South Lake Tahoe City Council
August 27, 2024

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 Budget Workshop
Meeting Agenda
Tuesday, August 27, 2024 at 9:00 am
City Hall - Council Chambers - 1901 Lisa Maloff Way, South Lake Tahoe ----------------------------------------------------------------------------------------------------- Mayor Pro Tem Friedrich will be participating via teleconference from Pachamama Coffee, 312 Main St. Placerville, CA 95667, 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, YouTube at https://www.youtube.com/channel/UC3LYne8Ih-kTPLnnuyJW9SQ/live and via ZOOM at this link https://us02web.zoom.us/j/81069343328
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: 810 6934 3328. 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. Note: The Mayor reserves the right to conduct the meeting with in-person public participation only, if there is a technology malfunction that precludes the use of remote public participation.
1 In Writing: Written comments received by 3 p.m. the day before the meeting will be distributed to City Council prior to the meeting. Written public comment regarding any item on this agenda may be sent to [email protected]. When emailing comments, identify the agenda item number in the subject line to which your comments relate. Any 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.

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.

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

Comments shall be limited to three (3) minutes.

The consent agenda consists of items of a repeating or routine nature considered under a single action.

Any Councilmember may have an item on the consent agenda removed and considered separately upon request.
2 1. City Council and South Tahoe Joint Powers Parking Financing Authority Meeting Minutes

2. Fire Department Vehicle Purchase for the Wildfire Fuels Division

3. California Tahoe Conservancy Grant Application For $700,000 for Regan Beach Improvements

4. Reimbursement Agreement with South Tahoe Public Utility District and Appropriation of Funds to the 2024 Road Rehabilitation Project

5. Fiscal Year 2024-2025 Recommended Budget
Pass a Motion to adopt the Consent Agenda in one motion except as indicated at each item.

Requested Action / Suggested Motions: Pass a Motion to approve the August 13, 2024 Regular City Council and South Tahoe Joint Powers Parking Financing Authority Meeting Minutes.

Responsible Staff Member(s): Susan Blankenship, City Clerk Item 1- Executive Summary.pdf
08 13 2024 City Council and STJPPFA Meeting Minutes.pdf Requested Action / Suggested Motions: Pass a Motion authorizing the Fire Chief, or their designee, to purchase one Chevy 3500 HD 4x4 Pickup Truck and associated upfitting as an emergency response vehicle in an amount not to exceed $101,000.

Responsible Staff Member(s): Jay Manning, Division Chief Item 2- Executive Summary.pdf
02-BidSummary120673.pdf
03-CHEVY 3500HD - Sales Quote - Lehr 47550.pdf
04-QBPOS Sales Order 11092.pdf
01-Staff_Report_Fuels Div Vehicle Purchase.docx
Requested Action / Suggested Motions: Pass a Resolution authorizing staff to submit an application for the California Tahoe Conservancy Lake Tahoe Science and Lake Improvement Grant Program in the amount of $700,000 to support rehabilitation projects at Regan Beach.

Responsible Staff Member(s): John Stark, Director of Parks & Recreation, and Katherine Stempien, Associate Architect
Item 3- Executive Summary.pdf
01-Staff Report-CTC Grant Application.docx
02-Resolution - CTC Grant Application.docx
Requested Action / Suggested Motions: Pass a Resolution authorizing and directing the Mayor to execute a reimbursement agreement with the South Tahoe Public Utility District (STPUD) for adjusting the grade of STPUD utilities, accepting $140,750.00 with a 25% contingency of $35,162.50 to reimburse the City for the STPUD utility work, and amending the 2024 Road Rehabilitation Project Budget.

CEQA Determination: The Road Rehabilitation Project is exempt from review under CEQA Guidelines 15301 (existing facilities).

Responsible Staff Member(s): Stephen Anderjack, Associate Civil Engineer Item 4- Executive Summary.pdf
01 - STPUD Reimbursement Agreement Staff Report.docx
02 - STPUD Reimbursement Agreement Resolution.docx
03- STPUD Reimbursement Agreement.pdf
Regular-New Business
Requested Action / Suggested Motions: Receive presentation and either: (1)(a) Pass a Resolution Approving FY 2024-2025 Municipal Operating and Capital Improvement Program Budget and $1,000,000 Set-Aside from the General Fund Unassigned Undesignated Excess Reserves for the Affordable Housing Project at 3900-3908 Lake Tahoe Boulevard; and (b) Pass a Resolution Approving FY 2024-2025 List of Allocated Permanent Positions, including new, eliminated, and reclassified positions; or (2) Provide direction to staff on any desired changes to the FY 2024-2025 Recommend Budget, in which case the budget and the list of allocated permanent positions will be 3 6. Agenda Planning Calendar
brought back to City Council for adoption on September 10, 2024.

Responsible Staff Member(s): Olga Tikhomirova, Director of Finance Joseph Irvin, City Manager Item 5- Executive Summary.pdf
01-Staff Report 2024-2025 Budget Workshop.docx
02-Resolution - Budget 2024-2025.docx
03-Resolution Allocated Position Listing 2024-2025 Budget.docx 04-Allocated Permanent Positions 24-25 Budget (Exh. 1 to Reso).pdf 05-Salary Table for Reso Alloc Perm Positions 24-25 Budget (Exh. 2 to Reso).pdf 06-Budget Details by Department 24-25 Budget.pdf
07-CIP 24-25 Budget.pdf
08-Draft Departmental Summaries FY25.pdf
09_FY 2025 Budget PP Presentation.pdf
Agenda Planning Calendar
Requested Action / Suggested Motions: Identify, with consent of at least two Council members, any desired future agenda items, and/or modify the Agenda Planning Calendar as desired.

Responsible Staff Member(s): Joe Irvin, City Manager and Susan Blankenship, City Clerk Item 6- Executive Summary.pdf
APC - 08 22 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 August 27, 2024, City Council Budget Workshop was posted and available for review on Thursday, August 22, 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 August 22, 2024
\\sb\\ Susan Blankenship, Elected City Clerk
4 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: August 27, 2024
Agenda Item #:1
Agenda Item: City Council and South Tahoe Joint Powers Parking Financing Authority Meeting Minutes Executive Summary: City Council is asked to formally approve the August 13, 2024 Regular City Council and South Tahoe Joint Powers Parking Financing Authority Meeting Minutes.

Requested Action / Suggested Motions: Pass a Motion to approve the August 13, 2024 Regular City Council and South Tahoe Joint Powers Parking Financing Authority Meeting Minutes.

Responsible Staff Member: Susan Blankenship, City Clerk Reviewed and Approved By: Susan Blankenship, City Clerk Attachments:
08 13 2024 City Council and STJPPFA Meeting Minutes.pdf 5 City of South Lake Tahoe
City Council and South Tahoe Joint Powers Parking Financing Authority
Meeting Minutes
Tuesday, August 13, 2024 at 9:00 a.m.

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
Mayor Bass Called the meeting to order at 9:03 a.m., and then led the pledge of allegiance.

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

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

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

Closed Session Report of August 13, 2024

1. Conference with Legal Counsel– Anticipated Litigation, Initiation of Litigation under Gov. Code section 54956.9(d)(4) (one case).

Action: No reportable action.

2. Conference with Legal Counsel – Existing Litigation – Gov. Code section 54956.9(d)(1). Willian Araujo and Yuraima Araujo v. City of South Lake Tahoe et al., El Dorado County Superior Court Case No. 22CV0761.

Action: No reportable action.

Public Communications

1. Kenney Curtzweiler- Proclamation request for former Mayor Tom Davis

2. Scott Loberg- Vacant and abandoned properties on Lake Tahoe Blvd

3. Ed Mosur- Chanel 21 live stream, July 3rd traffic collision between Fairway and Lake Tahoe Blvd, Lakeshore and Park Ave drainage
Written Public Comment was received from the following people:

1. Evan Bevan

2. Rachel Carson
08 13 2024 CC Minutes
6 3. Mikhail Gadomski

4. Stella Gibbons

5. Udo Keppler

6. No Name Provided
City Commission Reports

1. Erika Gonzalez, Chair, Police Advisory Commission- Provided verbal report.

Presentations

1. Received Presentation from Gavin Feiger and Darby Creegan with the League to Save Lake Tahoe on Single-use Water Bottle Ban
Written materials were distributed by the League.

Public Comment was heard from the following person:

1. Scott Loberg
Consent Agenda
Action: Moved/Seconded: Wallace/Bass
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed the Consent Agenda.

2. City Council, South Tahoe Redevelopment Successor Agency, South Tahoe Joint Powers Parking Financing Authority Meeting Minutes
Action: Passed Motion 2024-068 approving the June 18, 2024, City Council, South Tahoe Redevelopment Successor Agency, and South Tahoe Joint Powers Parking Financing Authority meeting minutes.

3. Financial Policy Amendments Regarding Local Training & Meeting, Procurement, Grant Funding & Compliance, Travel, CAL-Card User Handbook, Preserving Capital Investments, and Financial Reporting
Action: Passed Resolution-076 amending financial policies regarding Local Training & Meeting, Procurement, Grant Funding & Compliance, Travel, CAL-Card User Handbook, Preserving Capital Investments, and Financial Reporting.

4. Agreement with California Tahoe Emergency Services Operations Authority for Medical Dispatch and Support Services
Action: Passed Motion 2024-069 authorizing and directing the Mayor to execute a Professional Service Agreement with the California Tahoe Emergency Services Operations Authority (C-190-2024) for Police Department Joint Communications emergency medical dispatch and support services for ambulance emergency response to commencing Sept 1, 2024 and ending Aug 31, 2029. The CTESOA will pay CSLT $289,818.52 in year one, with 3% increases annually through the five year contract.

5. Memorandum of Understanding with Lake Valley Fire Protection District and Lake Tahoe Unified School District for Fuels Reduction Projects Action: Passed Motion 2024-070 authorizing and directing the City Manager to execute the MOU with Lake Valley Fire Protection District and the Lake Tahoe Unified School District (C-191-2024) for management of fuels reduction projects on School District properties.
08 13 2024 CC Minutes
7 6. Request for modification for the City's current Stevens Authority pass through Grant Funding from the USFS
Action: Passed Resolution 2024-077 1) approving the application for Hazardous Fuel Reduction at the LTUSD High School property, and accept the award of up to $321,289; 2) appointing the Fire Chief or a designee to conduct all negotiations, execute and submit all documents including, but not limited to applications, agreements, amendments, payment requests and so on, which may be necessary for the completion of the aforementioned project; and 3) Accepting the grant funds (C-208-2024) and authorizing the Finance Director to appropriate the funds into the budget.

7. Ratification of Participation in National Opioid Litigation Settlement with Kroger and Acceptance and Appropriation of Settlement Funds
Action: Passed Resolution 2024-078 ratifying participation in the national opioid litigation settlement with Kroger and accepting and appropriation settlement funds in an estimated amount of $57,629.

8. Agreement with EV Range for On Call Electrical and Structural Engineering Services Action: (1) Passed Motion 2024-071 authorizing and directing the Mayor to execute a Professional Services Agreement with EV Range (C-192-2024) for an amount of $423,186 for engineering design services; and (2) Passed Resolution 2024-079 authorizing budget transfer of $85,000 for this Agreement.

9. Ratification of Acceptance of $75,000 from CalRecycle for 2023 SB 1383 Local Assistance Grant Program
Action: Passed Resolution 2024-080 ratifying acceptance of a grant award in the amount of $75,000 from CalRecycle's 2023 SB 1383 Local Assistance Grant Program to be used towards organics diversion education and outreach.

10. Ratification of Grant Application and Acceptance of $12,500 from Tahoe Water Suppliers for Water Bottle Filling Station Program
Action: Passed Resolution 2024-081 1) Ratifying the submittal of application to Tahoe Water Suppliers Association for the Water Bottle Filling Station Grant Program; and, 2) Authorizing the acceptance of $12,500 in grant funds from Tahoe Water Suppliers Association into the FY 23 - 24 budget.

11. Acceptance of $45,000 Grant from Tahoe Fund Toward Electrification of LakeLink Action: Passed Resolution 2024-082 approving receipt of $45,000 grant from the Tahoe Fund toward electric vehicle charging infrastructure costs on City property supporting the electrification of the LakeLink microtransit fleet managed by the South Shore Transit Management Association and corresponding budget amendments.

12. Quarterly Update on the Affordable Housing Waitlist Action: Received and Filed.

13. Budget Appropriation of Permanent Local Housing Allocation (PLHA) Formula Funds Action: Passed Resolution 2024-083 authorizing the Finance Director to appropriate up to $828,516 into the FY 2023-2024 budget for the PLHA annual allocation over five years to fund current and future projects.
08 13 2024 CC Minutes
8 14. Reject Bid for Rockwood to Blackwood Drainage Improvements Project Action: Passed Motion 2024-072 to reject the bid received for the Rockwood to Blackwood Drainage Improvements Project - BN-24-30140051-01 and direct staff to re-bid the Project.

15. Acceptance of $25,000 Grant from California Governor's Office of Emergency Services for Tahoe Community Emergency Response Team
Action: Passed Resolution 2024-084 amending the Fiscal Year 23/24 budget and accepting the Cal OES Grant Subaward in the amount of $25,000 appropriated into the Emergency Preparedness account with the performance period of June 1, 2024, through December 31, 2025.

16. El Dorado Boat Ramp Lease Agreement with California State Lands Commission Action: Passed Motion 2024-073 authorizing and directing the Mayor to execute the Lease Agreement with the California State Lands Commission (C-193-2024) for the El Dorado Boat Ramp.

17. Update to the Master Fee Schedule for Bellamy/Transit Way Parking Fees Action: Passed Resolution 2024-085 amending the Master Schedule of Fees, CategoryPolice, subcategory-Parking Bellamy/Transit Way from a rate of $1 per 20 minutes (2 hour maximum) to a rate of $2 per 20 minutes (2 hours maximum).

Consent - South Tahoe Joint Powers Parking Financing Authority

18. Amendment No. 3 to Agreement with Walker Consultants for the Bellamy Parking Garage Upgrade Project
Action: Moved/Seconded: Wallace/Robbins
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Acting as the South Tahoe Joint Powers Parking Financing Authority, passed STJPPFA Resolution 2024-002 authorizing and directing the Chair to execute Amendment No. 3 to the Agreement with Walker Consultants (C-175-2024) to add $32,020 for a not-toexceed contract amount of $278,886, and appropriating $32,020 from the Parking Garage Fund Balance for the Bellamy Garage Upgrade Project.

Regular- Unfinished Business

19. Update on Formation of South Tahoe Transit Joint Powers Authority Action: Moved/Seconded: Wallace/Robbins
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed Motion 2024-074 confirming negotiating terms with El Dorado County for South Tahoe Transit Joint Powers Authority (JPA) as follows: (1) Purpose to include working with regional, state and federal agencies to plan, program, and secure funding for transit within the JPA area, and to develop, provide, and operate local transit services to benefit the JPA area, and outside sources of the JPA if language allows and the JPA Board agrees; (2) Member agencies are City of South Lake Tahoe and El Dorado County, with the JPA Board to be comprised of 2 City Councilmembers and the County District V Supervisor, with nonvoting ex officio members to include an appointee each from the South Shore Transit Management Association (SSTMA) Board and Tahoe Transportation District (TTD) Board; and (3) Managing Agency to be the City of South Lake Tahoe.

Public Comment was heard from the following people:

1. Steve Teshara
08 13 2024 CC Minutes
9 2. Jim Marino, Deputy District Manager, Tahoe Transportation District *written material also distributed

3. Ed Mosur

4. Scott Loberg

20. Professional Services Agreement with RSG, Inc. for Real Estate and Economic Development Services for the Chateau Site
Action: Moved/Seconded: Robbins/Wallace
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: 1) Passed 1) Resolution 2024-086 amending the Adopted 2023-2024 Budget and appropriating an additional $29,930 from General Fund Undesignated Excess Reserves for the purpose of funding economic development and real estate consulting services and authorizing and; (2) Passed Motion 2024-075 authorizing and directing the Mayor to execute the Professional Services Agreement with RSG, Inc. (C-194-2024) for Real Estate and Economic Development Services for the Chateau site with a not-to-exceed amount of $129,930.

The following person addressed the Council:

1. Jim Simon, Principal of RSG
Public Comment was heard from the following people:

1. Scott Loberg

2. Seth Dallob

3. Ed Mosur

21. National Community Survey Results
Action: Received and filed.

The following person addressed the Council:

1. Brandon Barnett, Polco Inc.

Public Comment was heard from the following people:

1. Scott Loberg

2. Ed Mosur
Regular-New Business

22. Airport Master Plan Update
Action: Moved/Seconded: Wallace/Robbins
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed Motion 2024-076 selecting Alternative 4 as the recommended alternative in the Airport Master Plan for the purpose of initiating environmental review.

The following people addressed the Council:

1. Hilary Fletcher, Jviation

2. Marc Miller, Jviation
Public Comment was heard from the following people:

1. Scott Loberg

2. Seth Dallob
08 13 2024 CC Minutes
10 23. Naming Rights Agreement with the South Tahoe Parks Foundation for Multigenerational Recreation & Aquatics Center
Action: Moved/Seconded: Wallace/Bass
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed Motion 2024-077 authorizing and directing the Mayor to execute the Naming Rights Agreement (C-195-2024) with the South Tahoe Parks Foundation, a California 501(c) (3) charitable organization.

Public Comment was heard from the following person:

1. David Gregorich, South Tahoe Parks Foundation Board Member

24. Allocation of Remaining Funds From Fire Station 3 Project to Fire Station 1 Renovation and Repairs
Action: Moved/Seconded: Robbins/Wallace
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed Resolution 2024-087 transferring remaining funds from Fire Station 3 Capital Improvement Project account and Fire Dept Emergency Medical Services available fund balance to Fire Station 1 Capital Improvement Project account for needed repairs and renovations at Fire Station 1.

Public Comment was heard from the following people:

1. Scott Loberg

2. Dianne Reese *written comment also received

25. Five-Year Capital Improvement Plan and FY24-25 Budget Recommendations Action: Moved/Seconded: Wallace/Bass
Yes: Bass, Wallace, Robbins

Absent: Friedrich, Creegan
Action: Passed Motion 2024-078 directing staff to bring back the FY 24-25 Budget Recommendation and Five-Year Capital Improvement Plan for approval at the City Council meeting on August 27, 2024.

Public Comment was heard from the following person:

1. Scott Loberg

26. Mid-Town Area Plan: Priority Topics and Stakeholder Engagement Update Note: This item was moved to the September 10th Council meeting.

Agenda Planning Calendar

27. Agenda Planning Calendar
Action: Robbins requested a Naming Rights/Sponsorship Protocols agenda item (Wallace seconded).

Action: Bass requested a Patagonia brand discussion item (Wallace seconded).

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

1. Tom Davis vs. City Clerk Blankenship lawsuit: The petitioners and the proponents of Measure N reached an agreement on modified language of the Argument in Favor and Rebuttal to Argument Against Measure N. The Court has signed the order and the lawsuit is finished. 08 13 2024 CC Minutes
11 City Manager Irvin

1. Upcoming 2024 Lake Tahoe Summit event

2. Upcoming South Lake Tahoe Fire Rescue Badge Pinnning Ceremony

3. Ucoming City Councilmember Candidate Orientation

4. Upcoming Ski Run Park Ribbon Cutting Ceremony

5. Bank of Montreal/City negotiations
City Clerk Blalnkenship

1. Resignation of an Arts, Culture, and Tourism Commissioner

2. Proclamation request for September as “Suicide Prevention and Recovery Month” (Council provided consensus)

3. Proclamation request for September 17-23 as “Constitution Week” (Council provided consensus)

4. City Councilmember filing period extended to August 14, at 5:00 p.m.

Assistant City Manager Roverud

1. Ski Run Blvd parking barrier and enforcement update
Councilmember Reports and Comments
Mayor Bass

1. Attended Lake Tahoe Visitor’s Authority Meeting
2 Attended Tahoe Regional Planning Agency Board Meeting

3. Attended Tahoe Transportation District Board Meeting Ajourment
Mayor Bass Ajourned the Meeting at 2:41 p.m.

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.
08 13 2024 CC Minutes
12 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: August 27, 2024
Agenda Item #:2
Agenda Item: Fire Department Vehicle Purchase for the Wildfire Fuels Division Executive Summary: With the newly created position of the Wildfire and Fuels Division, the department seeks approval to purchase and upfit a Chevy 3500HD pickup as a fire response vehicle utilizing Prop. 172 and vehicle replacement funds not to exceed $101,000.00. The expense of the vehicle purchase recommended in this staff report will have no impact on the city general fund. The City's Motor Pool Department supports the purchase of this vehicle for Fire Department emergency response.

Requested Action / Suggested Motions: Pass a Motion authorizing the Fire Chief, or their designee, to purchase one Chevy 3500 HD 4x4 Pickup Truck and associated upfitting as an emergency response vehicle in an amount not to exceed $101,000.

Responsible Staff Member: Jay Manning, Division Chief
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report - Fuels Div Vehicle Purchase.docx
02-BidSummary120673.pdf
03-CHEVY 3500HD - Sales Quote - Lehr 47550.pdf
04-QBPOS Sales Order 11092.pdf
13 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
14 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
15 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
16 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
17 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
18 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
19 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
20 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
21 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
22 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
23 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
24 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
25 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
26 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
27 City of South Lake Tahoe
Purchase of 2025 Chevrolet Silverado 3500HD 4WD Crew Cab 159" LT (08-07-2024), bidding on 08/21/2024 1:00 PM (PDT)

Printed 08/21/2024
PlanetBids
28 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
2025 Chevy 3500 HD Diesel Crew Cab
_____________________________________
Lightbar, Siren & Speaker Package
BB2DLDL Whelen, 54" Liberty II WCX Duo,Rw Cf,Ra Rear,Rg Rearc,Td Whelen 1 2,265.00 2,265.00 C399 Whelen Cencom Core WCX Remote Siren & Control Center Whelen 1 1,079.00 1,079.00 PROMO
CCTL6 Whelen, Core WCX W/8 Push-Buttons, 4-Position Slide Switch & 7-Position Rotary Knob Control Head
Whelen 1 277.80 277.80
C399SP Whelen, SCANport KIT FOR C399 Whelen 1 111.00 111.00 Available for Ford Super Duty 2023-2024, Chevrolet Silverado 1500 PPV 2022-2024,
Ford Transit 2023-2024, Chevrolet Blazer EV 2023-2024,
Chevrolet Tahoe 2024
CEXAMP Whelen WCX External Amplifier Whelen 1 220.80 220.80 CEM16 Whelen Core WCX 16 Output Expansion Module Whelen 2 171.60 343.20 SA315P Whelen Siren Speaker 100W Whelen 2 199.99 399.98 PROMO
SAK9 Whelen Speaker Bracket Universal Swivel Whelen 2 30.60 61.20 I Installation Charges Labor Items 8 125.00 1,000.00
_____________________________________
Front Warning Lights
IONV1R Whelen, ION V-Series Warning Black Housing - Red Whelen 2 196.20 392.40 IONV3R Whelen, ION V-Series Light Black Housing - Red Whelen 2 199.80 399.60 Two IONV3R lights to be mounted on front face of grille. Red portion of light to be used as warning
and the white portion to be used as wig wags and puddle light for ground illumination. White portion
CC Proc. Fee:

0.00 Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
1 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 29 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
of lights will also be able to be steady white for added front scene as needed. (2) Two lights to be
on angled portion of front grill. Red to be used as intersection warning lights.

I Installation Charges Labor Items 3 125.00 375.00
_____________________________________
Side Warning Lights
M4V2R Whelen, M4 Series Surface Mount Super-LED Lighthead w/ Red Housing - Red
Whelen 4 300.60 1,202.40
M4FB Whelen, M4 Series Flange - Black Whelen 4 9.00 36.00 1 each to be mounted on both the drivers and passengers side front and rear quarter panelss
Red Portion of light to be used as 180 degree warning light and the white light portion to be used
as ground illumination around the front/side of the vehicle.

TLMI2D Whelen, Mini ION T-Series LT - Red/White Whelen 2 92.40 184.80 (1) each to be mounted on both drivers and passengers side of the front bumper and be used as
ground illumination around the front/side of the vehicle.

TCRWX6 WHELEN WCX TRIO TRACER, 6 LAMP Whelen 2 997.05 1,994.10 TCRB49 Whelen, Tracer Mount Kit, Fits 2019 Silverado Whelen 2 61.00 122.00 (1) each to be mounted on both drivers and passengers side below doors.

Red used as side warning lights and white used as ground illumination
I Installation Charges Labor Items 9 125.00 1,125.00
_____________________________________
Rear Warning Lights
TLI2K Whelen ION T-Series DUO Red/Amber Whelen 8 104.99 839.92 CC Proc. Fee:

0.00 Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
2 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 30 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
(6) Six lights to be mounted across tailgate and be used as both warning and traffic advisor.
(2) Two lights to be mounted between rear bumber and
bottom of tailgate for rear warning when
tailgate is down.

I Installation Charges Labor Items 8 125.00 1,000.00
_____________________________________
Front and Rear Scene Lighting
NP6BB Whelen, Nano-6 Pioneer Bail Mount 12V Black Whelen 4 329.00 1,316.00 (2) Two lights to be mounted in front bumber area and (2) two lights to be mounted above camper
shell door(s) on upper header on each side of upper
warning/traffic advisor lights
Rear lightst to also be used as additional rear backup lighting.

I Installation Charges Labor Items 3 125.00 375.00
_____________________________________
Interior Lighting
60CREGCS Whelen 12 Diode Interior Light, 6" Round Surface Mount Split Red/White
Whelen 1 151.20 151.20
To be mounted overhead between the drivers and passengers seat in the cab
F45PC Whelen, 45" Fluorent+ Clr Comp Whelen 1 207.60 207.60 To be mounted on upper header inside the camper shell for shell illumination.

Light to be controlled by mini rocker switch next to rear radios PSCOMPH Whelen, Strip-Lite Plus High-Intensity Compartment Light Whelen 2 102.60 205.20 (1) One each to be mounted overhead in side shell
compartments. lights to be wired to a tilt switch
to automatically come on when compartment door is opened CC Proc. Fee:

0.00 Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
3 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 31 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
I Installation Charges Labor Items 4 125.00 500.00
_____________________________________
Center Console
C-VSW-2600-SILV Havis, 12.5" Wide Flat 26" Vehicle Specific Console 2019-21 Chevy Silverado and Gmc Sierra
Havis 1 639.21 639.21
C-EB40-CCS-1P Havis 4" FP Fits Cencom CCSRN, CCSRNTA, MPC03 Havis 1 25.90 25.90 C-EB25-KNG-1P Havis, 2.5" Face Plate, Fits Relm KNG Radio Havis 2 23.10 46.20 C-EB30-TK7-1P Havis, 3" Face Plate, Fits Kenwood TK-5710, TK-5810, TK-690, TK-790, TK-890
Havis 1 23.10 23.10
C-LP2-BL3 Havis, Console Accsy Brkt Kit w/ 2 Lighter Plug Outlets and 3 Blnk for Rect Accsy
Havis 1 39.90 39.90
C-USB-3 Havis USB-C & USB Type A Dual Port Charger Havis 3 69.30 207.90 CUP2-1001 Havis 4" Self-Adjusting Double Cup Holder Havis 1 46.90 46.90 C-ARM-102 Havis, Side Mount Armrest 2.75" Wide Pad Havis 1 65.80 65.80 C-AP-0645-L Havis 6" Accessory Pocket w/Hinged Lid and Lock, 4.5" Deep Havis 1 126.00 126.00 C-FP-1 Havis, 1" Filler Plate Havis 1 9.10 9.10
C-FP-05 Havis, 1/2" Filler Plate Havis 1 9.10 9.10
C-MD-119 Havis, 11″ Slide Out Locking Swing Arm w/ Low Profile Motion Device Adapter
Havis 1 256.90 256.90
C-MD-207 Havis, Tilt Swivel Motion Device for Compact Tablet Applications
Havis 1 112.70 112.70
C-HDM-204 Havis HD Telescoping Pole, Side Mount, Short Handle Havis 1 161.00 161.00 MMSU-1 Mag Mic Magnetic Mic Kit Magnetic Mic 4 27.96 111.86 C-MCB Havis Mic Clip Bracket Havis 4 13.30 53.20

3.3" Wide Section of Console
C-APW-1390 Havis, 13" Accessory Pocket, 9" Deep for 3.3" W Section of Wide Consoles
Havis 1 58.80 58.80
CC Proc. Fee:

0.00 Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
4 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 32 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
C-APW-0548 Havis, 5" Accessory Pocket, 4.8" Deep for 3.3"W Section of Wide Consoles
Havis 1 21.00 21.00
C-FPW-1 Havis, 1" Filler Plate for Wide Vsw Consoles Havis 1 4.90 4.90 I Installation Charges Labor Items 4 125.00 500.00
_____________________________________
Under Seat Electronics Box &Power Dist.

