCR Title 25 §6202)
Please update the status of the proposed uses listed in the entity’s application for funding and the corresponding impact on housing within the region or jurisdiction, as applicable, categorized based on the eligible uses specified in Sectio50515.02 or 50515.03, as applicable. $ ‐
Task Status
263
Jurisdiction South Lake Tahoe
Reporting Year 2023
Housing Element Planning Period 6th Cycle
Current Year
Deed Restricted 0
Non-Deed
Restricted 0
Deed Restricted 61
Non-Deed
Restricted 0
Deed Restricted 0
Non-Deed
Restricted 0
44 105
Units by Structure Type Entitled Permitted Completed
Single-family Attached 0 0 0
Single-family Detached 0 25 19
2 to 4 units per structure 2 11 0
5+ units per structure 10 60 13
Accessory Dwelling Unit 2 9 2
Mobile/Manufactured Home 0 0 0
Total 14 105 34
Infill Housing Developments and Infill Units Permitted # of Projects Units 46 105
00 37
48 0
0 0
0 (Jan. 1 - Dec. 31)
06/30/2022 - 06/30/2027
Number of SB 35 Streamlining Applications Approved
Very Low
Low
Moderate
Data is auto-populated based on data entered in Tables A, A2, C, and D Total Housing Applications Submitted:

Number of Proposed Units in All Applications Received:

Total Housing Units Approved:

Total Housing Units Disapproved:

Total Units
Housing Applications Summary
Use of SB 35 Streamlining Provisions - Applications
Note: Units serving extremely low-income households are included in the very low-income permitted units totals Number of SB 35 Streamlining Applications
Above Moderate
Indicated as Infill
Not Indicated as Infill
Building Permits Issued by Affordability Summary
Income Level
264
Income Rental Ownership Total
Very Low 00 0
Low 60 0 60
Moderate 00 0
Above Moderate 00 0
Total 60 0 60
Streamlining Provisions Used - Permitted Units # of Projects Units SB 9 (2021) - Duplex in SF Zone 00
SB 9 (2021) - Residential Lot Split 00
AB 2011 (2022) 00
SB 6 (2022) 00
SB 35 (2017) 2 60
Ministerial and Discretionary Applications # of Applications Units Ministerial 34 34
Discretionary 3 14
Density Bonus Applications and Units Permitted
Number of Applications Submitted Requesting a Density Bonus 0 Number of Units in Applications Submitted Requesting a Density Bonus 0 Number of Projects Permitted with a Density Bonus 0
Number of Units in Projects Permitted with a Density Bonus 0 Housing Element Programs Implemented and Sites Rezoned Count 36 0
Cells in grey contain auto-calculation formulas
Programs Implemented
Sites Rezoned to Accommodate the RHNA
Units Constructed - SB 35 Streamlining Permits
265
Resolution 2024-XX March 12, 2024 Page 1 of 2
Resolution 2024-XX
Adopted by the City of South Lake Tahoe
City Council
March 12, 2024
Accepting the General Plan Annual Progress Report for 2023 Pursuant to Government Code Section 65400

BACKGROUND
A. California Government Code requires cities and counties to submit an annual report on the status of the General Plan.

B. The City of South Lake Tahoe adopted an updated General Plan on May 17, 2011.

C. The City amended the General Plan in June 2022 to update the Housing Element and in September 2022 amended the Safety Element to incorporate the Local Hazard Mitigation Plan.

D. The City is required to submit a Housing Element Annual Progress Report to the Department of Housing and Community Development (HCD) using forms prescribed by HCD.

E. The City is required to submit the General Plan Annual Progress Report, including the Housing Element Annual Progress Report, to the Governor’s Office of Planning and Research and the Department of Housing and Community Development by April 1 of each year.

F. On February 22, 2024, the Planning Commission reviewed the General Plan Annual Progress Report for 2023 during its regularly scheduled meeting and recommended the City Council of South Lake Tahoe accept and file the report.

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 the General Plan Annual Progress Report provides a status report on each Element in the General Plan and is consistent with the guidelines issued by the Governor’s Office of Planning and Research.

2. Resolves the Housing Element Annual Progress Report provides detailed reporting on the City’s progress in meeting the Regional Housing Needs Allocation; and

3. Accepts the General Plan Annual Progress Report and directs staff to submit the Report to the Governor’s Office of Planning and Research and the California Department of Housing and Community Development by April 1, 2024.

Adopted by the City of South Lake Tahoe City Council on March 12, 2024 by the following vote:

Yes:
266
Resolution 2024-XX March 12, 2024 Page 2 of 2
No:

Absent:

Abstain:
________________________ Date:___________
Cody Bass, Mayor
Attest:
________________________ Date:___________
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.
267
Resolution 2024-XXX March 12, 2024 Page 1 of 3
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
March 12, 2024

A RESOLUTION ACCEPTING THE SURPLUS LAND INVENTORY

BACKGROUND
A. Under the Surplus Land Act (“SLA”), Government Code Sections 54220-54234, surplus property is defined as land owned by any local agency no longer necessary for the agency’s use.

B. Effective January 1, 2020, the SLA was amended to add requirements that local agencies must comply with prior to selling or leasing agency-owned property; and in April 2021, the California Department of Housing and Community Development adopted SLA Guidelines to implement and interpret the SLA. One of the requirements is to formally declare publicly owned property no longer necessary for the agency’s use as surplus land and report this inventory of surplus land to HCD.

C. The City and South Lake Tahoe Successor Agency owns fifteen (15) properties located throughout the City, listed in Exhibit A, that are suitable for future disposition and development (the “Surplus Properties”); ten (10) of which qualify as “exempt surplus land” that need not follow certain notice and negotiation requirements prior to disposition.

D. The City intends to follow the provisions of the SLA in the disposition of public lands.

E. A declaration of surplus land and exempt surplus land, and the issuing of notices pursuant to the SLA for surplus land, is a process adopted in State law with the intent of ensuring the prioritization of affordable housing, including noticing and opportunity to respond, for affordable housing developers.

F. This declaration of surplus land and exempt surplus land does not obligate the City to subsequently dispose of the land and, depending on the response to the notices and other factors, the City could still decide not to move forward with disposition of specific properties.

G. On February 22, 2024, during its regularly scheduled meeting, the Planning Commission recommended City Council accept the surplus land inventory report.

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

1. Finds that the surplus properties and exempt surplus properties listed on Exhibit A are no longer necessary for the City’s use, which findings are set forth in Exhibit A to this Resolution.
268
Resolution 2024-XXX March 12, 2024 Page 2 of 3

2. Finds and determines that this action results in no binding commitment by the City to authorize or advance the disposition of any of the surplus properties or exempt surplus properties; will not result in a direct or indirect physical change in the environment; and does not constitute an “approval” of a “project” pursuant to CEQA Guidelines Sections 15004 and 15352.

3. Authorizes the City Manager to issue Notices of Availability for the surplus properties that are compliant with the State SLA.

Adopted by the City of South Lake Tahoe City Council on March 12, 2024 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:___________
Code Bass, Mayor
Attest:
________________________ Date:___________
Sue 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.
269
Resolution 2024-XXX March 12, 2024 Page 3 of 3
Exhibit A
270
March 12 2024 City Council Meeting - Page 1 of 2
FILER

CITY OF SOUTH LAKE TAHOE PLANNING

PLANNING
[email protected]
(530) 542-7417

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271
March 12 2024 City Council Meeting - Page 2 of 2
272
Resolution 2024 002 February 22, 2024 Page 1 of 2
Resolution 2024- 002
Adopted by the City of South Lake Tahoe
Planning Commission
February 22, 2024
A RESOLUTION PURSUANT TO GOVERNMENT CODE SECTION 65400 RECOMMENDING

CITY COUNCIL ACCEPTANCE OF THE GENERAL PLAN ANNUAL PROGRESS REPORT FOR 2023

BACKGROUND
A. California Government Code requires cities and counties to submit an annual report on the status of the General Plan.

B. The City of South Lake Tahoe adopted an updated General Plan on May 17, 2011.

C. The City amended the General Plan in June 2022 to update the Housing Element and in September 2022 amended the Safety Element to incorporate the Local Hazard Mitigation Plan.

D. The City is required to submit a Housing Element Annual Progress Report to the Department of Housing and Community Development (HCD) using forms prescribed by HCD.

F. On February 22, 2024, the Planning Commission reviewed the General Plan Annual Progress Report for 2023 during its regularly scheduled meeting.

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

2. Resolves the Housing Element Annual Progress Report provides detailed reporting on the City’s progress in meeting the Regional Housing Needs Allocation; and

3. Recommends that the City Council accept the General Plan Annual Progress Report and submit the Report to the Governor’s Office of Planning and Research and the California Department of Housing and Community Development by April 1, 2024.

Adopted by the City of South Lake Tahoe Planning Commission on February 22, 2024 by the following vote:
273
Resolution 2024 002 February 22, 2024 Page 2 of 2
Yes: Wieczorek, Feiger, Howard, Lucksinger, Realo
Date: ___________
Natalia Wieczorek, Chair
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 Planning Commission.

Susan Blankenship (Feb 28, 2024 12:58 PST)
Natalia Wieczorek (Feb 28, 2024 12:59 PST)
Feb 28, 2024
274
Resolution 2024-002_2023 General Plan Annual
Progress Report
Final Audit Report 2024- 02-28
Created: 2024- 02-28
By: Yvette Miranda ( ymiranda@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAaQKlQVN1WRWmFMqqkHACjNLDGlSwP3gJ Resolution 2024-002_2023 General Plan Annual Progress Rep ort" History
Document created by Yvette Miranda ([email protected]) 2024- 02- 28 - 8:41:22 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2024- 02- 28 - 8:41:57 PM GMT
Email viewed by Susan Blankenship ( sblankenship@cityofslt. us) 2024- 02- 28 - 8:58:05 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2024- 02-28 - 8:58:41 PM GMT - Time Source: server Document emailed to [email protected] for signature 2024- 02- 28 - 8:58:42 PM GMT
Email viewed by [email protected]
2024- 02- 28 - 8:59:19 PM GMT
Signer [email protected] entered name at signing as Natalia Wieczorek 2024- 02- 28 - 8:59:40 PM GMT
Document e-signed by Natalia Wieczorek ([email protected]) Signature Date: 2024- 02-28 - 8:59:42 PM GMT - Time Source: server Agreement completed.
2024- 02- 28 - 8:59:42 PM GMT
275
Resolution 2024 003 February 22, 2024 Page 1 of 3
Resolution 2024- 003
Adopted by the City of South Lake Tahoe
Planning Commission
February 22, 2024

A RESOLUTION RECOMMENDING CITY COUNCIL ACCEPTANCE OF SURPLUS LAND

INVENTORY

BACKGROUND
A. Under the Surplus Land Act (“SLA”), Government Code Sections 54220-54234, surplus property is defined as land owned by any local agency no longer necessary for the agency’s use.

D. The City intends to follow the provisions of the SLA in the disposition of public lands.

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

1. Recommends that the City Council find that the surplus properties and exempt surplus properties listed on Exhibit A are no longer necessary for the City’s use, which findings are set forth in Exhibit A to this Resolution.

2. Recommends that the City Council find and determine that this action results in no binding commitment by the City to authorize or advance the disposition of any of the surplus properties or exempt surplus properties; will not result in a direct or indirect physical change 276
Resolution 2024 003 February 22, 2024 Page 2 of 3
in the environment; and does not constitute an “approval” of a “project” pursuant to CEQA Guidelines Sections 15004 and 15352.

3. Recommends that the City Council authorize the City Manager to issue Notices of Availability for the surplus properties that are compliant with the State SLA.

Adopted by the City of South Lake Tahoe Planning Commission on February 22, 2024 by the following vote:

Yes: Wieczorek, Feiger, Howard, Lucksinger, Realo
Date: ___________
Natalia Wieczorek, Chair
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 Planning Commission.

Susan Blankenship (Feb 28, 2024 12:57 PST)
Natalia Wieczorek (Feb 28, 2024 12:59 PST)
Feb 28, 2024
277
Resolution 2024 003 February 22, 2024 Page 3 of 3
Exhibit A
278
Resolution 2024-003_Surplus Land Inventory
Final Audit Report 2024- 02-28
Created: 2024- 02-28
By: Yvette Miranda ( ymiranda@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAlKpd_ M3AqlDlRAKsRMzTRZOX- q7ykWO_ Resolution 2024-003_Surplus Land Inventory" History
Document created by Yvette Miranda ([email protected]) 2024- 02- 28 - 8:42:40 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2024- 02- 28 - 8:43:09 PM GMT
Email viewed by Susan Blankenship ( sblankenship@cityofslt. us) 2024- 02- 28 - 8:57:31 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2024- 02-28 - 8:57:51 PM GMT - Time Source: server Document emailed to [email protected] for signature 2024- 02- 28 - 8:57:53 PM GMT
Email viewed by [email protected]
2024- 02- 28 - 8:58:42 PM GMT
Signer [email protected] entered name at signing as Natalia Wieczorek 2024- 02- 28 - 8:59:01 PM GMT
Document e-signed by Natalia Wieczorek ([email protected]) Signature Date: 2024- 02-28 - 8:59:03 PM GMT - Time Source: server Agreement completed.
2024- 02- 28 - 8:59:03 PM GMT
279
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:9
Agenda Item: US 50/89 Road Safety Audit Update
Executive Summary: In 2023, the California Department of Transportation (Caltrans) conducted an Engineering and Traffic Survey (E&TS) on State Route 50 from 0.05 miles east of Hopi Avenue in Meyers to the Nevada state line and 89 from the 50/89 intersection at the "Y" to Cathedral Road. Based on the results of the E&TS, Caltrans proposed to increase the speed limits along three segments along US 50 and 89 in the city. As a result of these recommendations, a public hearing was conducted on June 20, 2023, to gather public input. As a result, the City Council passed Resolution 2023-061 opposing Caltrans' proposed speed limit increase on sections of US 50, US 89, and US 50/89. Subsequently, Caltrans agreed to keep the existing speed limits along the corridor and conduct a Road Safety Audit to determine if there are feasible improvements to lower prevailing speeds and to improve safety. Caltrans and City jointly funded an Road Safety Audit and DKS Associates were retained to conduct the study.

The study was conducted on October 2 and 3, 2023, with active participation by City, Caltrans and other regional partners.

Requested Action / Suggested Motions: Pass a Motion approving the US 50/89 Road Safety Audit Study.

Responsible Staff Member: Anush Nejad, Director of Public Works Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report - Road Safety Audit.docx
02 - Res 2023-061 Caltrans US 50-89 Speed Survey.pdf
03 - South Lake Tahoe Final Draft Safety Report v2.pdf
04 - RSA Update Presentation.pptx
280
Council Agenda Report March 12, 2024 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: Road Safety Audit Findings for Sections of US 50, US 89, and US 50/89 Location: US 50/89, Emerald Bay Road from Lisa Maloff Way to Lake Tahoe Blvd, Lake Tahoe Blvd from Emerald Bay Road to Blue Lake Ave, and Emerald Bay Road from Lake Tahoe Blvd to West Way (City Limits)
Responsible Staff Members: Anush Nejad, Director of Public Works Background: In 2023, the Department of Transportation (Caltrans) conducted an Engineering and Traffic Survey (E&TS) on State Route 50 from 0.05 miles east of Hopi Avenue in Meyers to the Nevada state line and 89 from the 50/89 intersection at the "Y" to Cathedral Road. Based on the results of the E&TS, Caltrans proposed to increase the speed limits along three segments along US 50 and 89 in the city. As a result of these recommendations, a public hearing was conducted on June 20, 2023, to gather public input.

