Agenda packet — South Lake Tahoe City Council, September 9, 2025 (part 3 of 4)

2011, The Hartford
C-084-2020
DocuSign Envelope ID: 8349D1DE- A2A3-4DA4-AFFB- 37CEC0055C90 559
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.

NOTICE OF CANCELLATION TO CERTIFICATE HOLDER(S)
Policy Number: 57WECADOETR Endorsement:

Effective Date: 03/12/2020 Effective hour is the same as stated on the Information Page of the policy.

Named Insured and Address: Jordan Knighton Architects, Inc. 11661 Blocker Drive, Suite 220
Auburn, CA 95603
This policy is subject to the following additional
Conditions:

A. If this policy is cancelled by the Company, other
than for non- payment of premium, notice of such
cancellation will be provided at least thirty ( 30)
days in advance of the cancellation effective
date to the certificate holder( s) with mailing
addresses on file with the agent of record or the
Company.

B. If this policy is cancelled by the Company for
non- payment of premium, or by the insured,
notice of such cancellation will be provided
within ten ( 10) days of the cancellation effective
date to the certificate holder( s) with mailing
addresses on file with the agent of record or the
Company.

Form WC 99 03 94 Printed in U.S.A.

Process Date: 8/5/2020
If notice is mailed, proof of mailing to the last known mailing address of the certificate holder( s) on file
with the agent of record or the Company will be
sufficient proof of notice.

Any notification rights provided by this endorsement
apply only to active certificate holder( s) who were
issued a certificate of insurance applicable to this
policy' s term.

Failure to provide such notice to the certificate
holder( s) will not amend or extend the date the
cancellation becomes effective, nor will it negate
cancellation of the policy. Failure to send notice
shall impose no liability of any kind upon the
Company or its agents or representatives.

Policy Expiration Date: 0311212021
2011, The Hartford
C-084-2020
DocuSign Envelope ID: 8349D1DE- A2A3-4DA4-AFFB- 37CEC0055C90 560

CITY OF SOUTH LAKE TAHOE BUSINESS AND PROFESSIONS TAX NEW

APPL/ CATION FORM
Fiscal Year July 1, 2020 to June 30, 2021
If located within the city limits
you must submit an approvedZoning/ Building Application form BUSINESS NAME: . JordanKnighton Architects, Inc ( dba JK Architecture Engineering) BUSINESS TYPE: (Describe the exact nature of the business to be conducted):Architecture & Engineering Professional Services BUSINESS PHYSICAL LOCATION, CITY, STATE, ZIP: 165 River Road, Tahoe City, CA 96145 List address where individual consents to receive Serviceof Process per AB2184, Sec16000 1( a)(2) and 16100 1 (a)(2)) BUSINESS PHONE: 530-888-0998----------------------------------- BUSINESS EMAIL ADDRESS: anda@jkaedesign. com------------------------------- BUSINESS MAILING ADDRESS !! ( If different from the Service of Process business address) NAME: Derek Labrecque
STREET/ PO BOX: 11661 Blocker Drive, Suite 220
CITY STATE ZIP Auburn, CA 95603' ' ·----------------------------------- STATE EMPLOYER ID# C 3 65928 ______ FEDERAL EMPLO YERU# 4 6--= 5=25 4=2=04 CALIFORNIASTATE SELLERSPERMIT#( REQUIRED FOR RET.Al.SlllES) ____________ _ CALIFORNIA STATE LICENSE# AND CLASS C30650 - Architect (Derek Labrecque) CONTRACTOR, MASSAGE THERAPIST, BARBERING AND COSMETOLOGY, PROFESSIONAL, ETC.)