C-SBX-105 Havis, Lockable Under-Seat Storage Box for 2019-2022 Chev Silverado/Gmc Sierra
Havis 1 796.60 796.60
Mounted under rear seat for all electronics, radios, siren and ect to be installed
SM001 Patrol Power, Universal Harness Gen 2 Patrol Power 1 840.80 840.80 090-0100-0 Kussmaul, Waterproof, High Amperage Surface Mount Circuit Breakers, 100A
Kussmaul 1 46.17 46.17
I Installation Charges Labor Items 2 125.00 250.00
_____________________________________
Customer Provided Equipment
1-Kenwood Viking VM7000 radio with control cable and single head in console
Recess radio speakers overhead in cab headliner
2- BK KNG M150 mobile with control cable and 1 head per unit in the console
1-Cradlepoint IBR1700 modem for install in rear cabinet under rear seat plus rooftop antennae
1-Kenwood portable vehicle charger on back of console
1-BK portable chargers on back of console
1-Streamlight flashlight with charger base to be installed in vehicle on back of console
Provide 12v power lead to back of console and rear of camper shell for customer added items later
CC Proc. Fee:

0.00 Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
5 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 33 Item No. Description
Manufacturer
Name Quantity Unit Price Total Price
Install customer provided iPad and GJ dock
Add main disconnect circuit breaker under engine hood
I Labor to install customer supplied equipment Labor Items 8 125.00 1,000.00 INSTALL Install Materials Service Items 1 322.50 322.50 21,959.74

0.00 21,959.74
Total:

Total Sales Tax:

Subtotal:
21,959.74
0 Amount Exempt from Sales Tax
Amount Subject to Sales Tax
Name: __________________________________________________ Auth. Signature: ________________________________________ Agency Approval
PLEASE READ: No returns without approval and an RMA# will be accepted. All shortages, damage, or return claims must be made within 10 days of invoice date. NO EXCEPTIONS. A copy of the invoice and RMA paperwork must be shipped with returns. All return orders or cancellations are subject to a 25% restocking fee plus freight.  Any change orders made 60 days prior to the installation date may be subject to a production delay and pricing changes.  PRICES ARE SUBJECT TO CHANGE WITHOUT NOTICE.

CC Proc. Fee: 0.00
Page:

Document Date:

Quote Number:

Sales Quote
To:

Ship
SalesPerson
Ship Via Customer ID
To:

Sell
47550
Steve Adair
62850
Phone: 800-982-8468
USA
South Lake Tahoe, CA 96150
1700 D Street
South Lake Tahoe-Motor Pool
Phone: 530-542-6061
So Lake Tahoe, CA 96150-6325
1901 Airport Road Suite 210
Jay Manning
City of South Lake Tahoe
Phone: 775-507-2460 Fax:
9240 Prototype Dr Reno, NV 89521-8987
08/12/24
6 Tax Ident. Type Legal Entity
Vehicle Information:
2025 CHEVY 3500HD
Terms: Net 30
Payment Method:

PRICES ARE VALID FOR 30 DAYS FROM DATE OF QUOTE UNLESS OTHERWISE SPECIFIED 34 5 /2 2 /2 0 2 4 Sales O rder #11092 S tore: 1
O rdered: 5 /2 2 /2 0 2 4
A ssociate: Jam es
P age 1
TSA C ustom C ar and Truck
2 8 6 0 U S H igh way 5 0 E ast
C arson C ity, N V 8 9 7 0 1 -2 8 1 1
P h on e 7 7 5 -8 8 3 -0 4 7 7
F ax 7 7 5 -8 8 3 -2 5 2 1
B ill T o : S ou th L ake T ah oe F ire D ept.

S ou th L ake T ah oe F ire D ept.
1 -5 3 0 -5 4 2 -6 1 6 4
IN S T R U C T IO N S : 2 0 2 4 • C h evrolet • S ilverado 2 5 0 0 /3 5 0 0 • C rew C ab • 8 2 .2 in . (S tan dard) C ap B u ild: C X C lassic
• C olor C ode: B lack
• F ron t W in dow: A lu m in u m F ram ed T ilt-D own P ictu re W in dow • L igh t O ption : 1 2 V L E D D om e L igh t & D u al R ope L igh ts • P rop S witch : P rop S witch F or 1 2 V L E D D om e L igh t & D u al R ope L igh ts • S ide W in dow: A lu m in u m P an eled W in door
• R ear D oor: A lu m in u m F ram ed D ou ble T D oor
• D river S ide T oolbox D ivider: D river S ide T oolbox D ivider S tan dard • P assen ger S ide T oolbox D ivider: P assen ger S ide T oolbox D ivider S tan dard carpet
O rd e r S ta tus : O p e n
Ite m N a m e Ite m D e s c rip tion O rd e re d P ric e E x t P ric e A ttrib u te L ook u p A R E C X C X S eries C am p er 1 $ 4 ,3 9 6 .0 0 $ 4 ,3 9 6 .0 0 sh ip p in g sh ip p in g 1 $ 2 5 0 .0 0 $ 2 5 0 .0 0
L ab or 1 $ 3 0 0 .0 0 $ 3 0 0 .0 0
S h op S u p p lies 1 $ 1 9 .9 9 $ 1 9 .9 9
S u btotal: $ 4 ,9 6 5 .9 9
L ocal S ales T ax 7 .6 % T ax: + $ 3 3 5 .6 2
T O T AL : $ 5 ,3 0 1 .6 1
B alan ce D u e: $ 5 ,3 0 1 .6 1
D e p o s it B a la nc e : $ 0 .0 0
N O R E F U N D S O N S P E C IA L O R D E R S .

N O C A S H R E F U N D S , S T O R E C R E D IT O N L Y.

R E T U R N E D IT E M S W IL L B E C H A R G E D 3 0 % R E S T O C K IN G F E E . N O T R E S P O N S iB L E
F O R P A R T S L E F T O V E R 1 5 D A YS .
35 Council Agenda Report August 27, 2024 1
City of South Lake Tahoe
Report to City Council
Meeting Date: August 27, 2024
Title: Fire Department Vehicle Purchase for the Wildfire Fuels Division Location: Citywide
Responsible Staff Members: Jay Manning, Division Chief
Background: With the newly created position of the Wildfire and Fuels Division, the department seeks approval to purchase and upfit a Chevy 3500HD pickup as a Fire Response Vehicle utilizing prop 172 and vehicle replacement funds not to exceed $101,000.00. The expense of the vehicle purchase recommended in this staff report will have no impact on the city general fund. The City's Motor Pool Department supports the purchase of this vehicle for Fire Department Emergency Response.

The Fire Department is committed to reducing wildfire risk on the south shore by building a fuels management program. The newly created Division Chief position overseeing the City’s Wildfire and Fuels Division.

Issue and Discussion: Staff is seeking purchasing approval for the specified vehicle and associated upfit which was previously budgeted from Prop 172 Funds located in the Department’s vehicle replacement funds account.

Financial Implications: The Vehicle purchase has been flown on Planet Bids through a formal bidding process. Staff seeks approval to purchase 1-Chevy 3500 HD 4x4 Pickup Truck and associated upfitting as an Emergency Response Vehicle not to exceed $101,000.00. The vehicle selected vs. purchasing an Electric Vehicle is due to the department needs for transporting and trailering heavy equipment for the fuels projects.

Staff looked at all options and weights of the equipment and trailers and determined the need for the 3500HD truck for that reason since there were no electric vehicle options that met the needs for the department.

The City received four bids through Planet Bids for the Vehicle, including delivery and sales tax and recommends purchasing the vehicle from Champion Chevrolet who delivered the vehicle at the lowest bid.

1. Champion Chevrolet - $71,734.76

2. Selman Chevrolet - $72,623.33

3. A1 Financial Services, LLC - $73,956.83

4. Victorville Chevrolet - $74,597.00
36 Council Agenda Report August 27, 2024 2
Department staff recommends upfitting the vehicle with Emergency response equipment provided by LEHR who the city has utilized for the past Emergency Vehicle builds and has bought out the other installer companies that we have utilized in the past providing Motor Pool staff with standardization of the fleet and parts utilized from the same manufacturer.

The total quote for the vehicle upfitting including sales tax is $23,881.22 For consistency, the department staff recommends purchasing the Camper Shell from TSA Custom Car and Truck who is the local vendor for ARA Camper Shells within the local area. The total for the camper shell is $5,301.61 which includes sales tax and installation.

The total selected from the three vendors for the vehicle and upfit totals $100,917.59 Expense Account: 213 02210 46130
Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) Guidelines section 15378(b)(5) (organizational or administrative activities that will not result in direct or indirect physical changes in the environment).

Policy Implications: CSLT Procurement Policy 2022, section 1.9 Cooperative Purchasing states: “Where another governmental agency performs a solicitation and/or bid process for the City and/or multiple agencies or jurisdictions, and where the purchase of materials, supplies and equipment is based upon an agreement or cooperative purchasing program pursuant to authority granted by statue or ordinance, pursuant to contractual arrangement between the city and said governmental agency, or pursuant to a determination by the City Manager that the governmental agency conducted a competitive bidding process, the City may purchase materials, supplies, and complying with the bidding requirements of this policy (ex: CMAS, NASPO, GMAS, SOURCEWELL) (SLTCC § 3.45.090).” 37 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: August 27, 2024
Agenda Item #:3
Agenda Item: California Tahoe Conservancy Grant Application For $700,000 for Regan Beach Improvements
Executive Summary: Staff are seeking approval to apply for additional grant funds to supplement existing funding towards this project from the California Tahoe Conservancy (CTC). CTC is now accepting concept proposals for its Lake Tahoe Science and Lake Improvement grant program (also known as “SB 630 Grantsâ€). Specifically, the Conservancy is seeking proposals for projects that improve public access to the California side of Lake Tahoe. CTC has approximately $700,000 available for this round of funding, and there is no minimum or maximum request. Applications are due September 6, 2024. Staff are seeking approval from City Council to submit an application to CTC in the amount of $700,000 towards rehabilitation improvements at Regan Beach.

Requested Action / Suggested Motions: Pass a Resolution authorizing staff to submit an application for the California Tahoe Conservancy Lake Tahoe Science and Lake Improvement Grant Program in the amount of $700,000 to support rehabilitation projects at Regan Beach.

Responsible Staff Member: John Stark, Director of Parks & Recreation, and Katherine Stempien, Associate Architect
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report-CTC Grant Application.docx
02-Resolution - CTC Grant Application.docx
38 August 27th, 2024 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: August 27, 2024
Title: Authorization to Apply for California Tahoe Conservancy Lake Tahoe Science and Lake Improvement Grant Program for Regan Beach Improvements Location: Regan Beach
Responsible Staff Member: John Stark, (530) 307-9145, Katherine Stempien, Associate Architect, (530) 307-0051
Background: Regan Beach is owned, operated and maintained by the City of South Lake Tahoe. The park covers approximately 6.2 acres with about 2,000 feet of shoreline. It is located about a quarter-mile from Lakeview Commons.

In 2015, a Regan Beach Rehabilitation Plan was drafted including recommendations to enhance recreational access, restore the shoreline, upgrade user amenities and facilities. The conceptual design was developed through a comprehensive process involving public meetings, online surveys and input from staff. Further design and environmental review is needed.

In 2023, Regan Beach was included in the City’s ADA Transition Plan for opportunities to improve accessibility.

Funding for implementation of these plans includes $50,000 to support repairs to the Regan Beach Concession, Account #301-60005, $150,000 for ADA Upgrades, Account #301-60082, and pending City Council Approval, $250,000 for Regan Beach Rehabilitation from the participatory budgeting process.

Staff is seeking approval to apply for additional grant funds to supplement existing funding towards this project from the California Tahoe Conservancy (CTC). CTC is now accepting concept proposals for its Lake Tahoe Science and Lake Improvement grant program (also known as “SB 630 Grants”). Specifically, the Conservancy is seeking proposals for projects that improve public access to the California side of Lake Tahoe. Examples of past lake access projects include ADA improvements at Tahoe Vista Recreation Area, a new restroom at Lake Forest Boat Ramp, and Rubicon Trail improvements at D.L. Bliss State Park.

CTC has approximately $700,000 available for this round of funding, and there is no minimum or maximum request. Applications are due September 6, 2024.

Staff is seeking approval to submit an application for these grant funds to support projects listed in the Rehabilitation and Transition Plans. Grant funds, if awarded, would fund final design, environmental review, and construction of the rehabilitation improvements.

Issue and Discussion: Staff is seeking approval from City Council to submit an application to CTC in the amount of $700,000 towards rehabilitation improvements at Regan Beach.

Financial Implications: This grant from CTC would provide an additional $700,000 to support rehabilitation projects at Regan Beach. This grant has no formal match requirement. No additional funds are being requested at this time.
39 August 27th, 2024 Page 2 of 2
Environmental Considerations: This action is not “approval” of a project under the California Environmental Quality Act (CEQA) under CEQA Guidelines 15352 because it does not commit the City to a definite course of action with regard to the rehabilitation and ADA projects, which require further design and may require environmental review prior to approval.

Policy Implications: Authorizing application to this grant opportunity meets Strategic Priority 2 Recreation & Equitable Access, Goal 1: Elevate the recreation experience provided by the City to attract visitors and residents.
40 Resolution 2024-XXX August 27, 2024 Page 1 of 2
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
August 27, 2024
Authorization to Apply for California Tahoe Conservancy Lake Tahoe Science and Lake Improvement Grant Program for Regan Beach Improvements

BACKGROUND
A. Regan Beach is owned, operated and maintained by the City of South Lake Tahoe. The park covers approximately 6.2 acres with about 2,000 feet of shoreline. It is located about a quarter-mile from Lakeview Commons.

B. In 2015, a Regan Beach Rehabilitation Plan was drafted including recommendations to enhance recreational access, restore the shoreline, upgrade user amenities and facilities.

The final design was developed through a comprehensive process involving public meetings, online surveys and input from staff.

C. In 2023, Regan Beach was included in the City’s ADA Transition Plan for opportunities to improve accessibility.

D. Funding for implementation of these plans includes $50,000 to support repairs to the Regan Beach Concession, Account #301-60005, $150,000 for ADA Upgrades, Account #301-60082, and pending City Council Approval, $250,000 for Regan Beach Rehabilitation from the participatory budgeting process.

E. Staff are seeking approval to apply for additional grant funds to supplement existing funding towards this project from the California Tahoe Conservancy (CTC). CTC is now accepting concept proposals for its Lake Tahoe Science and Lake Improvement grant program (also known as “SB 630 Grants”). Specifically, the Conservancy is seeking proposals for projects that improve public access to the California side of 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. Approves authorization for staff to apply to the CTC Lake Tahoe Science and Lake Improvement grant program (also known as “SB 630 Grants”) for the amount of $700,000 to support improvements at Regan Beach.
41 Resolution 2024-XXX August 27, 2024 Page 2 of 2
Adopted by the City of South Lake Tahoe City Council on August 27th, 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.
42 City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: August 27, 2024
Agenda Item #:4
Agenda Item: Reimbursement Agreement with South Tahoe Public Utility District and Appropriation of Funds to the 2024 Road Rehabilitation Project
Executive Summary: This reimbursement agreement with STPUD allows the City to be reimbursed for the utility adjustment work that is being performed by the City's 2024 Road Rehabilitation Project Contractor.

Requested Action / Suggested Motions:

Pass a Resolution authorizing and directing the Mayor to execute a reimbursement agreement with the South Tahoe Public Utility District (STPUD) for adjusting the grade of STPUD utilities, accepting $140,750.00 with a 25% contingency of $35,162.50 to reimburse the City for the STPUD utility work, and amending the 2024 Road Rehabilitation Project Budget.

Responsible Staff Member: Stephen Anderjack, Associate Civil Engineer Reviewed and Approved By: Anush Nejad, Director of Public Works Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney Attachments:
01 - STPUD Reimbursement Agreement Staff Report.docx
02 - STPUD Reimbursement Agreement Resolution.docx
03- STPUD Reimbursement Agreement.pdf
43 Council Agenda Report- August 27, 2024 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: August 27, 2024
Title: Reimbursement Agreement between the City and South Tahoe Public Utility District (STPUD) and Appropriating Funds to the 2024 Road Rehabilitation Project Location: 2024 Road Rehabilitation Project Limits
Responsible Staff Member: Stephen Anderjack, Associate Civil Engineer Background: The 2024 Road Rehabilitation Project consisted of a 4” mill and overlay of the following streets: Keller Rd. (Bridle Rd. to Saddle Rd.), Saddle Rd. - East (Keller Rd. to Saddle Rd.), Saddle Rd. - Central (Keller Rd. to Ski Run Blvd.), Saddle Rd. - West (Ski Run Blvd. to End), Sherman Rd. (Keller Rd. to End), Ledge Ct. (Saddle Rd. to End), Sterling Ct. (Saddle Rd. to End), Tenth St. (Taylor Way to Roger Ave.) During the repaving of these streets, all utility valves and manholes will need to be lowered and then raised again to set the access points at the correct street grade. These utility access points can be gas, storm drain, or electric, but the vast majority of the facilities are owned by the South Tahoe Public Utility District (STPUD).

The 2024 Road Rehabilitation Project (Project) was advertised on the City’s PlanetBids website on April 1, 2024. Four sealed bids were opened on May 6, 2024, at a public bid opening at the Public Works Building. Public Works determined All-American Construction, Inc. to be the lowest responsive and responsible bidder.

Issue and Discussion: The arrangement with STPUD allowed the City’s contractor adjust the grades of the STUPD manholes, valves and other access points.

The Project Bid Documents includes Item 5 – Lower and Raise Utilities (water, sewer, storm drain, gas, ect.) and Item A3-4 – Lower and Raise Utilities (water, sewer, storm drain, gas). Competitively bid prices received for the STPUD water system work were inserted into the reimbursement agreement. The reimbursement agreement includes a 25% STPUD construction contingency. The 25% construction contingency is intended to avoid additional time-consuming administrative approval by the STPUD Board during construction.

The proposed agreement between the City and STPUD specifies terms and conditions for completing the STPUD work and reimbursement to the City for completing STPUD water system improvements as a part of the 2024 Road Rehabilitation Project. This type of agreement was used in the past and was previously reviewed and approved by the City Attorney and STPUD Board. 44 Council Agenda Report- August 27, 2024 Page 2 of 2
Financial Implications: The Reimbursement agreement with STPUD will have the following financial implications:
301-50005 Revenue 33313 STPUD Utility Relocation Reimbursement (+) $140,750.00 301-50005 Revenue 33313 STPUD Reimbursement Contingency (+) $35,162.50 301-50005 Expenditure 48030 Construction (-) $175,812.50 Environmental Considerations: The Road Rehabilitation Project is exempt from review under the California Environmental Quality Act (CEQA) under CEQA Guidelines 15301 (existing facilities).

Policy Implications: This plan update is consistent with the City’s Strategic Plan 2021-2026. It aligns with goal 1.4 Transportation, by planning the rehabilitation of City-owned streets. The plan update is also consistent with goal 5.3, Infrastructure and Maintenance. 45 Resolution 2024-XXX August 27, 2024 Page 1 of 2
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
August 27, 2024
Reimbursement Agreement with South Tahoe Public Utility District (STPUD) and Appropriation of Funds to the 2024 Road Rehabilitation Project

BACKGROUND
A. The 2024 Road Rehabilitation Project scope of work includes the grade adjustment of existing STPUD valves, manholes and access points.

B. The City is including the STPUD work as part of the 2024 Road Rehab in the interest of streamlining the construction process.

C. The reimbursement agreement between the City of South Lake Tahoe (City) and STPUD provides conditions and terms for completing STPUD utility grade adjustments by the City’s 2024 Road Rehabilitation contractor.

D. Staff recommends an amendment to the project budget to include STPUD construction reimbursement funding for the 2024 Road Rehabilitation Project in the amount of $140,750.00 with a 25% contingency of $35,162.50 for a total amount of $175,812.50.

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

Authorizes and directs the Mayor to execute the reimbursement agreement between the City and STPUD for adjusting the grade of STPUD utilities, accepts the $140,750.00 with a 25% contingency of $35,162.50 to reimburse the City for the STPUD utility work, and amends the 2024 Road Rehabilitation Project Budget as follows:
2024 Road Rehabilitation Project Budget
301-50005 Revenue 33313 STPUD Utility Relocation Reimbursement (+) $140,750.00 301-50005 Revenue 33313 STPUD Reimbursement Contingency (+) $35,162.50 301-50005 Expenditure 48030 Construction (-) $175,812.50 46 Resolution 2024-XXX August 27, 2024 Page 2 of 2
Adopted by the City of South Lake Tahoe City Council on August 27, 2024 by the following vote:

Ayes:

Noes:

Abstain:

Absent:
_____________________________ 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.
47 48
49 50
51 52
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: August 27, 2024
Agenda Item #:5
Agenda Item: Fiscal Year 2024-2025 Recommended Budget
Executive Summary: The Fiscal Year 2024-2025 (FY 2025) Recommended Budget will be presented and discussed at the City Council Budget Workshop on August 27, 2024. The total City budget across all funds is approximately $297.2 million, including the primary General Fund budget of approximately $68.8 million and Measure S Sales Tax general fund budget of $8.0 million. The total decrease in the primary General Fund proposed expenditure appropriations is $5.2 million compared to the FY 2024 amended budget due to one-time contributions to capital projects in FY 2024 using the surplus from the previous year. The FY 2025 budget continues to include targeted funding to address City Council's top priorities.

FY 2025 General Fund revenue estimates are approximately $0.5 million higher than the current FY 2024 total budget. The FY 2025 Recommended Budget is using the City's General Fund undesignated unassigned excess reserves and available Measure S Sales Tax General Fund fund balance for several Capital Improvement Projects and is also setting-aside $1,000,000 for the affordable housing project at 3900-3908 Lake Tahoe Blvd., of which all were the top choices in the Participatory Budgeting Survey staff has conducted in June of 2024 based on the City Council directive.

Requested Action / Suggested Motions: Receive presentation and either: (1)(a) Pass a Resolution Approving FY 2024-2025 Municipal Operating and Capital Improvement Program Budget and $1,000,000 Set-Aside from the General Fund Unassigned Undesignated Excess Reserves for the Affordable Housing Project at 3900-3908 Lake Tahoe Boulevard; and (b) Pass a Resolution Approving FY 2024-2025 List of Allocated Permanent Positions, including new, eliminated, and reclassified positions; or (2) Provide direction to staff on any desired changes to the FY 2024-2025 Recommend Budget, in which case the budget and the list of allocated permanent positions will be brought back to City Council for adoption on September 10, 2024.

Responsible Staff Member: Olga Tikhomirova, Director of Finance Joseph Irvin, City Manager Reviewed and Approved By: Susan Blankenship, City Clerk Heather Stroud, City Attorney Attachments:
01-Staff Report 2024-2025 Budget Workshop.docx
02-Resolution - Budget 2024-2025.docx
03-Resolution Allocated Position Listing 2024-2025 Budget.docx 04-Allocated Permanent Positions 24-25 Budget (Exh. 1 to Reso).pdf 05-Salary Table for Reso Alloc Perm Positions 24-25 Budget (Exh. 2 to Reso).pdf 06-Budget Details by Department 24-25 Budget.pdf
07-CIP 24-25 Budget.pdf
08-Draft Departmental Summaries FY25.pdf
09_FY 2025 Budget PP Presentation.pdf
53 Council Agenda Report- August 27, 2024 Page 1 of 10
City of South Lake Tahoe
Report to City Council
Meeting Date: August 27, 2024
Title: Fiscal Year 2024-2025 Recommended Budget
Location: Citywide
Responsible Staff Member: Olga Tikhomirova, Director of Finance (530)542-7431 Joe Irvin, City Manager (530)542-6043
Background:

In accordance with Section 2.10.040(h) of the South Lake Tahoe City Code, the preliminary proposed municipal budget for Fiscal Year 2024-2025 (FY 2025) will be presented and discussed at the City Council Budget Workshop meeting scheduled for August 27, 2024. If revisions are requested, the budget will be brought back to City Council for adoption on September 10, 2024.

The goal of the workshop is to present an overview of City finances within the context of the proposed budget and to discuss City revenues and proposed expenditures with the City Council and the public.

The FY 2025 Municipal Budget is balanced, meaning revenues (plus appropriated fund balances in certain funds) equal or exceed expenditures, and all funds maintain positive fund balances. The budget is built using the budget balancing strategy that continues from FY 2024, reflecting cautious optimism as inflation and other economic, global and labor market factors impact both the pace of revenue and expense growth. The recommended budget uses ongoing core operating revenues for ongoing core operating expenditures while strategically focusing on priorities and maintaining staffing levels to provide essential services. It addresses the five strategic priorities identified by the City Council at the 2023 Strategic Planning Retreat held on January 31, 2023, which were affirmed at the regular scheduled meeting on March 14, 2023.The five main strategic priorities for 2023-2028 are:
 Built Environment
 Recreation and Equitable Access
 Community for All
 Economic Development
 Core Services & High-Performing Government
Each of these priorities includes several goals and action plan items intended for implementation over the next several years. The recommended budget allocates funding to continue progress towards achieving the above priorities, goals, and action plan items defined within the Strategic Plan. More information regarding this allocation is provided in the relevant section later in this report.

Issue and Discussion:

The City continues to face the economic pressures from inflationary impacts, including rising interest rates and prices. While the South Lake Tahoe economy is strong, economic growth is slow, and the City’s revenue growth is also expected to slow. Resources are not able to support all needs and FY 2025 budget requests.
54 Council Agenda Report- August 27, 2024 Page 2 of 10
The budget deficit has been projected as part of the five-year forecast during the FY 2024 budget adoption in August 2023, and again in the updated forecast in March 2024. By the time the preliminary FY 2025 budget was built, the previously anticipated deficit grew to nearly $3 million. It is important to note this shortfall is not isolated to just one thing, but instead is the result of multiple causes. Like many other communities, our budget is strained by outside economic challenges, including inflation and skyrocketing utilities costs. Internally we continue experiencing a rise in health and pension contributions, along with the rising cost of liability insurance. To this end, the City’s expenses are outpacing revenue growth.