As a result, the City Council passed Resolution 2-23-061 (Attachment 02) opposing the California Department of Transportation's (Caltrans) proposed speed limit increase on sections of US 50, US 89, and US 50/89. Subsequently, Caltrans agreed to keep the existing speed limits along the corridor and conduct a Road Safety Audit (RSA) to determine if there are feasible improvements to lower prevailing speeds and improve safety.

Issue and Discussion: Caltrans and City jointly funded an RSA, and DKS Associates were retained to conduct the study. The study was performed on October 2 and 3, 2023, with active participation by the City, Community members, Caltrans, and other regional partners.

An RSA is a multi-stakeholder, comprehensive effort to identify safety and mobility deficiencies and generate a list of improvements. The RSA workshop was conducted over two days. Day one began with stakeholder introductions, goals and objectives for the workshop, an overview of the route and study segments, including crash data and physical characteristics, and a discussion of locations the group would stop and review. The discussion was followed by a field visit at the agreed-upon stop locations to observe current conditions and infrastructure, discuss the feasibility of previously identified improvements and any additional projects, and observe and experience traffic, bicycle, and pedestrian conditions and volumes. Independent night condition field visits by groups focused on the lighting conditions through the study segments and night safety concerns within the study area. Day two began with a recap of Day one findings, followed by an in-depth discussion of the actions and improvements for the route, including discussions of feasibility, timeframe, and any items that require additional study.

The study roadways included 1.7 miles along US 50 from Lisa Maloff Way to the intersection of US 50 and SR 89 (Segment 1), 1.8 miles along US 50 from the junction of US 50 and SR 89 to Blue Lake Avenue (Segment 2), and 1.0 miles of SR 89 from the intersection with US 50 to the city limit (Segment 3).
281
Council Agenda Report March 12, 2024 Page 2 of 4
Findings were divided into short-term, mid-term, and long-term action plans. Table 1 summarizes the RSA findings for short-term projects - within one to two years.

Table 1 – Short Term Upgrade Findings
Segment Segment 1
Emerald Bay Road, Lisa
Maloff Way to Lake Tahoe
Blvd
Segment 2
Lake Tahoe Boulevard, Emerald
Bay Road to Blue Lake Avenue
Segment 3
Emerald Bay Road, Lake
Tahoe Boulevard to West
Way (city limits)
Short Term
Improvements
(1-2 Years)
 Restripe Class II bike
lanes and repaint to
meet current Class II
design standards.
 Outreach to the public
for preferred protected
pedestrian-crossing
locations.
 Add way-finding signage
for the bicycle network.
 Install radar feedback
signage or ped/bike
warning signs with
flashing beacons for
changing traffic
conditions ahead.
 At all signalized intersections:
install Accessible Pedestrian
Signals, Leading Pedestrian
Intervals, retroreflective
backplates, and countdown
pedestrian signals.
 Implement green paint for
bicycle lanes along the
entire segment.
 Implement pedestrian-scale
lighting along the entire
segment.
 Install hybrid beacon
between Tahoe Keys
Boulevard and Lodi Avenue
(Grocery Outlet)
 Paint "KEEP CLEAR" marking
message on pavement in
front of the fire station.
 Conduct pilot project for
coordination at 35 MPH
speed control.
 Add way-finding signage for
the bicycle network.
 Conduct lighting warrant at
River Drive.
 Check sight triangles at
broadside crash locations.
 Restripe Class II bike
lanes and repaint to
meet current Class II
design standards.
 Outreach to public
for preferred
protected
pedestrian-crossing
locations.
 Add way-finding
signage for the
bicycle network.
 Install radar
feedback signage or
ped/bike warning
signs with flashing
beacons.

Table 2 summarizes the RSA findings for mid-term and long-term projects within two to more than five years.
282
Council Agenda Report March 12, 2024 Page 3 of 4
Table 2 – Mid-Term to Long-Term Upgrade Findings
Segment Segment 1
Emerald Bay Road, Lisa Maloff
Way to Lake Tahoe Blvd
Segment 2
Lake Tahoe Boulevard,
Emerald Bay Road to Blue Lake
Avenue
Segment 3
Emerald Bay Road, Lake
Tahoe Boulevard to West
Way (city limits)
Medium Term
(2-5 Years)
 Restriping and snow
clearance pilot projects to
determine road diet
feasibility with maintenance
operations.
 Install Pedestrian-protected
crossings – hybrid beacons
after the public outreach
events (suggested locations
include D Street, B St, and
Lisa Maloff Way).
 Implement a keep-clear
zone for emergency
vehicles at Fire
Department.
 Restrict Right-Turn-OnRed at signalized
intersections to improve
platooning and reduce
time to wait for gaps at
stop-controlled
intersections.
 Study a fourth pedestrian
crossing at Tahoe Keys and
consolidate driveways at
the private approach.
 Restriping and
maintenance pilot
projects.
 Install pedestrian
protected crossings –
hybrid beacons after
the public outreach
events (suggested
locations include 5th
St, 10th St, and 13th
St).

Long Term
(5+ Years)
 If found feasible, road diet
from five lanes to three
lanes and buffered bike
lanes.
 Implement bike lanes/trail
connections to the
Airport/City Hall to provide
access but separate bicycles
from high- speed, highvolume high-speed US 50.
 Conduct further study to
consider mobility hubs in the
area to improve multimodal
connections and reduce
traffic downtown.
 Driveway
consolidation south
of C Street.
 Implement green paint for
bicycle lanes where bike
lanes will be
added/improved.
 Pedestrian scale lighting
installment at locations
where appropriate.
 Construct a short bidirectional Class I bike
trail at the intersection
of US 50 and SR 89 in
front of TJ-Maxx to
James Avenue.
 Conduct a study to
determine the best
configuration for SR
89/US 50 intersection.

Caltrans will assess the short-term improvements after the RSA becomes final and discuss the timing for these upgrades with the city.

For larger mid-term and long-term projects, funds will most likely be grants from state and federal sources. For the pilot project (s), for the medium-term and long-term projects, if feasible, such as the road diet and buffered bike lanes, the City of South Lake Tahoe may lead in implementing these projects. The City of South Lake Tahoe will collaborate with the Caltrans Planning Division and Operations Division to advance these projects. This will be discussed during the proposed summer meeting.

Caltrans will wait six months to one year after the short-term improvements are in place to conduct an Engineering & Traffic Survey (E&TS) – most likely from 3 to 5 years after the RSA is finalized.

No changes in speed limits will be implemented until the "after-study" is completed.

Financial Implications: The City’s portion of the Road Safety Audit cost of $35,000 was approved by City Council on January 23, 2024 as part of the cost-sharing cooperative agreement with Caltrans and supporting budget appropriations of $35,000 from General Fund Undesignated Excess reserves.

At the present time, there are no financial implications for the proposed RSA findings. Future funding needs to be identified and secured for each phase of the upgrades.

Environmental Considerations: Providing comments on RSA is not a project subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(5) (organizational or administrative activities that will not result in direct or indirect physical changes in the environment). Environmental clearance will be required for each project or collective project as projects advance to the planning and design phase. Since most of the recommended upgrades are safety upgrades, they would most likely be categorized as "Categorically Exempt." Roadway configuration or lane reduction changes will probably require a more detailed environmental clearance.

Policy Implications: The City Council has adopted the Strategic Plan for the US 50 (and 89) Corridor to identify and prioritize alternative transportation. This concept will include better bicycle, pedestrian, and transit in the corridor, with traffic calming features to improve public safety. 284
Resolution 2023-061
June 20, 2023 Page 1 of 2
Resolution 2023-061
Adopted by the City of South Lake Tahoe
City Council
June 20, 2023
Opposing Caltrans’ Proposed Speed Limit Increase on Sections of US 50 and US 89

BACKGROUND
A. Per the 2020 California Manual for Setting Speed Limits, the California Department of Transportation ( Caltrans) is required to conduct Engineering and Traffic surveys ( E&TS) to post speed limits that are lower than 65 mph or 55 mph on state highways.

B. In late March 2023, Caltrans conducted an E&TS along US 50 from 0.5 miles east of Hopi Avenue in Meyers to the Nevada state line and US 89 from the 50/89 intersection at the “Y” to Cathedral Road.

C. The E&TS recommends increasing the speed limits in the City of South Lake Tahoe along three roadway segments: 1) US 50/89 - North of Kyburz Avenue to North of C Street (Milepost 74.48 -

75.12) from 45 mph to 50 mph; 2) US 50 - North of C Street to North of Blue Lake Ave (Milepost

75.12 - 77.3) from 40 mph to 45 mph; and 3) US 89 - Lake Tahoe Blvd ("Y") to near Pope Beach Entrance ( Milepost 8.56 - 11.0 from 35 mph to 45 mph.

D. In reviewing the E&TS and discussion with Caltrans staff, the City’s Public Works Director/ Traffic Engineer and Police Chief believe that the E&TS is not consistent with the California Manual for Setting Speed Limits (Revised February 2020), in that the Department of Transportation has not but should consider conditions that are not readily apparent to a reasonable driver, including but not limited to: tourists in the areas who are unfamiliar with the roads; adjacent land and facilities that generate a high concentration of bicyclists and pedestrians, including those from vulnerable groups such as children ( South Tahoe Middle School, South Tahoe High School, Boys and Girls Club of Lake Tahoe, and South Lake Tahoe Recreation Center), seniors and persons with disabilities ( South Lake Tahoe Senior Center and numerous bus stops along US 50), and the unhoused ( three transitional housing shelters at Red Lodge, Bears Den, and El Nido); pedestrian and bicycle conflicts with vehicles, narrow bicycle lanes and paths, the presence of permitted shared mobility devices ( electric scooters), black ice, snow conditions, crash rates which are higher than the state average, and other factors.

E. Additionally, increasing the speed limits on the three segments within the City is inconsistent with the legislative intent of Assembly Bill 43, which allows Caltrans and local agencies to consider the safety of vulnerable pedestrian groups and the existence of business and residence districts adjacent to state highways in setting speed limits on state highways. AB 43 became effective on January 1, 2022, and established a prima facie speed limit of 25 miles per hour in business districts on state highways with certain exceptions, per California Vehicle Code section 22352. Most if not all of US 50 and 89 within City limits qualify as a “business district” under California Vehicle Code section 235. While the City and Caltrans have not yet taken steps to reduce the speed limit under AB 43, and the City is not authorized to do so until June 30, 2024, City staff believes that portions of US 50 and 89 through South Lake Tahoe should be considered and would qualify for a speed reduction under AB 43.

F. The proposed increase in speed limits based on 85-percentile speed is not consistent with the National Transportation Safety Board (NTSB) conclusions that unintended consequences of 285
Resolution 2023-061
June 20, 2023 Page 2 of 2
setting the speed limit based on 85-pecentile speed “ include higher operating speeds and new, higher 85th percentile speeds in the speed zones, and an increase in operating speeds outside the speed zones.” In fact, Caltrans increased the speed limit by 5mph on segments of US 50 in 2012 based on an 85th percentile speed, which segments are now proposed to be increased by 5mph again based on the 2023 85th percentile speed, which supports this NTSB conclusion about unintended consequences. Further, the NTSB concludes there is not strong evidence that the 85th percentile speed within a given traffic flow equates to the speed with the lowest crash involvement rate for all road types.

G. The proposed increase in speed limits is inconsistent with the City’s forthcoming US 50 corridor planning effort and Caltrans’ forthcoming US 50 Safety Project.

H. On June 20, 2023, the City Council held a public hearing on Caltrans’ proposed speed limit increase pursuant to California Vehicle Code section 22354.5.

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

1. Opposes the Department of Transportation recommendations for increasing the speed limits on segments of US 50, US 89, and US 50/89 in the City of South Lake Tahoe.

2. Requests the Department of Transportation to initiate a corridor study to include traffic calming measures and multi-modal mobility enhancements, in cooperation with City of South Lake Tahoe, for the US 50 and 89 corridors, consistent with the City’s 2023- 2028 adopted Strategic Plan, and other goals and vision for the corridor.

3. Directs the City Clerk to remit this Resolution and the Minutes from the associated public hearing to Caltrans District 3 Department of Safety no later than July 7, 2023.

Adopted by the City of South Lake Tahoe City Council on June 20, 2023, by the following vote:

Yes: Bass, Creegan, Friedrich, Robbins and Wallace
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.

Sue Blankenship ( Jun 21, 2023 11:23 PDT)
Cristi Creegan ( Jun 21, 2023 12:12 PDT)
Cristi Creegan Jun 21, 2023
286
Res 2023-061 US 50-89 Speed Survey
Final Audit Report 2023- 06-21
Created: 2023- 06-21
By: jo Mcdonough ( jmcdonough@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAA95qjacEYZhWx1u1z92PmvI3Q6P8NDBTA Res 2023-061 US 50-89 Speed Survey" History
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287

CALTRANS DISTRICT 3

SOUTH LAKE TAHOE ROAD SAFETY AUDIT
S R 8 9 / U S 5 0

DRAFT FINAL REPORT
F E B R U A R Y 2 8 , 2 0 2 4
PREPARED FOR:
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INTRODUCTION
On October 2-3, 2023, DKS led a roadway safety audit (RSA) along US 50 and SR 89 in the City of South Lake Tahoe. The study roadways include around 1.7 miles along US 50 from Lisa Maloff Way to the intersection of US 50 and SR 89 (Segment 1), 1.8 miles along US 50 from the intersection of US 50 and SR 89 to Blue Lake Avenue (Segment 2), and 1.0 miles of SR 89 from the intersection with US 50 to the city limit (Segment 3). The study roadways were analyzed in three segments, each of which will be discussed in its own section.

An RSA is a multi-stakeholder, comprehensive effort to identify safety and mobility deficiencies and generate a list of improvements. A list of agencies and stakeholders represented by RSA workshop attendees is included page 3.

ROUTE DETAILS AND BASIC AGENDA INFORMATION
The study route was broken into three segments as described below and depicted in Figure 1.  Segment 1 is roughly 1.7 miles along US 50, from Lisa Maloff Way to the intersection of US 50 and SR 89. The southern portion of the segment from Lisa Maloff Way to E Street has one lane per direction, then turns into two lanes per direction with a center turn lane north of E Street. All intersections are minor street stop-controlled. This segment provides regional access to South Lake Tahoe from the south, and it connects the Lake Tahoe Airport to the center of the city. There are mainly lodging land uses around this segment. Bi-directional bike lanes are developed from E Street to the intersection of US 50 and SR 89. Painted shoulders for use of biking are available from Lisa Maloff Way to E Street. Raised curb sidewalk facilities are provided from E Street to the intersection of US 50 and SR 89 and no pedestrian-protected crosswalk facilities are developed at intersections.
 Segment 2 is around 1.8 miles along US 50, from the intersection of US 50 and SR 89 to Blue Lake Avenue. The segment has two lanes per direction with a center turn lane in the middle and bicycle lanes on both sides of the roadway. This segment has six signalized intersections. There are mainly commercial and lodging land uses along this segment. The bi-directional bike lanes and raised curb sidewalk facilities are available throughout the entire segment, and a segment of green paint bike lane is developed near the intersection at 4th St. Pedestrian-protected crosswalk facilities are provided at all six signalized intersections. For other non-signalized intersections, there are no pedestrian-protected crosswalks developed.  Segment 3 is roughly 1.0 miles along SR 89, from the intersection of US 50 and SR 89 to the city limit. The segment has two lanes per direction with a center turn lane and bicycle lanes on both sides of the roadway. All intersections are minor street stop controlled. There are mainly commercial and lodging land uses along this segment. The segment is covered with bi-directional bike lanes and raised curb sidewalks. Throughout the whole segment, there are no pedestrianprotected crosswalk facilities developed.