TAX COMPUTATION

1. ESTIMATEDGROSS RECEIPTS . $1,000MINIMUM _________________ 1. $300 000

2. TAXRATE IS 2 .69 PER $1,000OF TAXABLE GROSSBASED ON BUSINESS a..ASSH)\ JTQ\

3. TOTAL TAX (LINE 1DIVIDEDBY 1,000THEN MULTIPLIEDBYRATE FROMLINE 2) $ 19,928.00 MAXIMUM 3. $ 807.00

4. $6 2.00ADMINISTRATIVE+$ 10.00TECHNOLOGYFEE: _________________ _,_ 4. $ 72.00

5. SUBTOTAL( ADD LINES 3+4)$20,000MAXIMUM 5.$ 879.00

6. STATE MANDATED DISABILTYACCESS AND EDUCATION FEE 6. $ 4.00

7. TOTALBUSINESS AND PROFESSIONSTAX (ADD LINES 5+6)$ 20,004MAXIMUM 7. $883 .00 SPECIAL FEE SECTION***
Ski Run Business Improvement District (SRBID) & Ski Run FrontageFee Assessment ( Business addresses 1000 -1236SkiRunBlvd & 3668Lake TahoeBlvd)

8. 25%0FTOTAL TAX DUE( LINE 5MULTIPLIED BY 0.25) _________________ -= 8. $ _______ _

9. FRONTAGEFEEBASED ON LINEARFOOT MEASUREMENT FROM ASSESSORS'SPARCEL MAP 9 . $ _______ _ Multi-Family Dwelling/Single Room Occupancy Ordinance (MFD/SRO)

10. MFD$ 88.00TIMES NUMBER OF UNITS ( 6OR MORE UNITS) _____________ -'-"- 10. $ ______ _

11.SR0$ 88.00TIMES NUMBER OF SRO UNITS 11. $ ______ _
Storm Water Inspection Fee per SLTCC § 7.15

12. $ 227.00FORCOMMERICALAND $ 285.00FORINDUSTRIAL 12. $ ______ _

13. TOTAL DUE (ADD LINES 7THROUGH 12) _____________________ 1=3. $ _______ _

NOTICE TO ALL BUSINESS & PROFESSIONS TAX APPLICANTS
Please be advised that in accordance with CityCode § 6.55.020, no use that is illegal under local, state, orfederal law shall be allowed within the City of South Lake Tahoe.

Pursuant to City Code§ 3.35.090 (A), the exact nature or kind of business for which a business certificate is requested must be furnished to the City of South Lake Tahoe.

I will not be selling, distributing, or providing any illegal or controlled substance, including, but not limited to, marijuana, as to do so violates STLCC § 6. "
DATE July 28, 2020
SEE REVERSE SIDE FOR TAX COMPUTATION INSTRUCTIONS**
BL New App rev 05/21/20
C-084-2020
DocuSign Envelope ID: 8349D1DE- A2A3-4DA4-AFFB- 37CEC0055C90 561

BUSINESS ANDPROFESSIONS TAX COMPUTATION INSTRUCTIONS
FINANCE DEPT/ REVENUE DIVISION 1901 Lisa Maloff Way SUITE 210, SOUTH LAKE TAHOE CA 96150 PHONE 530-542-6012 / FAX 530-542-6041 [email protected] I WWW.CITYOFSLT.US

NEW BUSINESS LICENSE APPLICANTS
Line # 1. ESTIMATE your gross receipts for your business from your business start date to the end of the fiscal year ( June 30). The business license fiscal year is July 1 to June 30. Round to the nearest $ 1,000. $1,000 minimum. Gross receipts are your income before expenses.

Line #2. Determine your tax rate schedule by your type of business, as follows:

Schedule A ($1.07 per thousand of gross): retail sales, restaurants, auto repair shops & print shops.

Schedule B ($1.62 per thousand of gross): janitorial, motels, real estate, massage therapy, general contractors ( with only class A or Class B Contractor' s License- no Class C or D license), computer service, consulting ( without a degree) and baby- sitting.

Schedule C ($2.14 per thousand of gross): hairdressers, salons, taxi service, child care ( State licensed for more than six children) and specialty building contractors ( with Class C or D Contractor' s license).

Schedule D ($2.69 per thousand of gross): dentists, physicians, attorneys, civil engineers, optometrists. chiropractors, consultants ( with degrees), and schools of instruction.

If your business is not shown, call (530) 542-6012 and a rate schedule will beassigned.