Staff has worked diligently to prepare a balanced budget for City Council consideration. To solve the FY 2025 budget deficit, staff proposed to utilize alternative funding streams to support the expansion of core services, including funding the expanded snow removal program and in-house street potholes repairs from Measure S Sales Tax fund which is consistent with the Measure S ballot title. Finance continued to reconcile actual expenses and unanticipated increases for the proposed FY 2025 budget utilizing a combination of cost cutting, increasing revenues, and replacing large capital purchases with lease financing. No new positions are included in the proposed budget as a major component in finding savings continues to be focusing on efficiency and project prioritization. No portion of the $2 million set aside in the previous year for the projected budget deficit has been utilized to balance FY 2025 budget.

The proposed budget balances several continued unknowns that could impact the City’s fiscal health, such as economic uncertainty, plateauing inflation, and supply chain impacts. It invests in organizational resilience to ensure our ability to withstand and recover from challenges through targeted resources for workforce attraction and retention. This budget provides supplemental funding for affordable housing and makes significant investments in capital improvements. Despite many challenges in recent years, the City and community have demonstrated their ability to adjust and stay focused on advancing set priorities and addressing community needs while remaining adaptable in an evolving environment.

Looking beyond this budget strategy, we expect to continue facing deficits with our current five-year plan financial forecast ranging from $2.3 million in FY 2026, down to $1.0 million in FY 2028, but jumping back up and approaching $1.5 million in FY 2030. A measured approach to ongoing costs is needed to ensure that current one-time surpluses are managed in a way that will not exacerbate future deficits. We need to continue the slowdown in adding new positions for the next 15-20 months unless a new stable funding source is established. With this approach in mind, the proposed budget limits ongoing spending, maintains additional reserves for budget stabilization purposes, fully funds anticipated liabilities, and maintains proactive investment in future operations.

FY 2025 Proposed Budget Highlights and Current Year-End Projected Fund Balances The total FY 2025 recommended expenditure appropriations for all funds amount to $297.2 million, with general fund appropriations totaling $68.8 million, including Measure S Sales Tax general fund appropriations of $8.0 million. The main General Fund total unassigned fund balance, which refers to the difference between the fund’s assets and liabilities, is conservatively projected at $20.3 million at the end of the current fiscal year. This balance includes $14.8 million towards the City’s 25% committed reserve for FY 2025, meeting the current financial policy requirement. The reserve is established so that the City can continue operations, pay debt service and provide public services for at least 90 days in the event of a natural or economic disaster. The residual unassigned undesignated fund balance (excess reserves) is conservatively estimated at $5.5 million at September 30, 2024. This estimation accounts for the remaining projected revenues and expenditures, which are expected to meet budget projections for the current fiscal year or will require budget re-appropriations into the following fiscal year for purchases and services not fully received or completed in FY 2024.

The assigned and committed (non-spendable) fund balances are projected to total approximately $9.2 million. This includes items such as advances to former RDA ($4.6 million), encumbrances, inventories and prepaids ($1.7 million), grant match set-aside ($0.4 million), General Liability Program committed reserve ($500K), and a set-aside for the potential budget deficit in the upcoming years ($2.0 million) approved by City Council last year as part of the FY 2024 budget adoption. The main drivers of the deficit 55 Council Agenda Report- August 27, 2024 Page 3 of 10
continue to be slow revenue growth and increasing personnel costs largely related to increasing pension and health care costs. The approved set-aside serves as the budget stabilization reserve providing a necessary cushion if the economic growth continues at a slow pace and provides a funding pool that can be used for anticipated and unanticipated expenditure increases and for the budget shortfall projected in the upcoming years. Additional details are provided later in this staff report.

The attached budget resolution includes a $1.0 million set-aside from the General Fund excess reserves available from the prior year for the affordable housing project that scored high in the Participatory Budgeting Survey. This funding will be used to leverage state and federal funding opportunities to fully fund the $62 million project. After this set-aside and the additional $500K appropriations towards other projects that scored high in the Participatory Budget Survey, the General Fund is anticipated to open the fiscal year with approximately $4.0 million in excess reserves. This funding is proposed to be reserved (in full or in part) for the City’s contributions toward the $10.0 million energy savings project proposal the staff is working on that is scheduled to be presented at the second council meeting in September.

Primary General Fund Revenues and Financing Sources
Projected FY 2025 General Fund revenues and transfers-in are anticipated to surpass FY 2024 total budget by approximately $0.5m and exceed FY 2023 actuals by $1.8m. The hazardous fuel reduction federal grant ($852K) awarded in FY 2023 but not expended, contributes to this increase over the twoyear period. The total budgeted General Fund revenues amount to $60.2m. The three primary revenue sources - Property Tax ($11.5m), Transient Occupancy Tax, excluding Project Area TOT ($10.6m), and Sales Tax including Measure Q ($11.2m), account for approximately 55% of the total General Fund revenue budget. The City’s Transient Occupancy Tax (TOT) is marginally below FY 2024 total budget and approximately $200K below FY 2023 actuals, which reflects flattening of this revenue source. This trend is partially due to the impact of the Measure T VHR ban which reduced the number of TOT generating properties in South Lake Tahoe, as well as the inflationary pressure in the current economy that reduces the purchasing power of some consumers causing a decline in non-essential spending.

Redevelopment Project Area TOT is also budgeted flat - marginally below FY 2024 total budget, but $0.3m above FY 2023 actuals, continuing to demonstrate the mitigating effect of VHR loss in the residential areas and the shift of occupancy to the redevelopment area hotels, motels and VHRs. The Redevelopment Project Area TOT is projected at $7.6m in the FY 2025 proposed budget.

The General Fund budget also includes other significant revenues, such as Vehicle License Fees ($2.9m), Police revenue ($2.4m), including Parking/Code Citation Fines ($0.9m) and 9-1-1 Fees ($0.7m), Business Licenses ($2.1m), Franchise Fees ($2.0m), Building and Planning Fees ($1.7m), and Interest Revenue ($1.4m).

Among the total Transfers-in amount of $3.0m, the largest portion is from Measure S Sales Tax fund ($1.8m). This transfer provides funding for seven firefighter positions ($1.2m) previously largely funded by the SAFER grant, an additional police lieutenant position established in FY 2023 ($320K), 50% of the fire marshal position ($144K), and the sidewalk snow removal contract ($161K). Of the remaining Transfers-in portion, $449K is from the Defensible Space program from several multi-year grants for staff time and equipment reimbursements, $250K from the Long-Term Building Permits Fund for contract services related to plan checks and inspections, $156K from Police and Fire Safety Sales Tax for machinery and equipment purchases, $100K from the Cannabis Revenue fund for the grant writing assistance for Public Works, with the remaining portion of transfers-in designated for other staff time reimbursements from various funds (approximately $300K). 56 Council Agenda Report- August 27, 2024 Page 4 of 10
Primary General Fund Expenditures and Financing Uses
FY 2025 General Fund budgeted expenditures are $5.2m below the current FY 2024 total budget (see table next page). Notable variances that contribute to this expenditure decrease are in Transfers-out ($5.6m) and Non-Departmental ($1.9m) categories, offset by increases in General Government ($1.0m) and Public Safety ($1.3m). A decrease in Transfers-out is due to one-time transfers out in FY 2024 for various capital expenditures and projects using the previous FY 2023 available undesignated fund balance (excess reserves). A decrease in Non-Departmental expenditures in FY 2025 is due to additional contributions to SSTMA ($500K), land purchase ($1.0m), and various additional contractual obligations in FY 2024. Conversely, General Government expenditures increase is primarily due to the general liability premium increase ($650K) and a shift of the GIS division from the Public Works department to the City Manager’s Office ($250K), while Public Safety expenditures increase is attributed to increases in the Unfunded Accrued Liability (UAL) ($334K), MOU changes previously budgeted as a lump sum in the Non-Departmental account due to late MOU implementation, new year MOU increases ($600K), and anticipated retirement payouts ($200K) .

Expenditure increases across all departments are attributed to changes from the 2nd year of the Bargaining Units MOUs and rising costs. Additionally, other variances are attributed to the full year of new positions (the increase in the Parks & Recreation department) and one-time contract expenses in FY 2024 (decreases in Finance, Non-Departmental, Development Services) that will be considered in the carry-forward request if unexpended.

It is important to highlight that the FY 2025 proposed budget includes Unfunded Accrued Liability (UAL) prepayment amount that was based on projections from the prior year’s actuarial reports and pension outlook tool. The newly released actuarial reports from early August indicate a need for an additional $268K in General Fund appropriations at mid-year.

Revenue Type
2022-2023
Actuals
As % of
Total
2023-2024
Amended
Budget
As % of
Total
2024-2025
Proposed
Budget
As % of
Total
$ Difference
2024-25 to
2023-24
Property Taxes 10,643,053 18% 10,850,000 18% 11,450,000 19% 600,000 Transient Occupancy Tax - City 10,830,708 19% 10,702,562 18% 10,642,562 18% (60,000) Transient Occupancy Tax - Project Area 7,264,552 12% 7,600,000 13% 7,550,000 13% (50,000) Sales Tax 7,304,010 13% 7,264,000 12% 7,264,000 12% -
Measure Q 3,955,207 7% 3,800,000 6% 3,900,000 6% 100,000 Motor Vehicle Licens Fees (MVLF) 2,745,534 5% 2,772,000 5% 2,922,000 5% 150,000 Franchise Taxes (incl. Water franch.) 1,848,628 3% 1,960,000 3% 2,010,000 3% 50,000 Business License Tax 2,148,695 4% 1,935,000 3% 2,015,000 3% 80,000 Transfers-In 2,267,848 4% 3,649,366 6% 3,026,427 5% (622,939) Other Revenue 9,374,841 15% 9,234,049 16% 9,449,599 16% 215,550 58,383,076 100% 59,766,977 100% 60,229,588 100% 462,611 General Fund Actual and Budgeted Revenue Comparison
57 Council Agenda Report- August 27, 2024 Page 5 of 10
Allocated Position Listing and Salary Table Changes
New permanent full-time positions added in the FY 2025 proposed budget are:

Assistant Management Analyst
Associate Civil Engineer, Associate Architect
Data and Innovation Program Manager
Information Systems Manager
These new positions are offset by the elimination of four existing positions:

GIS Analyst
Information Systems Supervisor
Resident Engineer / Resident Inspector
Supervising Accounting Technician
Additionally, Engineering Technician position title was updated to Engineering Technician I, II with a separate salary schedule added for level II, as well as the Maintenance Manager FTE was increased for a temporary position overlap due to anticipated retirement.

Measure S Sales Tax General Fund Revenues and Expenditures Measure S Sales tax is projected to generate $7.8m in revenue in FY 2025. The projected uses, for a total of $8.0m, include:

Capital improvement projects, vehicle and equipment replacement, stormwater program, and expanded street repair and snow removal operations:
 Road Rehabilitation - $3.0m
 Fire Station III Rehabilitation set-aside - $500K
 Storm Water Program - $99K
 Communication System Financing (debt service) - $555K  Snow Removal Equipment (debt service) - $603K
 Street and snow removal equipment purchase - $350K
 Expanded Snow Removal Operations on Public Streets - $500K  Sidewalk Snow Removal - $161K
 In-house Street Repair - $630K
Department
2022-2023
Actuals
As % of
Total
2023-2024
Amended
Budget
As % of
Total
2024-2025
Proposed
Budget
As % of
Total
$ Difference
2024-25 to
2023-24
General Government(1) 4,901,271 9% 6,013,277 9% 7,047,979 12% 1,034,702 Finance(2) 2,579,731 5% 3,224,034 5% 3,033,670 5% (190,364) Non-Departmental 5,689,806 11% 6,806,566 10% 4,886,992 8% (1,919,574) Police 12,836,536 24% 15,209,613 23% 15,754,890 26% 545,277 Fire 9,873,398 18% 11,488,217 18% 12,287,268 20% 799,051 Public Works 4,515,914 8% 5,386,706 8% 5,450,480 9% 63,774 Development Services 1,740,139 3% 2,216,447 3% 2,037,162 3% (179,285) Parks & Recreation 3,251,467 6% 4,160,340 7% 4,401,228 7% 240,888 Transfers-out 8,776,245 16% 11,383,176 17% 5,829,920 10% (5,553,256) Total Expenditures 54,164,507 100% 65,888,376 100% 60,729,589 100% (5,158,787) (1) Includes City Council, City Clerk, City Manager's Office, City Attorney, City Treasurer, and Sustainable SLT Program (2) Includes Information Technology
General Fund Actual and Budgeted Expenditures Comparison 58 Council Agenda Report- August 27, 2024 Page 6 of 10
Safety Personnel and Projects Funding:
 Seven (7) Firefighters (previously funded by SAFER grant) - $1.2m  Fire Marshal 50% funding - $144K
 Police Lieutenant - $320K
Funding for City Council Top Priorities (All Funds)
The FY 2025 proposed budget continues to allocate funding towards the City Council’s top priorities.

Some of those budgeted items funded by the General Fund and other funding sources (e.g., ARPA, Measure S, grants) include:
 Carbon Neutrality – 4th year of Sustainability Coordinator position and Civic Spark Fellow funded by the General Fund.
 City’s Housing program enhancement – 2nd year of Housing Program Coordinator position, longterm rental incentive program, housing rental assistance program (General Fund, ARPA, Cannabis Revenue fund).
 Mid-town Revitalization – continued allocation of funding for construction and operations of the new Recreation and Swim Complex, including 2nd year of full-time Head Pool Lifeguard, 1st full year of full-time Recreation Program Coordinator and Maintenance Manager positions, additional funding for seasonal lifeguard positions and recreation programs (General Fund).  Hazardous Fuel Reduction and Wildfire preparedness - Fire Marshall funded 50/50 by General Fund and Measure S Sales Tax; several Fire department grants for fuel mitigation and defensible space programs supporting grant-funded Fire Division Chief position and South Shore Fuel Reduction Program seasonal crew.
 Transportation – contributions to South Shore Transportation Management Association (SSTMA) toward free Lake Link Microtransit services.

Measure S Sales Tax General
Fund 2022-2023
Actuals
As % of
Total
2023-2024
Amended
Budget
As % of
Total
2024-2025
Proposed
Budget
As % of
Total
$ Difference
2024-25 to
2023-24

REVENUES
Measure S Sales Tax 7,900,148 100% 7,600,000 100% 7,800,000 100% 200,000 Transfers-in - 0% 9,506 0% - 0% (9,506)
Interest 20,009 0% - 0% 35,000 0% 35,000
Revenues Totals 7,920,157 100% 7,609,506 100% 7,835,000 100% 225,494 EXPENDITURES and FINANCING USES
Technical Services - 0% 10,000 0% 10,000 0% -
Transfer out to/for:

Capital Improvement Program (CIP) 4,300,000 56% 4,180,000 47% 3,500,000 44% (680,000) Debt Service - Communication System 554,643 7% 554,643 6% 554,643 7% - Debt Service - Snow Removal Equipment 301,361 4% 602,721 7% 602,721 8% - General Fund - Safety Personnel and Equip. 1,614,809 20% 1,766,726 20% 1,619,000 20% (147,726) Snow Removal Operations - 0% 126,000 1% 661,234 8% 535,234 South Shore Fuels Reduction Program - 0% 127,000 1% - 0% (127,000) Storm Water Program 50,000 1% 136,054 1% 99,352 1% (36,702) Streets In-house repairs - 0% - 0% 630,000 8% 630,000
Tobacco Grant - Police Officer 70,013 1% - 0% - 0% -
Vehicle and Equipment Replacement 843,263 11% 1,678,379 17% 350,000 4% (1,328,379) Expenditures Totals 7,734,089 100% 9,181,523 100% 8,026,950 100% (1,154,573) 59 Council Agenda Report- August 27, 2024 Page 7 of 10
Grants Program and Grant Match Set-Aside
Over the years, the City has been very successful and aggressive in pursuing and managing grant funding to supplement local public funds. Since around 2002, the City has been awarded approximately $236 million in grant awards.

The Finance department currently manages 51 approved grants for a total of $46 million. In FY 2024, the City submitted applications for 22 grants, totaling over $7.7 million. To date, 19 awards have been received in the amount of $6,799,298, and one proposal currently under review totaling an additional $687,245. Two proposals for the total amount of $230,000 were denied.

Current pending grant applications include the following:

1. Fire Dept. FEMA – Self-Contained Breathing Apparatus ($687,245 grant, 10% match required, or $68,725, funded from Fire Safety Sales Tax Prop 172)
In October of 2021, the City Council approved Resolution 2021-083 that established a process for reserving Grant Matching Funds, distinct from the General Fund Undesignated Excess Reserves, at the time a grant application is approved by City Council. As of the last City Council meeting held on August 13, 2024, the total balance within the current and future-year grant match set-aside committed reserves is $359K. This amount includes the following grants pending final approval by the grantor or City Council:

1. Cycle 4 Pioneer Trail Pedestrian Upgrades Construction ($2.1 million grant, $269K grant match)

2. Tahoe Metropolitan Planning Organization (TMPO) 2023 Regional Grant Program ($35K grant match for EV Microtransit Base Station)

3. Caltrans Sustainable Transportation Planning Grant Program/US Hwy 50 and State Route 89 Corridor Study ($54K grant match)
Five Year Financial Plan and CalPERS Update
The Five-Year Financial Plan is prepared by the Finance department semi-annually and is presented to City Council every year in March and in August. The Plan analyzes major known fiscal conditions and projected future scenarios, taking into consideration material updates considered during the budget process. The goal of the Plan is to facilitate informed long-term planning and decision-making regarding operational and capital improvement resources.

The presented Plan focuses on the City’s General Fund and provides updated projections of revenues and expenditures for the five-year period from fiscal year 2025-2026 through 2029-2030.

Key highlights of this Five-Year Financial Plan update include:
 Revenues:
o Revenues are forecasted based on current economic trends and estimates. o The plan includes modest revenue increases (ranging between 1% and 3%). o The plan assumes the usage of approximately $1.9m in FY 2026 (increasing by 5% in subsequent years) from Measure S Sales Tax fund to cover 100% of expenses for seven firefighter positions previously funded by the SAFER grant, 50% of the fire marshal position, 100% of the police lieutenant position, and the side-walk snow removal contract. o Parks and Recreation revenue is reduced starting in FY 2027 to account for the transition to the new Recreation Programs special revenue fund after the new Recreation Center opening, as well as adjusted up to account for the projected increases in the campground occupancy.  Expenditures:
o The majority of personnel and operating expenditures are projected to increase annually, ranging between 2% and 3%.
o One-time machinery and equipment expenditures are funded by transfers from other funds (e.g., Safety Sales Tax) and can be eliminated in future years if non-General Fund revenue is unavailable to support them.
60 Council Agenda Report- August 27, 2024 Page 8 of 10
o Major capital expenditures, such as road rehabilitation or vehicle replacement, are not included in the primary General Fund five-year forecast as they continue to utilize Measure S Sales Tax general fund funding.
o Assumptions are based on staffing level funded according to the proposed FY 2025 budget moving forward.
o Recreation expenditures are partially reduced starting in FY 2027 to account for the opening of the new Recreation Center and transition of the Recreation Programs to the special revenue fund.
o Pension cost assumes an annual prepayment of CalPERS Unfunded Accrued Liability (UAL) in July, resulting in City savings ranging from $75K to $200K. o General Liability and property insurance costs are projected with a cautions 15% increase in FY 2026. The current year increases were 30% and 38% for liability and property respectively. o The projections anticipate a decrease in UAL in FY 2026, but increases over the subsequent four years, as explained below. It’s important to note that the projected liability could change in any given year due to economic and demographic shifts, fluctuations in investment returns, and modifications in other modeling assumptions employed by CalPERS.

Subsequent Events
Recent actuarial reports released by CalPERS in August of 2024 indicate the potential for additional increases in the forthcoming valuation periods. These valuation reports reflect fund investment return of

5.8% through June 30, 2023, and assume a 6.8% investment return for Fiscal Year 2023-2024 and beyond.

Shortly prior, on July 15, 2024, CalPERS reported a preliminary net return of 9.3% on its investments for the 12-month period ending June 30, 2024. This investment return exceeded the discount rate of 6.8%, which is also an assumed rate of return and a policy marker established by the CalPERS Board. This is a notable improvement from the two most recent fiscal years, where investment returns were influenced by a variety of economic and geopolitical challenges and fell below the expected return rate.

Based on the most recent actuarial reports, the City’s total Unfunded Accrued Liability has increased to $101.8 million in total for all groups, up from $98.1 million in the preceding fiscal year. The average funded ratio across all plans is calculated at 77.9%, a drop from an average of 79.1% in 2021-2022. The 2.5% excess earnings in FY 2024 increased CalPERS’s funded level as well as the City’s funded levels which helps lower UAL balances and UAL payments amounts for the City in FY 2026. The next actuarial 61 Council Agenda Report- August 27, 2024 Page 9 of 10
valuation reports are scheduled for release in August 2025 that will reflect this decrease. This decrease has been estimated and included in the five-year projections.

The table below presents a summary of the General Fund Five-Year Financial Plan update as of August 2024. At September 30, 2023, the undesignated excess reserves amounted to $11.8 million, excluding the required 25% reserve of $13.7 million for FY 2024. This allowed the City Council to appropriate an additional $6.0 million at mid-year, mostly for capital projects and purchases, which was offset by an increase in revenue of $2.5 million, for a total net appropriation from the excess reserves of $3.5 million.

Other significant appropriations during this fiscal year included land purchase from the Redevelopment Successor Agency ($1.0m), additional contributions to SSTMA ($500K), FY 2023 carry forward expenditure re-appropriations ($430K, net), Recreation Center project ($396K), and other miscellaneous appropriations, including unencumbering the grant match and resulting in an increase to the available excess reserve ($301K), leaving $6.3 million available in excess reserve. Of that amount $1.1 million was required for the 25% committed reserve increase, $225K is reserved for the Recreation Center Construction (a decrease from the previously anticipated $1.6m), $200K will be requested at one of the next council meetings for the body cameras replacement as the first of five-year debt service payments, and $275K is restricted for the multiyear fire grant. Additionally, the Finance department projects that the City will be able to realize at least $1 million in budget savings at the end of the current fiscal year. After setting aside $1.5 million for the Participatory Budget Survey top projects, this leaves $4.0 million available for appropriations at City Council discretion.

The preliminary estimates for FY 2026 indicate a General Fund deficit of $2.3 million. The deficit is primarily attributed to stagnant revenue growth for the City’s two out of three primary revenue sources, a projected reduction in interest earnings, as well as increases in personnel, general liability, property insurance and other operating costs that outpace the revenue growth. The deficit begins to taper in FY 2027 and FY 2028 due to the payoff of the 2016 Bonds and 2014 Pension Obligation bonds in those respective years but is projected to resume in the following year due to the ongoing increases across all categories.

Staff continues to closely monitor economic conditions in the city and nationwide and takes steps to contain the costs and to size the services and solutions to the size of our community and revenue base, while maintaining continuous progress in implementing the City Council Strategic Priorities.

Financial Implications:

The original FY 2025 budget deficit was close to $3 million. By ways of reassessing the revenue projections and opportunities, supplementing it with the revenues from other funds and sources (e.g., Measure S Sales Tax, Safety Sales tax, Cannabis Revenue fund), reducing the transfers to other funds only to strictly necessary, removing large capital purchases, such as body cameras purchase and considering a different way of payment, produced the desired effects and resulted in a balanced FY 2025 budget.

The recommended FY 2025 budget represents a balanced fiscal plan, proposing the use of ongoing revenues to cover recurring expenses while maintaining a 25% General Fund committed reserve. The City follows sound fiscal management practices and established policies and procedures to ensure careful budget oversight throughout the year.

Actual Budget Proposed Projected Projected Projected Projected Projected 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 Rev. $58,672,940 $59,766,977 $60,229,588 $60,124,998 $59,876,790 $60,905,533 $62,012,910 $63,335,333 Exp. $54,164,508 $65,888,376 $60,729,589 $62,408,340 $61,431,058 $61,874,049 $63,335,404 $64,802,581 Net Rev/(Exp) $ 4,508,432 $ (6,121,399) $ (500,001) $ (2,283,342) $ (1,554,268) $ (968,516) $ (1,322,494) $ (1,467,248) General Fund Five-Year Plan Summary 2026 to 2030
62 Council Agenda Report- August 27, 2024 Page 10 of 10 In conjunction with the recommended FY 2025 budget, which incorporates the capital improvement program budget for the upcoming year, the City Council will also consider a formal resolution to adopt the FY 2025 list of allocated permanent positions. The attached resolution outlines positions that are new, eliminated, or frozen.

Policy Implications:

The recommended FY 2025 budget reflects the City’s commitment to sustaining fiscal well-being, allocating funds to align with City Council priorities, while maintaining appropriate levels of service.

The current General Fund committed reserve policy is set in the South Lake Tahoe City Code section

3.25.020. The recommended budget maintains the committed reserves at the established threshold of 25%.

In accordance with Strategic Priority 5.5 Fiscal Sustainability, Resiliency & Transparency, staff continues researching ways to tackle pension liabilities and rising general liability and property insurance costs.

The objective is to determine the best ways to address future years’ liabilities, while balancing many of the City’s competing priorities, tight budgets and staff limitations.

Environmental Considerations:

The municipal budget approval is not a project subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(4),(5) (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 and organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment). 63 Resolution 2024-XXX August 27, 2024 Page 1 of 2
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
August 27, 2024
Approving FY 2024-2025 Municipal Operating and Capital Improvement Program Budget and $1,000,000 Set-Aside from the General Fund Unassigned Undesignated Excess Reserves for Affordable Housing Project Funding Supplement

BACKGROUND
A. The City Council Strategic Plan 2023-2028 includes priorities and goals, some of which are included in the fiscal year 2024-2025 budget.

B. On May 7th, 2024, the City Council approved the list of projects to be included in the participatory budgeting survey along with the associated project funding. The proposed budget allocates $1,500,000 from the General Fund’s prior fiscal year undesignated excess reserves and $500,000 from Measure S Sales Tax fund reserves to several projects that scored the highest in the survey, including $1,000,000 as a set-aside for the affordable housing project to leverage state and federal funding opportunities to fully fund the project.

C. The City Council wishes to appropriate funds for uninterrupted operations of services to the citizens of South Lake Tahoe, and the accomplishment of several priorities and goals.

D. The City Council wishes to adopt a full fiscal year budget at the Department/Division level to cover the period from October 1, 2024 through September 30, 2025.

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 appropriations for the 2024-2025 fiscal year as follows:

2. Directs staff to set aside $1,000,000 for leveraging state and federal funding opportunities to fully fund the affordable housing project at 3900-3908 Lake Tahoe Boulevard.

Fund Expense Appropriation
General Fund $68,756,539
Special Revenue 35,872,204
Enterprise 5,495,417
Internal Service 7,339,880
Debt Service 62,682,269
Capital Improvement 110,538,945
Trust and Agency 6,560,096
Total $297,245,350
64 Resolution 2024-XXX August 27, 2024 Page 2 of 2
Adopted by the City of South Lake Tahoe City Council on August 27, 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.
65 Resolution 2024-XXX August 27, 2024 Page 1 of 2
Resolution 2024-XXX
Adopted by the City of South Lake Tahoe
City Council
August 27, 2024
Approving FY 2024-2025 List of Allocated Permanent Positions, including new, eliminated and reclassified positions, and corresponding salary tables

BACKGROUND
A. The City Council has, through the adoption of the budget for Fiscal Year 2024-2025, approved funding for requested changes to allocated positions and salary adjustments to applicable classifications.