The RSA workshop was conducted over two days. Day one began with stakeholder introductions, goals and objectives for the workshop, an overview of the route and study segments including crash data and physical characteristics, and a discussion of locations the group would stop and review. The discussion was followed by a field visit at the agreed-upon stop locations to observe current conditions and infrastructure, discuss the feasibility of previously identified improvements 289
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Day two began with a recap of the previous day, followed by an in-depth discussion of the actions and improvements for the route, including discussions of feasibility, timeframe, and any items that require additional study. A summary table of the indicated improvements is located in the last section of this document.
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SOUTH LAKE TAHOE RSA • SHORT , INTERMED IATE , A ND LONG TERM-TRA F FIC SA FETY MEAS URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 FIGURE 1: SOUTH LAKE TAHOE RSA STUDY SEGMENTS
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ATTENDEES
The following are the people and organizations represented during the RSA.

NAME TITLE ORGANIZATION
Anush Nejad
Sara Letton
Jason Burke
Emily Dougherty a
Scott Robbins
Director of Public Works
Sustainability Coordinator
Complete Streets Program Manager
Engineering Technician
Councilmember
City of South Lake Tahoe
Scott Crivelli a
Russell Liles b
Lieutenant
Lieutenant
South Lake Tahoe PD
Brian Cocagne Lieutenant California Highway Patrol – South Lake Tahoe
Michelle Glickert a
Rachael Shaw b
Principal Transportation Planner
Associate Transportation Planner
Tahoe Regional Planning Agency
Jim Drennan Fire Chief City of South Lake Tahoe Fire
Department
Nick Speal BAC Representative Bike/Ped Community
Gavin Feiger
Russ Dahler
Community Mobility Group Representative
Community Mobility Group Representative
Community Mobility Group
David Reichel Committee Chair South Lake Tahoe Bicycle Advisory Committee
Darryl Brown a Department of Public Works Representative El Dorado County DOT - Department of Public Works
Brian Alconcel
Fernando Rivera
Eric Royer
William Netto
Tony Diaz
Mary Bokova
Qasid Mehirdel
D3 Deputy District Director, Traffic Operations
D3 Office Chief, Traffic Safety Branch
Traffic Operations/Rural Highway Operations
Caltrans Maintenance Supervisor
D3 Electrical Design Supervisor
Traffic Safety Branch Chief
Safety Projects Liaison
Caltrans District 3
Within Caltrans, there were
representatives of the divisions of
operations, safety, speed
management, design, public
communications, planning, and
project management of recent,
ongoing, and upcoming projects
along the study route.

Mike Shamia Operations and Safety Engineer FHWA CA Division Josh Pilachowski
Zoey Li
Senior Transportation Engineer
Transportation Engineering Assistant, EIT
DKS Associates
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b. Participant attended day 2, but not day 1.

WORKSHOP SUMMARY
The workshop took place at the South Lake Tahoe Recreation Center on Rufus Allen Boulevard as well as at locations along US 50 and SR 89.

DAY 1 DISCUSSIONS
The day’s discussion began with an introduction to the study segments and collision data statistics along the study route. The collision statistics were based on the Caltrans-provided 10-year Table B1 and Traffic Safety Analysis Report (TSAR) data, with 10-year Statewide Integrated Traffic Records System (SWITRS)2 CHP collision data (April 2013 – March 2023) used as a supplement to provide geolocated crash data.

COLLISIONS BY SEVERITY AND MODE
Among the three study segments, Segment 2 has the highest number of collisions during the past 10 years (195 collisions versus 30 in Segment 1 and 23 in Segment 3). Within Segment 2, 6% were Fatal and Severe Injury collisions, 31% were collisions with minor injury, and 63% were Property Damage Only (PDO) collisions. Segment 1 had a similar breakdown, while Segment 3 had a higher percentage of fatal and severe injury collisions. For all segments, the majority of collisions only involve motor vehicles, however Segment 2 does have approximately 10% of collisions involving bicyclists. Figure 2 and Figure 3 show severity and mode involved of total collisions during the recent 10 years by severity and modes.

COLLISION TRENDS OF MONTH, DAY, AND TIME
Given the high tourism trip purposes within the study area, the group also looked at the timing of the collisions that happened during the past ten years. As shown in Figure 4, the area saw a significant increase in collisions since 2020. The first quarter (January to March) of 2023 has already had more crashes reported than the total crashes in the whole year of 2020. Figure 5 and Figure 6 provide month and day of week trends of the collision data. It is indicated that summer and winter months have the highest occurrence of collisions with another spike in October. There were 26 collisions happened in October during the past ten years, the majority of which were priority damage only crashes and five of which were severe injury crashes. The collisions in 1 Table B is a report that summarizes collisions and volume data, and calculates collision rates for a given time period for a highway segment, ramp or intersection location (Table B-Selective Collision Rate Calculation). 2 Statewide Integrated Traffic Records System
https://iswitrs.chp.ca.gov/Reports/jsp/index.jsp#:~:text=The%20Statewide%20Integrated%20Traffic%20Records,gathe red%20from%20a%20collision%20scene.
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Figure 7 and Figure 8 present the monthly and weekly ADT volumes in 2017 at Rufus Allen Boulevard on US 50. This provides an overview of the traffic volume trends among months and week days. Figure 7 shows that the summer season (June to August) has the highest peak of traffic volume with another spike in December. Figure 8 shows that Friday and Saturday have observed peaks in traffic volumes among all the weekdays. Note that the weekday ADT data is provided in the summer season in 2017, and the winter season may show a different pattern in traffic volumes. Generally, the collision trends in the study period are consistent with the traffic volume trends.

FIGURE 2: COLLISIONS BY SEVERITY FIGURE 3: COLLISIONS BY MODE 20 123
12 8
60 6
2 12
5 0
50 100
150
200
250
Segment 1 Segment 2 Segment 3
Number of Collisions by Severity
(2013-2023)
PDO
Minor Injury
FSI
28 167
20 2
19 2
0 9
1 0
50 100
150
200
250
Segment 1 Segment 2 Segment 3
Number of Collisions by Mode
(2013-2023)
Vehicle only
Bicycle
Pedestrian
0 10
20 30
40 50
60 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Collision Trends - Annual Collisions
Segment 2 Segment 1 Segment 3
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FIGURE 5: COLLISIONS BY MONTH

FIGURE 6: COLLISIONS BY DAY OF WEEK AND TIME PERIOD

FIGURE 7: 2017 ADT VOLUMES BY MONTHS FIGURE 8: 2017 ADT VOLUMES BY WEEKDAYS 0 5
10 15
20 25
30 35
Number of Collisions by Month
0 10
20 30
40 50
60 Number of Collisions by Day of Week
0 10
20 30
40 50
60 70
80 90
Number of Collisions by Time Period
0 5000
10000
15000
20000
25000
30000
35000
40000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2017 ADT Volumes by Months
29000
30000
31000
32000
33000
34000
35000
36000
37000
38000
39000

MON TUE WED THU FRI SAT SUN
2017 ADT Volumes by Weekdays (Summer Season)
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FIELD VISIT
This opening discussion was wide-ranging and covered many of the themes to be explored in more depth during the RSA. During the group discussion, pedestrian and bicycle facility accessibility and connectivity in the study area was the main concern and a primary focus was to envision a more pedestrian and bicycle friendly environment in South Lake Tahoe, however many of the strategies discussed to achieve this directly address vehicle-only crash patterns by reducing speeds, increasing conflict-point awareness, and reducing the roadway cross-section. To experience the biking transportation in the study area, the attendees were separated into two groups with one group visiting the field by vehicle and another with E-bikes provided for free by a local vendor. The selection of the field visit stops was determined based on crash history and locations with pedestrian and bicycle safety concerns.

Participants identified 10 stops along the three discussion segments, as listed below and shown in Figure 7.
1) Emerald Bay Road @ 10th Street
2) Emerald Bay Road @ 5th Street
3) Emerald Bay Road @ Lake Tahoe Boulevard/Transit Center 4) Emerald Bay Road @ Lisa Maloff Way / City Hall
5) Emerald Bay Road @ E Street/Climbing Gym
6) Emerald Bay Road @ C/D Street
7) Emerald Bay Road @ B Street
8) Lake Tahoe Boulevard @ 4th Street
9) Lake Tahoe Boulevard @ Fire Station
10)Lake Tahoe Boulevard @ Tahoe Keys Boulevard
The afternoon involved visiting the identified locations, with the group tasked to experience nighttime conditions individually. A summary of the discussions, conclusions, and identified projects was further discussed and documented on the second day and summarized in the next section.
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SOUTH LAKE TAHOE RSA • SHORT , INTERMED IATE , A ND LONG TERM-TRA F FIC SA FETY MEAS URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 FIGURE 9: MAP OF IDENTIFIED STOPS FOR FIELD VISIT
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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 DAY 2 DISCUSSIONS
Day 2 discussions were focused on what improvements were possible based on what was seen the previous day. The discussion opened with a review of proven safety countermeasures that could be applicable to the route, and ideas for improvement. Based on the previous day’s fieldwork, each segment was examined as a whole for larger scale countermeasures, and then individual locations were reviewed for any additional site-specific needs. The following sections present corridor recommendations, specific recommendations by site, and then a table of all recommendations by segment and time of implementation.

RECOMMENDATTIONS

CORRIDORWIDE IMPROVEMENTS
A number of corridor-wide improvements were first discussed. These included short-, medium-, and long-term projects. Most of these improvements focused on increasing safety and connectivity along and across US 50 and SR 89 for pedestrians and bicyclists. These include:
 Closing pedestrian and bicycle facility gaps along the study area and ensuring compliance with Caltrans design guidance. There has been an upcoming project (0J480) scheduled to install green bike lanes and other treatments in the study area.  Performing a multi-stage study and pilot implementation to determine the feasibility of a road diet along Segment 1 and Segment 3 from a 5-lane cross section to a 3-lane cross-section a certain distance away from the intersection of US 50 and SR 89. Studies and pilot programs will be required to understand the feasibility and scope of this improvement, including traffic studies to analyze the potential impact to operations and winter maintenance. The study will determine feasibility and specifications for the following items:
 Required length of stacking/acceleration lanes for the intersection of US 50 and SR 89 to accommodate queuing and acceptable operations.
 Allowable width of the bicycle lanes and type of buffer, including feasibility of a seasonally removable striped/physical buffer (Class IV).
 Effect on winter maintenance operations within City Limits.  Installing hybrid beacon pedestrian crossings or other appropriate crossing enhancements at locations to be determined along Segment 1 and Segment 3 based on further study and traffic data collection.
 Encouraging lower vehicle speeds within City limits, including using radar feedback signs or ped/bike warning signs with flashing beacons on the basis of an engineering and traffic survey (ETS).
 Improving visibility of pedestrians and bicycles at potential conflict points, including improved lighting on segments 1 and 3.
 Improving wayfinding to lower volume bicycle routes and trails.

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CORRIDORWIDE CHALLENGES
The study corridor in South Lake Tahoe faces persistent challenges, and the subsequent points highlight potential areas that demand increased attention and future enhancements within the region.
 This area requires significant snow removal during winter operations, with businesses on both sides of the highway and several driveways. This requires leaving enough space in the middle of the roadway for snow removal operations.
 Beyond routine snow removal, addressing the challenges posed by severe winter weather, including heavy snowfall, ice accumulation, and avalanches, is important for future roadway resilience strategy planning. Developing programs for quick response, maintaining road accessibility, and ensuring traveler safety during extreme winter conditions is an ongoing concern.
 This area is prone to wildfires due to climate change, and US 50 and SR 89 are used as evacuation routes for the community. Enhancing coordination with emergency services and agencies is vital for effective response during natural disasters such as wildfires, floods, or earthquakes. Developing and regularly updating emergency response plans that involve transportation agencies, law enforcement, and other relevant stakeholders is crucial.  Promoting sustainable and alternative transportation modes, such as public transit, biking, and walking, can help alleviate traffic congestion, especially during peak tourist seasons. Investing in infrastructure that supports these modes and encouraging their use is a long-term challenge.  South Lake Tahoe is a popular tourist destination, and managing the influx of visitors can strain transportation infrastructure. Developing strategies to handle increased traffic during peak tourist seasons while minimizing the impact on local residents is a long-term challenge. 299
SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 1 (SEGMENT 3) – EMERALD BAY ROAD (SR 89) @ 10TH STREET The concern at Stop 1, along Segment 3, was the lack of pedestrian and bicycle crossing facilities to support the lodging, retail, and bike rental uses in the area. This intersection also serves as one of the main access points for South Tahoe High School. The closest crosswalk available for pedestrians and bicyclists is at the intersection of US 50 and SR 89, which is 0.5 miles away.

The crash history at this location includes one broadside collision and one sideswipe collision. Two of the total three collisions involved other motor vehicles. No fatal nor severe injury crashes were reported in the study period. Despite the lower crash occurrence, providing a safe crossing opportunity here may consolidate crossings, improving safety along the segment.

The main improvement discussed for this location, and all of Segments 1 and 3 is a road diet extending from the lane drop at the western city limits on Segment 3 to the lane drop at E Street on Segment 1 with buffered Class II/ Seasonal Class IV protected bike lanes. Potential Hybrid Beacon crossings were also discussed for this segment, with specific locations and numbers to be further discussed with future public outreach.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 2 (SEGMENT 3) – EMERALD BAY ROAD (SR 89) @ 5TH STREET Stop 2 at 5th St on Segment 3 was identified with speed control concerns and night collisions. There were two severe injury crashes reported in the past ten years with one pedestrian involved and one other motor vehicle involved. The collision types at the intersection include head-on, rear end, and vehicle and pedestrian conflict, which suggests safety improvement in speed control and pedestrian and bike protected facilities.

According to the collision history, this intersection area also has three crashes reported under dawn and dark conditions, which indicates the need for improvement in the lighting system in the area.

The main improvement discussed for this location, and along all of Segments 1 and 3, is a road diet extending from the lane drop at the western city limits on Segment 3 to the lane drop at E Street on Segment 1 with buffered Class II/ Seasonal Class IV protected bike lanes. Potential Hybrid Beacon crossings were also discussed for this segment, with specific locations and numbers to be further discussed with future public outreach. It was also discussed to initiate project that adds pedestrian scale lighting to Segments 1 and 3.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 3 (THE “Y” INTERSECTION) – EMERALD BAY ROAD (SR 89) @ LAKE TAHOE BOULEVARD/TRANSIT CENTER (US 50)
This stop along Segment 3 connects Lake Tahoe Boulevard (US 50) and Emerald Bay Road (SR 89) and serves as the main regional intersection for access to South Lake Tahoe shopping and recreation. The intersection has the most collisions reported among all the intersections on the study route. Four severe injury collisions occurred during the 10-year study period.

The main concerns at the intersection include high speed vehicles crossing the intersection, especially channelized right turns across pedestrian crossings, narrowed bike lanes that need to be updated to the current bike facility standard, no counting time available pedestrian crossings, and lack of connection and signage to the bike route on Eloise Ave.

The discussed short-term improvement projects at this intersection include applying Accessible Pedestrian Signals (APS), Leading Pedestrian Interval (LPI) and a countdown pedestrian signal, extending the planned green paint bike lane from Segment 2, and install emergency vehicle preemption (EVP) which is typically done under encroachment permit. For the longer term, analysis needs to be conducted for the potential solution of intersection reconfiguration at the location to remove channelization and decrease the footprint. To improve biking connectivity to existing facilities, a short bi-directional Class I bike lane along Lake Tahoe Boulevard and a bike route at James Avenue was considered to connect to the bike route behind the TJ-Maxx.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 4 (SEGMENT 1) – EMERALD BAY ROAD (US 50) @

LISA MALDOFF WAY / CITY HALL
This stop is identified as one of the locations to improve bicycle facility connectivity in the study area. Accessible from this location is the Lake Tahoe Airport and South Lake Tahoe City Hall. It is noticed that there is no pedestrian, bicycle, or transit access to City Hall. Any bicyclists riding southbound on the shoulder have to take an unprotected left turn along this high-speed roadway to access City Hall.