Line # 3. Divide Line 1 by 1000, then multiply the result by the Tax Rate from Line 2.

Line #4 & 6 are prefilled.

Line #5 & 7 are math.

Line #8. Ski Run Business Improvement District Fee: 25% of total tax due ( total from Line # 5 multiplied by 0.25). Applies to those businesses on Ski Run Blvd with business addresses 1000- 1236 Ski Run Blvd & 3668 Lake Tahoe Blvd.

Line #9. SRBID Frontage Fee: $ 2.00 Per Linear Foot of property fronting on Ski Run Blvd. Measurementfrom Assessor'sParcel Map.

Line #10. Multi- Family Dwelling Ordinance MFD: Call Lyd ia Zuniga 530-542-7417 with questions.

Line # 11. Single Room Occupancy SRO: Call Lydia Zuniga 530-542-7417 with questions.

Line #12. Storm Water Inspection Fee per SLTCC § 7.15: Call Jason Burke ( 530) 542-6038 with questions.

Line #13. Total Due: Add Lines 7 through 12. This is the TOTAL Business and Professions Tax Due.

Please note you are required to notify the Business License Department of an changes regarding your business information.

All City business licenses expire on June 30th of each year. Do not forget to sign the Application.

INCOMPLETE APPLICATIONS, FAILURE TO PAY SPECIAL ASSESSMENTS (SRBID, MFD, SRO, STORM WATER), OR FAILURE TO SIGN WHERE INDICATED WILL DELAY THE ISSUANCE OF YOUR CERTIFICATE.

BUSINESS OWNER/ CORPORATION INFORMATION
CHECK BOX INDICATING TYPE OF BUSINESS OWNERSHIP: 0 OTHER: ______________ _ O SOLE PROPRIETORSHIP ( COMPLETE SECTION 1) CORPORATION ( COMPLETE SECTION 2) 0 PARTNERSHIP ( COMPLETE SECTION2) SECTION 1 - ONLY FOR SOLE PROPRIETORSHIP
NAME: _______________________ TITLE
l NOT PUBLIC INFORMATION U
BUSINESS ADDRESS OR SERVICE OF PROCESS ADDRESS: ---------------- CITY _____________ = ST: ____ ZIP: _______________ _
RESIDENCE PHONE _______ ss #, DRIVER LICENSE#, OR OTHER ID--------- SECTION 2 - COMPLETE FOR ALL OFFICERS OR PARTNERS
CORPORATION/ LLC/PARTNERSHIP NAME: Jordan Knighton Architects, Inc. ---------------------------

U NOT PUBLIC INFORMATION U
OFFICER OR PARTNER NAME: Derek Labrecque TITLE: CEO/President -------------- BUSINESS ADDRESS OR SERVICE OF PROCESS ADDRESS: 11661 Blocker Drive, Suite 220 CITY: Auburn ST: CA ZIP 95603 ----------
BUSINESS PHONE: 530-888-0998 ------------
OFFICER OR PARTNER NAME Chris Vicencio TITLE: Vice President/ Secretary BUSINESS ADDRESS OR SERVICE OF PROCESS ADDRESS 11661 Blocker Drive, Suite 220 CITY: Auburn ST: CA ZIP 95603 ----------
BUSINESS PHONE: 530-888-0998 ------------
OFFICER OR PARTNER NAME: Jordan Knighton TITLE: Director ----------------- 8USINES S ADDRESS OR SERVICE OF PROCESS ADDRESS 165 River Road --------------------- CITY: Tahoe City ST: CA ZIP:_9_6 _14_5 _______ _
BL New App rev 05/21/20
C-084-2020
DocuSign Envelope ID: 8349D1DE- A2A3-4DA4-AFFB- 37CEC0055C90 562

CITY OF SOUTH LAKE TAHOE, CALIFORNIA

BUSINESS AND PROFESSIONS TAX CERTIFICATE

THIS CERTIFICATE MUST BE

POSTED IN A CONSPICUOUS PLACE

NON- TRANSFERABLE
The granting ofthis certificatedoes not
mean approval of the operation of your
business in violation of any provisions of
the City Code or any State Law.