B. Adoption of this resolution will incorporate approved changes into the position allocation report (Exh. 1), including updates to City salary table (Exh. 2).

C. The adoption of this resolution authorizes implementation of the following position reclassification, corresponding salary schedule, and the appropriate funding:

D. The adoption of this resolution authorizes the elimination and reduction of funding for the following positions:

E. The adoption of this resolution establishes or increases the following classifications, authorizes new salary schedules (if required), and funding appropriations (full or partial year):

FROM TO
GIS Analyst 1 0
Information Systems Supervisor 1 0
Resident Engineer / Resident Inspector 1 0
Supervising Accounting Technician 1 0
FTE
Position

FROM TO
Assistant Management Analyst 0 1
Associate Civil Engineer, Associate Architect 3 4
Data and Innovation Program Manager 0 1
Information Systems Manager 0 1
Maintenance Manager - Maint. Ops / Snow Removal 2 2.17
Position
FTE

FROM FTE TO FTE
Engineering Technician 1 Engineering Technician I, II 1 66 Resolution 2024-XXX August 27, 2024 Page 2 of 2
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED by the City Council of the City of South Lake Tahoe finds that:

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

2. The list of Allocated Permanent Positions (attached hereto as Exh. 1) is hereby adopted.

3. The salary table updates (attached hereto as Exh. 2) include new positions and are hereby approved for addition and update to the City’s approved salary table.

Adopted by the City of South Lake Tahoe City Council on August 27, 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.
67 Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Budget* 23/24 Adopted thru May'24 24/25 Budget 24/25 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 1.17 1.17 1.17 1.00
Department Total 2.17 2.17 2.17 2.00 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 1.00 1.00 1.00
Assistant to the City Manager I 0.25 0.00 0.00 0.00
Assistant to the City Manager II 0.25 0.00 0.00 0.00
Communications and Project Specialist 1.00 1.00 1.00 1.00 Data and Innnovation Program Manager 0.00 0.00 0.00 1.00 Sustainability Coordinator 1.00 1.00 1.00 1.00

4.25 4.00 4.00 5.00
Human Resources
Human Resources Manager 1.00 1.00 1.00 1.00
Principal &/or H.R. Analyst 1.50 2.00 2.00 2.00
Total 2.50 3.00 3.00 3.00 0.00
Department Total 6.75 7.00 7.00 8.00 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 0.00
Assistant Management Analyst 0.00 0.00 0.00 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 0.00
Information Systems Manager 0.00 0.00 0.00 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 3
68 Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Budget* 23/24 Adopted thru May'24 24/25 Budget 24/25 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 0.42 1.00 1.00 1.00
Development Services Technician 0.00 0.00 0.00 0.00 1.00 Total 3.42 4.00 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 1.00 1.00 1.00

3.00 4.00 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 15.42 17.00 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 0.00
Resident Engineer / Resident Inspector 1.00 1.00 1.00 0.00 Engineering Manager 1.00 0.33 0.67 0.00
Associate Civil Engineer, Assistant Engineer 1.00 2.50 0.00 0.00 Associate Civil Engineer, Associate Architect 0.00 0.00 2.50 4.00 Engineering Technician I, II 1.00 1.00 1.00 1.00
Total 6.00 6.83 7.17 6.00 1.00
Maintenance Operations / Snow Removal
Maintenance Manager 2.00 2.00 2.20 2.17
Lead Maintenance Technician 2.00 2.00 2.50 3.00
Maintenance Technician I, II, III, IV, V 16.00 16.00 15.50 15.00 Total 20.00 20.00 20.20 20.17 0.00
Fleet Maintenance
Maintenance Manager - Fleet 1.00 1.00 1.00 1.00
Equipment Mechanic I, II, III 5.00 6.00 6.00 6.00
Fleet Control Specialist 1.00 1.00 1.00 1.00
Total 7.00 8.00 8.00 8.00 0.00
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 1.00 1.00 1.00
Maintenance Technician I, II, III, IV, V 1.00 1.00 1.00 1.00 Total 3.00 4.00 4.00 4.00 0.00
Department Total 39.00 41.83 42.37 41.17 1.00
2 of 3
69 Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 22/23 Budget* 23/24 Adopted thru May'24 24/25 Budget 24/25 Budget

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 0.33 1.00
Events Coordinator 1.00 1.00 1.00 1.00
Recreation Program Coordinator 0.00 0.00 0.42 1.00
Head Pool Lifeguard 1.00 1.00 1.00 1.00
Total 4.00 4.00 4.75 6.00
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 14.75 16.00 0.00

FIRE DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00
Fire Division Chief (Grant Funded) 0.00 0.00 0.50 1.00
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 41.50 42.00 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 31.00 31.00 31.00 1.00
Police Officer (cannabis) 1.00 1.00 1.00 1.00
Police Officer (Tobacco grant) 1.00 0.00 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 1.00 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 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 Sr Community Svcs Officer, Community Svcs Officer 4.00 4.00 4.00 4.00 Parking Ambassador 3.00 4.00 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 68.00 69.00 69.00 69.00 1.00
Total City Employees 208.34 214.00 215.79 217.17 3.00
*Reflects mid-year adjustments. Includes positions added or eliminated during the year. 3 of 3
70 XXXX DATA AND INNOVATION PROGRAM MANAGER
Index Key Value Hourly Monthly
1401/XXXX/01 52.74973 9,143
1401/XXXX/02 55.38722 9,600
1401/XXXX/03 58.15658 10,080
1401/XXXX/04 61.06441 10,584
1401/XXXX/05 64.11763 11,114

XXXX ENGINEERING TECHNICIAN II
Index Key Value Hourly Monthly
3400/XXXX/01 38.48502 6,671
3400/XXXX/02 40.40927 7,004
3400/XXXX/03 42.42974 7,354
3400/XXXX/04 44.55122 7,722
3400/XXXX/05 46.77879 8,108
City of South Lake Tahoe
Salary Table Updates Effective 10/01/2024
(rates include 3.8% CPI increase approved eff. 10/01/2024) 1 of 1 71
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Budget Details by Department –
Revenues and Expenditures
Increase to/
Department/Division 2023-24 2024-25 2023-24 2024-25 (Use of) 2022-23 Amended Proposed $ % 2022-23 Amended Proposed $ % Fund Account Actual Budget Budget Variance Variance Actual Budget Budget Variance Variance Balance

GENERAL GOVERNMENT
City Council 10001110 - - - - 0% 288,802 293,849 305,323 11,474 4% (305,323) City Clerk 10001130 2,898 1,765 1,765 - 0% 357,201 372,411 363,050 (9,361) -3% (361,285) City Attorney 10001210 - - - - 0% 1,021,931 1,195,157 1,272,254 77,097 6% (1,272,254) Risk Management 10001220 159,202 197,311 225,472 28,161 14% 1,559,057 2,061,233 2,653,537 592,304 29% (2,428,065) Treasury 10001516 - - - - 0% 31,671 32,001 33,494 1,493 5% (33,494) Total General Fund 162,100 199,076 227,237 28,161 14% 3,258,661 3,954,651 4,627,658 673,007 17% (4,400,421) Internal Service
Worker's Comp Insurance 60201220 2,431,616 2,191,473 2,479,755 288,282 13% 1,723,965 2,191,473 2,479,755 288,282 13% - TOTAL GENERAL GOVERNMENT 2,593,716 2,390,549 2,706,992 316,443 13% 4,982,627 6,146,124 7,107,413 961,289 16% (4,400,421)

CITY MANAGER'S OFFICE
General Fund
City Manager 10001310 6,031 43,487 - (43,487) -100% 504,611 721,748 980,737 258,989 36% (980,737) Human Resources 10001320 41,386 - - - 0% 703,340 737,009 759,331 22,322 3% (759,331) Communication & Marketing 10001330 - - - - 0% 466,330 621,870 713,747 91,877 15% (713,747) Sustainable South Lake Tahoe 10001967 - - - - 0% 11,060 20,157 - (20,157) -100% - Total General Fund 47,417 43,487 - (43,487) -100% 1,685,342 2,100,784 2,453,815 353,031 17% (2, 453,815) Special Revenue
Public Ed - Gov't Program Fund 22401330 84,333 90,000 84,000 (6,000) -7% - 203,292 90,000 (113,292) -56% (6,000) Total Special Revenue 84,333 90,000 84,000 (6,000) -7% - 203,292 90,000 (113,292) -56% (6,000) Internal Service
Health Self-Insurance 60101220 3,497,783 4,645,930 4,815,125 169,195 4% 3,535,807 4,645,930 4,815,125 169,195 4% - Health Insurance Savings 60501220 50,789 50,000 45,000 (5,000) -10% 36,331 60,000 45,000 (15,000) -25% - Total Internal Service 3,548,572 4,695,930 4,860,125 164,195 3% 3,572,138 4,705,930 4,860,125 154,195 3% - TOTAL CITY MANAGER'S 3,680,322 4,829,417 4,944,125 114,708 2% 5,257,480 7,010,006 7,403,940 393,934 6% (2,459,815)

FINANCE
General Fund
Financial Services 10001511 46,884,895 47,037,927 47,940,127 902,200 2% 974,171 1,067,208 1,160,490 93,282 9% 46,779,637 Revenue Services 10001730 2,260,398 1,879,050 2,109,170 230,120 12% 515,302 548,553 549,261 708 0% 1,559,909 Information Systems 10001840 61,926 286,940 65,000 (221,940) -77% 1,058,587 1,586,272 1,290,425 (295,847) -19% (1,225,425) Total General Fund 49,207,219 49,203,917 50,114,297 910,380 2% 2,548,060 3,202,033 3,000,176 (201,857) -6% 47,114,121 Parking Enterprise
Parking Authority Debt Serv. 52005340 538,577 375,000 330,000 (45,000) -12% 284,542 5,834,213 - (5,834,213) -100% 330,000 Total Parking Enterprise 538,577 375,000 330,000 (45,000) -12% 284,542 5,834,213 - (5,834,213) -100% 330,000 TOTAL FINANCE 49,745,796 49,578,917 50,444,297 865,380 2% 2,832,602 9,036,246 3,000,176 (6,036,070) -67% 47,444,121

NON-DEPARTMENTAL
General Fund
Non-Departmental 10001951 318,354 30,000 19,000 (11,000) -37% 5,340,947 6,433,836 4,507,580 (1,926,256) -30% (4,488,580) Community Marketing 10001953 - - - - 0% - 5,000 5,000 - 0% (5,000) General Fund Transfers In/Out 10001956 398,427 104,200 113,000 8,800 8% 8,695,317 11,244,689 5,709,920 (5,534,769) -49% (5,596,920) Rents & Leases 10001958 - - - - 0% 343,830 366,060 374,412 8,352 2% (374,412) Total General Fund 716,781 134,200 132,000 (2,200) -2% 14,380,094 18,049,585 10,596,912 (7,452,673) -41% (10,464,912) Measure S General Fund
Measure S - Sales Tax 10201511 7,920,157 7,609,506 7,835,000 225,494 3% 7,734,089 9,181,523 8,026,950 (1,154,573) -13% (191,950) Total Measure S General Fund 7,920,157 7,609,506 7,835,000 225,494 3% 7,734,089 9,181,523 8,026,950 (1,154,573) -13% (191,950) Special Revenue
TOT Revenue Fund 26309110 260,123 220,000 40,000 (180,000) -82% - - - - 0% 40,000 American Rescue Plan Act 26401952 - - - - 0% - - - - 0% - Total Special Revenue 260,123 220,000 40,000 (180,000) -82% - - - - 0% 40,000 Debt Service
City Debt Service 40101910 61,399,065 8,094,774 8,358,414 263,640 3% 4,191,278 64,169,701 62,488,870 (1,680,831) -3% (54,130,456) City Debt Service - Other Debt 40108220 25,000 25,000 25,000 - 0% 193,080 193,484 193,399 (85) 0% (168,399) Total Debt Service 61,424,065 8,119,774 8,383,414 263,640 3% 4,384,358 64,363,185 62,682,269 (1,680,916) -3% (54,298,855) 70,321,127 16,083,480 16,390,414 306,934 2% 26,498,541 91,594,293 81,306,131 (10,288,162) -11% (64,915,717)

EXPENSES
Budget Budget
2024-25 vs. 2023-24 2024-25 vs. 2023-24

REVENUES

TOTAL NON-DEPARTMENTAL

72 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Budget Details by Department –
Revenues and Expenditures (continued)
Increase to/
Department/Division 2023-24 2024-25 2023-24 2024-25 (Use of) 2022-23 Amended Proposed $ % 2022-23 Amended Proposed $ % Fund Account Actual Budget Budget Variance Variance Actual Budget Budget Variance Variance Balance

SOUTH TAHOE REDEVELOPMENT SUCCESSOR AGENCY (STRSA)
Trust Fund
RD Obligation Retirement Fund 72509220 6,012,626 5,257,356 5,746,226 488,870 9% 2,552,600 5,257,356 5,551,925 294,569 6% 194,301 6,012,626 5,257,356 5,746,226 488,870 9% 2,552,600 5,257,356 5,551,925 294,569 6% 194,301

BUSINESS IMPROVEMENT DISTRICTS
Ski Run BID 28001511 28,806 23,000 24,000 1,000 4% 23,922 23,000 24,000 1,000 4% - Tourism Improvement District 2005 28501513 3,117,461 3,101,000 3,112,000 11,000 0% 3,113,049 3,131,000 3,112,000 (19,000) -1% - 3,146,267 3,124,000 3,136,000 12,000 0% 3,136,971 3,154,000 3,136,000 (18,000) -1% -

TRUST AND AGENCY
Park Avenue CFD Fund 70701962 1,027,014 938,000 975,000 37,000 4% 919,659 911,234 916,771 5,537 1% 58,229 Bijou ECP CFD 71101966 20,016 14,800 18,000 3,200 22% 16,108 61,700 65,200 3,500 6% (47,200) Harrison Avenue CFD 71201973 92,809 60,900 66,100 5,200 9% 26,307 26,000 26,200 200 1% 39,900 Special Assessments 75101970 61 - - - 0% - - - - 0% -
Tahoe Transportation Authority 76201972 57 - - - 0% - - - - 0% - 1,139,957 1,013,700 1,059,100 45,400 4% 962,074 998,934 1,008,171 9,237 1% 50,929 POLICE
General Fund
Police Administration 10002110 373,990 769,112 619,112 (150,000) -20% 2,994,031 3,839,299 4,080,195 240,896 6% (3,461,083) Police Operations 10002120 179,898 139,000 145,000 6,000 4% 5,766,341 6,537,420 7,069,620 532,200 8% (6,924,620) Police Enforcement 10002140 843,640 720,000 920,000 200,000 28% 226,674 410,875 402,464 (8,411) -2% 517,536 Police Certified Training 10002150 74,338 70,000 70,000 - 0% 100,672 100,000 100,000 - 0% (30,000) Joint Dispatch Center 10002160 1,061,479 980,000 1,000,000 20,000 2% 1,541,954 1,624,328 1,662,869 38,541 2% (662,869) Police Support 10002180 93,796 71,240 112,066 40,826 57% 2,206,863 2,697,691 2,439,742 (257,949) -10% (2,327,676) Total General Fund 2,627,141 2,749,352 2,866,178 116,826 4% 12,836,536 15,209,613 15,754,890 545,277 4% (12,888,712) Special Revenue
Police Vehicle Replacement 21102110 641,159 560,420 639,920 79,500 14% 462,732 745,449 850,000 104,551 14% (210,080) VHR Program 21805330 474,293 371,075 296,575 (74,500) -20% 354,595 420,278 329,153 (91,125) -22% (32,578) Cannabis Program 22302120 1,190,882 1,080,700 1,080,700 - 0% 1,138,750 1,656,050 721,691 (934,359) -56% 359,009 Tobacco Law Enforcement Grant 22502110 143,669 - - - 0% 134,251 9,509 - (9,509) -100% - DUI/Traffic Safety Grant 22902110 49,816 41,000 41,000 - 0% 49,816 41,000 38,476 (2,524) -6% 2,524 ABC Grant 04G-LA20 22902112 19,912 78,224 60,612 (17,612) -23% 19,912 78,224 72,882 (5,342) -7% (12,270) JAG/LLEBG Grant 23002110 26 - - - 0% - - 1,994 1,994 100% (1,994) AB3229 COPs Grant 23102110 187,379 136,200 138,194 1,994 1% 78,763 136,200 164,611 28,411 21% (26, 417) Police Prop 172 Safety Sales Tax 23202110 567,977 656,000 552,000 (104,000) -16% 555,948 1,055,440 643,500 (411,940) -39% (91,500) Asset Forfeitures - Justice Fund 23302110 1,586 - 1,000 1,000 100% - - - - 0% 1,000 Asset Forfeitures - Treasury Fund 23502110 1,114 - 500 500 100% 2,000 - - - 0% 500 Boat Patrol Grant 23702110 128,419 56,464 164,071 107,607 191% 79,025 87,073 164,071 76,998 88% - Domestic Violence Grant 23802110 168,456 258,485 203,142 (55,343) -21% 167,630 258,485 174,935 (83,550) -32% 28,207 Clean Community 24103801 55,553 50,007 87,100 37,093 74% 44,893 44,645 82,438 37,793 85% 4,662 Vehicle Abatement 24203802 48,634 43,000 72,000 29,000 67% 18,121 53,000 48,000 (5,000) -9% 24,000 Nuisance Abatement 24303803 273,146 191,000 197,000 6,000 3% 207,885 343,268 322,178 (21,090) -6% (125,178) Opioid Abatement 29002110 2,053 227,000 254,000 27,000 12% - 223,303 223,303 - 0% 30,697 Total Special Revenue 3,954,074 3,749,575 3,787,814 38,239 1% 3,314,321 5,151,924 3,837,232 (1,314,692) -26% (49,418) Enterprise Fund
Parking - Bellamy Court 51005440 136,923 123,800 123,800 - 0% 252,022 21,500 26,200 4,700 22% 97,600 Parking Mgmt Prg 51505330 20,187 - - - 0% - - 10,000 10,000 100% (10,000) Parking Garage Operations 52005320 1,315,983 1,695,000 1,695,000 - 0% 1,308,532 1,904,700 1,567,400 (337,300) -18% 127,600 Total Enterprise Fund 1,473,094 1,818,800 1,818,800 - 0% 1,560,554 1,926,200 1,603,600 (322,600) -17% 215,200 8,054,308 8,317,727 8,472,792 155,065 2% 17,711,412 22,287,737 21,195,722 (1,092,015) -5% (12,722,930) FIRE
General Fund
Fire Administration 10002210 10,329 74,100 100 (74,000) -100% 2,264,331 2,645,763 2,746,346 100,583 4% (2,746,246) Fire Suppression 10002220 1,323,701 1,476,119 1,324,500 (151,619) -10% 6,857,483 7,263,847 8,057,803 793,956 11% (6,733,303) Fire Prevention 10002230 - 48,000 48,000 - 0% 49,451 97,310 46,615 (50,695) -52% 1,385 Fire Support 10002240 546,118 1,296,249 1,469,642 173,393 13% 624,329 1,377,447 1,331,229 (46,218) -3% 138,413 Fire Training/Safety 10002250 21,942 15,000 15,000 - 0% 77,804 103,850 105,275 1,425 1% (90,275) Total General Fund 1,902,090 2,909,468 2,857,242 (52,226) -2% 9,873,398 11,488,217 12,287,268 799,051 7% (9,430,026) Special Revenue
Fire Vehicle Replacement 21302210 875,033 - 105,000 105,000 100% - 850,000 100,000 (750,000) -88% 5,000 Fire Defensible Space Insp Prg 21502230 95,234 786,306 738,788 (47,518) -6% 95,234 786,306 785,362 (944) 0% (46,574) Fuels Reduction Capacity Planning 21502270 - 1,651,250 1,651,250 - 0% - 1,651,250 1,651,250 - 0% - Fire Prop 172 Safety Sales Tax 22202210 577,243 556,000 552,000 (4,000) -1% 859,100 87,500 162,500 75,000 86% 389,500 EMS - JPA - General Fund 23602262 190,273 190,000 175,000 (15,000) -8% 144,793 361,005 148,700 (212,305) -59% 26,300 Total Special Revenue 1,737,782 3,183,556 3,222,038 38,482 1.2% 1,099,127 3,736,061 2,847,812 (888,249) -24% 374,226 3,639,872 6,093,024 6,079,280 (13,744) -0.2% 10,972,525 15,224,278 15,135,080 (89,198) -1% (9,055,800)

REVENUES EXPENSES
Budget Budget
2024-25 vs. 2023-24 2024-25 vs. 2023-24

TOTAL BUSINESS IMPROVEMENT DISTRICTS

TOTAL STR SUCCESSOR AGENCY

TOTAL TRUST AND AGENCY

TOTAL POLICE

TOTAL FIRE

73 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Budget Details by Department –
Revenues and Expenditures (continued)
Increase to/
Department/Division 2023-24 2024-25 2023-24 2024-25 (Use of) 2022-23 Amended Proposed $ % 2022-23 Amended Proposed $ % Fund Account Actual Budget Budget Variance Variance Actual Budget Budget Variance Variance Balance

PUBLIC WORKS
General Fund
Public Works Administration 10003010 - - - - 0% 282,334 282,914 283,987 1,073 0% (283,987) Engineering 10003210 155,060 188,300 288,300 100,000 53% 1,091,842 1,506,631 1,415,844 (90,787) -6% (1,127,544) Facilities Maintenance 10003310 50,000 126,000 161,234 35,234 28% 1,401,996 1,751,240 1,946,308 195,068 11% (1,785,074) Motor Pool 10003410 594,187 325,000 500,000 175,000 54% 1,739,743 1,844,921 1,804,341 (40,580) -2% (1,304,341) Total General Fund 799,247 639,300 949,534 310,234 49% 4,515,915 5,385,706 5,450,480 64,774 1% (4,500,946) Special Revenue
Gas Tax 20103510 1,054,732 1,576,824 1,977,545 400,721 25% 1,481,835 1,694,410 2,012,545 318,135 19% (35,000) Snow Removal 20703610 3,064,238 2,837,037 2,834,000 (3,037) 0% 3,308,094 2,927,332 3,048,539 121,207 4% (214,539) Snow Removal Equipment 20803610 3,454,271 1,488,500 280,000 (1,208,500) -81% 702,577 4,988,171 - (4,988,171) -100% 280,000 Vehicle Replacement 21003010 563,117 1,143,257 352,000 (791,257) -69% 637,244 1,269,715 395,805 (873,910) -69% (43,805) Storm Water Management Program 24503215 312,270 355,842 339,094 (16,748) -5% 293,787 478,295 339,093 (139,202) -29% 1 Street Sweeping 24503805 89,291 78,733 74,947 (3,786) -5% 59,276 78,733 74,947 (3,786) -5% - Street (Snow) Sweeping 24503806 60,909 71,879 72,311 432 1% 23,577 72,515 72,311 (204) 0% - Total Special Revenue 8,598,828 7,552,072 5,929,897 (1,622,175) -21% 6,506,391 11,509,171 5,943,240 (5,565,931) -48% ( 13,343) Solid Waste
AB 939 24003800 62,835 66,050 66,050 - 0% 62,560 78,007 84,846 6,839 9% (18,796) Solid Waste JPA 24403804 43,249 12,000 35,000 23,000 192% 190,365 540,075 67,000 (473,075) -88% (32,000) Total Solid Waste 106,084 78,050 101,050 23,000 29% 252,925 618,082 151,846 (466,236) -75% (50,796) Airport Enterprise
Airport Administration 50105110 1,087,648 2,000 30,000 28,000 1400% 2,289,329 636,802 618,862 (17,940) -3% (588,862) Airport Special Events 50105115 9,374 3,200 3,200 - 0% - - - - 0% 3,200 Airport Terminal Building 50105120 477,113 528,760 535,412 6,652 1% 580,565 716,403 508,161 (208,242) -29% 27,251 Airfield Area 50105130 1,407,447 980,520 1,164,868 184,348 19% 513,733 641,213 429,794 (211,419) -33% 735,074 Airport Other Areas 50105140 9,597 10,000 10,000 - 0% 11,316 10,000 10,000 - 0% - Airport General Shop 50105160 - - - - 0% 72,715 58,499 59,500 1,001 2% (59,500) Airport Environmental Operations 50105180 - - - - 0% 7,192 26,500 26,500 - 0% (26,500) Total Airport 2,991,179 1,524,480 1,743,480 219,000 14% 3,474,850 2,089,417 1,652,817 (436,600) -21% 90,663 Transit - Enterprise Fund
Transit Operations 55005220 188,122 2,267,197 2,290,426 23,229 1% 313,613 2,296,707 2,239,000 (57,707) -3% 51,426 12,683,461 12,061,099 11,014,387 (1,046,712) -8.7% 15,063,694 21,899,083 15,437,383 (6,461,700) -30% (4,422,996)

DEVELOPMENT SERVICES
General Fund
Building and Safety 10003110 1,847,912 2,250,503 1,649,550 (600,953) -27% 953,244 1,272,541 1,127,378 (145,163) -11% 522,172 Multi Family Dwelling Inspection 10003112 172,674 171,879 178,550 6,671 4% 206,471 221,028 160,230 (60,798) -28% 18,320 Planning 10003710 126,439 85,000 147,600 62,600 74% 580,425 716,228 746,554 30,326 4% (598,954) Planning Commission 10003711 - - - - 0% - 6,650 3,000 (3,650) -55% (3,000) Total General Fund 2,147,025 2,507,382 1,975,700 (531,682) -21% 1,740,140 2,216,447 2,037,162 (179,285) -8% (61,462) Special Revenue
General Plan 27003710 116,537 80,000 102,000 22,000 28% 4,845 592,059 136,536 (455,523) -77% (34,536) Building Permit Fee - RDA 27103110 928,812 1,040,800 1,065,000 24,200 2% 388,832 315,000 290,000 (25,000) -8% 775,000 Substandard Housing Relocation 27103113 4,617 4,001 4,001 - 0% - 67,468 74,837 7,369 11% (70,836) Total Special Revenue 1,049,965 1,124,801 1,171,001 46,200 4% 393,677 974,527 501,373 (473,154) -49% 669,628 Housing Programs
Work-Force Housing 25006024 10,098,480 78,285 230,000 151,715 194% 4,864,984 5,403,345 532,500 (4,870,845) -90% (302,500) Home Program Income 25106014 37,774 50,000 50,000 - 0% - - - - 0% 50,000 RDA Program Income Housing Fund 25106015 - 35,000 35,000 - 0% 311 - - - 0% 35,000 Housing Administration 25306010 470,790 1,076,207 1,171,573 95,366 9% 465,524 830,150 1,252,810 422,660 51% (81,237) CDBG Program Income Loans 25506020 44,669 35,175 25,500 (9,675) -28% - - - - 0% 25,500 Cal Home Loan Repayments 25806018 3,124 35,300 35,300 - 0% - - - - 0% 35,300 First Time Homebuyers Rev Loan 25906022 51 - - - 0% - 9,675 - (9,675) -100% - RDA SR Low Income Housing 26209120 - - 285,019 285,019 100% - - - - 0% 285,019 Total Housing Programs 10,654,888 1,309,967 1,832,392 522,425 40% 5,330,820 6,243,170 1,785,310 (4,457,860) -71% 47,082 Economic Development
CDBG Economic Development 25606021 155,562 434,296 374,776 (59,520) -14% 155,562 434,296 251,981 (182,315) -42% 122,795 Economic Development Prog Income 25706021 - - - - 0% 239 - - - 0% - Total Economic Development 155,562 434,296 374,776 (59,520) -14% 155,801 434,296 251,981 (182,315) -42% 122,795 14,007,441 5,376,446 5,353,869 (22,577) -0.4% 7,620,438 9,868,440 4,575,826 (5,292,614) -54% 778,043