Two collisions were reported in the past ten years at the intersection, with one rear end crash and one sideswipe crash.

Extending the existing bicycle lane and constructing a hybrid beacon crossing at Lisa Maloff Way was discussed, though there was a concern about the high-speed nature of US 50 south of the existing bicycle lane. An alternative proposal under consideration involves the creation of a brief off-system bike trail spanning approximately 1800 feet, connecting Kyburz Ave to Lisa Maloff Way.

This option aims to establish connections via bike trails and local streets, offering access to the airport and city hall while circumventing highway segments characterized by higher vehicle volumes and speed.

Regarding future systemwide connectivity improvements, a mobility hub providing parking and transit access at the City Hall parking lot was considered, though it lies outside the scope of this project.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 5 (SEGMENT 1) – EMERALD BAY ROAD (US 50) @ E STREET/CLIMBING GYM This stop along Segment 1 is where the multilane section drops to one lane per direction plus a center turn-lane going south. The bike lane also begins at this location. No pattern of collisions was noticed, however concerns about commercial land use on both sides of the roadways despite a lack of crossing opportunities was discussed.

The main improvement discussed for this location, and along all of Segments 1 and 3, is a road diet extending from the lane drop at the western city limits on Segment 3 to the lane drop at E Street on Segment 1 with buffered Class II/ Seasonal Class IV protected bike lanes. This improvement will require further analysis on potential operational impacts under peak hour traffic conditions. It was also considered to add hybrid beacon crossings along this segment, with specific locations and numbers to be further discussed with future public outreach.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 6 (SEGMENT 1) – EMERALD BAY ROAD (US 50) @ C/D STREET This stop was identified based on the lack of pedestrian and bike crossing opportunities. This is a popular spot for pedestrians and bikes crossing between lodging and restaurant land use despite no crosswalks in the area.

The collision history in the past ten years shows seven collisions with motor vehicles, most of which were broadsides. There were also two collisions that happened under dark conditions with no street lights.

The main improvement discussed for this location, and along all of Segments 1 and 3, is a road diet extending from the lane drop at the western city limits on Segment 3 to the lane drop at E Street on Segment 1 with buffered Class II/ Seasonal Class IV protected bike lanes. It was also considered to add hybrid beacon crossings along with this segment, with specific locations and numbers to be further discussed with future public outreach. Driveway consolidation for the five driveways directly south of C Street was also discussed. Similar to Segment 3, it was discussed to add pedestrian scale lighting to the appropriate locations along the segment.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 7 (SEGMENT 1) – EMERALD BAY ROAD (US 50) @ B STREET This location is identified with a high number of collisions involved with other motor vehicle and bicycles amd a higher proportion of broadsides. The City has programmed a high profile Bike Trail project but it is unable to move forward without a safe connection across Emerald Bay Road at this intersection. The Barton Hospital, the largest year-round employer, is accessed at this location.

There are also concerns with the sight distance for vehicles on B Street.

Participants expressed a desire to improve the pedestrian and bicycle connections here by adding hybrid beacon crossing and bi-directional bike access at the southern approach. The main improvement discussed for this location, and along all of Segments 1 and 3, is a road diet extending from the lane drop at the western city limits on Segment 3 to the lane drop at E Street on Segment 1 with buffered Class II/ Seasonal Class IV protected bike lanes. A potential bike trail crossing this location is considered to fill the gaps of bike facility network in the area and to better support the crossing enhancement. It was also considered to add hybrid beacon crossings along with segment, with specific locations and numbers to be further discussed with future public outreach. Short term improvements include maintenance of vegetation improving the line of sight for approach on B Street.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 8 (SEGMENT 2) – LAKE TAHOE BOULEVARD (US 50) @ 4TH STREET Stop 8 at the intersection of Lake Tahoe Boulevard and 4th Street provided a review of the green pavement condition on the Class II bicycle lane. The existing green paint at the location has significantly degraded after 2-3 years, while the replacement installation will be expensive and time intensive and requires grinding off the current surface and stamping the green paint on.

There were six collisions that involved motor vehicles or bicycles at the intersection. The main collision type was rear end crashes, followed by broadside crashes.

There is federal funding to repave all of segment 2, apply green paint to bike lanes along the entire segment, and install lighting. The group also discussed a pilot project to coordinate the signals for 35 MPH.

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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 9 (SEGMENT 2) – LAKE TAHOE BOULEVARD (US 50) @ FIRE STATION Stop 9 was located at the fire station on Lake Tahoe Boulevard, south of 4th Street. The location was identified to address concerns for firetrucks responding to emergency calls not having sufficient access during periods of high congestion. There is currently no striping or signage to prevent vehicles from blocking egress from the fire station.

The participants discussed improvements to install emergency beacons and striping that can inform approaching vehicles of where to maintain clearance. It was also recommended that “KEEP CLEAR” marking message be painted on the pavement. Potential emergency access beacon at the location would be considered for future improvements.
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SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 STOP 10 (SEGMENT 2) – LAKE TAHOE BOULEVARD (US 50) @

TAHOE KEYS BOULEVARD
Stop 10 along Segment 2 was identified due to the high number of collisions, mainly rear ends.

This intersection is a common crossing location for pedestrians and bicycles based on nearby retail and lodging uses. There are currently crosswalks on three of the four approaches (one being a driveway), however the group discussed the conflicting high-volume left-turning movement from Tahoe Keys and the significant amount of time needed for pedestrians to use multiple crossings.

The discussed short-term improvement projects at this intersection include applying Accessible Pedestrian Signals (APS), Leading Pedestrian Interval (LPI) and a countdown pedestrian signal. For the medium or longer term, it is also suggested to study whether or not a fourth crosswalk could be added without significantly affecting operations.
309
SOUTH LAKE TAHOE RSA • S HORT , INT ERMED IATE , A ND LO NG TERM-TRA F F IC SA FETY MEA S URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024

CONCLUSIONS
In general, participants expressed satisfaction with the RSA, especially the experience of riding e-bikes and experiencing locations of bicycle safety concerns. Much of the focus of the workshop was on pedestrian and bicycle safety, however the identified improvements address many of the vehicle-only crash patterns by reducing speeds, increasing conflict-point awareness, and reducing the roadway cross-section.

A detailed breakdown of the revised segment-specific improvements identified is included as follows:
310
SOUTH LAKE TAHOE RSA • SHORT , INTERMED IATE , A ND LONG TERM-TRA F FIC SA FETY MEAS URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 23 , 2024 Segment 1
Emerald Bay Road, Lisa Maloff
Way to Lake Tahoe Boulevard
Segment 2
Lake Tahoe Boulevard, Emerald
Bay Road to Blue Lake Avenue
Segment 3
Emerald Bay Road, Lake Tahoe
Boulevard to West Way (city
limits)
Short Term
(1-2 Years)
Restripe Class II bike lanes and repaint
to meet current Class II design
standards.

Outreach to the public for preferred
protected pedestrian-crossing
locations.

Add way-finding signage for the
bicycle network.

Install radar feedback signage or
ped/bike warning signs with flashing
beacons for changing traffic
conditions ahead.

At all signalized intersections: install
Accessible Pedestrian Signals, Leading
Pedestrian Intervals, retroreflective
backplates, and countdown
pedestrian signals.

Implement green paint for bicycle
lanes along the entire segment.

Implement pedestrian-scale lighting
along the entire segment.

Install hybrid beacon between Tahoe
Keys Boulevard and Lodi Avenue
(Grocery Outlet)
Paint “KEEP CLEAR” marking message
on pavement in front of the fire
station.

Conduct pilot project for coordination
at 35 MPH speed control.

Add way-finding signage for the
bicycle network.

Conduct lighting warrant at River
Drive.

Check sight triangles at broadside
crash locations.

Restripe Class II bike lanes and repaint
to meet current Class II design
standards.

Outreach to public for preferred
protected pedestrian-crossing
locations.

Add way-finding signage for the
bicycle network.

Install radar feedback signage or
ped/bike warning signs with flashing
beacons.
311
SOUTH LAKE TAHOE RSA • SHORT , INTERMED IATE , A ND LONG TERM-TRA F FIC SA FETY MEAS URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 Segment 1
Emerald Bay Road, Lisa Maloff
Way to Lake Tahoe Boulevard
Segment 2
Lake Tahoe Boulevard, Emerald
Bay Road to Blue Lake Avenue
Segment 3
Emerald Bay Road, Lake Tahoe
Boulevard to West Way (city
limits)
Medium Term
(2-5 Years)
Restriping and snow clearance pilot
projects to determine road diet
feasibility with maintenance
operations.

Install Pedestrian protected crossings
– hybrid beacons after the public
outreach events (suggested locations
include D Street, B St, and Lisa Maloff
Way).

Implement a keep-clear zone for
emergency vehicles at Fire
Department.

Restrict Right-Turn-On-Red at
signalized intersections to improve
platooning and reduce time to wait
for gaps at stop-controlled
intersections.

Study a fourth pedestrian crossing at
Tahoe Keys and consolidate
driveways at the private approach.

Restriping and maintenance pilot
projects.

Install Pedestrian protected crossings
– hybrid beacons after the public
outreach events (suggested locations
include 5th St, 10th St, and 13th St).
312
SOUTH LAKE TAHOE RSA • SHORT , INTERMED IATE , A ND LONG TERM-TRA F FIC SA FETY MEAS URES DRA FT FINA L REPORT A ND WORKSHOP S UMMARY – FEBRUARY 28 , 2024 Segment 1
Emerald Bay Road, Lisa Maloff
Way to Lake Tahoe Boulevard
Segment 2
Lake Tahoe Boulevard, Emerald
Bay Road to Blue Lake Avenue
Segment 3
Emerald Bay Road, Lake Tahoe
Boulevard to West Way (city
limits)
Long Term
(5+ Years)
If found feasible, road diet from five
lanes to three lanes and buffered bike
lanes.

Implement bike lanes/trail
connections to the Airport/City Hall to
provide access but separate bicycles
from high-speed, high-volume highspeed US 50.

Conduct further study to consider
mobility hubs in the area to improve
multimodal connections and reduce
traffic downtown.

Driveway consolidation south of
C Street.

Implement green paint for bicycle
lanes where bike lanes will be
added/improved.

Pedestrian scale lighting installment
at locations where appropriate.

Construct a short bi-directional Class I
bike trail at the intersection of US 50
and SR 89 in front of TJ-Maxx to
James Avenue.

Conduct a study to determine the
best configuration for SR 89/US 50
intersection. Recommendations
include removal of channelized rightturn lanes and reconfiguration of intersection to decrease footprint.

If found feasible, road diet from five
lanes to three lanes and buffered bike
lanes.

Implement green paint for bicycle
lanes along the entire segment.

Pedestrian scale lighting installment
at locations where appropriate.
313
City Council
March 12, 2024
US 50/89 Road Safety Audit
314
Background
• In 2023, Caltrans conducted an Engineering and Traffic Survey (E&TS) on State Routes 50 and

89. Based on the results of the E&TS, Caltrans proposed to increase the speed limits along three segments along US 50 and 89 in the city. As a result of these recommendations, a public hearing was conducted on June 20, 2023, to gather public input. • On June 20, the City Council passed a Resolution opposing the California Department of Transportation's (Caltrans) proposed speed limit increase on sections of US 50, US 89, and US 50/89. Subsequently, Caltrans agreed to keep the existing speed limits along the corridor and conduct a Road Safety Audit (RSA) to determine if there are feasible improvements to lower prevailing speeds and improve safety.
317
Area Map – Corridor Segments
318
Short Term Findings (1-2 Year Improvements)
Segment 1
Emerald Bay Road, Lisa Maloff Way to Lake Tahoe
Blvd
Segment 2
Lake Tahoe Boulevard, Emerald Bay Road to Blue Lake Avenue Segment 3
Emerald Bay Road, Lake Tahoe Boulevard to
West Way (city limits)
 Restripe Class II bike lanes and repaint
to meet current Class II design
standards.
 Outreach to the public for preferred
protected pedestrian-crossing locations.
 Add way-finding signage for the bicycle
network.
 Install radar feedback signage or
ped/bike warning signs with flashing
beacons for changing traffic conditions
ahead.
 At all signalized intersections: install Accessible
Pedestrian Signals, Leading Pedestrian Intervals,
retroreflective backplates, and countdown
pedestrian signals.
 Implement green paint for bicycle lanes along
the entire segment.
 Implement pedestrian-scale lighting along the
entire segment.
 Install hybrid beacon between Tahoe Keys
Boulevard and Lodi Avenue (Grocery Outlet)
 Paint "KEEP CLEAR" marking message on
pavement in front of the fire station.
 Conduct pilot project for coordination at 35
MPH speed control.
 Add way-finding signage for the bicycle network.
 Conduct lighting warrant at River Drive.
 Check sight triangles at broadside crash locations.
 Restripe Class II bike lanes and
repaint to meet current Class II
design standards.
 Outreach to public for preferred
protected pedestrian-crossing
locations.
 Add way-finding signage for the
bicycle network.
 Install radar feedback signage or
ped/bike warning signs with
flashing beacons.
319
Mid-Term Findings (2-5 Years Improvements)
Segment 1
Emerald Bay Road, Lisa Maloff Way to Lake Tahoe
Blvd
Segment 2
Lake Tahoe Boulevard, Emerald Bay Road to Blue Lake Avenue Segment 3
Emerald Bay Road, Lake Tahoe Boulevard to
West Way (city limits)
 Restriping and snow clearance
pilot projects to determine road
diet feasibility with maintenance
operations.
 Install Pedestrian-protected
crossings – hybrid beacons after
the public outreach events
(suggested locations include D
Street, B St, and Lisa Maloff Way).
 Implement a keep-clear zone for
emergency vehicles at Fire Department.
 Restrict Right-Turn-On-Red at signalized
intersections to improve platooning and
reduce time to wait for gaps at stopcontrolled intersections.  Study a fourth pedestrian crossing at
Tahoe Keys and consolidate driveways at
the private approach.
 Restriping and maintenance
pilot projects.
 Install pedestrian protected
crossings – hybrid beacons
after the public outreach
events (suggested locations
include 5th St, 10th St, and 13th
St).
320
Long-Term Findings (5+ Years Improvements)
Segment 1
Emerald Bay Road, Lisa Maloff Way to Lake Tahoe
Blvd
Segment 2
Lake Tahoe Boulevard, Emerald Bay Road to Blue Lake Avenue Segment 3
Emerald Bay Road, Lake Tahoe Boulevard to
West Way (city limits)
 If found feasible, road diet from five
lanes to three lanes and buffered bike
lanes.
 Implement bike lanes/trail connections
to the Airport/City Hall to provide
access but separate bicycles from highspeed, high-volume high-speed US 50.  Conduct further study to consider
mobility hubs in the area to improve
multimodal connections and reduce
traffic downtown.
 Driveway consolidation south of
C Street.
 Implement green paint for bicycle
lanes where bike lanes will be
added/improved.
 Pedestrian scale lighting installment at
locations where appropriate.
 Construct a short bi-directional Class I bike
trail at the intersection of US 50 and SR 89 in
front of TJ-Maxx to James Avenue.
 Conduct a study to determine the best
configuration for SR 89/US 50 intersection.