ISSUED TO: TAX NO: 008282
JK ARCHITECHTURE ENGINEERING EXPIRES: 06/30/2017

JORDAN KNIGHTON ARCHITECTS INC
165 RIVER RD
LICENSED ARCHITECT C26985
Detach at perforations and display in a conspicuous place.

ORIGINAL DOCUMENT HAS A COLORED BACKGROUND. ANO IS PRINTED WITH COPY DETERRENT TECHNOLOGY.

USJ?OS! AGE ,.,.:

CITY OF SOUTH LAKE TAHOE

BUSINESS LICENSES
1901 AIRPORT ROAD, SUITE 210
SOUTH LAKE TAHOE, CA 96150-7004
ZIP 9f
041L11
RETURN SERVICE REQUESTE[

JORDAN KNIGHTON ARCHITECTS INC

JK ARCHITECH TURE ENGINEERING
11661 BLOCKER DRIVE STE 220
ABURN , CA 95603
C-084-2020
DocuSign Envelope ID: 8349D1DE- A2A3-4DA4-AFFB- 37CEC0055C90 563

LETTER OFAUTHORIZATION TOPROCEED
Contract Amendment 01 Scale & Scope Increase
DATE: RevisedDecember 23, 2020
CLIENT: CityofSouthLakeTahoe
JOB#: 20-370
PROJECT: Recreation Center
Wearepleased topresenttoyouourrevisedfeeproposalfortheexpanded scopeandconstruction hardcostonthis project. Wehaveendeavored tokeepthefeecompetitive whilemaintaining comprehensive services. Youwillnote thattheoverallfee, asapercentage ofconstruction cost, hasbeenreduced asyoushouldexpect. Weareconfident thefeeandscopeofservices isappropriate todeliverthelevelofdesignandengineering thattheCityand community expectsonapublicfacilityofthisscaleandmagnitude.

PROJECTAMENDMENT
Inaccordance withtheProfessional ServicesAgreement fortheabove-mentioned project, datedJuly28, 2020, this LetterofAuthorization toProceed confirms thefollowing amendment tothecontract:

ContractAmendment 01: Scale & ScopeIncrease ThescaleandscopeofthenewCityofSouthLakeTahoe Recreation Centerhasbeenincreased bytheCitytoaProjectBudgetof $48.0Mconsisting ofaconstruction hard costbudgetofapproximately $42.5Mandsoftcostbudgetof $5.5M.

SCHEDULE AMENDMENT
Phase Original Schedule Revised Schedule
Programming & ConceptDesign 08/01/2020 12/31/2020 08/01/2020 01/15/2021 Schematic Design 01/01/2021 03/31/2021 01/15/2021 03/31/2021 Design Development 05/01/2021 07/31/2021 04/15/2021 08/15/2021 Construction Documents 09/01/2021 11/30/2021 09/01/2021 12/31/2021 AgencyReview 12/01/2021 02/28/2022 01/01/2022 03/31/2022 BidSupport 03/01/2022 04/30/2022 04/01/2022 05/31/2022
Construction Administration 17Months StartJuly2022

FEEAMENDMENT
BasicServices Original Adjustments Revised
Programming & ConceptDesign $ 236,130.00 $ 135,900.00 $ 372,030.00 Schematic Design $ 477,650.00 $ 178,100.00 $ 655,750.00 Design Development $ 750,900.00 $ 409,455.00 $ 1,160,355.00 Construction Documents $ 879,600.00 $ 450,699.00 $ 1,330,299.00 AgencyReview $ 134,400.00 $ 36,205.00 $ 170,605.00
BidSupport $ 56,400.00 ($ 17,031.00) $ 39,369.00
TOTALS $ 2,535,080.00 $ 1,193,328.00 $ 3,728,408.00
FutureServices Original Adjustments Revised
Construction Administration $ 634,100.00 $ 165,448.00 $ 799,548.00 TOTALS $ 634,100.00 $ 165,448.00 $ 799,548.00
AUBURN | TAHOECITY | RENO | SANJOSE IMAGINE | DESIGN | C-010- CREATE 2021 165RiverRoad, Suite1, TahoeCity, CA96145 530.583.9222 www.jkaedesign.com 564
Amended Consultant/Engineering Fees (included inabovefeeproposal) Note: JKAEdidnotmarkuptheseservices.