TOTAL PUBLIC WORKS

TOTAL DEVELOPMENT SERVICES

REVENUES EXPENSES
Budget Budget
2024-25 vs. 2023-24 2024-25 vs. 2023-24

74 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Budget Details by Department –
Revenues and Expenditures (continued)
Increase to/
Department/Division 2023-24 2024-25 2023-24 2024-25 (Use of) 2022-23 Amended Proposed $ % 2022-23 Amended Proposed $ % Fund Account Actual Budget Budget Variance Variance Actual Budget Budget Variance Variance Balance

PARKS AND RECREATION
General Fund
Recreation Administration 10004105 - - - - 0% 442,994 403,381 445,496 42,115 10% (445,496) Golf Course 10004110 87,227 160,000 160,000 - 0% 181,648 179,973 181,008 1,035 1% (21,008) Campground 10004130 342,960 420,000 470,000 50,000 12% 218,345 308,754 289,753 (19,001) -6% 180,247 Park Maintenance 10004170 151,604 218,929 143,500 (75,429) -34% 1,531,635 2,239,073 2,023,399 (215,674) -10% (1,879,899) Recreation Programs 10004220 187,655 256,000 328,000 72,000 28% 816,887 953,754 1,383,522 429,768 45% (1,055,522) Special Events 10004225 600 1,000 1,000 - 0% 99,107 168,195 162,910 (5,285) -3% (161,910) Senior Center 10004230 4,012 4,900 4,900 - 0% 35,746 27,210 35,140 7,930 29% (30,240) Total General Fund 774,057 1,060,829 1,107,400 46,571 4% 3,326,362 4,280,340 4,521,228 240,888 6% (3,413,828) Special Revenue
Transit Center/Explore Tahoe 21605250 77,187 90,200 95,200 5,000 6% 79,327 79,000 150,250 71,250 90% (55,050) Arts - Public Art 21704504 472 - 20,000 20,000 100% 16,300 3,700 20,000 16,300 441% - Measure P - Recreation 22004220 3,836,707 3,475,000 3,653,000 178,000 5% 1,371,042 16,461,139 16,442,014 (19,125) 0% (12,789,014) Ice Arena (Operator) 22104260 192,990 145,200 145,200 - 0% 200,018 183,863 189,440 5,577 3% (44,240) Measure S - Ski Run Bike Trail Maint. 28104120 17,339 10,000 11,000 1,000 10% 10,088 30,270 90,260 59,990 198% (79,260) Measure S - CTC Greenway 28404123 37,319 28,500 34,500 6,000 21% 12,202 35,961 261,446 225,485 627% (226,946) Measure S - LV Commons 28404124 14,500 14,500 14,500 - 0% - 14,500 109,000 94,500 652% (94,500) Measure S - Playfield Maint. 28404127 50,000 50,000 50,000 - 0% 54,041 53,000 53,000 - 0% (3,000) Bike Trails Snow Removal 28404129 12,000 12,000 12,000 - 0% 11,983 12,000 12,000 - 0% - Total Special Revenue 4,238,514 3,825,400 4,035,400 210,000 5% 1,755,000 16,873,433 17,327,410 453,977 3% (13,292,010) 5,012,570 4,886,229 5,142,800 256,571 5% 5,081,362 21,153,773 21,848,638 694,865 3% (16,705,838) Budget
2024-25 vs. 2023-24 2024-25 vs. 2023-24

TOTAL PARKS AND RECREATION

REVENUES EXPENSES
Budget

75 City of South Lake Tahoe
2024-2025 CIP Budget
Project Name Project Number
Revenue Expense
Tahoe Valley Storm Water Improvement 301-40030 (7,877,061) 12,464,127 Drainage Master Plan 301-40036 - 494
Storm Water Management Plan 301-40037 - 28,818
City-Wide Drainage- SWMP 301-40040 - 37,150
Keys Drainage Pipeline Replacement 301-40049 - 625,329
Bijou Park Creek Restoration 301-40050 - 15,635
Bijou Park Creek 301-40051 (1,393,160) 1,948,477
Ruby Way Erosion 301-40052 21,591
James-Eloise Drainage 301-40053 - 300,348
Barton - 2nd Street 301-40054 (128,982) 89,066
Rehab Water Quality 306-42001 (20,000) 19,668
Erosion Control Project Total $ (9,419,203) 15,550,703
Street Overlay Program PMP 301-50005 - 4,038,416
Class 1 Bicycle Trail Rehabilitation 301-50013 (75,000) 75,000 Pioneer Trail Pedestrian 301-50024 (403,841) 718,409
Lake Tahoe Blvd. Bike Trail 301-50026 - 515,046
Bijou Park Connector 301-50037 - 1,087,032
Pioneer Trail Safety 301-50038 (45,249) 315,774
Bike Trail 301-50041 (800,000) 973,545
Sierra/Palmira 301-50042 - 37,179
Misc. Traffic Safety 301-50043 63,480
LED Pedestrian Light 301-50044 - 14,566
Stateline Ave Complete Streets 301-50045 - 252,829
Sugar Pine Multi-Use Trails 301-50046 (2,422,543) 2,422,543 Ski Run Pedestrian Circle 301-50047 - 11,485
Heavenly Valley Parking/Traffic Upgrades 301-50048 - 63,965 Vision Zero Program 301-50049 (192,484) 226,912
South Tahoe Bikeway Wayfinding 301-50051 - 65,597
Streets Projects Total $ (3,939,117) 10,881,778
Regan Beach Concession 301-60005 - 50,000
Service Center Lobby Remodel 301-60017 - 165,876
Remodel Rec/Rufus 301-60018 (67,772,496) 68,964,478
Fire Station 2 Rehab 301-60019 - 75,000
Police Dept. Remodel 301-60022 - 754,830
Relocation of PW 301-60028 - 3,575
Community Fields restroom/concessions 301-60050 - 14,223 Bijou Bike Park 301-60066 - 35,000
Community Playfields 301-60068 - 28,707
Fire Station III Crews 301-60071 - 1,784,990
Cemetery Security 301-60073 - 35,418
Skatepark Renovations 301-60075 - 191,571
Sustainability Services 301-60079 - 300,000
General Facility 301-60080 - 100,674
Corp Yard Upgrade 301-60081 (2,000,000) 2,000,000
Citywide ADA Upgrade 301-60082 - 150,000
Lake View & Ski Run Blvd Electrical Upgrades 301-60083 - 80,000 Buildings and Grounds Projects Total $ (69,772,496) 74,734,342 Miscellaneous 301-70020 - 88,585
City Communication 301-70021 - 1,376,615
Backup Power Replacement 301-70053 - 150,000
Long Term Capital Replacement 310-70000 - 242,713
Campground Infrastructure Replacement 311-60000 - 202,388 LT Rental Incentive Pilot Program 320-30003 (102,507) 199,007 Housing Rental Assistance Program 320-30004 - 200,000
Capital Equipment Purchase Total $ (102,507) 2,459,308
Airport Master Plan 501-80032 (322,250) 582,190
Pavement Plan 501-80035 (61,404) 59,880
Airport Hangar Repair 501-80039 - 2,692
Airport Veg Mngt 501-80041 (186,422) 191,141
2024 AIP Pavement 501-80050 - 192,116
Airport Improvement Projects Total $ (570,076) 1,028,019 Total CIP Carryforward @ 6-30-2024 $ (83,803,399) $ 104,654,149 New 2024-2025 CIP Budget Requests $ (5,784,796) $ 5,884,796 Total CIP 2024-2025 Budget $ (89,588,195) $ 110,538,945 Carryforward at 6-30-2024
1 of 1 76
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA General
Government

77 Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

78 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City Council
City Vision
Elevating South Lake Tahoe by providing service excellence for an inspired future that values the natural and built environments, civic engagement for all, and economic prosperity.

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

Continue to monitor progress of the 2023-28 Strategic Plan, which serves as the blueprint for the City Council’s policymaking process.

Strategic Priorities from the 2023-28 Strategic Plan:
• Built Environment
• Recreation and Equitable Access
• Community for All
• Economic Development
• Core Services and High Performing Government
City Council
100 01110
The City Council is the legislative, policy-making and law-making body elected to represent the interests of the citizens of South Lake Tahoe. In general, the City Council is responsible for determining and delivering services necessary to meet the needs of the community, overseeing of the City’s operations and adoption of an annual budget.

79 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Council
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues - - - - - - -
Grants - - - - - - -
Transfers In - - - - - - -
Revenues Total - - - - - - -
Expenditures
Personnel Services 183,425 187,101 183,887 189,049 194,623 3% 5,574 Contractual Services 61,394 63,696 74,789 69,900 70,900 1% 1,000 Other Operating 24,175 49,541 20,130 27,900 31,800 14% 3,900 Capital Outlay 4,378 3,392 9,996 7,000 8,000 14% 1,000
Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 273,373 303,731 288,802 293,849 305,323 4% 11,474 Net Rev (Exp) (273,373) (303,731) (288,802) (293,849) (305,323) FTE's 5 5 5 5 5 0%

80 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City Clerk
Core Services
City Clerk
100 01130
The City Clerk’s Office performs all mandated functions under the United States Constitution, the Constitution of the State of California, California Government and Election Codes, and the City of South Lake Tahoe Municipal Code. The City Clerk serves as clerk for the City Council, South Tahoe Redevelopment Successor Agency, South Tahoe Joint Powers Parking Authority, South Tahoe Joint Powers Financing Authority, City of South Lake Tahoe Parking Authority, Redevelopment Successor Agency Countywide Oversight Board El Dorado County (Oversight Board), South Lake Tahoe Basin Waste Management Authority, City of South Lake Tahoe Planning Commission, and City of South Lake Tahoe Police Advisory Commission. The City Clerk’s Office: oversees preparation and noticing of agendas for all City Council Boards and Commissions pursuant to the Ralph M. Brown Act; manages the City’s Record Retention Policy; responds to public record requests pursuant to the California Public Records Act; preserves official legislative history; performs Notary acts for City documents; is the filing officer for the California Fair Political Practices Commission; is the City Elections official for conduct of municipal elections; and performs a variety of other administrative duties for the City Council, Commissions, and Boards.

City Council Strategic Priorities Supported
Strategic Priority 3 - Community for All
Goal 3.2: Inclusion and Diversity
Strategic Priority 5 – Core-Services and High-Performing Government Goal 5.2 Digital Government
FY 2023/24 Department Accomplishments
Staffing

1. Filled the Assistant City Clerk position (Welcome Michelle Davis!) and began training on all clerk functions & duties.

Inclusion and Transparency

2. Coordinated 21 City Council Meetings and 40 Commission/Board Meetings.

3. Fulfilled 395 Public Record Requests.

4. Received over 450 written City Council Public Comments.

5. Processed 85 FPPC Annual Statements of Economic Interest Form 700 fillings (employees, commissioners, and elected officials).

6. Continued progress on the City Clerk Repository of Public Documents with a focus on Resolutions and Ordinances (1965-1975) and City Council Boards and Commissions Administrative Records.

Records and Services

7. Processed 277 City Contracts, 116 Resolutions, 11 Ordinances, 19 Proclamations, and 221 Deeds.

8. Updated South Lake Tahoe City Code (11 Ordinances).

9. Accepted 169 Claims.

10. Notarized 161 documents.

11. Assistant City Clerk Davis earned a Notary Public Designation to expand Notary services.

81 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Technology

12. In September 2023 the City entered into an Agreement with SoSu TV for equipment and technology upgrades to the Audio/Visual Room and City Council Chambers. Work was completed in early 2024, replacing all end-of-life equipment.

FY 2024/25 Department Goals and Objectives
The City Clerk's office strives to provide exceptional service to all residents of the City of South Lake Tahoe, the City Council, city staff and other public agencies. Our primary goal is to preserve the public's trust in government by ensuring the city's legislative processes are transparent, accurate and timely; safeguarding the legislative history of the city; administering open elections; and delivering timely information and services.

1. Complete online repository archiving of Resolutions and Ordinance 1965-1975.

2. Begin online archiving of Resolutions and Ordinances 1976-1986.

3. Complete update to the City’s Records Retention Policy.

4. Continue to seek educational opportunities - Certified Municipal Clerk Designation (Assistant Clerk) and Master Municipal Clerk Designation (City Clerk).

5. Continue to train Assistant City Clerk on City Clerk functions for succession planning.

Performance Measures
Strategic Priority 3.2: Inclusion and Diversity
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Translation services offered for City Council and Planning Commission meetings (Spanish - Written & Verbal). 31 32 32 Remote participation of ACT Commission and P&R
Commission meetings. 24 24 24
Department Goal 1: Provide exceptional services by enhancing accessibility to public records.

Measure
Requests
Received
Fulfilled/
Uploaded
Target
Achieved
Number of public record requests fulfilled. 395 395 100% Total number of city contracts, resolutions, ordinances, and deeds processed and uploaded to the public repository. 625 625 100% Department Goal 2: Promote transparency by increasing public participation.

Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Number of city council and commission meetings offered. 56 61 61 Number of city council and commission meetings offering remote participation. 56 57 61

82 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Clerk
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 13,090 1,503 2,898 1,765 1,765 0% -
Grants - - - - - - -
Transfers In - - - - - - -
Revenues Total 13,090 1,503 2,898 1,765 1,765 0% -
Expenditures
Personnel Services 260,975 282,301 307,193 326,061 292,700 -10% (33,361) Contractual Services 11,284 11,428 11,667 20,500 16,225 -21% (4,275) Other Operating 37,931 16,913 37,116 23,250 52,525 126% 29,275 Capital Outlay 742 - 1,225 2,600 1,600 -38% (1,000)
Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 310,932 310,642 357,201 372,411 363,050 -3% (9,361) Net Rev (Exp) (297,842) (309,139) (354,302) (370,646) (361,285) FTE's 2 2 2.17 2.17 2 -8%

83 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City Treasurer
Core Services
Treasury
100 01516
The City Treasurer invests public funds in a prudent manner that provides maximum security while meeting daily cash flow demands and conforming to all statutes governing the investment of public funds. Within these parameters, funds are invested to optimize investment return. The City Treasurer also prepares, annually reviews, updates, and presents to the City Council for adoption, a comprehensive Investment Policy document pursuant to which the City manages and conducts investment of the City’s pooled treasury funds.

Revenues and Expenditures by Fund Type and Category
City Treasurer
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues - - - - - - -
Grants - - - - - - -
Transfers In - - - - - - -
Revenues Total - - - - - - -
Expenditures
Personnel Services 24,590 26,162 27,018 27,776 28,929 4% 1,153 Contractual Services - 175 - 175 175 100% -
Other Operating 365 1,523 3,298 3,550 3,890 10% 340
Capital Outlay - - 1,356 500 500 0% -
Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 24,955 27,860 31,671 32,001 33,494 5% 1,493 Net Rev (Exp) (24,955) (27,860) (31,671) (32,001) (33,494) FTE's 1 1 1 1 1 0%

84 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City Attorney
Core Services
City Attorney
100 01210
Major areas of responsibility:

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

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

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

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

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

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

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.2: Mid-Town Revitalization
Goal 1.3: Housing
Goal 1.4: Transportation
Goal 1.5: Carbon Neutrality and Grid Reliability
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.3: Connectivity
Strategic Priority 3 - Community for All
Goal 3.4: Waste Management and Stewardship
Strategic Priority 4 - Economic Development
Goal 4.3: Resident Retention and Workforce Development
Strategic Priority 5 - Core Services and High Performing Government Goal 5.1: Public Safety
Goal 5.4: Local Control

85 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA FY 2023/24 Department Accomplishments

1. Successfully resolved 2 lawsuits through motion practice and obtained dismissal of 2 lawsuits with inhouse counsel and resources.

2. Assisted with drafting and successful adoption of ordinances including defensible space ordinance, ordinance requiring good faith effort for local hiring on public works projects, inclusionary housing ordinance, amendments to cannabis regulations to allow on-site consumption, amendments to shared mobility device ordinance to require parking corrals, amendments to refuse and garbage ordinance to implement 3-cart system, and electric vehicle parking ordinance.

3. Assisted with drafting and negotiating contracts including purchase and sale agreement and predevelopment loan/development agreement with affordable housing developer for project at 3900- 3908 Lake Tahoe Boulevard and agreement with Barton Health for opioid use disorder services.

4. Finalized ADA Transition Plan Update.

5. Developed and implemented Gun Violence Restraining Order program and process.

6. Assisted with negotiations and drafting of new Memoranda of Understanding with employee bargaining units.

7. Assisted City Council with outreach and analysis of whether to pursue charter city status and whether to pursue revenue ballot measure in November 2024.

8. Prepared ballot title and summary, impartial analysis, and Elections Code section 9212 report for vacancy tax citizens initiative.

9. Assisted staff to prepare application to El Dorado LAFCO for annexation of cleanup parcels.

FY 2024/25 Department Goals and Objectives

1. Work with City Manager and staff to prepare application to El Dorado LAFCO to annex Heavenly Cal Base area into the City.

2. Assist staff in creating transit Joint Powers Authority with El Dorado County.

3. Assist staff in determining feasibility of creating or joining Community Choice Aggregator.

4. Draft and negotiation Memorandum of Understanding with California Tahoe Conservancy regarding Motel 6 property.

5. Work with staff and outside counsel to get health and safety receiver appointed to Sunray property.

6. Resolve Measure T lawsuit favorably in trial court upon remand.

7. Select and award contract to third-party administrator for workers compensation.

Performance Measures
Strategic Priority 1.1: Broadband For All
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete NeoConnect contract to expand broadband
infrastructure, to connect to regional broadband
infrastructure, to secure funding to assist in the
implementation of broadband infrastructure, and to
update the City's "dig once" policy.
100% 75% 100%
Strategic Priority 1.2: Mid-Town Revitalization
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete the new Recreation and Swim Center
Complex, and in the meantime, maintain the current
complex for resident use.
25% 25% 90%

86 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Strategic Priority 1.3: Housing
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Proactively work with an affordable housing developer
and partner agencies to develop affordable and/or
workforce housing at 3900 Lake Tahoe Boulevard.
20% 20% 50%
Establish a local discretionary funding source to leverage access to and increase competitiveness for outside
funds, and implement Council direction to conduct
outreach to analyze vacancy tax and transient occupancy tax funding sources.
50% 100% n/a
Analyze and develop positions on agency regulations
that impact the City’s ability to develop affordable
housing: such as TAUs for VHRs, height, density, ADU
rules (Bonus Unit), affordable by design codes and sewer units.
n/a n/a 30%
Investigate the development of a regulatory framework
for developing an "Employee Housing Bill of Rights
Program," which includes best practices where housing
is tied to the employer and which supports seasonal
workers.
50% 100% n/a
Strategic Priority 1.4: Transportation
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Evaluate option to develop a local revenue source to
support transportation projects. 100% 100% n/a
Evaluate feasibility of transit system run by the City. 100% 75% 100% Strategic Priority 1.5: Carbon Neutrality and Grid Reliability Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Evaluate feasibility and cost implications of creating a municipal owned utility. 33% 0% 33%
Strategic Priority 2.3: Connectivity
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Explore regulatory options for public access and
easements to beaches below the high water mark and
clarify rules with the State Lands Commission.
50% 30% 50%
Strategic Priority 3.4: Waste Management and Stewardship Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Include "bear proof" trash containers in franchise
agreement with South Tahoe Refuse. 100% 100% n/a

87 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Strategic Priority 4.3: Resident Retention and Workforce Development Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Implement Classification and Compensation Study. 100% 100% n/a Strategic Priority 5.1: Public Safety
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Develop Gun Violence Restraining Order program in
coordination with El Dorado County Superior Court. 100% 100% n/a Strategic Priority 5.4: Local Control
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Revisit whether City should pursue charter city status. 100% 100% n/a Evaluate feasibility of annexing portions of
unincorporated El Dorado County. 100% 100% n/a

88 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Attorney
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 32,500 53,800 159,202 197,311 225,472 14% 28,161 Grants - - - - - - -
Transfers In - - - - - - -
Revenues Total 32,500 53,800 159,202 197,311 225,472 0.14 28,161 Expenditures
Personnel Services 568,493 675,768 720,497 780,203 882,482 13% 102,279 Contractual Services 112,619 363,617 455,554 422,311 344,133 -19% (78,178) Other Operating 855,621 1,272,808 1,404,937 2,050,376 2,695,676 31% 645,300 Capital Outlay 1,961 5,385 - 3,500 3,500 0% -
Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 1,538,694 2,317,578 2,580,988 3,256,390 3,925,791 21% 669,401 Net Rev (Exp) General Fund (1,506,194) (2,263,779) (2,421,786) (3,059,079) (3,700,319) Internal Service Fund
Revenues
Operating Revenues 1,769,924 1,836,810 2,431,616 2,191,473 2,479,755 13% 288,282 Grants - - - - - - -
Transfers In - - - - - - -
Revenues Total 1,769,924 1,836,810 2,431,616 2,191,473 2,479,755 13% 288,282 Expenditures
Personnel Services 1,219,063 1,476,892 1,236,210 1,619,507 1,959,989 21% 340,482 Contractual Services 119,695 129,997 153,538 170,000 155,000 -9% (15,000) Other Operating 198,042 214,627 256,305 323,966 283,966 -12% (40,000) Capital Outlay 6,398 3,604 3,712 3,800 3,800 0% -
Debt Service/Leases - - - - - - -
Transfers Out 30,000 70,000 74,200 74,200 77,000 4% 2,800 Expenditures Total 1,573,198 1,895,120 1,723,965 2,191,473 2,479,755 13% 288,282 Net Rev (Exp) Special Revenue Fund 196,726 (58,310) 707,650 - - FTE's 3 4 4 4 4 0%

89 Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

90 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Internal
Services

91 Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

92 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City Manager’s Office
Core Services
City Manager
100 01310
As a Council/Manager form of government, the South Lake Tahoe City Manager operates as CEO of the organization, carrying out the policies established by the City Council from which the organization functions. The City Manager’s role is to ensure the efficient, effective, and equitable day-to-day operations of the City and administration of the government and provide professional advice and counsel to the City Council on issues of importance to the community and those affecting government operations. The City Manager also prepares a budget for the Council’s consideration and provides direct supervision over all Department Directors and City Manager’s Office. Included in the South Lake Tahoe City Manager’s Office are the following divisions:

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

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

The City’s communications strategy ensures that residents and visitors have access to timely and reliable updates on all City matters. The Communication strategy also includes an integrated environment to promote civic engagement and participation. Staff leverages social media, traditional media, the City’s website, and other innovative platforms to inform and engage the public on citywide programs, policies, and priorities.

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

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

Sustainable South Lake Tahoe
100 01967
The purpose of the Sustainability program is to continue making and documenting progress on greenhouse gas reduction programs and projects. Specifically, the Sustainability Coordinator works across departments to advance

93 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA actions articulated in the 2020 Climate Action Plan; reduce solid and organic waste; and advance large, clean energy projects.

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

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

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

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

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.2: Mid-Town Revitalization
Goal 1.3: Housing
Goal 1.4: Transportation
Goal 1.5: Carbon Neutrality and Grid Reliability
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.3: Connectivity
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Goal 3.2: Inclusion and Diversity
Goal 3.4: Waste Management and Stewardship
Strategic Priority 4 - Economic Development
Goal 4.1: Economic Diversification Strategy
Goal 4.2: Support Development of a Regenerative Tourism Model Goal 4.3: Resident Retention and Workforce Development
Strategic Priority 5 - Core Services and High Performing Government Goal 5.1: Public Safety
Goal 5.2: Digital Government
Goal 5.3: Infrastructure and Maintenance
Goal 5.4: Local Control
Goal 5.5: Fiscal Sustainability, Resiliency and Transparency

94 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA FY 2023/24 Department Accomplishments

1. Implementation of a citywide ban on single-use plastic water bottles. New water bottle refill stations installed. Expanded residential and commercial organics collection, including the school district. 10-year contract with electric vehicle charging vendor signed.

2. Conducted the National Community Survey to gage community sentiment.

3. Conducted the Participatory Budgeting Survey requesting public input on allocation of $2m from excess reserves.

4. Prepared a Strategic Plan implementation tracking dashboard for transparency and public information.

5. Created a vacant and underutilized sites inventory.

6. Provided continuous public information about City initiatives, events, and incidents.

FY 2024/25 Department Goals and Objectives

1. Progress on Climate Action Plan implementation and EV charger installation in particular.

2. Identify a feasible approach to development of the Chateau site.

3. Evaluate city-wide parking management strategies, including potential expansion of paid parking, reduction of parking requirements, residential parking permits and transit promotion, form the South Shore Transit JPA.