Recommendations include removal of
channelized right- turn lanes and
reconfiguration of intersection to decrease
footprint.
 If found feasible, road diet from
five lanes to three lanes and
buffered bike lanes.
 Implement green paint for bicycle
lanes along the entire segment.
 Pedestrian scale lighting
installment at locations where
appropriate.
321
Next Steps
• Caltrans is requesting comments from the city to finalize the RSA by the end of March 2024. • Caltrans has recommended a joint meeting between the City and Caltrans during the summer of 2024 to discuss funding for short-term, medium-term, and long-term improvements. • Caltrans will assess the short-term improvements after the RSA becomes final and discuss the timing for these upgrades with the City.
• For larger projects for mid-term and long-term, most likely, funds will be grants from state and federal sources.
• For the pilot project (s), for the medium-term and long-term projects, if feasible, such as the road diet and buffered bike lanes, the City of South Lake Tahoe may take the lead in implementing these projects. The City of South Lake Tahoe will collaborate with the Caltrans Planning Division and Operations Division to advance these projects. This will be discussed during the proposed summer meeting.
• Caltrans will wait six months to one year after the short-term improvements are in place to conduct an Engineering & Traffic Survey (E&TS) – most likely from 3 to 5 years after the RSA is finalized.
• No changes in speed limits will be implemented until the "after-study" is completed. 322 Questions ? Thank you!
10 323
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:10
Agenda Item: Rental Assistance Program
Executive Summary: Rental assistance is often described as a method to diversify the socio-economic make-up of the tenant population while assisting renters to move to diverse rental options that would otherwise be unaffordable without assistance such as a security deposit. The Cityâ€™s 2022 â€“ 2027 Housing Element shows that some individuals and families resort to renting motel rooms, including Single Room Occupancy (SRO) units, rather than renting residential units when they are not able to save enough money for refundable security deposits. The Housing Element Program 2-15 Rental Assistance Program includes a program to assist individuals and/or households with rental deposit assistance.

Requested Action / Suggested Motions:

Pass a Resolution adopting the Rental Assistance Guidelines and approving $200,000 expenditure allocation in the Mid-Year Budget Review Process for implementation of a Rental Assistance Program.

Responsible Staff Member: Jessica Wackenhut Lomeli, Housing Manager Reviewed and Approved By: Zach Thomas, Director of Development Services Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney Attachments:
01-Staff Report - Rental Assistance Program.docx
02-Resolution - Rental Assistance Program.docx
03-Rental Assistance Guidelines (Exh. A to Reso).docx
324
Council Agenda Report March 12, 2024 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: Rental Assistance Program
Location: Citywide
Responsible Staff Member: Jessica Wackenhut Lomeli, Housing Manager Background: Rental assistance is an umbrella term for programs designed to help renters pay their rent. Rental assistance is often described as a method to diversify the socio-economic make-up of the tenant population while assisting renters to move to diverse rental options that would otherwise be unaffordable without assistance such as a security deposit.

Rental assistance can also be used as a homelessness prevention strategy and provide housing stability within a local jurisdiction. Rental assistance programs are one tool being used across the country to support people experiencing homelessness or at risk of homelessness and providing access to housing stability. Security deposits and application fees are common barriers for low-income households to qualify for permanent and stable rental housing.

Issue and Discussion: The City’s 2022 – 2027 Housing Element shows that some individuals and families resort to renting motel rooms, including Single Room Occupancy (SRO) units, rather than renting residential units when they are not able to save enough money for refundable security deposits. Recent data suggests that less than half (45%) of Americans would be able to cover a $1,000 emergency expense without turning to a credit card or loan. Today, California state law allows security deposits to be up to two months’ rent for damages or unpaid rent or used if the person or family has a poor rental history and are unable to compete for a rental. After July 1, 2024, the security deposit limit will be one month’s rent for unfurnished units. However, if the landlord is a natural person or an LLC and owns less than four units, they can charge two months’ rent as the security deposit. Often, the SRO weekly room rates are equivalent to rental properties which can make it difficult to save and break out of the motel-room cycle.

If an individual is making sixty percent (60%) of the Area Median Income (AMI), in 2023, $37,550 annually, thirty percent of their monthly income would allow them to pay $938 monthly in rent. However, data from the 2012-2016 CHAS Data shows that about sixtyeight percent (68.3%) of renters in South Lake Tahoe pay more than thirty percent (30%) of their income towards rent which is known as rental cost burden. The high 325
Council Agenda Report March 12, 2024 Page 2 of 3
percentage of rental cost burden reduces the ability for individuals and households to save money for a security deposit to move to a more stable housing location.

Staff conducted research to review security deposit program guidelines implemented by other jurisdictions. The majority of rental assistance programs provide rental payments or provide security deposit assistance to individuals/households at or below thirtypercent of AMI. There are not many programs being implemented that provide security deposit assistance to individuals and/or households up to sixty-percent or eighty percent of the Area Median Income. Local data and community partners have also verified the need for security deposit assistance with the populations they serve.

The draft program guidelines for a Rental Assistance Program (RAP) are located in Attachment 3. The City would provide security deposit as a zero-interest loan directly to the landlord for income qualifying individuals or households once a lease is signed and an application is submitted. The amount offered for the security deposit depends on the number of bedrooms for the rental unit. The lease must be for a minimum of six months, if the individual/household is a current city resident, and a minimum twelve-month lease for others. The application process involves collecting income verification, verification of the rental property, and other documentation to ensure the applicant is eligible. Once City staff provides the security deposit to the property owner, the individual/household may stay in that rental property for many years without the security deposit being returned to the City. When the lease is terminated, the property owner will return the security deposit to the City. If the property owner has to use any portion of the security deposit for specified purpose (Civ. Code 1950.5), the tenant is responsible to pay the remaining gap to the city. The City will provide application fees as a grant to individuals and/or households whose income is at and below 60% of the Area Median Income.

Staff recommends that City Council receive the report and provide direction to staff to establish the potential Rental Assistance Program with the attached draft program guidelines.

Financial Implications: If directed to establish a potential Rental Assistance Program, it is anticipated that additional financial resources, including staff time, would be required. City staff are requesting $200,000 to implement the Rental Assistance Program. The Finance Director and the City Manager propose using the existing available funding surplus in the Cannabis Revenue fund to provide initial funding for this program. The $200,000 from the Cannabis Revenue fund is included in the Mid-Year Budget Appropriations item presented next during this council meeting.

Environmental Considerations: The recommendation in this report is not a project under CEQA, because it does not involve any commitment to a specific project which may result in a potentially significant physical impact on the environment, as contemplated by Title 14, California Code of Regulations, Sections 15378(b)(2) and 15378(b)(4) and is, therefore, not subject to CEQA pursuant to CEQA Guidelines Section 15060(c)(3).
326
Council Agenda Report March 12, 2024 Page 3 of 3
Policy Implications: The following adopted policies and programs are applicable to this discussion:

City General Plan Housing Element
Policy 2-1. The City shall ensure a stable community by helping tenants to become homeowners and preserving the ability for residents to afford housing in the community where they grew up.

Policy 2-3. The City shall encourage a range of housing options so that people who work in South Lake Tahoe can choose to live in the city.

Policy 2-5. The City shall recognize that it will become difficult to attract employees if they cannot afford to purchase or rent housing in South Lake Tahoe. The City shall encourage and support programs and activities that create a robust local economy that provides residents with good paying employment and the means to purchase and/or rent housing in the City.

Program 2-15. Rental Assistance Program
The City shall seek funding to establish a rental assistance program. The rental assistance program would provide financial assistance for initial rental deposits for lower-income households in South Lake Tahoe.
327
Resolution 2024-XXX March 12, 2024 Page 1 of 2
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
March 12, 2024
Approving Rental Assistance Guidelines and Authorizing $200,000 Allocation in the Mid-Year Budget Review Process for implementation of a Rental Assistance Program

BACKGROUND
A. The City’s 2022 – 2027 Housing Element shows that some individuals and families resort to renting motel rooms, including Single Room Occupancy (SRO) units, rather than renting residential units when they are not able to save enough money for refundable security deposits.

B. Rental assistance is often described as a method to diversify the socio-economic make-up of the tenant population while assisting renters to move to diverse rental options that would otherwise be unaffordable without assistance such as a security deposit.

C. Data from the 2012-2016 CHAS Data shows that about sixty-eight percent (68.3%) of renters in South Lake Tahoe pay more than thirty percent (30%) of their income towards rent which is known as rental cost burden. The high percentage of rental cost burden reduces the ability for individuals and households to save money for a security deposit to move to a stable and quality housing location.

D. The City’s 2022-2027 Housing Element includes Program 2-15, Rental Assistance Program to provide financial assistance for initial rental deposits for lower-income households in South Lake Tahoe.

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 Rental Assistance Guidelines (attached hereto as Exhibit “A”).

2. Authorizes allocating $200,000 from Cannabis Revenue fund as part of the Mid-Year Budget Review Process for implementation of a Rental Assistance Program.

Adopted by the City of South Lake Tahoe City Council on March 12, 2024 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Cody Bass, Mayor
328
Resolution 2024-XXX March 12, 2024 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.
329
Rental Assistance Program – Program Guidelines
I. Program Description
The City of South Lake Tahoe’s Rental Assistance Program (RAP) provides a one-time assistance to individuals and families in need of security deposit assistance and moving to a permanent sustainable home. This is an interest-free loan from the City to the Landlord.

The City prioritizes assistance for individuals and families with the greatest need and who can sustainably remain in permanent housing. Applicants must be able to demonstrate the ability to attain long-term self-sufficiency.

Funding is on a first-come, first-served basis and are subject to funding availability.

II. Eligibility Requirements
a. Eligible Area
RAP security deposit is eligible only for homes within the city of South Lake Tahoe. b. Eligible Target Population
The Security deposit assistance is primarily limited to low-income households at or under 60% Area Median Income (AMI), although up to ten percent (10%) of households may have incomes at or below eighty percent (80%) of El Dorado County median family income. The AMI is adjusted for household size, by the California Department of Housing and Community Development (HCD), as updated annually. c. Eligible Uses
Funds may be used for the following:
 Security Deposit
o The security deposit support will meet the following criteria:
 For a Studio and One-Bedroom rental, the City will provide assistance up to $1,500 dollars.
 For a Two-Bedroom and more, the City will provide assistance up to $2,000 dollars.
 Application Fees – Maximum 3 per client
o Application fees will be provided as a grant for individuals and/or households at or under 60% of the Area Median Income (AMI).

III. Application Process
a. Submission of a Rental Assistance Program Application (completed, signed, & dated) b. Budget Worksheet
c. Required Documentation
i. Identification/Driver license (all members of the household over 18 years of age)
330
Rental Assistance Program – Program Guidelines
ii. Income verification (all members of the household over 18 years of age)

1. W-2s, pay stubs, tax returns, and any other forms of income the tenant receives (Unemployment, social security, etc.)
iii. Rental/Lease Agreement or Letter of Intent to Lease (minimum 6 month lease) iv. Verification of housing subsidy (if applicable)
IV. Other Program Requirements
a. Lease Agreements
A lease agreement or an intent to lease letter is required at time of application. The lease agreement or intent to lease must be signed by both the Landlord and client, or confirmed via email.

1. Terms. Lease agreement must be a minimum of 6 months with rollover to month to month option. Note: Residents moving in or out of City of South Lake Tahoe must enter into a 12 year lease.

2. Terminations. The security deposit awarded by the City of South Lake Tahoe is a loan. If the lease is terminated, the deposit balance is to be returned to the City of South Lake Tahoe.

3. Violation of Lease Agreement. If a tenant violates the lease agreement and results in an eviction notice within the first 6 months of tenancy, the tenant will be ineligible for future security deposit funding.

4. Lease/Unit Forfeiture. If the client abandons the rental within 6 months, the remaining deposit will be returned to the City. The tenant will be ineligible for future security deposit funding. b. Verification of housing
i. City staff will conduct an inspection of the housing unit to be rented by the tenant to ensure the rental meets housing quality standards. c. RAP Loan Agreement
i. When the tenant/household moves, the Landlord will be required to return the security deposit assistance to the City of South Lake Tahoe in the form of a check made out to the City.
ii. If the Landlord, on behalf of the tenant, returns the security deposit assistance in full, the tenant will be eligible to participate in the RAP again in the future. iii. If the full deposit is not returned, the tenant is required to pay the gap between what the Landlord returned and the original amount of the security deposit. iv. Unpaid balances due are subject to the collection process described in the City’s Financial Policies.
d. Application Rejection Criteria
331
Rental Assistance Program – Program Guidelines
i. Applicants unable to meet one or more of the Eligibility Requirements listed above.
ii. Applicants submit an incomplete, unsubstantiated or unreadable application. iii. Applicants submit false or unsubstantiated information about themselves or any household member, or misrepresent the size of their household. iv. Any household member has a poor landlord reference including:

1. Indication of habitual late payment of rents due.

2. Violation of previous lease or rental agreements.

3. Indication of conflict with management and/or other residents. 332
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:11
Agenda Item: Fiscal Year 2023-2024 Mid-Year Budget Review, Amendments to the Allocated Permanent Position Listing, and Five-Year Financial Plan Update Executive Summary: The annual mid-year budget review is an essential element in maintaining the City's financial stability. It provides the City Council an opportunity to review the General Fund and other funds, adjust amount in order to achieve a more accurate budget for the current fiscal year and help shape the development of next year's budget. The Five-Year Financial Plan update provides a forecast of revenues and expenditures over the five-year period of fiscal year 2024-2025 through 2028-2029. The Five-Year Financial Plan provides a multi-year view of the financial picture and allows for strategic discussions and planning needed to balance the General Fund budget and address City Council updated Strategic Plan 2023-2028 ensuring the City's financial sustainability in providing the community with core services, infrastructure and facilities improvements.

Requested Action / Suggested Motions: Pass a Resolution approving FY 2023-2024 Mid-Year Budget Adjustments, Amendments to the Allocated Permanent Positions Listing for Changes Made during MidYear and Corresponding Salary Tables.

Responsible Staff Member: Olga Tikhomirova, Director of Finance, and Joseph Irvin, City Manager Reviewed and Approved By: Susan Blankenship, City Clerk Heather Stroud, City Attorney Attachments:
01-Staff_Report_Mid_Year_Budget_5yr Plan Mar 24.docx
02-RESO Mid-year Budget 2023-2024.docx
03-Position Allocation 23-24 Mar 2024 (Exh. A to Reso).pdf 04-Salary Tables for Resolution 3.12.2024 (Exh. B to Reso).pdf 05-5yr Financial Plan & Assumptions as of March 2024.pdf 06-Lifeguard Staffing Update February 2024.docx
333
Council Agenda Report March 12, 2024 Page 1 of 8
City of South Lake Tahoe
Report to City Council
Meeting Date: March 12, 2024
Title: FY 2023-2024 Mid-Year Budget Review and Five-Year Financial Plan Update Location: All Departments
Responsible Staff Members: Joseph Irvin, City Manager
Olga Tikhomirova, Director of Finance
Background: The annual Mid-Year budget review is an essential element in maintaining the City’s financial stability. It provides the City Council an opportunity to make adjustments and operational corrections based on unanticipated changes and the goals and priorities of the City Council for the current fiscal year and helps shape the development of next year’s budget.

During the mid-year process the City Manager and staff review the City’s fiscal condition and make recommendations to amend appropriations if necessary. The budget amendments recommended by staff are intended to address unanticipated items or events that may have occurred in the first half of the fiscal year. The proposed amendments support goals and initiatives included in the 2023-2028 Strategic Plan adopted by the City Council on March 14, 2023.

Based on recommendations from financial experts and the Government Accounting Standards Board (GASB) indicating the need for public agencies to conduct long-term financial planning, since 2011 the City has been annually producing a Five-Year Financial Forecast to provide the public and the City Council with information from which to consider financial and policy recommendations.

In preparing the financial forecast, the City considers a wide variety of economic indicators to estimate revenues and expenditures over the five-year period. This multi-year examination of the City’s financial outlook allows for strategic discussions and planning ensuring the financial stability of the City. Financial stability allows the City to provide the community with core services, infrastructure and facility improvements, and address City Council Strategic Priorities.