Structural
Civil/Site
Landscape
Electrical/Lighting/LowVoltage
Mechanical/Plumbing/FireProtection
Aquatic
Kitchen/Foodservice
CostEstimating
Acoustical/NoiseMitigation
Supplemental Services Fees (included inabovefeeproposal) Thefollowing supplemental servicesareincluded, andfeeshavenotchanged fromtheProfessional Services Agreement.

LEEDConsulting
TRPA & Lahontan Consulting
CEQAConsulting
Topographic Survey (1site)
Geotechnical Engineering (1site)
TrafficStudy

REIMBURSABLE EXPENSES AMENDMENT
Therearenoreimbursable expenses currently anticipated onthisproject. Expenses already included inourfee consistoftraveltothejobsite, printingfordesignteamcoordination purposes, phone, andincidental expenses incurred fromtraveltojobsite. Otherowner-paidexpenses areoutlined inAdditional Services & Assumptions per ExhibitAoftheProfessional ServicesAgreement. Specialrequests suchasprintingfordistrictreviews, community functions, orspecialeventsarenotincluded inthisproposal butmayberequested asareimbursable expense.

Ownermayalsorequest specialtravelthatisnotincluded inthisproposal suchasvisitstootherprojects, FF&E vendors, orotherrelatedtravel; allofwhichwillberequested asreimbursable expenses.

CONSTRUCTION ADMINISTRATION
Weunderstand theCityhaschosentoapprove construction administration services andfeesastheproject progresses. Theproposed feeistheamountourdesignandengineering teamrequires toprovidethenecessary services required bytheStandard ofCareweareobligated toprovidebytheCity, ourinsurance providers, and licensingorganizations. ThisfeewillallowustoassisttheCityinadministering thecontract forconstruction asa complex construction projectunderCalifornia public contractcode. Thefeeamount forConstruction Administration hasbeencarefully established byourteam. TheCityagreesthatthisamount shallnotberenegotiated unlessthe scopeofconstruction administration services isincreased ormodified bymutualagreementbytheCityorby unforeseen circumstances.

C-010-2021
CityofSouthLakeTahoeRecCenter Amend01 Page | 2of3
565

CONTRACT NOTE
Otherthantheabove, nothinginthisAmendment isintended toamendorreviseanyofthecontract provisions for theexecutedProfessional ServicesAgreement.

Pleasereviewandletmeknowifyouhaveanyquestions. Wewouldbehappytowalkyouthroughthisproposal and answeranyquestions youmayhave.

Sincerely: Approved:

JordanKnighton, Partner, C15848 Client Date
JKArchitecture Engineering
PrintName/Title
C-010-2021
CityofSouthLakeTahoeRecCenter Amend01 Page | 3of3
566
From: ChrisVicencio
To: JimMarino
Cc: Jordan Knighton; AndaGrenfell
Subject: SLTRecCenter - JKAEWorkplan/FeeFollow Up
Date: Saturday, January 09, 2021 11:02:22AM
Attachments: 20-370Amendment 01REV12.23.20R1.pdf
Hello Jim,
Aswementioned earlier thisweek, wearecommitted toanswering any questions youandtheCity Council have onour fee & approach. Werecommend thatweschedule adiscussion forearly next week towork through allofyour questions and provide youwith theunderstanding ofhow weareapproaching thedesign and fees forthisproject. We corrected theclerical errors ontheFee Amendment, attached. ThefeeAdjustments column total forBasic Services went down to $1,193,328.

Here issome additional analysis thatwethink willhelp inyourreview ofourfee. Weshared with youpreviously the phase-by-phase and consultant-byconsultant hours breakdowns that explain how weare planning the project and how weputthesubsequent feetogether. This essentially gives theCityabreakdown ofourteam’soverall workplan forthe project showing oureffort foreach phase. This isavery detailed assessment ofhowweintend todeliver the Architecture andEngineering services forthisproject. Ourteam isconfident wehave theeffort accurately identified to deliver this project appropriately and economically.