4. Complete the website redesign.

5. Update the Strategic Plan.

Performance Measures
Strategic Priority 1.1: Broadband For All
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Solicit proposals on Citywide broadband public/private
initiative. 100% 100% n/a
Strategic Priority 1.2: Mid-Town Revitalization
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete Recreation and Swim complex, Phase 2. 50% 50% 90% Strategic Priority 1.3: Housing
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete Sugar Pine Village, Phase 1A and 1B. 90% 90% 100% Establish a local discretionary funding source. 50% 50% Ongoing Employee Housing Bill of Rights Program. 50% 80% 100%
Investigate feasibility of programs for affordable rents. 10% 50% 100% Strategic Priority 1.4: Transportation
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Local revenue source for transportation. 100% 10% 30%
Continue to invest in South Shore Transit Management
Association. 100% 100% 100%
Evaluation of Citywide parking strategy. 100% 0% 100%

95 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Transit system run by the City. 100% 50% 100%
Strategic Priority 1.5: Carbon Neutrality and Grid Reliability Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Support the position of a CivicSpark Fellow 100% 100% 100% Work with community partners to achieve 50% local,
renewable energy for all entities by 2025. 20% Ongoing Ongoing Evaluate the feasibility of creating a municipally owned utility. 33% 10% 50%
Work with Liberty Utilities on MOU and customer
programs. Ongoing Ongoing Ongoing
Strategic Priority 2.3: Connectivity
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Develop a communications strategy to promote biking as
a way of life in the South Lake Tahoe community. 100% 100% Ongoing Present options for increasing access to beaches below
high water mark. 100% 0% 100%
Strategic Priority 3.2: Inclusion and Diversity
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Incorporate equity and inclusion in recruitment. Ongoing Ongoing Ongoing Equity, inclusion and unconscious bias training. Ongoing Ongoing Ongoing Strategic Priority 3.3: Arts and Culture Program
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Work with Arts, Culture and Tourism commission to
develop a "racial equity statement." 100% 100% n/a
Strategic Priority 3.4: Waste Management and Stewardship Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Number of businesses directly educated about single use plastic water bottle ban. 50% 100% Ongoing
New Franchise Agreement with STR requiring "bear proof" trash containers. 100% 100% n/a
Meet with STR to evaluate possible expansion of
residential food waste programs. Annual Annual Annual

96 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Strategic Priority 4.1: Economic Diversification Strategy Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Present summary of vacant/underutilized properties in the Lakeview to Lakeside, and the "Y" areas, including
prioritized list of property owners to work on
redevelopment.
100% 100% n/a
Explore a focused pedestrian oriented sustainable tourism destination in South Lake Tahoe called the "Lake District" from Lakeview to Lakeside
n/a n/a 50%
Strategic Priority 4.2: Support Development of a Regenerative Tourism Model Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Transit Mobility Hub at the "Y". n/a n/a 20%
"Hole in the Ground" development facilitated. 50% 5% 60% Strategic Priority 4.3: Resident Retention and Workforce Development Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Scholarships/grants and paid internships/apprenticeships for the local workforce. n/a 20% 50%
Develop City incentives system for hiring local. 100% 0% 100% Work with partners to implement sustainable green
industry jobs. 20% 0% 20%
Develop career pipeline to the city. Ongoing Ongoing Ongoing Implement City Classification and Compensation study. 100% 100% n/a Strategic Priority 5.1: Public Safety
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Ensure police, fire, snow removal operations receive
adequate funding to provide exceptional service to our
community.
100% 100% 100%
Monthly "Meet with the Mayor" events (and other
outreach/training events). 100% 100% 100%
Strategic Priority 5.2: Digital Government
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Update or revamp City website, including mobilefriendliness. n/a 15% 100% Strategic Priority 5.3: Infrastructure and Maintenance
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Develop Sustainable Capital Improvement Infrastructure
Projects. 100% 100% 100%

97 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Strategic Priority 5.4: Local Control
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Obtain public feedback in pursuing charter city status. 100% 100% n/a Analyze desirability and feasibility of annexation of
certain unincorporated areas of El Dorado County into
the City.
50% 50% 100%
Develop a strategy to improve the way the city
coordinates with Basin entities. Ongoing Ongoing Ongoing Department Goal 1: Support the City Council
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Support Mayor outreach opportunities (number of
events organized). 6 6 6
Host annual State of the City (number of events hosted). 1 1 1 Meet regularly with council members. Weekly Weekly
Ongoing
Weekly
Ongoing
Provide Strategic Priorities implementation plan
(number of reports provided). 1 1 1
Department Goal 2: Increase Public Engagement
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Increase social media platform engagement. 5% 10% 20%
Collaborate with federal, state, county, and local
delegations to effectively communicate the City’s
priorities.

Ongoing Ongoing Ongoing
Number of public service announcements produced to
improve the PEG channel. 3 6 6
Department Goal 3: Increase Employee Engagement
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Annual City Manager awards. Annual Annual Annual
Employee recognition events. 1 1 1

98 Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
City Manager’s Office
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues - - 41,386 - - - -
Grants - - - - - - -
Transfers In - 36,793 6,031 43,487 - 100% (43,487)
Revenues Total - 36,793 47,417 43,487 - - (43,487)
Expenditures
Personnel Services 845,743 1,040,189 1,224,411 1,389,619 1,838,813 32% 449,194 Contractual Services 87,709 128,501 281,319 472,456 349,000 -26% (123,456) Other Operating 66,874 98,536 125,078 167,472 178,552 7% 11,080 Capital Outlay 52,349 51,491 48,503 52,750 87,450 66% 34,700 Debt Service/Leases - - - - - - -
Transfers Out - 2,788 6,031 18,487 - -100% (18,487)
Expenditures Total 1,052,675 1,321,505 1,685,342 2,100,784 2,453,815 17% 353,031 Net Rev (Exp) General Fund (1,052,675) (1,284,712) (1,637,925) (2,057,297) (2,453,815) Special Revenue Fund
Revenues
Operating Revenues 81,407 75,157 84,333 90,000 84,000 -7% (6,000) Grants - - - - - - -
Transfers In 20,000 (540) 472 - 20,000 - 20,000
Revenues Total 101,407 74,617 84,805 90,000 104,000 16% 14,000 Expenditures
Personnel Services - - - - - - -
Contractual Services - - - - - - -
Other Operating - - 16,300 3,700 20,000 441% 16,300
Capital Outlay 10,182 - - 203,292 90,000 -56% (113,292) Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 10,182 - 16,300 206,992 110,000 -47% (96,992) Net Rev (Exp) Special Revenue Fund 91,225 74,617 68,505 (116,992) (6,000) Internal Service Fund
Revenues
Operating Revenues 3,300,200 3,441,336 3,493,372 4,644,630 4,815,125 4% 170,495 Grants - - - - - - -
Transfers In 30,000 50,200 55,200 51,300 45,000 -12% (6,300) Revenues Total 3,330,200 3,491,536 3,548,572 4,695,930 4,860,125 3% 164,195 Expenditures
Personnel Services 3,251,278 3,308,780 3,529,746 4,639,630 4,808,625 4% 168,995 Contractual Services 55,454 50,646 38,381 62,300 47,500 -24% (14,800) Other Operating 39 41 45 - - - -
Capital Outlay 4,144 4,004 3,966 4,000 4,000 0% -
Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 3,310,914 3,363,472 3,572,138 4,705,930 4,860,125 3% 154,195 Net Rev (Exp) Special Revenue Fund 19,285 128,064 (23,566) (10,000) - FTE's 5.5 6 6.75 7 8 14%

99 Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

100
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Finance Department
Core Services
The Finance Department is responsible for providing centralized professional support services to the City Council, City Manager and operating departments assisting them in making sound financial and organizational decisions that promote the fiscal sustainability of the City and its ability to provide services to the community as well as providing support to employees at all levels on a variety of issues.

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

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

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

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

Revenue Services Division
100 01730
The primary goal of the Revenue Services Division is to manage the City’s revenues. Major responsibilities of the division are monitoring and collection of Transient Occupancy Tax (TOT) from approximately 120 hotels/motels, around 400 vacation homes rented by individual property owners that include hosted rentals, shared and qualified VHRs, and 33 property management companies. The division collects Business Tax from over 3,800 businesses.

Staff is also responsible for bank deposits, city-wide accounts receivable processing, revenue audits, delinquency collections, and economic development loan collections. The division also provides Cash/Treasury management including banking and investment transactions to ensure availability of city funds when needed. In addition, the division provides revenue collection and disbursement services, and financial reporting for several business improvement districts. The division annually updates the Master Fee Schedule in accordance with financial policies.

101
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Information Technology Division
100 01840
The Information Technology (IT) division provides computer services for all city departments; including police and fire. Services include network administration, internet, email, help desk, software and hardware support, technology purchases and installation, specialized programming, database administration, and training.

The IT Division supports approximately 3 virtualized data centers, 250 computers and laptops, 200 mobile devices, 30 patrol cars with mobile data computers (MDCs) with In-Car-Video (ICV) equipment, 130 printers/faxes/plotters, 20 scanners, over 50 surveillance cameras, body-camera data, a wide variety of networking equipment (firewalls, routers, and switches), and over 3000 software instances annually. These servers, computers and other equipment, and software are located throughout the city in 18 physical locations connected with a fiber back-bone. Support is also provided for a variety of audio/video and presentation equipment in the Council Chambers and other conference rooms. Staff is also responsible for the encrypted access control systems for the Police Department and the Airport - these systems control, monitor and log entry and egress to all doors and gates. These systems are slowly being expanded to cover all city facilities.

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

The Finance Department is responsible for the management of the Parking Authority Debt Service. The Parking Garage’s daily operations are managed by the Police Department.

City-wide Strategic Priorities Supported
Finance department supports all strategic priorities, but dedicates most of its work to the following:

Strategic Priority 5 - Core Services & High-Performing Government Goal 5.2: Digital Government
Goal 5.3: Infrastructure & Maintenance
Goal 5.5: Fiscal Sustainability, Resiliency and Transparency FY 2023/24 Department Accomplishments

1. Applied for and received the Distinguished Budget Presentation Award for FY 2023/24 and the Certificate of Achievement for Excellence in Financial Reporting for FY 2022/23 from the Government Finance Officers Association (GFOA).

2. Completed an annual update of the City’s Financial Policies .

3. Provided financial reporting to Measure P TOT Oversight Committee.

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

5. Provided Five Year Financial Plan Update to City Council in March and August 2024.

6. Upgraded CommunityPLUS software to the new HdL Prime Cloud.

7. Completed a comprehensive inventory of the City’s fixed assets listing.

8. Implemented Classification and Compensation Study and new MOUs through Payroll.

9. Completed the Parking Garage bond debt early pay-off in January 2024.

10. Applied for 22 grants totaling over $7.7 million and has received to date 19 awards in the amount of $6,799,298 with one proposal currently under review totaling $687,245. Two proposals in the amount of $230,000 were denied.

11. 3,000+ IT helpdesk tickets closed.

102
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA

12. Vastly improved cyber security posture with comprehensive cybersecurity policy.

13. Implemented end user cyber security training program.

14. Implemented IT cybersecurity compliance reporting program.

15. Implemented SMS capture system and improve data governance systems for all City data.

16. Consolidated dozens of software packages reducing redundancy and waste.

17. Implemented a ‘best practice’ strategy across all IT operations.

18. Improved datacenter security and fault tolerance.

19. Added new network nodes and Wi-Fi access at several locations.

20. Further reduced number of physical servers.

21. Improved network resiliency.

22. Completed and passed network penetration tests.

23. Decommissioned old domain as much as possible until new finance system is in place.

24. Roll out of new planning and permitting software suite – in progress.

25. Roll out of new TOT and business licensing platform.

26. Upgraded PD data center and provided a video surveillance storage solution for all city cameras.

27. Established data disaster recovery site for all critical public safety workloads.

28. Full inventory of IT assets.

FY 2024/25 Department Goals and Objective

1. Provide exceptional services internally and to the public.

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

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

4. Complete upgrade of One Solution Software to new version.

5. Conduct User Fees study.

6. Perform regular cyber security tabletop exercises alongside other local and state agencies.

7. Regularly test backups and cybersecurity readiness.

8. Further improve fault tolerance across of all data centers.

9. VOIP system to replace City copper phone system.

10. Explore software and processes efficiencies to reduce administrative overhead.

11. Continue to create efficiencies through technology.

12. Continue audit and consolidation of data centers, file systems, directories, and software packages to reduce overhead.

13. Update access control system at Airport.

103
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Performance Measures
Strategic Priority 5.2: Digital Government
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
CommunityPLUS software upgraded. 100% 100% n/a
IT Strategic Plan completed and implemented. 100% 80% 100% IT equipment is kept at current industry standards. 100% 95% 100% Strategic Priority 5.5: Fiscal Sustainability and Transparency Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Publish Annual Comprehensive Financial Report no later
than 180 days following fiscal year end. ≤ 180 days 199 days ≤ 180 days Publish Budget document no later than 90 days following the budget adoption. ≤ 90 days 90 days ≤ 90 days
Complete month closing within 30 days of month end. 100% 93% 100% Maintain solid financial practices and a “clean”
unqualified opinion. 100% 100% 100%
Departmental Goal 1: Provide Exceptional Services Internally and to the Public Output Measure
2023/2024
Actual
2023/2024
Actual to date
2024/2025
Projected
Number of Business Licenses Issued Pending Pending 3800 Number of New Business Licenses Issued Pending Pending 500 Number of TOT Transactions Processed Pending Pending 4200

104
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Finance Department
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 43,787,371 46,302,745 49,116,096 48,893,612 50,033,612 2% 1,140,000 Grants - - - - - - -
Transfers In 81,764 81,734 91,123 310,305 80,685 -74% (229,620) Revenues Total 43,869,135 46,384,479 49,207,219 49,203,917 50,114,297 2% 910,380 Expenditures
Personnel Services 1,730,018 1,623,346 1,730,060 1,897,066 2,024,996 7% 127,930 Contractual Services 286,947 337,355 380,300 614,597 399,025 -35% (215,572) Other Operating 160,923 186,639 184,912 190,330 208,155 9% 17,825 Capital Outlay 248,522 232,610 252,788 500,040 368,000 -26% (132,040) Debt Service/Leases - - - - - - -
Transfers Out - - - - - - -
Expenditures Total 2,426,411 2,379,951 2,548,060 3,202,033 3,000,176 -6% (201,857) Net Rev (Exp) General Fund 41,442,725 44,004,528 46,659,159 46,001,884 47,114,121 Enterprise Fund - Parking Garage
Revenues
Operating Revenues 5,105 27,621 208,577 45,000 - -100% (45,000) Grants - - - - - - -
Transfers In 330,000 330,000 330,000 330,000 330,000 0% - Revenues Total 335,105 357,621 538,577 375,000 330,000 -12% (45,000) Expenditures
Personnel Services - - - - - - -
Contractual Services 1,238 1,513 3,800 - - - -
Other Operating - - - - - - -
Capital Outlay - - - - - - -
Debt Service/Leases* 301,867 291,913 280,742 5,834,213 - -100% (5,834,213) Transfers Out - - - - - - -
Expenditures Total 303,104 293,425 284,542 5,834,213 - -100% (5,834,213) Net Rev (Exp) Enterprise Fund - P. Garage 32,001 64,196 254,036 (5,459,213) 330,000 FTE's 12.25 12 12 12 12 0%
*Principal Payments are not included in the P&L, they are a reduction of liability in the Balance Sheet

105
Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

106
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Non-Departmental
Core Services
100 01951 – Non-Departmental
100 01952 – Emergency Preparedness
100 01953 – Community Marketing
100 01956 – General Fund Transfers In/Out
100 01958 – Rents & Leases
101 01951 – PERS Savings
102 01511 – Measure S Sales Tax
263 09110 – TOT Revenue Fund
264 01952 – Local Fiscal Recovery / ARPA
401 01910 – City Debt Service
401 08220 – City Debt Service Other Debt
The non-departmental budget provides a financial reporting and budgeting section to account for all General Fund monies transferred to other funds, as well as to monitor disbursement of monies for general purpose items not specific to any one department. These disbursements include: City Administrative office rent, retirement payouts, rentals and leases of equipment used by all departments, City’s debt service payments, cost of Animal Control Services provided by El Dorado County, LAFCO fees, portion of PADMA cost for the maintenance of Park Avenue area, Community Marketing, disbursements to Contract Agencies, and other specific types of expenditures that have no ongoing activities or projects.

Measure S Sales Tax
102 01511
On July 14th, 2020 the South Lake Tahoe City Council unanimously placed Measure S, the South Lake Tahoe Fire Protection, Emergency Response, City Services Measure, on the November 2020 ballot. 63.73% of the Voters in the 2020 election approved Measure S, allowing for the collection of a one percent sales tax that is estimated to generate over $6 million in local funding. Following passage of the measure, collection of the tax began on April 1, 2021. The City began receiving revenue from the tax in June of 2021.

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

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

Department of the Treasury to states, counties, metropolitan cities, and small cities with population under 50,000 (referred to as non-entitlement units (NEUs) of local government). As NEU, the City of South Lake Tahoe was allocated $5,309,994. This amount was received in two tranches, in 2021 and 2022. In FY 2021/22, a total of $2.5 million was appropriated for several projects including $500,000 for Long Term Rental Incentive Pilot Program, $400,000 for Broadband Study and Deployment, $377,500 for Small Business Sustainability (SBS) Loan Forgiveness, and $300,000 for South Tahoe Public Utility District Fire Hydrants. In FY 2022/23, $2.7 million was appropriated towards the new Multi-Generational Recreation and Aquatics Center construction project.

107
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Non-Departmental
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund (incl. Measure S) FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 3,345,490 7,138,408 8,238,512 7,630,000 7,854,000 3% 224,000 Grants - - - - - - -
Other Financing Sources 373,242 953,398 398,427 113,706 113,000 -1% (706) Revenues Total 3,718,732 8,091,806 8,636,939 7,743,706 7,967,000 3% 223,294 Expenditures
Personnel Services 2,284,065 2,630,071 2,549,936 2,972,829 2,850,001 -4% (122,828) Contractual Services 1,055,430 903,419 1,250,000 1,549,814 1,253,529 -19% (296,285) Other Operating 898,832 957,350 770,285 1,291,253 793,462 -39% (497,791) Capital Outlay - - 1,114,556 1,001,000 - -100% (1,001,000) Transfers Out 11,103,532 19,190,652 16,429,406 20,416,212 13,726,870 -33% (6,689,342) Expenditures Total 15,341,858 23,681,492 22,114,183 27,231,108 18,623,862 -32% (8,607,246) Net Rev (Exp) General Fund (11,623,127) (15,589,686) (13,477,244) (19,487,402) (10,656,862) Special Revenue Fund
Revenues
Operating Revenues 2,900 (26,067) 60,123 20,000 40,000 100% 20,000 Grants - 5,309,994 - - - - -
Transfers In 800,000 1,000,000 200,000 200,000 - -100% (200,000) Revenues Total 802,900 6,283,927 260,123 220,000 40,000 -82% (180,000) Expenditures
Transfers Out 406,000 6,376,994 - - - - -
Expenditures Total 406,000 6,376,994 - - - - -
Net Rev (Exp) Special Rev. Fund 396,900 (93,067) 260,123 220,000 40,000 Debt Service Fund
Revenues
Operating Revenues 45 1,365 43,938 5,000 600,000 11900% 595,000 Transfers In 3,347,643 3,864,746 61,380,127 8,114,774 7,783,414 -4% (331,360) Revenues Total 3,347,688 3,866,111 61,424,065 8,119,774 8,383,414 3% 263,640 Expenditures
Contractual Services 17,855 68,533 24,258 39,400 24,550 -38% (14,850) Debt Service/Leases 3,857,391 3,837,455 4,360,100 8,156,818 7,951,562 -3% (205,256) Transfers Out - - - 56,166,967 54,706,157 - (1,460,810) Expenditures Total 3,875,247 3,905,988 4,384,358 64,363,185 62,682,269 -3% (1,680,916) Net Rev (Exp) Debt Service Fund (527,559) (39,877) 57,039,707 (56,243,411) (54,298,855) FTE's - - - - - 0%

108
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Business Improvement Districts
Core Services
Ski Run BID
280 01511
The Ski Run Business Improvement District is located on Ski Run Boulevard between Pioneer Trail and Lake Tahoe Blvd. Fees are collected with business tax payments for the purpose of supporting landscaping and snow removal expenses along the bike trail. Approximately 70 businesses/property owners are subject to fees in this program.

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

Revenues and Expenditures by Fund Type and Category
Business Improvement Districts
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
Special Revenue FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 3,178,026 3,086,677 3,132,367 3,112,500 3,125,000 0% 12,500 Transfers In 7,500 12,400 13,900 11,500 11,000 -4% (500) Revenues Total 3,185,526 3,099,077 3,146,267 3,124,000 3,136,000 0% 12,000 Expenditures
Contractual Services 3,134,541 3,052,053 3,081,980 3,100,000 3,080,880 -1% (19,120) Other Operating 19,327 22,417 23,922 23,000 24,000 4% 1,000 Transfers Out 31,658 30,817 31,069 31,000 31,120 0% 120 Expenditures Total 3,185,526 3,105,287 3,136,971 3,154,000 3,136,000 -1% (18,000) Net Rev (Exp) (0) (6,210) 9,296 (30,000) -
FTE's - - - - - 0%

109
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA South Tahoe Redevelopment Successor
Agency (STRSA)
Core Services
725 09220 – Redevelopment Obligation Retirement Private-Purpose Trust Fund In an effort to balance its budget, the State of California adopted ABx1 26 on June 28, 2011, which suspends all new redevelopment activities except for limited specified activities as of that date and dissolves redevelopment agencies effective October 1, 2011. The State simultaneously adopted ABx1 27 which allows redevelopment agencies to avoid dissolution by the City opting into an “alternative voluntary redevelopment program” requiring specified substantial annual contributions to local schools and special districts. However, in its December 29, 2011 decision the State Supreme Court upheld ABx1 26, but invalidated ABx1 27, and extended the date of dissolution to February 1, 2012.

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

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

Revenues and Expenditures by Fund Type and Category
South Tahoe Redevelopment Successor Agency
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
Trust & Custodial Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 4,887,291 4,220,973 6,012,626 5,257,356 5,746,226 9% 488,870 Transfers In 406,000 1,067,000 - - - - -
Revenues Total 5,293,291 5,287,973 6,012,626 5,257,356 5,746,226 9% 488,870 Expenditures
Contractual Services 125,080 97,717 112,206 130,000 130,000 0% - Capital Outlay 82,192 82,192 82,192 - - - -
Debt Service/Leases 2,571,712 2,449,912 2,322,212 5,097,356 5,100,906 0% 3,550 Transfers Out - - 35,989 30,000 321,019 970% 291,019
Expenditures Total 2,778,985 2,629,822 2,552,600 5,257,356 5,551,925 6% 294,569 Net Rev (Exp) 2,514,306 2,658,151 3,460,027 - 194,301
FTE's - - - - - 0%

110
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Custodial Funds and Other CFD Funds
Core Services
707 01962 – Park Avenue CFD
708 01963 – Parent/School Partnership
711 01965 – Bijou ECP CFD
712 01973 – Harrison Avenue CFD
There are many financial relationships that may exist between a city and the public or other organizations that require special accounting treatment by the city in a fiduciary or custodial fund (formerly agency fund). These relationships and conditions are usually governed by ordinances, statutes, regulations, trust indenture agreements or other contractual arrangements. The following excerpts from GAAFR are provided to explain the various types of fiduciary and custodial funds and their related accounting treatment:

Pension (and other employee benefit) trust funds. Pension and other employee benefit trust funds are used to report the government’s and its component units’ fiduciary assets that are held in a GASB PEB trust fund or in a GASB other fiduciary trust, which is used to administer employee benefits for the benefit of members of the respective plans.

Investment trust funds. Investment trust funds are used to report external investment pools and individual investment accounts. If the reporting government participates in an investment pool it sponsors, the portion of the pool’s assets belonging to the sponsoring government must be excluded from the amount reported in the investment trust fund and reported in the appropriate governmental or proprietary fund(s). To qualify as an investment trust fund, the assets must be administered through a GASB other fiduciary trust.

Private-purpose trust funds. Private-purpose trust funds are used to account for all assets held in a GASB other fiduciary trust that are neither pension (and other employee benefit) trust funds nor investment trust funds.

Custodial funds. Custodial funds are used to report all fiduciary activities that are not held in one of the three types of fiduciary trust funds, except for those business-type entities and enterprise funds that are eligible and elect to use the business-type activity exception. Specifically, the authoritative financial reporting literature allows that if a business-type entity or an enterprise fund has assets that meet the criteria to be reported as a custodial fund, the assets may nonetheless be reported in the enterprise fund, as an asset with a corresponding liability in the enterprise fund’s statement of net position. In order to qualify for this exception, the assets, upon receipt, must be expected to be held for three months or less. If a government sponsors an investment pool and the pool assets are not held in an investment trust, the assets would be reported in a custodial fund. Similarly, if a government is holding assets on behalf of another government for pension or OPEB benefits, and those assets are not in a qualifying trust, the use of a custodial fund would be appropriate.

Community Facility Districts
Community Facilities Districts (“CFDs”), also known as Mello-Roos Districts, are special tax districts that were created in 1982 through the Mello-Roos Community Facilities Act of 1982 as a means of obtaining additional public funding and financing for various services and infrastructural improvements in California by imposing special taxes on property. Two of the City’s CFDs were reported as Agency Funds prior to the implementation of GASB Statement No. 84, Fiduciary Activities. The new accounting standard changed the terminology of Agency funds to Custodial funds. In addition to the change in nomenclature, there is significant changes in accounting and reporting.

As a result, two of the City’s CFD funds, Bijou ECP CFD and Harrison Avenue CFD, previously reported as Agency funds under Fiduciary Activities, were classified as special revenue governmental funds during the GASB 84 implementation requiring the related accounting restatement in FY 2021 financial statements.

111
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Custodial Funds and Other Special Revenue CFD Funds
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
Custodial and Other CFDs FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 979,353 987,898 1,139,957 1,013,700 1,059,100 4% 45,400 Revenues Total 979,353 987,898 1,139,957 1,013,700 1,059,100 4% 45,400 Expenditures
Contractual Services 33,687 34,161 40,422 33,350 37,400 12% 4,050 Other Operating 3,519 7,056 11,833 58,000 60,500 4% 2,500 Debt Service/Leases 509,909 508,853 506,819 504,219 505,706 0% 1,487 Transfers Out 403,000 403,000 403,000 403,365 404,565 0% 1,200 Expenditures Total 950,115 953,071 962,074 998,934 1,008,171 1% 9,237 Net Rev (Exp) 29,238 34,828 177,884 14,766 50,929
FTE's - - - - - 0%
* Actual amounts w ere adjusted due to removal of the Retiree Health trust account not administered by the City.

112
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA

113
Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

114
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Police Department
Core Services
The City of South Lake Tahoe Police Department is a full-service general law enforcement organization. The Police Department serves a permanent population of approximately 22,000. The community is a tourist resort destination consistently inflating the functional population to 100,000 on weekends and holidays. The Police Department also manages the Joint Dispatch Center which is classified as a Public Safety Answering Point (PSAP) for the County and State of California. The Joint Dispatch Center provides public safety dispatching services to the Police Department, City Fire Department, Lake Valley Fire Protection District, Fallen Leaf Fire Department, along with contracted services to Cal Tahoe Joint Powers Authority (JPA) Ambulance Services.

The Department provides the following programs/services:
• Uniform Patrol
o Canine Unit
o Traffic Enforcement Unit (motor)
o South Tahoe Alternative Collaborative Services (STACS) Officer (Homeless/Mental Health) o Crisis Response Unit
 Crisis Negotiation Team
 SWAT
o School Resource Officer
o Police Boat Safety Program (State Grant/Vessel Tax Funded) o Reserve Officer/ Annuitant Program
• Detectives
o Homicide
o Sexual Assault
o Child Abuse Crimes
 Physical
 Sexual
 Internet crimes against children
 Child sexual abuse material
o Domestic Violence
o Property Crimes
 Theft
 Fraud
 Internet Crimes
o Cannabis Control Officer
o High Tech Investigation
o Crime Scene Investigation
o Evidence/Property
o Background Investigation
• Joint Dispatch Center
o South Lake Tahoe Police Department (SLTPD) Police
o South Lake Tahoe Fire Rescue (SLTFR)
o CalFire Station 5
o Fallen Leaf Lake Fire Department
o Lake Valley Fire Department
o Cal Tahoe Ambulance
• Community Service Officers
o Vacation Home Rentals (VHRs) Enforcement
o Code Enforcement
o Nuisance Abatement

115
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA o Parking Enforcement (Heavenly Village, Transit Way/Bellamy Ct., citywide) o Parking Garage Operations
o Vehicle Abatement
o Graffiti Abatement Reporting and Volunteer Program
o Radar Trailer Deployment
o Lime/Byrd Scooter Compliance
o Heavenly Residential Parking Permit Program
• Police Records
o Public Records Request
o Criminal Case Management
o Sex Offender Registration
o Front Office Public Contact
o CLETS/CIBRS/DOJ Compliance
o Records Retention Processes
Administration
100 02110
The Administrative Division is responsible for the overarching leadership and management of the Police Department i.e. policy, budget, recruitment, payroll, training, travel, State mandate compliance. The Administration Division is currently staffed with the Chief of Police, and Administrative Lieutenant and an Administrative Assistant.