Issue and Discussion: The City’s FY 2023-2024 budget reflects a positive outlook. Overall, current year’s operating revenues are projected to increase compared to the adopted budget.

Staff recommends increases to several City’s non-major revenues while keeping the major revenues, such as Sales Tax, Property Tax, and Transient Occupancy Tax budgets unchanged.

While the consumer spending did not plunge in 2023, as predicted by some economy experts, there is now seen a mild contraction and slower pace growth than last year.

Additional expenditure allocations are recommended for City services, capital projects and for City Council Strategic Priorities implementation. Should a significant slowdown occur, that would create a significant impact on City operations, staff will bring the necessary budget adjustments for City Council’s consideration prior to the fiscal year end. 334
Council Agenda Report March 12, 2024 Page 2 of 8
During the FY 2024 budget adoption and again in November 2023, the City Council directed staff to make significant improvement to the City’s swim program and lifeguard staffing levels.

Park and Recreation Director John Stark is happy to report that these efforts are on track to restoring swim program operations to 2018 levels. His detailed report is provided as Attachment 06 to this agenda item.

Mid-Year Budget Review
The total current General Fund budget after the carry-forward appropriations and other adjustments approved since the budget adoption, shows a usage of $2,704,825 of General Fund Undesignated Excess Reserves. The major items contributed to this net expense are $1,000,000 for the land purchase from the Redevelopment Successor Agency for the affordable housing project, $640,039 in net carry-forward appropriations, $500,000 in additional contributions to the South Shore Transportation Management Association (SSTMA), and $396,535 in appropriations for the Recreation Center construction project.

The City ended the previous fiscal year 2022-2023 with undesignated excess reserves of approximately $11.3 million. After the carry-forward and other appropriations described above, and after subtracting the remainder of the previously approved Recreation Center Construction project set-aside of $1,678,465, the undesignated excess reserves balance available for spending at the City Council’s discretion is approximately $7.0 million. The FY 2023-2024 midyear budget adjustments propose the use of a portion of this surplus for several critical operating and capital needs.

General Fund Revenue Adjustments recommendations total $2,510,415 and include the following:

Interest Earning Revenue +$800,000 based on the current actual investments and anticipated earnings.

Building Perming Fees +$800,000 based on the anticipated additional activity from Zalanta Phase 2 and Sugar Pine Phase 2 projects this summer.

Parking Citation Revenue +$350,000 based on final actual receipts in FY 2023 due to the expanded code enforcement program and current FY 2024 year to date revenue collected.

Franchise Fees +$150,000 based on final actual receipts in FY 2023, amended franchise agreement with South Tahoe Refuse and their new base year rate increase.

Business and Professions Tax +$150,000 based on final actual receipts in FY 2023 and anticipated FY 2024 receipts.

Federal and State Reimbursements +$11,000 pending to be received for Caldor Fire Emergency Management Cost.

Transfer in from Measure S Sales tax +$210,915 to compensate the General Fund for actual cost of 7 Firefighters in FY 2023 previously partially funded by SAFER grant.

Transfer in from Prop 172 Safety Sales Tax +$25,000 for the Fire department Type III Engine radios and modem.
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General Fund Expenditure Adjustments recommendations total $5,992,034 and include the following:

Personnel Needs:
 +$137,578 – includes a cost of two new positions for a portion of FY 2024: one (1) Recreation Program Coordinator and one (1) Maintenance Manager positions in anticipation of the new Recreation Center opening; a transfer out for a temporary increase in the Streets Maintenance Manager FTE allocation by 0.2 FTE for training of the incoming Manager due to a retirement of the incumbent; and a transfer out for converting one (1) Maintenance Technician position to one (1) Lead Maintenance Technician position in Street/Snow Removal division to streamline operations. The new Fire Division Chief position that is being added to the Allocation Position Listing is funded by a grant approved by City Council at February 27th, 2024 meeting where budget appropriations were included and none are required at this time.
 +$400,385 – Additional budget for temporary and seasonal staffing, primarily in Streets and Parks divisions.
 +$96,000 – Budget increase for costs related to single year class and comp study increases for police dispatch position.
 +$81,763 – Additional budget for other personnel related costs for permanent, seasonal and temp employees in several departments due to new MOUs, additional CalPERS cost due to seasonal employee retention over 1,000 hours, hourly rates increases for temporary positions that mirror permanent ones and additional on-call pay costs.  +$994,704 – Increase in CalPERS Unfunded Accrued Liability (UAL) prepayment amount based on CalPERS’s June 30, 2022 Actuarial Valuation Reports received in August 2023.

The reports use demographic data and financial information through June 30, 2022 including the results of FY 2021-2022 negative investment return of 6.1%. This loss is impacting required employer contributions for CalPERS’s FY 2024-2025 which begins on July 1, 2024 with the prepayment due in City’s FY 2023-2024.

Operational Needs:
 +$161,486 – General Government and IT needs, including HR related contracts for departmental assessments and personnel issues ($70K), funding for city-wide wellness program using a reimbursement from the City’s health insurance broker Keenan received last fiscal year ($41K), anticipated cost of a legal advisor to join a Community Choice Aggregation program ($15K), additional IT needs due to increases in software renewal cost ($25K), with the remaining portion for additional training, registration, travel and supply needs for several divisions.
 +$92,200 – Police department various needs, including door card system update and expansion ($35K), mobile forensic platform upgrade and a forensic subscription ($13K), storage rental, instructor training ($14K), uniform and miscellaneous equipment costs ($23K), and credit card payment processing fees missed in the adopted budget ($7K).  +$77,150 – Fire department various needs, including Type III Engine radios and modem ($25K), Protective Personal Equipment (PPE) due to turnouts no longer meeting NFPA standards ($20K), failed and damaged radio equipment in stations ($19K), and various travel and subscription needs as well as the appropriation of Parasol Foundation grant funding.
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 +$35,433 – Public Works various needs, including Geo Tab/GPS tracking software and service ($20K), investigation, litigation and claim expense related to Public Works ($10K), Public Works promotional items and additional recruiting costs ($5K).  +$164,650 – Parks and Recreation additional budget requests for forestry projects and equipment ($88K), miscellaneous repairs due to 2023 winter storm damage ($20K), Regan Beach restrooms pump stations repairs ($18K), bear box dog stations for Ski Run Park ($4K), new Ski Run park maintenance needs ($10K), a portion of the security services contract for emergency events ($5K), and other miscellaneous park maintenance needs.
 +$175,000 – Transfer out to Streets and Snow Removal for asphalt and paving supplies ($60K), Glenwood curve safety devices installation ($20K), sign inventory ($10K), and vandalized equipment repair ($85K).
 +$22,383 – Transfer out to CIP to reimburse for the cost associated with the 2023 Winter Storm. These costs were accounted for in a separate project account but ended up not being eligible for federal and state disaster assistant reimbursement.

Capital Needs:
 +$50,000 – Diesel Fuel Pumps replacement for 1700 D Street.  +$193,302 – Various Parks equipment, including Smithco Sweep Star 60 sweeper, Bobcat Compact Excavator, Bobcat Toolcat, and several attachments.  +$100,000 – Interim Office/Trailer for Parks Staff.
 +$180,000 – Transfer out to Vehicle Replacement fund for the purchase of one (1) Boom Truck.

CIP Requests:
 +$30,000 – Transfer out for purchase and installation of five (5) bike repair stations, racks and benches.
 +$3,000,000 – Transfer out to Tahoe Valley Stormwater and Greenbelt Improvement Project for the final funding shortage required to finish the project.

Measure S Sales Tax General Fund Revenues and Expenditure Adjustments  +$9,506 – Transfer in of excess Measure S funding for Tobacco Police Officer in the Tobacco grant special revenue fund.
 +$210,915 – Increase in Transfer out to the General Fund for an additional unreimbursed cost in FY 2023 for 7 Firefighters previously funded by SAFER grant.  +$1,197,000 – Transfer out to Snow Removal Equipment Replacement fund for two (2) graders ($582K each) and one (1) brine tank ($33K).
 +$406,000 – Transfer out to Vehicle Replacement fund for one (1) street sweeper.

Cannabis Program Revenue Fund and Cannabis Grant Program The 2024 Cannabis Revenue Grant Program policies and guidelines were discussed at the February 27th, 2024 meeting and were left unchanged. The City will solicit proposals for funding from local schools, government agencies and non-profit organizations with programs and projects designed to mitigate potential negative impacts of the cannabis industry in South Lake 337
Council Agenda Report March 12, 2024 Page 5 of 8
Tahoe. According to the Cannabis Community Benefit Fee Revenue Allocation Policy, that states that City Council will allocate up to 50 percent of the previous year’s revenue to the new Community-wide Benefit Grant Program during a mid-year budget process, staff has proposed to appropriate $400,000 to be made available for the cannabis revenue grant program for this fiscal year, same as in 2023. The total Community Benefit Fee and the Cannabis Business & Professions Tax revenue collected in the previous fiscal year 2022-2023 was $1,034,424. The non-grant expenditures totaled $744,350. Of this amount, $500,000 was transferred out to fund two CIP projects.
 +$400,000 – Increase in Expense for appropriations towards 2023 Cannabis Revenue Grant Program for FY21/22.

The balance available in the Cannabis Program Revenue Fund after the proposed $400,000 allocation for the 2024 grant program is approximately $1.4 million. Staff has proposed to use a portion of this surplus, $950,000, to fund several critical Public Works Capital Improvement projects and the new Housing Program, as follows:
 +$150,000 – Transfer out to general EV Charging Stations project for stations design at several sites, City Fleet EV chargers at several sites, as well as construction costs and installation of Fleet EV chargers at the designated sites. This funding is being supplemented by $150,000 savings from the previously funded water bottle refill stations project, for a total of $300,000 in funding allocated to the EV Charging Stations project during this mid-year budget review process.
 +$300,000 – Transfer out to Bijou Park Creek Stream Environment Zone (SEZ) restoration project. Funding is required to begin Phase 1 construction by May 2024.  +$250,000 – Transfer out to Pioneer Trail Safety Improvement project.  +$50,000 – Transfer out to James-Eloise Drainage project for construction of improvements and acquisition costs.
 +$200,000 – Transfer out for the new Housing Rental Assistance program. The program guidelines are being presented to the City Council during this March 12th, 2024 meeting.

Other Non-General Fund Programs
Special Revenue Funds
 Increase and decrease in various revenue and expense line items. Funds will either get their projected revenue increased, use their available fund balances, require general fund contribution as listed above, or transfer balances to the general fund or Measure S fund.

CIP
 Increase and decrease in various CIP revenues and expenses. These CIP projects are funded by transfers from the General Fund and Cannabis Revenue Fund as described earlier in this report. The budget adjustments also include the reallocation of funding between projects, such a portion of the previously approved Measure S funding ($850K) from the Road Rehabilitation project to the Tahoe Valley Storm Water and Greenbelt Improvement Project for the street reconstruction portion of the project, as well as the reallocation of the current budget and accumulated previous allocations of Measure S funding from the Fire Station II to Fire Station III reconstruction project per the City Council direction during FY 2024 budget adoption workshop.
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Enterprise Funds
 The total net increase in expenditures of $435,936 across all enterprise funds, primarily due to the addition of $450K for phase 2 improvements at the Parking Garage using the projected available fund balance in the Parking Garage fund.

Five Year Financial Plan
The Five-Year Financial Plan analyzes major known and projected future fiscal conditions in order to support informed long-term planning and decision-making regarding operational and capital improvement resources. The Plan is focused on the City’s General Fund and provides a forecast of revenues and expenditures over the five-year period from fiscal year 2024-2025 through 2028-2029.

Key highlights of this Five-Year Financial Plan update include:
 Revenues are forecasted based on previous year’s actuals and current economic trends and estimates.
o Major City Revenues - Property Tax, Transient Occupancy Tax and Sales Tax, are expected to flatten in the next several years growing at modest rate between 1% and 3%. Even though Property tax revenue was 10% in FY 2023 over the previous year, such robust increase is not expected to continue based on the current year’s projections prepared by the El Dorado County Auditor Controller office. o FY 2023 City TOT grew 3% over FY 2022 and is projected to grow at 1.25% rate over the next several years based on the current trends of decreasing occupancy and a reduction in average daily rates.
o Project Area TOT revenue has seen a decline in FY 2023. Similar to City TOT, this revenue is projected to grow at a modest rate of 1.25% over the next several years.

The new activity in the Project Area is expected to support the slow growth of this revenue.
o The plan assumes that approximately $1.8m from Measure S Sales Tax fund in FY 2024 will be used to pay for 7 Firefighters previously funded by SAFER grant, 50% of the Fire Marshal position, 100% of one Police Lieutenant position, and staffing for the South Shore Fuels Reduction Program. This amount growth to $2.1m in FY 2029. o Parks and Recreation Revenues are projected based on full operations in FY 2025 and in the four years beyond, not reflecting a partial shift of revenues and expenditures which will take place after the new Recreation Center opening expected in January 2026.
 Expenditures:
o Majority of personnel and operating expenditures are projected to increase between 2% and 3% annually.
o Personnel expenditures include the 2nd year implementation cost of Classification & Compensation Study.
o Projected personnel cost incorporates two new Recreation positions requested during this mid-year budget review.
o FY 2025 CalPERS pension cost reflects 0.7% to 1.5% increases in normal cost rates for Safety PEPRA and Safety Classic members, and a 2.1% decrease for Miscellaneous members based on 2023 Actuarial Reports.
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Council Agenda Report March 12, 2024 Page 7 of 8
o Unfunded Accrued Liability (UAL) cost projections are based on 5.8% investment return for CalPERS fiscal year ended June 30th, 2023.
o Forecast assumes a prepayment of CalPERS Unfunded Accrued Liability (UAL) annually in July. Even with the increased interest rates, there are savings to the City from prepayment of at least $90-100K.
o All one-time large capital expenditures and contributions are removed moving forward. o No major capital expenditures, such as road rehabilitation or vehicle replacement, are included in the main General Fund in FY 2025 and beyond and are projected to be funded by Measure S sales tax general fund.

The table below presents a summary of the 2025-2029 General Fund Five-Year Financial Plan.

The 2023-2024 amended budget reflects the use of $2.7 million from undesignated excess reserves and is before mid-year adjustments. At September 30, 2023, the undesignated excess reserves amounted to $11.3 million, excluding the required 25% reserve of $13.7 million for FY 2024 and the $2.0 million set-aside for anticipated deficit in 2024-2025 and 2025-2026 approved by City Council with the FY 2024 budget adoption.

The preliminary estimates for FY 2024-2025, that include assumptions previously listed in the Key Highlights section, indicate that the General Fund for the upcoming fiscal year is projected with a deficit of $0.9 million, and it will be required to use of a portion of the $2.0 million set-aside amount. Programmed revenue increases are being absorbed by the growing personnel and other costs contributing to on-going projected general fund deficit for the subsequent four years.

Finance department will begin the next fiscal year budget process in April 2024. Staff will continue examining various strategies to achieve a balanced budget in the upcoming year while continuing implementing the City Council Strategic Priorities.

Measure S Sales Tax General Fund Five-Year Projections
Measure S sales tax is projected to generate $7.8 million on average annually for the next five years. The preliminary projected uses for FY 2025 include:
 $555K for communications system financing and $35K for the system extended warranty.  $1.9m total for the following: Fire Station II Staffing, 50% of the Fire Marshal position, 100% of the Police Lieutenant position, and South Shore Fuel Reduction program staffing.
 $3.2m total for road rehabilitation, snow removal vehicle and equipment debt financing, as well as for the stormwater management program.
 $2.2m is projected to be available in each of the next five years for the Fire Station III construction bond financing debt service.