While wehaven’tsetourfees based onapercentage ofconstruction cost, itmay behelpful tocompare thefees against total construction cost. The chart below shows youhow ourfeebreaks down between BASE feeandSPECIALTY consultant fees. Asyouknow thespecialty consultants arethose consultants who would typically behired directly by theCity andwouldn’tnormally beincluded inouroverall fee. Forthis reason, weareshowing afeepercentage calculation excluding these specialty consultants. Youwill see inthespreadsheet below thatouroverall feepercentage isdown below 10% (9.83%) andourfee percentage through thephase 1services isdown to8% (8.05%).

Foraproject ofthisscale and complexity, atotal feeunder 10% isextremely competitive. This feeincludes anumber ofinternal specialty consultants, such asAquatics Design/Engineering, Acoustics Design, andKitchen Design, that historically arenot included inBase services. Infact, programming itself isnottypically included inbase services. We state thisasanother example ofthevalue ourteam isbringing tothis project. Taking thisallintoconsideration, we believe ourfeeishighly competitive and provides anextraordinary value fortheCity. Projects ofthis scale and complexity, with theadditional consultants wehave included inourbase fee, would traditionally result inan Architecture/Engineering feeof11-12% ormore. Westand strongly behind ourfeeasappropriate totherequired workplan forthisproject and asvery good value totheCity andCommunity.

BASEComparisonSPECIALTY TOTAL Architecture & Percentage Survey, Traffic, EngineeringAgainst $ 42.5MTRPA, CEQA, COMBINED
Construction CostGeotech, LEED FEE
Predesign/Program$ 361,500$ 10,530$372,030
Schematic Design$ 516,500$ 139,250$655,750
Design Development$ 1,114,455$ 45,900$1,160,355
Construction Documents$ 1,296,699$ 33,600$1,330,299
Agency Review$ 92,605$ 78,000$170,605
BidSupport$ 39,369$ 0$39,369
PHASE 1SubTotal (Prior toCA
Services)$ 3,421,1288.05%$ 307,280$3,728,408
Construction Administration$ 757,648$ 41,900$799,548
TOTALS$ 4,178,7769.83%$ 349,180$4,527,956
C-010-2021 567
Let’sregroup early next week and discuss further toclarify anyadditional questions youmay have.

LETTER OF AUTHORIZATION TO PROCEED
Contract Amendment 02 – Site & Building Packages (OPTION B) DATE: August 4, 2021 Revised August 19, 2021
CLIENT: City of South Lake Tahoe
JOB#: 20-370
PROJECT: Recreation Center
Please find herein our proposed contract amendment for Architecture, Engineering, and Supplemental Services based on adjustments to the project’ s construction document packaging and construction sequencing.

PROJECT AMENDMENT
In accordance with the Professional Services Agreement for the above- mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms the following amendment to the contract:

Contract Amendment 02: Construction Document Packaging, Construction Sequencing revisions, and associated design and engineering.

SCHEDULE AMENDMENT
Phase Previous Schedule Revised Schedule
Programming & Concept Design 08/01/2020 – 01/15/2021 NA Schematic Design 01/15/2021 – 03/31/2021 NA
Design Development 05/01/2021 – 07/31/2021 08/18/2021 – 11/17/2021 (13 wks) Construction Documents ( Site)
Construction Documents ( Building)
09/01/2021 – 11/30/2021
Same as above
12/8/2021 – 02/11/2022 (9 wks)
12/8/2021 – 03/11/2022 (13 wks)
Agency Review ( Site)
Agency Review ( Building)
1/1/2022 – 3/31/2022
Same as above
02/14/2022 – 04/15/2022 (8 wks)
03/14/2022 – 05/13/2022 (8 wks)*
Note: Agency Review for Building
completion could range from 8 up to
16 weeks potentially completing as
late as 07/08/2022.