An Administrative Lieutenant, funded through Measure S Sales Tax assists with new State Law mandates, Policy Manual updates, Internal Affairs investigations, Mandate Reimbursement, Police Records, training compliance, and other duties.

Operations
100 02120
The Operations Division encompasses the basic patrol functions of the police department. During this coming fiscal year, the division will consist of 27 patrol officers. This includes one (1) traffic (motor) officer, two (2) canine officers (one to be filled in 2024/2025), one (1) School Resource Officer assigned to South Tahoe High school (paid in part by the Lake Tahoe Unified School District), and one (1) officer assigned to the STACS program. In addition to the line level staff, this division has three (4) Reserve Officers (Part time Marine Unit Officers and Background Investigators), Five (5) Patrol Sergeants, and one (1) Operations Lieutenant.

Note: At the time of this report 1 of the 41 Sworn Officer positions is off work for long-term injuries. In addition, there is one Officer is off on long term military leave in an unfunded position. Three officers will have graduated from the police academy this year and entered their probationary period in training.

The main service provided by this division is uniformed patrol. In addition to patrol level functions, this division develops, manages, plans and executes special events, a canine program, field training program, officer-in-charge program, bike patrol, the marine officer program, crisis negotiations, SWAT, STACS, traffic unit, the majority of inhouse training, and a reserve officer program.

Joint Dispatch
100 02160
The Joint Dispatch account handles all costs associated with the dispatch center located in the Police Department.

This includes radio equipment failure and upkeep as well as mobile and satellite emergency communications. The Joint Dispatch Center handles incoming emergency, non-emergency, and informational phone calls while providing dispatch services to the City Police Department, the City Fire Department, Lake Valley Fire Department, Fallen Leaf Fire, and Cal Tahoe JPA Ambulance Service.

116
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA The Dispatch Center is currently allocated (1) Full-time Dispatch Supervisor, (9) Full-time Public Safety Dispatchers.

At the time of this update, we currently employ 7 of 9 full-time dispatchers with candidates currently in background.

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

The Detective Division in staffed with one (1) lieutenant, one (1) Detective Sergeant, five (5) investigative detectives, one (1) Cannabis Investigator, and two (2) forensic evidence technicians, of which one position is currently vacant.

While a smaller unit of the police department, the detective division is the funnel through which all crimes sift before being prosecuted. This division can commit significant resources to high-toll person crimes such as homicide, sexual assault, child sexual exploitation, as well as such crimes addressing domestic violence and theft.

The Evidence Unit functions under the support division with the majority evidence coming from patrol. The Evidence Technicians have specialized training that allows them to apply forensic tools, methods, and processes to develop leads and suspects in crime(s) otherwise yet to be resolved.

The Records Division is staffed with one (1) records supervisor and two (2) records technicians. This division is responsible for moving criminal cases to prosecution acting as the criminal case portal to the prosecutor’s office.

This division handles new state mandates related to case and incident reporting requirements as well as innumerable requests for public records. Aside from criminal cases, Records handles report releases and public records requests.

AB3229 COPS Grant
231 02110
COPS grant funds are used for paying officer overtime for projects associated with Community Policing Programs.

Funds have also been used for training and supplies as they relate to community matters. The requirements for this fund are broad and allow for discretion on our part, based on the suitability of the expenditure as long as the expenditure of funds is not supplanting the general fund.

Proposition 172 Safety Sales Tax
232 02110
Safety Sales Tax revenues provide funds to supplement equipment purchases and technical support including new police vehicles, a required new computer server, and one-time equipment purchases such as the mobile shooting range. These revenues may also be used to purchase other large expenditure items such as a replacement of the police boat purchased in 2016.

OTHER POLICE PROGRAMS
Police Certified Training (POST)
100 02150
The State of California through POST provides reimbursement for some law enforcement training. The Police Department actively sends officers, supervisors, and other qualifying non-sworn personnel to POST training. The majority of sworn officer and dispatcher training is reimbursed through POST, however, there is often a cost sharing component. Additionally, not all POST approved training is POST reimbursable.

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Police Vehicle Replacement
211 02110
This program provides the budget resources to purchase vehicles by supporting either outright purchases or debt service and lease programs needed for acquisition. This program is funded through transfers in from the Safety Sales Tax account.

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

DUI/Traffic Safety Grant
229 02110
The OTS (Office of Traffic Safety) grant is an enforcement and assistance program funded through the California Office of Traffic Safety and the National Highway Traffic Safety Administration (NHTSA). OTS provides funding for overtime and special enforcement details related to traffic safety including but not limited to; DUI saturation patrols and checkpoints, motorcycle enforcement, bicycle and pedestrian safety enforcement, and Primary Collision Factor (PCF) enforcement. The grant also funds advanced officer trainings to include SFST- Standard Field Sobriety Testing, ARIDE- Advanced Roadside Impaired Driver Enforcement, and DRE- Drug Recognition Expert.

The South Lake Tahoe Police received the OTS Grant for the fiscal year 23/24 while the fiscal year 24/25 is pending.

ABC Grant
229 02112
The ABC Grant is an enforcement and assistance program funded through the State Department of Alcohol and Beverage Control. ABC works with law enforcement agencies to help aide in eliminating the crime and public nuisance associated with alcohol beverages by providing funds to assist with additional enforcement including minor decoy, shoulder tap, and plain clothes enforcement operations. We did not receive this grant for the 24/25 grant cycle; however, we will apply again for budget year 2025/2026.

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

Asset forfeiture money must meet qualifying criteria to be eligible for transfer to the police department.

118
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Asset Forfeitures – Treas. Fund
235 02110
Asset forfeiture funds are received as a result of criminal assets being seized. These funds are used for contract services, equipment, training, and special police investigations. These funds are one-time monies; the amount and frequency of these funds are not guaranteed. Allocating these funds is carefully thought out prior to expenditure.

Asset forfeiture money must meet qualifying criteria to be eligible for transfer to the police department.

Boat Patrol Grant
237 02110
The Boat Patrol provides law enforcement services to the open waters and harbor area of the city of South Lake Tahoe and mutual aid to surrounding jurisdictions that share a boundary of Lake Tahoe. The boat officers receive supplemental specialized training specific to this assignment. Funding for the Police Boat Patrol program varies from year to year. Some of the services provided by our boat patrol include:
• Law enforcement patrol
• Lake-wide outside agency assist
• Rescue/recovery operations
• Crime prevention
• General law enforcement investigations
• Vessel assist
• Vessel collision investigation
• Boater Education
Law Enforcement Specialized Unit Grant
238 02110
This program funds a collaborative effort between the SLTPD and Live Violence Free to use an integrated community-oriented approach to address domestic violence. The detective provides investigative expertise of criminal cases and works with an Advocate from Live Violence Free assigned to a Domestic Violence Response Team.

This program provided funds for Live Violence Free to provide advocacy, support, assistance, and outreach to victims of Domestic Violence. In addition, a portion of these funds accompanied by matching funds are applied towards the salary and benefits of one Police Detective (FTE) as well as nominal DV related overtime expenses generated by the PD Joint Dispatch Center. Dispatchers are responsible for fielding calls from victims and facilitating police and medical emergency response. Additionally, dispatch may summon or refer advocacy services for domestic violence and/or sexual assault victims. Funding for this grant expires on 12/31/2024. We intend to reapply for this grant should it be available for the calendar year 2025.

Opioid Abatement Program
290 02110
The Opioid Abatement Program is funded by Opioid Settlement Funds. Money from these funds can only be used for Opioid Remediation such as care, treatment, and other programs that address the misuse and abuse of opioid products, treat or mitigate opioid use or related disorders, and mitigation of other alleged effects of the opioid epidemic. The funds in this program may only be used for Core Strategies and Approved Uses. California has identified six High Impact Abatement Activities on which at least 50% of the funds must be spent.

Law Enforcement expenditure of these funds must fall into one of seven categories; education, diversion, overdose response, naloxone purchase and distribution, correction treatment and transition, drug takebacks, and opioid wellness for first responders.

119
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA SLTPD has partnered with Barton Memorial Hospital to identify best practice evidence-based uses for this grant within the identified Core Strategies, Approved Uses, and High Impact Abatement Activities to mitigate opioid abuse.

COMMUNITY SERVICES OFFICE (CSO) DIVISION
Code Enforcement
100 02140
The Community Services Office is staffed with (1) Full time Community Service Supervisor, one (1) Full time Administrative Assistant, one (1) Full time Code Compliance Investigator, Four (4) Full time Community Services Officers (of which three positions are filled) handling Code Enforcement, Nuisance Abatement, Vacation Home Rental Enforcement and Vehicle Abatement. This division also has four (4) Parking Ambassadors (of which three positions are filled).

This division sees consistent employee turnover as it acts as a developmental pipeline for local workforce and employee retention.

This account was established for 2015-16 budget to consolidate four Parking Management Programs and one Community Code Enforcement accounts. At that time, the City's paid parking program was dissolved; however, the function of parking enforcement remains for city-wide parking enforcement.

This account receives parking fines generated from contractual enforcement obligations at Crescent V (Village Center shopping center) as well as fines from enforcement on Bellamy Court. Half of two Parking Ambassadors are funded from this citation revenue.

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

Over time the number of vacation homes has steadily grown and in response the City modified and created a set of policies and regulations to provide clarity for the processing or new applications, renewal of existing licenses, and notification of surrounding neighbors to ensure public participation, while maintaining the residential character.

The City implemented VHR regulations as modified by Measure T and closed VHR permits in residential zones.

Currently the City's Police Department reviews applications and issues permits pursuant to Measure T while the Development Services Department continues to conduct inspections.

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

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

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Parking – Bellamy Court
510 05440
This account was established in June of 2011 to provide support for the paid parking program on Transit Way and Bellamy Court. Net revenue from this program was identified to reduce the debt associated with the parking garage and now transferred to the General Fund. This parking management area has been expanded to include parking on both the east and west sides of Bellamy Court for a total of 62 spaces. 2023 saw the replacement of obsolete parking meters on Bellamy. Enforcement of parking on Bellamy Court is handled by the Parking Ambassadors.

Parking Garage Operations
520 05320
The City’s public parking garage provides over 400 parking spaces adjacent to Heavenly Village and The Gondola.

The garage has been improved to include automated payment capability and increased marketing. The Finance Department is responsible for the management of the Parking Authority. The Parking Garage’s daily operations were transferred to the Police Department with the Parking Management Program that was established in 2012.

Since then, the Police Department has been working to upgrade the garage both structurally and technologically.

Current projects at the parking garage include updating the Parking Access and Revenue Control System (PARCS) to make using the parking garage as frictionless as possible while diminishing lost revenue and adding an available space display. 2024-2025 should see the addition of new lighting and paint for safety and aesthetics.

Two FTE Parking Ambassadors are funded from this account. Half of two other Parking Ambassadors are funded from this account.

Clean Community
241 03801
Clean Community Program removes litter from highly visible locations along public roadways and in neighborhoods, issues notices for trash violations and provides education and special events including the annual Community Cleanup Day, Coastal Cleanup Day as well as Earth Day.

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

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.4: Transportation
Goal 1.5: Carbon Neutrality and Grid Reliability
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Goal 3.2: Inclusion and Diversity
Goal 3.4: Waste Management and Stewardship
Strategic Priority 4 - Economic Development
Goal 4.3: Resident retention and Workforce Development
Strategic Priority 5 - Core Services and Hight Performing Government Goal 5.1: Public Safety
Goal 5.2: Digital Government
Goal 5.3: Infrastructure and Maintenance

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA FY 2023/24 Department Accomplishments

1. Worked to address backlog of tracked training files.

2. Promoted additional Police LT.

3. Admin Division addressing storage and retention of historic police files.

4. Clinician working in field with STACS officer.

5. Hired two additional parking ambassadors.

6. Collaboration with Public Works to address structural issues in the parking garage.

7. Collaboration with Public Works to upgrade the PARCS system in the garage for frictionless experience.

FY 2024/25 Department Goals and Objective

1. Finalize and accept public safety radio system.

2. Full dispatch staffing.

3. Full sworn officer staffing.

4. Complete PD roof replacement and evidence ventilation system upgrade.

5. Complete and integrate PARCS system at parking garage.

6. Complete structural upgrades at parking garage, to include addition of lighting and paint.

7. Upgrade police department website and SM for better community engagement.

8. Continue to implement more robust succession planning, leadership, and mentoring processes.

9. Increase publicly visible police presence.

Performance Measures
Strategic Priority 3.1: Mental Health and Homelessness
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
STACS (South Tahoe Alternative Collaborative Services)
implemented. 100% 100% 100%
Department Goal 1: Bring the Police Department to Full Staffing Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Patrol division fully staffed. 100% 90% 100%
Dispatch Center fully staffed. 100% 78% 100%
Community Service Office Division fully staffed. 100% 75% 100% Parking Ambassadors fully staffed. 100% 75% 100%
Number of employees on temp injured status. 1 5 0
Number of vacancies unfilled - patrol, dispatch, CSO, PA. 0 5 0 Employees hired. 11 8 5
Department Goal 2: Complete Implementation of Records Management System Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
TIMS system online and historic training data uploaded. 100% 30% 100% Storage and retention of historic police files. 50% 50% 100% Department Goal 3: Complete Radio System Upgrade and Move to New System Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Public Safety Radio System replacement completed. 100% 95% 100%

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Department Goal 4: Full Implementation of Employee Wellness Program Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
PT Revolution participation (hours). n/a 109.5
Mindbase program online and utilization. 100% 100% 100% Department Goal 5: Complete Build Out of Parking Enforcement Program Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Parking Ambassador enforcement citywide. 100% 75% 100%
Department Goal 6: Develop GVRO Program
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
GVRO process and program developed with City
Attorney and Superior Court. Successfully used in
emergency case.
100% 100% 100%
Department Goal 7: Improve Police Department Social Media Engagement Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Increase Social Media followership. 10,000 17,500 20,000

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Revenues and Expenditures by Fund Type and Category
Public Safety - Police Department
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 1,423,211 1,622,766 2,268,823 2,104,112 2,370,112 13% 266,000 Other Financing Sources 484,545 96,489 358,318 645,240 496,066 -23% (149,174) Revenues Total 1,907,756 1,719,255 2,627,141 2,749,352 2,866,178 4% 116,826 Expenditures
Personnel Services 10,363,285 11,172,942 11,443,993 13,727,384 14,513,304 6% 785,920 Contractual Services 98,528 92,356 134,257 296,745 264,200 -11% (32,545) Other Operating 592,207 627,487 749,049 719,866 775,366 8% 55,500 Capital Outlay 127,813 279,218 509,237 465,618 202,020 -57% (263,598) Expenditures Total 11,181,833 12,172,003 12,836,536 15,209,613 15,754,890 4% 545,277 Net Rev (Exp) General Fund (9,274,077) (10,452,749) (10,209,395) (12,460,261) (12,888,712) Special Revenue Fund
Revenues
Operating Revenues 2,861,284 2,667,468 2,801,889 2,650,866 2,885,066 9% 234,200 Grants 366,723 379,706 375,747 336,709 263,754 -22% (72,955) Other Financing Sources 192,000 683,078 776,438 762,000 638,994 -16% (123,006) Revenues Total 3,420,007 3,730,252 3,954,074 3,749,575 3,787,814 1% 38,239 Expenditures
Personnel Services 1,435,524 1,087,481 938,738 1,106,598 1,047,242 -5% (59,356) Contractual Services 322,238 355,111 169,787 444,564 420,862 -5% (23,702) Other Operating 295,664 460,720 496,494 611,246 160,499 -74% (450,747) Capital Outlay 474,786 244,327 571,484 851,864 968,569 14% 116,705 Debt Service/Leases 2,697 4,430 - 2,000 2,000 0% -
Transfers Out 458,001 425,483 1,137,818 2,135,652 1,238,060 -42% (897,592) Expenditures Total 2,988,909 2,577,552 3,314,321 5,151,924 3,837,232 -26% (1,314,692) Net Rev (Exp) Special Revenue Fund 431,098 1,152,700 639,752 (1,402,349) (49,418) Enterprise Fund
Revenues
Operating Revenues 1,204,080 1,337,306 1,450,594 1,818,800 1,818,800 0% - Other Financing Sources - - 22,500 - - - -
Revenues Total 1,204,080 1,337,306 1,473,094 1,818,800 1,818,800 0% - Expenditures
Personnel Services 40,890 240,543 724,840 422,370 445,300 5% 22,930 Contractual Services 105,815 260,452 162,674 191,200 145,000 -24% (46,200) Other Operating 208,952 181,349 181,833 246,000 247,300 1% 1,300 Capital Outlay 207,680 194,952 231,703 997,130 621,000 -38% (376,130) Debt Service/Leases 52,097 52,279 59,504 69,500 70,000 1% 500 Transfers Out 29,405 - 200,000 - 75,000 100% 75,000
Expenditures Total 644,839 929,575 1,560,554 1,926,200 1,603,600 -17% (322,600) Net Rev (Exp) Enterprise Fund 559,240 407,731 (87,460) (107,400) 215,200 FTE's 68.1 65 68 69 69 0%

124
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Fire Department
Core Services
South Lake Tahoe Fire Rescue’s mission is to serve our community with compassion, professionalism and honor.

We accomplish this through our guiding principles:
• We are committed to the protection of life, property and the environment at South Lake Tahoe. • We believe the community, the pristine lake and the citizens and visitors are the reason for our existence. • We will foster and sustain the trust of the community, and will consistently protect that confidence through our professionalism, competence, attitude, conduct and actions. • We will serve our community with honesty, fairness and integrity. • We will pursue safe, effective, timely, caring, standardized and economic solutions to our residents and visitors emergencies.
• We will provide professional, skilled and courteous customer service at all times.

The Fire Department provides fire suppression, emergency medical response, and a variety of emergency and nonemergent responses to our community. Our commitment to residents and visitors in need is that we will respond staffed paramedic engine and truck companies with three (3) personnel, a Captain, an Engineer and a Firefighter/Paramedic and resolve or assist them in the resolution of their emergency. We have found that individuals activate the 911 system when they need assistance and do not know where to turn for help. In the calendar year 2023 the Fire Department responded to 3,460 calls for service; 1885 or 54% were for medical emergencies, 893 or 26% were for public service calls and 56 or 2% were for fire calls. The City of South Lake Tahoe has an above average number of public service calls which include a variety of events including smoke/carbon monoxide alarms, helping someone back into bed after a fall or general smoke checks within the area. These public service calls provide our employees an opportunity to provide superior customer service to those in need. Our fire calls are consistent with the National average of 1-3 % of fires in jurisdictions with a population of 49,000 or less.

Fire loss for 2023 was estimated at $3,535,500. In 2023 we responded to out-of-jurisdiction wildland fires fulfilling our commitment to the Lake Tahoe Regional Fire Chief’s Association as well as the State of California’s Master Mutual Aid Agreement. Our current staffing is 41 full time employees who staff three 3-person Paramedic Engines, an on-duty Battalion Chief and administrative positions. We maintain 3 shifts and also staff 7 part time positions for Defensible Space Inspectors and a Chipping crew. The Fire Department has updated our Strategic Plan as of April 2023.

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

Administration
100 02210
Fire Administration is staffed with the Fire Chief and Administrative Assistant and is responsible for budget management, personnel management, and administrative oversight for the Fire Department. Fire Administration manages a budget of $13,225,222 and a total workforce of 41 employees. Fire Administration also represents the department and City in regional endeavors, such as cooperative response agreements with State and Federal forest agencies, mutual aid agreements, local and county preparedness groups, and other regional approaches to services.

The Fire Chief serves as the City of South Lake Tahoe’s emergency operations center manager and coordinates annual Emergency Operations Center drills and trainings.

Suppression
100 02220
The Suppression Division is staffed with 37 positions. The City provides a minimum daily staffing level of three 3- person paramedic engines and a Battalion Chief for a total of 10 personnel on duty as a minimum. Generally, we

125
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA have one person on vacation each day but on days when everyone is at work, we have four (4) personnel assigned to Station 2 where a ladder truck was placed in service during the fall of 2020. This division provides boots on the ground for all emergency response, maintains operational readiness through facility and apparatus maintenance, individual and team training, pre-incident planning and by participating in mutual aid response through an agreement with the Lake Tahoe Regional Fire Chiefs Association as well as the State of California. Emergency Response, Fitness and Training are the overall priorities within the Suppression Division.

Special Operations
100 02230
The Fire Special Operations division has five (5) basic components: Rescue, Hazardous Material Response, Arson Investigation, Public Education and Tactical Emergency Medical Services. All work is performed by suppression personnel. The City of South Lake Tahoe has several rescue challenges which include water rescue, ice rescue, rope rescue, heavy and technical rescue scenarios. Our location dictates that we protect those on the lake, in the mountains and within our urban environment. Our firefighters must have a variety of skills and equipment to meet those challenges. We also respond to all hazardous materials calls in conjunction with Law Enforcement. The Fire Department is responsible for determining cause and origin for all fires. We take great pride in educating our citizens in CPR, wildland fire prevention and specific safety tips for living in the Lake Tahoe Basin. Our engine paramedics also work alongside the Police Department with Tactical EMS where medics are trained and work with the SWAT Team. Several years ago, local citizen Lisa Maloff donated a brand-new rescue boat to SLTFR to help reinstate our water rescue program. Our water rescue program has been successful in the rescue of stranded boaters or citizens that experience trouble in the frigid waters of Lake Tahoe. The City is responsible for water response one mile out from shore from Stateline to the Tahoe Keys. The United States Coast Guard is responsible for the lake as a whole and has a Coast Guard Station in Tahoe City.

Fire Prevention
100 02240
In December of 2022 we were able to fill the position of Fire Marshal after a long absence. This position was defunded in 2011 and was identified as a critical need within the City to manage commercial and residential inspections. The Fire Inspector (a position filled in 2020) reports directly to the Fire Marshal. Among other duties the Fire Marshal also manages public outreach and education. The work load will remain high in the prevention division with the addition of seasonal Defensible Space Inspectors and a Chipping Crew to provide roadside chipping and assist with fuels reduction projects around the city. We had several accomplishments in the Prevention Bureau last year. Most notably we were awarded as a sub recipient of a grant awarded to Lake Valley Fire. This grant was awarded by the California Tahoe Conservancy for $3.2 million for fuels work and capacity building on the South Shore. We split the award and received $1.6 million to create a new Fuels Division Chief position which will manage all fuels projects in and around the City in cooperation with several agencies around the lake. The Fire Marshal was also successful at securing a new Defensible Space Ordinance. This ordinance is currently the strictest defensible space plan in the state. El Dorado County will adopt the same ordinance later this year.

Fire Training and Safety
100 02250
Training is the backbone of any Fire Department and is an extremely high priority for South Lake Tahoe Fire Rescue.

We have a young and energetic department that prides itself on skilled and well-trained response. Training is the best and safest way to ensure competency from the probationary firefighter level to the rank of Chief Officer who manages command and control of larger events. This program provides funding of ongoing safety training for firefighting, emergency response and safety within the Department, as well as providing professional development to all personnel. This includes but is not limited to testing services for new and existing employees, travel costs in the form of meetings and seminars, and training materials for in-service, field and classroom settings. Firefighters are required to train a minimum of 2 hours every day. Having a classroom is a vital component of our training

126
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA regimen and has been beneficial for the Police Department to use on a regular basis as well. This year’s budget continues to reflect our commitment to command and control training.

Emergency Medical Services (EMS) Division
236 02262 – EMS
The EMS Division supports our paramedic engines, ladder truck, and rescue boat. The City currently charges a first responder fee for medical response, realizing $190,273 in 2023. These funds directly support training, certification and equipment for the department. In 2023 Emergency Medical response accounted for 54% of the calls. Fast arriving paramedic crews with SLTFR in conjunction with the Cal Tahoe JPA ambulance crews support the County’s Emergency Medical Services (EMS). The change from transport to paramedic-based truck and engine companies continues to help our recruitment and retention program.

Fire Prop 172 Safety Sales Tax
222 02210
This program provides a funding source for Fire Department operations through the acquisition of equipment. This is a critical funding source to replace the apparatus and equipment needs for an organization that has a full variety of risks including high-rise buildings to wildland urban interface firefighting challenges. We took delivery of a new Type I Fire Engine from Pierce Manufacturing in December of 2023 as well as a new Type III Wildland Fire Engine from BME Apparatus in the spring of 2024.

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

Fire Defensible Space Inspection Program
215 02230
Our Defensible Space Inspection Program is funded through the Tahoe Resource Conservation District (TRCD) by way of a grant provided by the Southern Nevada Public Lands Management Act. Our Defensible Space Inspectors are seasonal and assist our Prevention and Fuels Divisions. Their services are free to the public and we use them in an educational capacity to help residents make their homes and property as fire safe as possible. We have had great success with the program and will continue to provide this service for the foreseeable future. It should be noted that our chipping crew is funded in a similar manner and they also work seasonally providing free curbside chipping on the South Shore.

Fuels Reduction Capacity Planning
215 02270
This represents a new division within the fire department. The Fuels Division will remove some workload from the Prevention Bureau by taking on all fuels reduction projects, associated grants, and managing the resources both internal and external doing the actual work. The Division Chief assigned to this will work with several local, state and federal agencies to coordinate these projects and build capacity for fuels reduction on the south shore. Funding for this position is guaranteed through November 1st of 2027. During the next three years we will also explore other outside funding opportunities to keep this position into the future.

127
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA City-Wide Strategic Priorities Supported
Strategic Priority 3 - Community for All
Goal 3.1: Mental Health and Homelessness
Strategic Priority 4 - Economic Development
Goal 4.3: Resident Retention and Workforce Development
Strategic Priority 5 - Core Services and High Performing Government Goal 5.1: Public Safety
FY 2023/24 Department Accomplishments

1. Adopted new Defensible Space Ordinance.

2. Awarded $1.6 million to build new Fuels Division.

3. Plans approved by City Council to move forward with new Fire Station Design/Build project.

FY 2024/25 Department Goals and Objective

1. Complete $5 million Communications System Overhaul alongside PD and Dispatch.

2. Break ground on new Fire Station 3.

3. Expand our Fuels Reduction capacity to leverage grant monies to complete more project work.

Performance Measures
Strategic Priority 4.3: Resident Retention and Workforce Development Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Evaluate/develop career pipelines to the City. 100% 100% 100% Strategic Priority 5.1: Public Safety
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
New public safety communications system implemented. 100% 90% 100% Continue to modernize our wildfire preparedness and
emergency evacuation plan in coordination with
neighboring jurisdictions.
100% 100% 100%
Number of "Community Conversations" and other
outreach/training events with the public. 20 20 20
Build out the Fire Prevention Bureau to include defensible space and commercial building inspections. n/a 60% 75%
Department Goal 1: Update Standards of Cover Document and Strategic Plan document Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Demographics, call volume by type, and response
metrics collected and analyzed. 100% 0%* 100%
* Working with neighboring agency to develop a comprehensive Standard of Cover Document this coming year.