Actual Budget Projected Projected Projected Projected Projected 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Rev. $ 58,672,940 $ 56,667,060 $ 58,480,308 $ 59,136,690 $ 60,310,194 $ 61,304,339 $ 62,344,661 Exp. $ 53,974,311 $ 59,371,885 $ 59,423,587 $ 61,168,555 $ 61,550,739 $ 61,898,950 $ 63,167,310 Net Rev/(Exp) $ 4,698,629 $ (2,704,825) $ (943,278) $ (2,031,865) $ (1,240,545) $ (594,611) $ (822,649) General Fund Five-Year Plan Summary 2025 to 2029
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Attachment 05 provides a detailed analysis of the primary General Fund revenues by type and expenditures by department, and Measure S Sales Tax general fund revenues and financing uses through FY 2029.

Financial Implications: The General Fund’s budgeted deficit currently is $2.7m before the recommended mid-year net budget appropriations of $3,481,619. The remaining unallocated fund balance from the prior fiscal year is approximately $7.0m and is available to be expended on several one-time uses proposed in this report. After these additional appropriations, the ending General Fund undesignated excess reserve balance is expected to be approximately $3.5m.

Completion of the 2023-2024 mid-year budget process will ensure continued operations through the end of the fiscal year and will allow City staff to continue the implementation of the City Council priorities.

In addition to the mid-year budget appropriations, the accompanying resolution amends the City’s Allocated Position Listing, approves salary schedules for two new positions and updates one existing salary schedule to address compaction issues. Fiscal impact of this action is included in the proposed budget adjustments.

The General Fund Five-Year Financial Plan update represents an analysis of the economic factors driving the City’s revenues base, specific revenue sources available to the City, and the projected known obligations at the time of the plan update preparation. Multi-Year Financial Planning is required as part of the City’s Financial Policies (Financial Planning) and is an essential tool for developing the budget guidelines and for evaluating the future impact of current year decisions.

Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies) Policy Implications: Compliance with City Financial Policies: Budget Management, Section E and Financial Planning, Section B.
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Resolution 2024-XXX March 12, 2024 Page 1 of 3
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
March 12, 2024
Approving FY 2023-2024 Mid-Year Budget Adjustments and
Amendments to the Allocated Permanent Position Listing
for Changes Made During Mid-Year

BACKGROUND
A. The Mid-year budget review is recommended as part of the City’s Financial Policies – Budget Management.

B. The City Council Priorities 2023-2028 include priorities and goals, some of which are included in the fiscal year 2023-2024 mid-year budget adjustments.

C. The City Council wishes to amend the 2023-2024 Fiscal Year Total Budget for funding of continued operations and one-time costs through the end of the fiscal year.

D. There are staffing level changes approved which will amend the allocated position listing as described below (mid-year amendments reflect partial year). a. Establish one (1) full-time Recreation Program Coordinator position. b. Establish one (1) full-time Maintenance Manager (Recreation) position. c. Establish one (1) full-time Fire Division Chief position. d. Eliminate one (1) full-time Maintenance Technician position. e. Add one (1) full-time Lead Maintenance Technician position. f. Increase (1) Maintenance Manager (Streets) position from 1 FTE to 1.2 FTE for current FY 2024.

E. The City Manager and Director of Finance recommend the budget adjustments summarized on the next page.
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Resolution 2024-XXX March 12, 2024 Page 2 of 3
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 2023-2024 Fiscal year budget for the recommended adjustments listed above.

2. Adopts changes to the attached allocated position listing and new and amended salary tables, attached hereto as Exhibits “A” and “B,” respectively.

Adopted by the City of South Lake Tahoe City Council on March 12, 2024 by the following vote:

Yes:

No:

Revenue Expense Net Change
Increase/(Decrease) (Increase)/Decrease Revenue/(Expense) General Fund:
100 General Fund ** $ 2,510,415 $ (5,992,034) $ (3,481,619) 102 General Fund - Measure S Sales Tax ** $ 9,506 $ (1,813,915) $ (1,804,409) Total General Fund $ 2,519,921 $ (7,805,949) $ (5,286,028) Other Funds:
201 Gas Tax ** $ 256,824 $ (273,638) $ (16,814)
207 Snow Removal ** $ 137,037 $ (160,238) $ (23,201)
208 Snow Removal Equipment Replacement $ 1,257,000 $ (1,197,000) $ 60,000 210 Vehicle Replacement $ 586,000 $ (586,000) $ -
218 VHR Program ** $ - $ (7,087) $ (7,087)
221 Ice Arena ** $ - $ (7,400) $ (7,400)
222 Fire Safety Sales Tax (Prop 172) ** $ - $ (25,000) $ (25,000) 223 Cannabis Program ** $ 25,000 $ (1,350,000) $ (1,325,000) 225 Tobacco Grant ** $ - $ (9,506) $ (9,506)
242 Vehicle Abatement ** $ - $ (20,000) $ (20,000)
243 Nuisance Abatement ** $ - $ (4,999) $ (4,999)
244 Solid Waste $ - $ 58,103 $ 58,103
271 Building Permit Fees $ 500,000 $ - $ 500,000
284 Measure S City Maintenance $ 3,000 $ - $ 3,000
290 Settlement Proceeds Sfty Programs $ 155,000 $ - $ 155,000 301 City CIP $ 5,095,718 $ (5,073,335) $ 22,383
320 Housing - CIP Projects $ 200,000 $ (200,000) $ -
501 Airport Enterprise Fund $ - $ 51,622 $ 51,622
510 Parking Bellamy Court ** $ - $ (2,500) $ (2,500)
520 Parking Garage ** $ 40,000 $ (462,900) $ (422,900)
550 Transit Operations ** $ 17,482 $ (79,640) $ (62,158) Total Other Funds $ 8,273,061 $ (9,349,518) $ (1,076,457) Total All Funds $ 10,792,982 $ (17,155,467) $ (6,362,485) ** Fund Balance Available
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Resolution 2024-XXX March 12, 2024 Page 3 of 3

Absent:

Abstain:
______________________ Date:_________
Cody Bass, 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.
344
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Adopted thru June'23 23/24 Adopted thru Mar'24 23/24 Budget

CITY COUNCIL
Council Member (Elected) Department Total 5.00 5.00 5.00 5.00 0.00

CITY CLERK
City Clerk (Elected) 1.00 1.00 1.00 1.00
Assistant City Clerk 1.00 1.17 1.17 1.17
Department Total 2.00 2.17 2.17 2.17 0.00

CITY TREASURER
City Treasurer (Elected) Department Total 1.00 1.00 1.00 1.00 0.00

CITY MANAGER DEPARTMENT
City Manager 1.00 1.00 1.00 1.00
Assistant City Manager 0.75 0.75 1.00 1.00
Assistant to the City Manager I 0.25 0.25 0.00 0.00
Assistant to the City Manager II 0.25 0.25 0.00 0.00
Communications and Project Specialist 1.00 1.00 1.00 1.00 Sustainability Coordinator 1.00 1.00 1.00 1.00

4.25 4.25 4.00 4.00
Human Resources
Human Resources Manager 1.00 1.00 1.00 1.00
Principal &/or H.R. Analyst 1.00 1.50 2.00 2.00
Total 2.00 2.50 3.00 3.00 0.00
Department Total 6.25 6.75 7.00 7.00 0.00

CITY ATTORNEY
City Attorney 1.00 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00
Risk Manager 1.00 1.00 1.00 1.00
Paralegal 1.00 1.00 1.00 1.00
Department Total 4.00 4.00 4.00 4.00 0.00

FINANCE DEPARTMENT
Director of Finance 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00 0.00
Financial Services
Financial Services Supervisor 1.00 1.00 1.00 1.00
Accountant I, II 1.00 1.00 1.00 1.00
Accountant I / Payroll Coordinator 1.00 1.00 1.00 1.00
Principal Management Analyst - Purchasing and Grants 1.00 1.00 1.00 1.00 Total 4.00 4.00 4.00 4.00 0.00
Revenue
Accounting Technician I, II 2.00 2.00 2.00 2.00
Supervising Accounting Technician 1.00 1.00 1.00 1.00
Accountant I/II 1.00 1.00 1.00 1.00
Total 4.00 4.00 4.00 4.00 0.00
Information Systems
Information Systems Supervisor 1.00 1.00 1.00 1.00
Network Systems Administrator 1.00 1.00 1.00 1.00
Information Systems Technician 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00 0.00
Department Total 12.00 12.00 12.00 12.00 0.00
1 of 4
345
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Adopted thru June'23 23/24 Adopted thru Mar'24 23/24 Budget

DEVELOPMENT SERVICES DEPARTMENT
Director of Development Services 1.00 1.00 1.00 1.00
Administrative Clerk I, II 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00 0.00
Planning
Planning Manager/Environmental Planner 1.00 1.00 1.00 1.00 Associate Planner, Assistant Planner 2.00 2.00 2.00 2.00 Sr. Planner (2 year limited term) 1.00 0.00 0.00 0.00
Sr. Planner 0.00 0.42 1.00 1.00
Development Services Technician 0.00 0.00 0.00 0.00 1.00 Total 4.00 3.42 4.00 4.00 1.00
Housing
Housing Manager 1.00 1.00 1.00 1.00
Associate Planner, Assistant Planner- Housing 1.00 1.00 1.00 1.00 Associate Management Analyst 1.00 1.00 1.00 1.00
Program Coordinator 0.00 0.00 1.00 1.00

3.00 3.00 4.00 4.00 0.00
Building and Safety
Building Official 1.00 1.00 1.00 1.00
Pr Bldg & Sr Bldg Inspector, Bldg Inspector, Hsng Insp. 4.00 4.00 4.00 4.00 Sr. Permit Center Technician, Permit Center Technician 2.00 2.00 2.00 2.00 Total 7.00 7.00 7.00 7.00 0.00
Department Total 16.00 15.42 17.00 17.00 1.00

PUBLIC WORKS DEPARTMENT
Director of Public Works 1.00 1.00 1.00 1.00
Capital Program and Facilities Program Manager 1.00 1.00 1.00 1.00 Office Manager 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00 0.00
Engineering
Construction Engineer 0.00 0.00 0.00 0.00 1.00
Complete Streets Program Manager 1.00 1.00 1.00 1.00
GIS Analyst 1.00 1.00 1.00 1.00
Resident Engineer / Resident Inspector 1.00 1.00 1.00 1.00 Engineering Manager 1.00 1.00 0.33 0.67
Associate Civil Engineer, Assistant Engineer 1.00 1.00 2.50 2.50 Engineering Technician 1.00 1.00 1.00 1.00
Total 6.00 6.00 6.83 7.17 1.00
Maintenance Operations / Snow Removal
Maintenance Manager 2.00 2.00 2.00 2.20
Lead Maintenance Technician 2.00 2.00 2.00 2.50
Maintenance Technician I, II, III, IV, V 16.00 16.00 16.00 15.50 Total 20.00 20.00 20.00 20.20 0.00
Fleet Maintenance
Maintenance Manager - Fleet 1.00 1.00 1.00 1.00
Equipment Mechanic I, II, III 5.00 5.00 6.00 6.00
Fleet Control Specialist 1.00 1.00 1.00 1.00
Total 7.00 7.00 8.00 8.00 0.00
2 of 4
346
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Adopted thru June'23 23/24 Adopted thru Mar'24 23/24 Budget

PUBLIC WORKS (CONTINUED)
Airport
Airport Manager 1.00 1.00 1.00 1.00
Airport Maintenance Supervisor 1.00 1.00 1.00 1.00
Administrative Assistant I, II 0.00 0.00 1.00 1.00
Maintenance Technician I, II, III, IV, V 1.00 1.00 1.00 1.00 Total 3.00 3.00 4.00 4.00 0.00
Department Total 39.00 39.00 41.83 42.37 1.00

PARKS AND RECREATION DEPARTMENT
Director of Parks and Recreation 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00
Recreation
Administrative Assistant I, II 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00
Maintenance Manager - Recreation 0.00 0.00 0.00 0.33
Events Coordinator 1.00 1.00 1.00 1.00
Recreation Program Coordinator 0.00 0.00 0.00 0.42
Head Pool Lifeguard 1.00 1.00 1.00 1.00
Total 4.00 4.00 4.00 4.75
Parks
Maintenance Manager - Parks 1.00 1.00 1.00 1.00
Lead Maintenance Technician 1.00 1.00 1.00 1.00
Maintenance Technicians I, II, III, IV,V 7.00 7.00 7.00 7.00 Total 9.00 9.00 9.00 9.00
Department Total 14.00 14.00 14.00 14.75 0.00

FIRE DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00
Fire Division Chief (Grant Funded) 0.00 0.00 0.00 0.50
Fire Marshall 1.00 1.00 1.00 1.00
Fire Battalion Chief 3.00 3.00 3.00 3.00
Fire Captain 9.00 9.00 9.00 9.00
Fire Engineer 10.00 9.00 9.00 9.00
Firefighter, Paramedic 8.00 9.00 9.00 9.00
Firefighter, Paramedic (Meas. S, prev. SAFER Grant) 7.00 7.00 7.00 7.00 Fire Safety Inspector I, II 1.00 1.00 1.00 1.00
Executive Assistant to the Fire Chief 1.00 1.00 1.00 1.00 Department Total 41.00 41.00 41.00 41.50 0.00

POLICE DEPARTMENT
Chief of Police 1.00 1.00 1.00 1.00
Police Lieutenant 3.00 3.00 3.00 3.00
Police Sergeant 6.00 6.00 6.00 6.00
Police Officer 30.00 30.00 31.00 31.00 1.00
Police Officer (cannabis) 1.00 1.00 1.00 1.00
Police Officer (Tobacco grant) 1.00 1.00 0.00 0.00
Public Safety Dispatch Supervisor 1.00 1.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Community Service Officer Supervisor 0.00 1.00 1.00 1.00 Public Safety Dispatcher 9.00 9.00 9.00 9.00
Senior Police Records Tech, Police Record Tech 2.00 2.00 2.00 2.00 3 of 4
347
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Adopted thru June'23 23/24 Adopted thru Mar'24 23/24 Budget

POLICE DEPARTMENT (CONTINUED)
Administrative Assistant I 1.00 1.00 1.00 1.00
Senior Evidence/Prop Tech, Evidence/Prop Tech 2.00 2.00 2.00 2.00 Lead Community Services Officer 1.00 0.00 0.00 0.00
Sr Community Svcs Officer, Community Svcs Officer 5.00 4.00 4.00 4.00 Parking Ambassador 0.00 3.00 4.00 4.00
Code Compliance Investigator 1.00 1.00 1.00 1.00
Administrative Assistant II 1.00 1.00 1.00 1.00
Department Total 66.00 68.00 69.00 69.00 1.00
Total City Employees 206.25 208.34 214.00 215.79 3.00
4 of 4
348

XXXX FIRE DIVISION CHIEF
Index Key Value Hourly Monthly
1401/XXXXX/01 74.36490 12,890
1401/XXXXX/02 78.08315 13,534
1401/XXXXX/03 81.98731 14,211
1401/XXXXX/04 86.08667 14,922
1401/XXXXX/05 90.39101 15,668
3499 RECREATION PROGRAM COORDINATOR
Index Key Value Hourly Monthly
3400/3499/01 28.72445 4,979
3400/3499/02 30.16067 5,228
3400/3499/03 31.66871 5,489
3400/3499/04 33.25214 5,764
3400/3499/05 34.91475 6,052