Bid Support ( Site)
Bid Support ( Building)
04/01/2022 – 5/31/2022
Same as Above
04/19/2022 – 05/19/2022 (4 wks)
05/26/2022 – 6/30/2022 (5 wks)**
Note: beginning of Bid Suport
phase could range from 05/26/2022
to 07/21/2022 depending on when
Agency Review phase completes.

Construction Administration ( Site)
Construction Administration ( Bldg)
17 months
Same as Above
Start Late May 2022
Start Mid May 2023
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 569
City of South Lake Tahoe Rec Center – Amend 02 – OPTION B Page | 2 of 4

FEE AMENDMENT
Basic Services Current (Amend #1) Adjustments
Amend #2)
Revised
Programming & Concept Design $ 372,030.00 $ 0.00 $ 372,030.00 Schematic Design $ 655,750.00 $ 0.00 $ 655,750.00
Design Development $ 1,160,355.00 $ 42,940.00 $ 1,203,295.00 Construction Documents $ 1,330,299.00 $ 52,480.00 $ 1,382,779.00 Agency Review $ 170,605.00 $ 35,100.00 $ 205,705.00
Bid Support $ 39,369.00 $ 28,520.00 $ 67,889.00
TOTALS $ 3,728,408.00 $ 159,040.00 $ 3,887,448.00
Future Services Current (Amend #1) Adjustments
Amend #2)
Revised
Construction Administration $ 799,548.00 $ 55,880.00 $ 855,428.00 TOTALS $ 799,548.00 $ 55,880.00 $ 855,428.00
PHASE- BY-PHASE AMENDED SCOPE DESCRIPTION:

Design Development:
o Initial division of facility design and drawing set into site and building packages. o Preliminary permit review agency coordination of site and building package approach and strategy o Coordination and sequencing with TRPA for a single permit approval that overlaps two construction packages.
o Additional effort associated with utility routing and path of travel coordination between phases.

Construction Documents:
o Final coordination of site and building packages in preparation for permit review o Separate project specification packages for site and building packages o Coordination of City’s front-end bid documents for site and building packages o Additional Civil Engineering efforts associated with final paving/ sidewalks to be included as part of building package scope.
o Utility coordination associated with maintaining existing operations through phased development until permanent switch over can occur.

Agency Review
o Separate building department permit submittals for site and building packages o Separate permit agency coordination and plan-check responses for site and building packages Bidding
o Additional project bid for two separate bid packages
Additional pre-bid meeting( s)
Additional RFI period
Additional Addenda issuance
Additional Bid opening
Additional Review of bids
Construction Administration
o Additional Construction Administration over revised construction duration. o Construction Administration of two separate contracts for construction. o Team remobilization for phase 2 construction.
o Project Closeout of two separate contracts for construction.

DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 570
City of South Lake Tahoe Rec Center – Amend 02 – OPTION B Page | 3 of 4 AMENDED DESIGN TEAM PHASE 1 FEES ( PRIOR TO CONSTRUCTION ADMINISTRATION):

Architectural:
o Design Development Phase: $ 37,400
o Construction Document Phase: $ 39,400
o Agency Review $ 24,000
o Bid $ 25,000
Sub Total: $ 125,800
Structural:
o Design Development Phase: $ 12,000
o Construction Document Phase: $ 5,000
Sub Total: $ 17,000
Civil/Site:
o Design Development Phase: $ 8,000
o Construction Document Phase: $ 20,000
o Agency Review $ 10,000
o Bid $ 2,000
Sub Total: $ 40,000
Electrical/ Lighting/ Low Voltage:
o Design Development Phase: $ 4,500
o Construction Document Phase: $ 4,900
o Agency Review Phase $ 1,100
o Bid $ 900
Sub Total: $ 11,400
Mechanical/ Plumbing/ Fire Protection:
o Design Development Phase: $ 4,340
o Construction Document Phase: $ 4,960
o Bid $ 620
Sub Total: $ 9,920
Cost Estimating ( Credit for Deletion of Cost Estimating Services)***:
o Design Development Phase: ($ 23,300)
o Construction Document Phase: ($ 21,780)
Sub Total: ($ 45,080)
Note: Design team will coordinate cost estimates with City’s Construction Manager.