Department Goal 2: Design and Approve a Public Safety Pier Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Work with TRPA on design and process to build a workable plan for the public safety pier. 100% 50% 100%

128
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Department Goal 3: Remodel Fire Station 3
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Work with Public Works on the Capital Improvement
Plan to establish an affordable design. 100% 100% 100%
Revenues and Expenditures by Fund Type and Category
Public Safety – Fire Department
Amended Proposed % Change $ Change
Actual Actual Actual Budget Budget from from
General Fund FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Prior Year Prior Year Revenues
Operating Revenues 1,185,740 928,824 446,538 1,074,300 1,046,800 -3% (27,500) Other Financing Sources 26,071 486,010 1,455,552 1,835,168 1,810,442 -1% (24,726) Revenues Total 1,211,811 1,414,834 1,902,090 2,909,468 2,857,242 -2% (52,226) Expenditures
Personnel Services 8,621,549 8,691,331 8,762,352 9,787,700 10,706,009 9% 918,309 Contractual Services 119,331 89,900 53,681 920,057 922,689 0% 2,632 Other Operating 376,237 409,951 704,818 589,450 540,426 -8% (49,024) Capital Outlay 62,519 216,240 352,547 191,010 118,144 -38% (72,866) Expenditures Total 9,179,636 9,407,422 9,873,398 11,488,217 12,287,268 7% 799,051 Net Rev (Exp) General Fund (7,967,825) (7,992,588) (7,971,308) (8,578,749) (9,430,026) Special Revenue Fund
Revenues
Operating Revenues 666,674 760,120 783,449 746,000 732,000 -2% (14,000) Grants - - 95,234 786,306 738,788 -6% (47,518)
Other Financing Sources 236,000 432,018 859,100 1,651,250 1,751,250 6% 100,000 Revenues Total 902,674 1,192,138 1,737,782 3,183,556 3,222,038 1% 38,482 Expenditures
Personnel Services - - 50,930 715,692 879,637 23% 163,945 Contractual Services 30,215 37,755 38,125 1,303,452 1,125,827 -14% (177,625) Other Operating 81,546 83,039 58,066 116,475 112,406 -3% (4,069) Capital Outlay 98,470 915,355 48,602 1,064,000 118,500 -89% (945,500) Transfers Out 236,000 432,018 903,404 536,442 611,442 14% 75,000 Expenditures Total 446,231 1,468,168 1,099,127 3,736,061 2,847,812 -24% (888,249) Net Rev (Exp) Special Revenue Fund 456,443 (276,030) 638,656 (552,505) 374,226 FTE's 40.00 40.75 41.00 41.50 42.00 1%

129
Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

130
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Public Works
Department

131
Fiscal Year 2024‐25 Annual Budget   City of South Lake Tahoe, CA

132
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Public Works Department
Core Services
The Public Works Department comprises seven operating divisions: Administration, Engineering, Street Maintenance, Fleet Maintenance, Facilities Maintenance, and Airport. These operating divisions deliver core services in support of the City’s strategic initiatives, including capital project implementation, stormwater management, compliance with the City’s municipal stormwater discharge permit, roadway maintenance, snow removal, road rehabilitation, maintenance of facilities, preservation of City facilities, provision of safe public spaces, and fleet services supporting City operations: police, fire, snow removal, and airport.

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

Public Works Administration
100 03010
The administration is responsible for coordinating assistance to the citizens of the city of South Lake Tahoe. The administration responsible for fiscal oversight, and clerical support for the Public Works Departmental divisions, is also accountable for budgetary management and clerical support for the Public Works Department and other regulatory and coordination responsibilities. The Public Works Administration is also responsible for citizen's requests, responding to traffic engineering and traffic calming requests, drainage issues, and other requests/inquiries. The Administration Division also supports other City Department, including Police, Parks, Fire, Sustainability program, and Development Services Capital Improvement Program projects and deliveries.

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

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

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

The Engineering group provides engineering services for review and issuance of permit applications, including encroachment permits, grading, excavation permits, transportation permits, subdivision, lot line applications, right-of-way abandonment applications, building permits, planning permits, and BMP retrofits. The Division

133
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA includes planning, design, bidding, construction management and inspection for Environmental Improvement Projects (EIP) and Capital Improvement Projects (CIP). Throughout project delivery, the Division provides all aspects of project management, including preparing grant applications for project funding, public outreach, managing consultants and contractors, permitting, construction management, quality assurance, and reporting.

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

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

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

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

The Complete Streets group also administers the City’s Storm Water Management Plan (SWMP) to comply with the City’s municipal stormwater discharge permit, issued by the Regional Water Quality Control Board, Lahontan Region (Lahontan). Additionally, the Storm Water Management Program has assisted the Bijou Golf Course with groundwater monitoring, data analysis, and reporting required by the Lahontan mandated Waste Discharge Requirements (WDR) for the Bijou Golf Course. In FY 2021/22, these responsibilities were transferred to the newly created Parks and Recreation Department, which oversees the budgeting and operations of the Bijou Golf Course.

In the upcoming fiscal year, the Storm Water Management budget reflects a focus on the activities required to achieve the increasingly stringent TMDL load reductions, in addition to construction and business inspections, increased road maintenance activities, and stormwater treatment facility inspections and maintenance) identified in the SWMP and Pollutant Load Reduction Plan. The City will continue implementing water quality improvement projects to comply with the TMDL requirements and Tahoe Regional Planning Agency (TRPA) requirements and achieve maximum development allocations from TRPA. The City seeks to cost-effectively maintain stormwater basins and channels and provide vegetation management, trash clean-up, and other visual improvements to ensure City-owned stormwater basins are not providing visual cover for homeless and vagrant related activities. With

134
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA assistance from the Finance Department, the Storm Water Management Program established a dedicated Water Quality Rehabilitation and Maintenance Fund, which will be used to fund the long-term maintenance of water quality treatment systems required to comply with the increasingly more stringent Lake Tahoe TMDL requirements. This dedicated fund will enable the program to utilize TRPA O&M mitigation funds or in-lieu maintenance fees received from private property owners seeking BMP compliance through contribution to the long-term fund for area-wide stormwater system maintenance. In FY 2023/24, the City achieved the 21% reduction in fine sediment particles required by the Lake Tahoe TMDL. In FY 2024/25, the City is required to achieve the 29% reduction of the fine sediment particles under the Lake Tahoe TMDL, which will continue to increase to a 34% reduction by 2026. The Storm Water Management Program completed an inventory of high-risk underground storm drain infrastructure with the highest probability of failure and is developing an approach to address the majority of these high-risk pipes located in the Tahoe Keys development. However, due to historically high lake levels, this work to investigate and replace these underwater pipes has been delayed until drier years when lake levels recede and work to camera, inspect and replace these pipes will be more costs effective. The condition assessment should provide a proactive plan for critical infrastructure replacement and repair in the years to come as aging corrugated metal pipes continue to rust and fail.

This year a list of prioritized Active Transportation Projects was developed in conjunction with the Regional Active Transportation Plan update. This entailed gathering input from the Bicycle Advisory Committee (BAC) to prioritize and rank larger scale capital bike path connections. This list of prioritized active transportation projects was presented to the Council and will be used to develop grant funding strategies to develop the necessary plans, environmental review documents, permits, land acquisition and construction funding needed to advance these projects.

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

The group is also responsible for the City-wide GIS services to all departments. GIS plays a pivotal role in the city's operations, providing a comprehensive platform for a wide range of applications and data analysis. The city and its citizens and visitors benefit from its extensive capabilities, ranging from internal and public graphics to data analysis to surveying services, and most importantly innovative problem-solving solutions. GIS enables the creation of visually engaging graphics that depict spatial relationships, aiding in the visualization of complex datasets and facilitating effective communication. By utilizing advanced data analysis techniques, GIS enables city staff and officials to gain valuable insights into patterns, trends, and relationships within the data, thereby supporting informed decision-making processes. This last year GIS added drone services to its portfolio of tools and solutions.

Overall, GIS acts as a unifying force, touching every department in the city, fostering collaboration, and driving innovation, thereby enabling effective problem-solving and ensuring the efficient management of citywide operations.
301 - Capital Improvement Program and Facilities Program The Capital Improvement Program and Facilities Program group is responsible for developing and administering the 5-Year Capital Improvement Program (CIP). The group provides project development and project management services and works closely with other divisions and groups within the Public Works Department, particularly the Engineering and Storm Water Divisions. The group is also responsible for focused planning, design, and construction of new facilities and facility upgrades. New facilities include the new Multi-generational Recreation

135
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Center, 56-acre master plan, upgrade of fire stations, upgrades of Police Department, Ice Arena, Maintenance Facilities, EV Charging Stations, and Solar Projects.

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

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

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

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

The CIP does not appropriate funds; instead, it functions as a budgeting tool, supporting the actual appropriations made by the City Council through the budget adoption process. As a basic tool for scheduling anticipated capital projects and capital financing, the CIP is a key element in planning and controlling future debt service requirements.

For this reason, the CIP includes some projects where needs have been defined, but specific solutions for funding have not been identified.

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

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

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

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

136
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA The city of South Lake Tahoe receives an average of 201 inches of snowfall per year and may have up to 100,000 visitors in town at any given time. These conditions can create a potentially challenging environment for snow management operations.

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

Previously, City Council approved budget for new snow removal equipment. The funding enabled the purchase of two (2) 2024 motor graders/plows, one new large brine maker.

Storm Water Maintenance - Street Sweep
245 03805
Street Sweeping collects all the debris and sediment during the non-snow season, usually spring through autumn.

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

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

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

FLEET MAINTENANCE DIVISION
Fleet Services
100 03410
The Fleet Services Division is responsible for managing and maintaining the City’s vehicles and equipment (over 360 vehicles and pieces of equipment), to provide safe and reliable transportation and reliable equipment for the City’s use. Services include vehicle specification writing and review, purchasing and contracts, the sale (auctioning) and disposal of vehicles, equipment and assets, scheduled and unscheduled maintenance and repairs, annual fire apparatus pump testing and opacity (diesel emissions) testing, 24/7 service support for snow removal operations, maintenance of required State and County records for fuel, hazmat, and vehicle emissions along with vehicle and equipment costs and utilization. Specific parts are maintained in the inventory to minimize downtime. The Division operates two fuel sites. This operation includes ordering fuel, billing departments, minor field repairs, and performing regular inspections and testing. Fleet Services provides 24- hour a day emergency roadside service 365 days a year in all weather conditions.

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

137
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Regulatory Compliance
City of South Lake Tahoe Fleet is in compliance with the following California Air Resources Board (CARB) and California state regulations:

1. Portable Equipment Registration Program (PERP)

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

FACILITIES MAINTENANCE DIVISION
Maintenance Operations
100 03310
The Facilities Division maintains 53 separate properties for a total of over 475,000 square feet citywide. The Facilities Division is responsible for repairs, maintenance and updates of all City facilities, including all Fire, Police, all Parks and Rec facilities including the Ice Arena refrigeration plant and Pool balancing/maintenance and operations, Development Services building, Maintenance Facilities, Transit Facilities and others. The Facilities Maintenance department is responsible for sidewalk, bike trail and parking lot lighting on city right of ways and parking areas totaling over 500 fixtures city wide. The maintenance Facilities Division is also responsible for managing various contractors performing maintenance repairs and updates at city facilities.

With the large-scale project & complexity of the new Recreation & Aquatics Center, the public works department has established and procured the role Construction Manager/Facilities Program Manager. With this large project, the extensive police department roofing project, future fire station construction, and other large scale construction projects taking place in the near future the facilities department has expanded to being responsible for the coordination of design, approval, and execution of all applicable large scale construction projects within the city.

This role includes core services of providing design input, subcontractor coordination, financial oversight, and project scheduling oversight.

During winter operations most of this division shifts to snow removal operation during heavy snow events. The division is also responsible for clearing parking areas and walkways at several core locations, operating and maintaining several snowmelt systems and managing HVAC, Roofing and other facilities needs as they arise during the winter season. When weather allows - Facilities staff performs facility updates and routine maintenance of interior during winter also.

OTHER PROGRAMS

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

Core services include oversight, development, and administration of the Franchise Agreement with South Tahoe Refuse. This includes processing requests for rate increases, monitoring compliance with AB 939 requirements, and

138
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA responding to customer complaints and inquiries. Also included in the development of the annual delinquent South Tahoe Refuse Fees Report under City Code Section 4.150.370 (D); (Code 1997 § 23-20.6.) Residential refuse pickup is mandatory within the city limits. Approximately 9,682 residential and 576 commercial accounts are served within the city of South Lake Tahoe.

SB 1383 was signed into law in September 2016 and established methane emissions reduction targets to reduce emissions of short-lived climate pollutants. Implementing SB 1383 consistent with State Law and Measure WA-2 in the City’s Climate Action Plan will help the City achieve its goals to reduce Green House Gas (GHG) emissions. The City will be assessing its readiness to meet SB 1383 requirements as mandates included in the legislation continue to rollout. The City and South Tahoe Refuse have worked together, enabling the existing solid waste program to comply with SB 1383; however, future budget needs will need to be evaluated as requirements continue to emerge.

AB 939
240 03800
AB 939 established the "California Integrated Waste Management Act (IWMA) of 1989." Among its provisions, AB 939 established an integrated waste management hierarchy to guide the California Integrated Waste Management Board and local agencies in implementing the IWMA. Priorities include (1) source reduction, (2) recycling and composting, and (3) environmentally safe transformation and land disposal. The City of South Lake Tahoe works closely with South Tahoe Refuse (STR) and residents, visitors, and businesses to meet the provisions of AB 939.

South Lake Tahoe Area citizens, visitors, and businesses. STR also promotes environmentally friendly practices to reduce solid waste by diverting as much recyclable material as possible.

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

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

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

The airport staff is tasked with the responsibilities required for the airport. These include, but are not limited to:
• Operate the airports safely and efficiently and by numerous Federal, State, County and local directives. • Daily inspections of runways and taxiways; correcting noted deficiencies. • Maintenance of the equivalent of 46 miles of roads (asphalt). • Marking runways and taxiways.
• Maintenance of various high voltage electrical systems. • Completing various construction projects.
• Snow removal.

139
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA • Operating heavy equipment.
• Alerting pilots regarding temporary hazards.
• Investigate and report on airport noise issues.
• Wildlife Hazard Mitigation.
• Tree obstruction maintenance and prevention in surrounding airport environs. • Participate in legislative and regulatory issues affecting the airport. • Real estate management and development.
• Facility Planning and Maintenance.
• Special event promotion.
• Tenant improvement project oversight and permitting assistance. • Airport Facility Development and Planning Coordination. • Property management and facility leasing.

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

Airport Special Events
501 05115
Provides revenue from miscellaneous events such as movie productions or airshows that happen on airport property.

Airport Terminal Building
501 05120
Provides rental space for aviation uses, restaurant, and non-aviation use, including temporary City Hall offices.

Aviation use spaces are an FAA requirement. Aviation and non-aviation rental space generates approximately 460,000 in annual income.

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

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

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

140
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Other Airport Programs
501 05140 - Airport Other Areas
501 80041 - Airport Vegetative Management
The Airport Other Areas program involves the annual State Grant of $10,000 for airports that do not have 10,000 or more annual revenue enplanements. The revenue must be used for airport purposes approved by the State Division of Aeronautics.

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

City-Wide Strategic Priorities Supported
Strategic Priority 1 - Built Environment
Goal 1.1: Broadband For All
Goal 1.2: Mid-Town Revitalization
Goal 1.4: Transportation
Strategic Priority 2 - Recreation and Equitable Access
Goal 2.3: Connectivity
Strategic Priority 5 - Core Services and High Performing Government Goal 5.1: Public Safety
Goal 5.3: Infrastructure and Maintenance

141
Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA FY 2023/24 Department Accomplishments
Administration Division

1. 4 PFT employees hired, 2 more hires are pending, 12 seasonal employees hired.

2. 1,408 Service Request Received through VUEWorks.

3. Traffic Calming in multiple neighborhoods.

4. Implemented GPS for Snow Removal Equipment and citizen website launched.

5. Bid and Award of the $70 million Multi-Generation Aquatic Center Project.

6. Assisted Police Department with Bellamy Parking Garage Upgrade Phase 1 and Phase 2.

7. Implemented successful Residential Parking Permit Program for Heavenly Valley neighborhood and Traffic Safety measures on Ski Run Blvd.

8. Updated the Capital Improvement Program and distributed to all departments.

9. Developed Alternatives for Fire Station 3 and a Design-Build Option.

Engineering Division

1. Completed Barton and Second Improvement Project.

2. Completed 2024 Road Rehab Project.

3. Completed James and Eloise Drainage Project Phase I.

4. Initiated the Dennis Machida Greenway Phase 1C Planning Process.

5. Initiated the Sugar Pine Village Bicycle Routes Planning Process.

6. Received CTC funding for Dennis Machida Greenway Phase 1C.

7. Received CTC funding for Tahoe Valley Stormwater and Greenbelt Improvement Project, Phase 2.

8. Received LTRA funding for Tahoe Valley Stormwater and Greenbelt Improvement Project, Phase 2.

9. Continued construction of Tahoe Valley Stormwater and Greenbelt Improvement Project, Phase 1.

10. Started construction on Upper Bijou Park Creek Watershed Restoration Project.

11. Started construction on Tahoe Keys pipe replacement.

12. Started construction on Pioneer Trail HSIP Project.

Street Maintenance and Operations Division

1. Seven (7) Standing Dry Wells Installed.

2. New drainpipe installed at Rec Center to prevent flooding.

3. 300 New No Parking Signs installed in the Heavenly Area.

4. Swept the entire city twice.

5. Cleaned drainage systems.

6. Installed hundreds of snow poles throughout the city.

7. Expanded the brining procedure in the sanding patterns.

8. 13,937 square feet of hot asphalt used to patch pavement/potholes.

9. 151,200 lbs. of cold asphalt used for patching potholes.

Fleet Maintenance Division

1. Adhered to the California Air Resource Board Programs.

2. Implemented a GPS tracking system for winter operations.

3. Installed 8 new cut-off gates for all the motor graders.

4. Completed the up-fit of the fleet mobile repair vehicle.

5. Installed the new brine tank in the dump truck for winter operations.

6. Completed the up fit of the new Pierce Enforcer fire truck.

7. Hired a full-time employee.

8. Up-fitted four new snow removal graders and two new snow blowers.

Facilities Division

1. Hired new Construction Manager/Facilities Program Manager.

2. Hired new Facilities Lead Position.

3. Hired new Maintenance Tech Level 4.

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA

4. Hiring new Associate Civil Engineer/Architect.

5. New Rec Center - Started phase 2 of construction for the Multi-Generational Recreation & Aquatics center; Worked with all agencies and parties to ensure that construction schedule continues to be met.

6. Police Department - Installation of new split HVAC system to dispatch & IT, completion of construction drawings for new roof overhaul and division of HVAC distribution in evidence room per DOJ standards.

Repairs & maintenance agreements on perimeter gate and fencing.

7. Development Services - Full replacement of perimeter fencing, construction bidding process for interior remodel including flooring, paint, lighting. Installation 3 new AC condenser coils.

8. Cinder Barn - New overhead bay doors.

9. Y Transit Center - Installed temporary air conditioning, repairs to area lighting, and performed BMP repairs to French drains.

10. TTD Facility - Installation of new HVAC split unit in repair shop, installed a new door with window for safer access to wash bay. Provided facility input and guidance to overall sustainability upgrade plans for coordination of new solar project.

11. Fire Station 1 - Planned completion of remodel to existing facilities including new flooring, cabinet refinishing, blackout blinds, paint throughout, and potential exterior improvements.

12. Fire Station 3 - Facility updates including new flooring, new interior paint, cabinet & countertop refinishing, HVAC upgrades, new blackout blinds, roof repair, and lighting upgrades.

13. Drinking Fountains/Bottle Fill Stations - Worked in conjunction with the Sustainability & Building departments to get overall approval (including TRPA) and finalized execution of 7 new outdoor drinking fountain/bottle fill stations. Also coordinated with sustainability to install interior bottle fill stations.

14. Existing Rec Center - Aquatics overall improvement and maintenance. Completed installation of new circuitry for heat tape to meet structural condition needs.

15. Ice Arena - Repairs to slab control sensors at ice rink, repairs to showers, replacement of bathroom faucets, installation of new flooring, additional heat tape and roof sealing, replacement of failed AC condenser for administrative area, repairs to fire suppression system, repairs to locker room heating, working in conjunction with sustainability overall project for design and development of new chiller plant and associated improvements.

16. Motor Pool Facility - Updated interior lighting and paint, upgraded Plymovent exhaust system, roofing repairs, installed new electrical circuits for additional snow removal equipment, heat tape updates and repairs, facilitated and self-performed exterior soffit repairs in conjunction with snow load requirements, and completely new install of large overhead bay doors.

17. Streets Facility Rufus - Installed new electrical circuitry for engine block heating for snow removal equipment, added new bay heater into equipment bay, worked with IT on installation of surveillance cameras, upgraded gas service to facility for new pressure washer.

18. Art Building - Repair of exterior lighting, roofing damages, and full replacement of side entrance stairs.

19. IT Department - Completed rehabilitation of office space including new paint, floors, removal of cabinets.

20. 1740 D Street - Installation of new gutters, protecting existing asphalt and concrete. Installation of new fence/gate to create safe storage area for materials and equipment, addition of exterior lighting.

21. Carpenter Shop - Installation of new automatic rolling gate and repair to existing dilapidated fence.

22. Regan Beach Concession Building - Worked with Building Department and STPUD on design and construction of new sewer lift station.

23. Lakeview Commons - Installation of service lines for wireless access points, preparation of electrical for Live at Lakeview and other special events.

24. Bijou Concession Building - Installation of new HVAC system to allow year-round use of restrooms and drinking fountain.

25. HVAC Maintenance Agreements City Wide - Implemented a new maintenance agreement for 12 key facilities to ensure proper upkeep and maintenance cycles for expensive and highly technical equipment.

26. Pelican thermostats - Integrated "smart" thermostats to existing facilities increasing overall efficiency and effectiveness of equipment run time, and reduced maintenance staff time.

27. Park Shop - Repaired Park Shop electrical service with waterproof underground connections.

28. Airport - Aided with council chamber updates, assisted on sewer repairs.

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA

29. Street/Walkway Lighting - Replacement of 3 knockdown lights, completed the installation of the first phase of 2200k lighting updates.

30. Building Department - Coordinated a group effort to have all facilities work approved and documented with Building Department to ensure all appropriate codes/measures are achieved.

Airport Division

1. Airport budget was self-sustaining.

2. Only 8 days closed due to winter conditions.

3. Secured funding for the Master Plan.

4. Secured Federal Funding for Airport Maintenance.

5. Completed over 50 acres of fuel reduction.

FY 2024/25 Department Goals and Objectives
Administration Division

1. Complete Bellamy Parking Garage Upgrades.

2. Complete the Multi-General Aquatic Center Project (completion by Jan 2026).

Engineering Division

1. Complete Pioneer Trail HSIP Project.

2. Complete Pioneer Trail Ped Improvement Phase II Project.

3. Complete 2025 Road Rehab Project.

4. Complete Bijou Park Multiuse Connector Trail Project.

5. Complete Tahoe Valley Stormwater and Greenbelt Improvement Project Phase 1 (continuation in 2024); Complete Tahoe Valley Stormwater and Greenbelt Improvement Project Phase 2 (in progress).

6. Obtain additional funding for the Upper Bijou Park Creek Watershed Restoration Project.

Street Maintenance and Operations Division

1. Optimize snow removal patterns and efficiency using the GPS system.

2. Hire and train the replacement for the current retiring Manager.

3. Pave more streets in-house with staff and newly purchased equipment.

Fleet Services Division

1. Replace two diesel fuel pumps at 1700 D Street yard.

2. Adapt and institute new technology (Alternative Fuel Vehicles etc.).

3. Sending two mechanics to California Fire Mechanic Academy.

Facilities Division

1. With the addition of our Construction Manager/Facilities Program Manager, Associate Role, and full team of maintenance Technicians we are looking to maximize efficiency of our department including the following objectives:
a. Implementation of full capabilities of asset management tracking. b. Standard Operating Procedures for maintenance, construction operations, facility diagnostics. c. Optimize project forecasting, budgeting, and life expectancies of infrastructure.

2. Continue to implement repairs and improvements in conjunction with our facilities condition assessment (FCA), ADA transition plan, and sustainability goals.

3. Continue training staff to be more proficient and dynamic maintenance workers. Continue to find and enlist the help of talented contractors to cover various needs throughout the city.

4. Install a BMS system to manage our more dynamic mechanical systems incorporate more Pelican thermostats at various locations to help us track and manage energy usage, provide early indications of faults and failures, and give us more control of our infrastructure.

5. Develop a "percent complete" Facilities Condition Assessment, as well as a projected funding need on an annual basis.

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA

6. Implement all new projects to meet ADA requirements.

7. Install "Pelican" smart thermostats at several more facilities to help with energy savings and early detection of faults.

8. Continue to replace old & inefficient mechanical equipment with new energy-efficient equipment in coordination with city sustainability goals.

9. Assist with continuing phase of "Dark Sky" walkway lighting retrofits.

10. Establish a maintenance agreement with a street/walkway lighting consultant in coordination with life expectancy of fixtures.

Construction Management

11. Continue progress on new Recreations & Aquatics Center with time, quality, and budget-oriented approach.

12. Work in conjunction with city staff on further development of 56-acre master plan including necessary space for Parks & Street faculty buildings.

13. Proceed with next steps of new fire station construction.

14. Continue team effort with sustainability department on major projects.

15. Procurement of construction management software to be utilized by multiple staff members within public works departments.

16. Complete structural observations throughout city facilities and make any/all necessary repairs.

Airport Division

1. Complete Airport Pavement Rehab.

2. Complete Master Plan.

3. Secure Federal Funding for Snow Equipment.

Performance Measures
Strategic Priority 1.1: Broadband For All
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete NeoConnect contract to expand broadband
infrastructure, to connect to regional broadband
infrastructure, to secure funding to assist in the
implementation of broadband infrastructure and to
update the City's "dig once" policy.
n/a 100% n/a
Strategic Priority 1.2: Mid-Town Revitalization
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Complete the new Recreation and Swim Complex and in
the meantime, maintain the current complex for resident use.
60% 60% 90%

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Fiscal Year 2024-25 Annual Budget City of South Lake Tahoe, CA Strategic Priority 1.4: Transportation
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Prioritize the implementation of trail and complete street projects including continued progress of the Greenway to Van Sickle Bi-State Park.
30% 30% 60%
Building upon the US50 safety project, develop a Corridor Plan for Highway 50 from the "Y" to "Stateline," including major connecting arterials while identifying options to prioritize alternative modes of transportation, such as dedicated bus lanes, bike and pedestrian enhancements
and city-wide gondola.
10% 15% 25%
Strategic Priority 2.3: Connectivity
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Develop a Comprehensive way-finding signage plan and
update City signage as needed. 25% 100% n/a
Develop a plan to determine appropriate locations for
bike repair stations, charging stations and bike racks and determine funding to support the installation of
infrastructure.
25% 100% n/a
Develop a communications strategy to promote biking as
a way of life in the South Lake Tahoe Community. 50% 100% n/a Strategic Priority 5.1: Public Safety
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Revisit snow removal policies, capital equipment
upgrades and enforcement needs. 40% 50% 50%
Strategic Priority 5.3: Infrastructure and Maintenance
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Define maintenance needs by Asset Class, and match to
appropriate funding sources. 50% 50% 50%
Develop Sustainable Capital Improvement Infrastructure
Projects. 25% 40% 70%
Department Goal 1: Enhance Airport operations
Measure
2023/2024
Target
2023/2024
Actual
2024/2025
Target
Non-closures during snow and other maintenance issues. 95% 85% 90% Number of tree obstruction hazards removed from
NAVAIDS and other safety areas. 80% 90% 100%
Become Self-Sustaining. 100% 100% 100%
Secure Federal Funding for Projects. 100% 100% 100%