RECINSTR RECREATION INSTRUCTOR
Index Key Value Hourly Monthly
9000/9986/01 20.26820 0
9000/9986/02 21.28161 0
9000/9986/03 22.34569 0
9000/9986/04 23.46298 0
9000/9986/05 24.63612 0
9000/9986/06 25.86793
Updated or Created: Pending
City of South Lake Tahoe
Salary Table Updates
Effective 3/16/2024
Approved by City Council 3/12/2024
1 of 1 349
CITY OF SOUTH LAKE TAHOE GENERAL FUND FIVE-YEAR FINANCIAL PLAN Fiscal Years 2025 to 2029 REVENUES BY TYPE Actual 2021-2022 Actual 2022-2023 Budget 2023-2024 Projected 2024-2025 Projected 2025-2026 Projected 2026-2027 Projected 2027-2028 Projected 2028-2029 Prop Tax 9,679,822$ 10,643,052$ 10,850,000$ 11,175,500$ 11,510,765$ 11,856,088$ 12,211,771$ 12,578,124$ Transient Occupancy Tax (TOT) 10,623,784 10,919,486 10,822,562 10,957,844 11,094,817 11,233,502 11,373,921 11,516,095 Sales Tax 7,268,696 7,304,010 7,264,000 7,336,640 7,428,348 7,521,202 7,615,217 7,710,408 Transfers IN 1,689,428 2,310,676 2,862,545 2,516,227 2,579,839 2,642,410 2,707,009 2,773,704 Vehicle License Fee 2,534,976 2,745,534 2,772,000 2,855,160 2,940,815 3,029,039 3,119,910 3,213,508 Measure Q 3,933,402 3,955,207 3,800,000 3,838,000 3,885,975 3,934,550 3,983,732 4,033,528 Parks & Recreation Revenue 654,279 774,057 1,043,481 1,025,000 1,050,000 1,275,000 1,300,000 1,350,000 Project Area TOT 7,463,579 7,264,552 7,600,000 7,695,000 7,791,188 7,888,577 7,987,185 8,087,024 Other Revenue 473,219 3,018,020 1,248,126 1,500,000 1,200,000 1,200,000 1,200,000 1,200,000 Police Revenue 1,622,766 2,268,823 1,754,112 2,359,912 2,365,712 2,371,512 2,377,312 2,383,112 Franchise Fees 1,863,814 1,848,628 1,810,000 2,000,000 2,030,000 2,060,450 2,091,357 2,122,727 Business License Tax 1,940,581 2,229,311 1,845,000 2,200,000 2,212,000 2,224,000 2,236,000 2,248,000 Public Services Revenue 2,381,133 2,945,046 1,955,682 1,960,682 1,965,682 1,970,682 1,975,682 1,980,682 Fire Revenue 928,824 446,538 1,039,552 1,060,343 1,081,550 1,103,181 1,125,245 1,147,749 Base Revenues 53,058,303$ 58,672,940$ 56,667,060$ 58,480,308$ 59,136,690$ 60,310,194$ 61,304,339$ 62,344,661$

EXPENDITURES BY DEPT
Police 12,172,003$ 12,836,536$ 14,662,846$ 15,561,932$ 16,008,250$ 16,446,913$ 17,039,283$ 17,412,378$ Fire 9,407,423 9,873,398 11,103,437 11,795,056 12,144,435 12,494,471 12,947,461 13,235,758 General Fund Transfers OUT 9,002,469 5,102,274 4,076,242 2,483,726 2,599,913 2,608,263 2,616,780 2,625,468 General Fund Transfer OUT - Debt Service 3,285,103 3,599,074 3,537,610 3,478,564 3,442,815 2,178,625 523,106 523,106 Parks and Recreation 2,906,911 3,326,362 3,435,422 3,821,123 3,897,659 3,988,037 4,080,668 4,175,609 General Government 4,250,668 4,901,272 5,682,255 5,722,124 5,739,908 5,787,963 5,836,977 5,886,969 Finance 2,407,810 2,579,731 2,858,803 2,934,901 2,996,368 3,069,205 3,143,887 3,220,460 Miscellaneous General Fund 4,490,840 5,499,610 6,510,150 5,918,272 6,469,747 6,919,488 7,460,008 7,638,960 Development Services 1,721,117 1,740,140 2,216,447 2,277,052 2,324,571 2,379,225 2,435,218 2,492,583 Public Works/Engineering 4,059,106 4,515,915 5,288,673 5,430,837 5,544,890 5,678,548 5,815,562 5,956,020 BASE Expenses 53,703,450$ 53,974,311$ 59,371,885$ 59,423,587$ 61,168,555$ 61,550,739$ 61,898,950$ 63,167,310$ Gain/(Loss) ($645,146) $4,698,629 ($2,704,825) ($943,278) ($2,031,865) ($1,240,545) ($594,611) ($822,649) 350

MEASURE S SALES TAX GENERAL FUND FIVE
-YEAR FINANCIAL PLAN Fiscal Years 202
5 to 202
9 Actual Actual Budget Forecast Forecast Forecast Forecast Forecast REVENUES 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Measure S Sales Tax 7,746,452 7,900,148 7,600,000 7,600,000 7,695,000 7,791,188 7,888,577 7,987,185 Interest Revenue 2,137 20,009 - - - - - -
REVENUES TOTAL 7,748,589$ 7,920,157$ 7,600,000$ 7,600,000$ 7,695,000$ 7,791,188$ 7,888,577$ 7,987,185$ EXPENDITURES / FINANCING USESTechnical Services - - 10,000 5,000 5,000 5,000 5,000 5,000 Transfer out for:

PAYGO - Communications System 1,860,920 - - 36,635 43,100 47,410 47,410 47,410 Financing - Communications System 554,643 554,643 554,643 554,643 - - - - Financing - Snow Removal Equipment - 301,361 602,721 602,721 602,721 602,721 301,361 - Financing - Fire Station 3 bonds - - - 2,200,000 2,200,000 2,200,000 2,200,000 2,200,000 Equipment - CAD Upgrade - - - - - - - - Fire Station II / III Rehabilitation 500,000 500,000 800,000 - - - - - Fire Station II Staffing 396,010 979,030 1,115,704 1,204,960 1,301,357 1,405,466 1,433,575 1,462,247 Fire Marshall (vehicle, 50% funded position) 90,000 85,572 120,107 123,710 126,184 128,708 131,282 133,908 Police Lieutenant (100% funded) - 123,174 320,000 329,600 336,192 342,916 349,774 356,770 Police Officer (partial year, if grant not renewed) 70,013 - - - - - - Police Safety Equipment - 121,400 - - - - - - Stormwater Management Program and Project 50,000 50,000 136,054 136,054 136,054 136,054 136,054 136,054 Hazardous Fuel Mitigation at Airport - - - - - - - -
South Shore Fuel Reduction Program - 305,633 127,000 130,810 133,426 136,095 138,817 141,593 Road Reconstruction & StormWater Projects 2,500,000 2,800,000 2,800,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 Sidewalk snow removal - - 126,000 - - - - - Recreation Center Construction - 1,000,000 - - - - - - Snow Removal Equipment Replacement 954,295 843,263 - - 800,000 - - - EXPENDITURES TOTAL 6,905,868$ 7,734,089$ 6,712,229$ 7,824,134$ 8,184,035$ 7,504,369$ 7,243,273$ 6,982,981$ Proposed additional appropriations 1,813,915$
MEASURE S FUND YEAR-END BALANCE 2,160,564$ 2,346,632$ 1,420,488$ 1,196,354$ 707,320$ 994,138$ 1,639,442$ 2,643,646$ 351
FIVE-YEAR FINANCIAL PLAN: REVENUES AND EXPENDITURES ASSUMPTIONS 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 Property Tax 3.00% 3.00% 3.00% 3.00% 3.00%T.O.T./Project Area T.O.T 1.25% 1.25% 1.25% 1.25% 1.25%Sales Tax/Measure Q/Measure S 1.00% 1.25% 1.25% 1.25% 1.25%Vehicle License Fee 3.00% 3.00% 3.00% 3.00% 3.00%Franchise Fees 10.00% 1.50% 1.50% 1.50% 1.50%Fire, Police Measure S funding for staffing
$1.86 miliion from
Measure S for 7
FFs, 50% of Fire
Marshall and
100% of Police LT;
100% of Fuel
Reduc. Crew
$1.92 miliion from
Measure S for 7
FFs, 50% of Fire
Marshall and
100% of Police LT;
100% of Fuel
Reduc. Crew
$1.97 miliion from
Measure S for 7
FFs, 50% of Fire
Marshall and
100% of Police LT;
100% of Fuel
Reduc. Crew
$2.0 miliion from
Measure S for 7
FFs, 50% of Fire
Marshall and
100% of Police LT;
100% of Fuel
Reduc. Crew
$2.1 miliion from
Measure S for 7
FFs, 50% of Fire
Marshall and
100% of Police LT;
100% of Fuel
Reduc. Crew
2024-2025 2025-2026 2026-2027 2027-2028 2028-2029
Salaries 3.00% 2.00% 2.00% 2.00% 2.00%Health 3.00% 3.00% 3.00% 3.00% 3.00%Pension 3.00% 2.00% 2.00% 2.00% 2.00%Pension (UAL) PERS actuarial estimates;
assumes
prepayment
PERS actuarial
estimates;
assumes
prepayment
PERS actuarial
estimates;
assumes
prepayment
PERS actuarial
estimates;
assumes
prepayment
PERS actuarial
estimates;
assumes
prepayment
Road Repairs none none none none none Vehicle and Equipment Replacement none none none none none Transfers-out CIP Projects none none none none none Other Personnel Expenditures 3.00% 2.00% 2.00% 2.00% 2.00%Other Operating Expenditures 2.00% 2.00% 3.00% 3.00% 3.00%Contractual Services 2.00% 2.00% 3.00% 3.00% 3.00%Capital Outlay 2.00% 2.00% 3.00% 3.00% 3.00%

MAJOR REVENUE ASSUMPTIONS

MAJOR EXPENSE ASSUMPTIONS
352
Lifeguard & Swim Program Update
In November 2023, City Council requested an update regarding lifeguard staffing levels and impacts to programming offered at the Recrea?on and Swim Complex compared to levels in 2018. Since 2018, there has been a na?onwide lifeguard shortage as well as program impacts due to the Covid-19 pandemic, Caldor Fire evacua?ons and closures related to issues with an aging facility. Kelley Edwards, Recrea?on Manager, put together a thorough opera?onal analysis comparing the following historical programming and staffing levels of 2018 compared with 2023 levels.

In 2018, 15-25 part ?me lifeguards were staffing the Recrea?on and Swim Complex. By 2023, staff was reduced to one full-?me lifeguard and eight part-?me lifeguards. Hours worked by lifeguards vary greatly, so a comparison of hours worked provides a clearer picture of opera?onal needs. In 2018, 9,875 hours were worked by lifeguards compared with 6,379 hours in 2023.

In 2018, at the Recrea?on and Swim Complex, 700 par?cipants completed swim lessons compared to 180 par?cipants in 2023. In 2018, the Fourth Grade Swim Program offered free swim lessons to all fourth graders within the Lake Tahoe Unified School District over a ten-week period. Each child received 40-minute lessons for four days and 300 students par?cipated in the program. In 2023, this program was not offered due to staff shortages.

Hours of opera?on for the facility are also impacted by staffing shortages. In 2018, pool hours were open 72 hours weekly. In 2023, hours of opera?on were reduced to 60 hours weekly.

During lap swim, two lifeguards are scheduled at a time to keep the pool open. Each lifeguard can only observe a maximum of 20-25 swimmers per American Red Cross standard operations. For activities such as recreation swim, adding amenities like a slide, or for pool parties and special events, three to six lifeguards need to be scheduled at a time to accommodate the higher number of patrons using the pool and added aquatics features. In 2018, three lifeguards were scheduled during recreation swim to operate the slide and were able to accommodate pool parties, rentals, and special events. In 2023, due to staff shortages, only two lifeguards were scheduled during recreation swim. In 2023, staff regularly had to limit the capacity of patrons in the pool due to not having enough lifeguards available. Staff also reduced the number of pool parties, rentals, and special events. Water aerobics went from staff led programming in 2018 to a combination of staff led and self-guided aerobics in 2023.

Beginning in the Fall of 2023, Parks & Recrea?on management made a push to enhance recruitment for lifeguard posi?ons. These efforts included reducing the age requirement for lifeguards from 18 years old to 16 years old. Posi?ons are now being hired at the second highest step of pay $19.4481, up from $15.5000 previously offered, with an increase to the top step of $20.4205 a? er one year of service.

Addi?onally, the American Red Cross lifeguard cer?fica?on course is covered by the City, where previously lifeguards paid for this cer?fica?on out of pocket. Time spent comple?ng the cer?fica?on course is also now paid by the City, where previously this ?me was unpaid. Staff worked to increase the pool of applicants by u?lizing targeted recruitment on Indeed.com as well as hos?ng a job fair, pos?ng banners and flyers, increased social media presence and a? ending hiring events at local schools. This recruitment strategy has been successful with around 20 new applicants since the Fall of 2023. 353
From these applica?ons, three new lifeguards were hired and cer?fied in Fall of 2023. One of these lifeguards is now also an instructor. Another lifeguard will join the team on February 20th. Three more applicants have completed the swim test, received offers and are in the onboarding process. These four staff will complete an upcoming cer?fica?on course led by staff. Management will work with new lifeguards to encourage them to gain the training necessary to become instructors and lead programming. With the addi?on of the three new lifeguards hired in Fall, we were able to fill scheduling gaps covered by management, reduce over?me costs and offer expanded pool hours two nights a week.

With the assumed total of seven new lifeguards and the average hours worked for lifeguards, we will add approximately 3,276 more hours staffed for the pool enabling us to increase programming and opera?onal hours in 2024.

This will begin with increasing the number of swim lessons offered, increasing pool hours by 12 hours weekly and returning to daily staff led water aerobics programming. The Fourth Grade Swim Program window is too late for 2024 but is planned to return in 2025. Open swim, rentals and pool par?es will be offered more regularly again. Parks and Recrea?on management are confident that through this new recrui?ng strategy, we will con?nue to add part-?me lifeguards and build back programming and opera?ons to 2018 levels.

The new Recrea?on and Swim Complex is scheduled to open its doors in January of 2026. Addi?onal lifeguards will be needed to be added to the team to cover expanded hours of opera?on, new aqua?cs elements, enhanced programming and two bodies of water. Management plans to request addi?onal full-?me lifeguard staff along with con?nuing to recruit part-?me staff as 2026 approaches.

John Stark, Director of Parks & Recrea?on
2/15/2024
354
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: March 12, 2024
Agenda Item #:12
Agenda Item:

Ski Run Business Improvement District Annual Report and Budget Executive Summary: This item completes the first step of the two-step process listed below as required by Streets & Highways Code sections 36533-36534. Step two, required by Streets & Highways Code section 36535, is scheduled for May 7th, 2024. Every year the Ski Run Business Improvement (BID) District Advisory Board is required to submit an Annual Report and proposed budget for approval to the City Council (City Ordinance No. 927, Section 2.9). The Council then adopts a â€œResolution of Intention," which indicates the Councilâ€™s intention to levy an assessment to the BID members and sets a time and place of a future Public Hearing whereby members of the BID can provide written protests on the content of the Annual Report for the upcoming fiscal year.

Requested Action / Suggested Motions:

Responsible Staff Member: Ben Hannah - Accountant II
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01 Staff Report Ski Run BID 03-12-2024.docx
02 SRBID Resolution First Meeting 03.12.2024.docx
03 SRBID 2024-2025 Budget Proposal.pdf
04 SRBID 2024-2025 Budget Proposal Prior Year vs Proposed.pdf 05 SRBID 2024-2025 Budget Proposal (Includes Measure S Recreation).pdf 06 Ski Run BID Report 2024.pdf
07 Friends of Ski Run Report 2024.pdf
355
Council Agenda Report March 12, 2024

Page 1 of 2 ends

South Lake Tahoe City CouncilMarch 12, 2024

South Lake Tahoe City Council
March 12, 2024