TOTAL AMENDED DESIGN TEAM PHASE 1 FEES:

Design Development Phase $ 42,940
Construction Document Phase $ 52,480
Agency Review Phase $ 35,100
Bid Phase $ 28,520
Total Additional Phase 1 Fee****: $ 159,040
Note, there has been no change to scope or fee for the following consultants:
o Landscape Design
o Pool Design
o LEED Consultant
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 571
City of South Lake Tahoe Rec Center – Amend 02 – OPTION B Page | 4 of 4

CONSTRUCTION ADMINISTRATION
We understand the City/client has chosen to approve construction administration services and fees at a later date as the project progresses.

CA Phase Fee Adjustment: $ 55,880
Total CA Phase Fee:

Current CA Fee (Amend. #1): $ 799,548
CA Phase Fee Adjustment ( Amend. #4): $ 55,880
Total: $ 855,428
Phased Fee Breakdown by Construction Phase:

Site (Phase 1) 20% $ 171,086
Building ( Phase 2) 80% $ 684,342
Total: $ 855,428
ASSUMPTIONS/ RECOMMENDATIONS:

We recommend that the site development package be completed and the site GC as-built and survey phase 1 site work so that this information may be provided to the GC who is selected to perform the building phase of the project.

Each phase of construction to be bid as separate public bid.

Given the approximate one-year time delay between commencement of initial site construction and construction on the building portion of the project, it is possible that the CPT may experience some staffing transition( s) or have other reasoning for making changes to the design. Our team will continue to respond to meet your goals and vision. We would like to clarify that in circumstances like this, design revisions after the project is permitted and bid would be performed on an additional- services basis and would have schedule, and likely cost, impacts to the project.

CONTRACT NOTE:

Other than the revised scope and fees as outlined above, nothing in this Amendment is intended to amend or revise any of the contract provisions for the executed Professional Services Agreement.

Please review and let me know if you have any questions. We would be happy to walk you through this proposal and answer any questions you may have.

Sincerely: Approved:

Chris Vicencio, Partner, C26985 Client Date
JK Architecture Engineering
Print Name/Title
Tamara Wallace, Mayor, City of South Lake Tahoe
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 9/ 13/ 2021
572
AUBURN | TAHOE CITY | RENO | SAN JOSE
165 River Road, Suite 1, Tahoe City, CA 96145 530. 583. 9222 www. jkaedesign. com IMAGINE | DESIGN | CREATE

LETTER OF AUTHORIZATION TO PROCEED
Contract Amendment 04 – Additional Survey and Backup Generator System Design DATE: August 4, 2021 Revised August 19, 2021
CLIENT: City of South Lake Tahoe
JOB#: 20-370
PROJECT: Recreation Center
Please find herein our proposed contract amendment for additional Architecture & Engineering of Emergency Backup Generator System at Client request and Supplemental Services for Topographic Survey.

PROJECT AMENDMENT
In accordance with the Professional Services Agreement for the above- mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms the following amendment to the contract:

Contract Amendment 04: Architecture & Engineering of Emergency Backup Generator System and Supplemental Services for Topographic Survey.

Schedule: The amended schedule as shown in Contract Amendment # 02 governs with no additional schedule modifications for Contract Amendment # 04.

FEE AMENDMENT
Basic Services Current (Amend #1) Adjustments
Amend #4)
Revised
Programming & Concept Design $ 372,030.00 $ 0.00 $ 372,030.00 Schematic Design $ 655,750.00 $ 0.00 $ 655,750.00
Design Development $ 1,160,355.00 $ 30,767.00 $ 1,191,122.00 Construction Documents $ 1,330,299.00 $ 3,200.00 $ 1,333,499.00 Agency Review $ 170,605.00 $ 0.00 $ 170,605.00
Bid Support $ 39,369.00 $ 0.00 $ 39,369.00
TOTALS $ 3,728,408.00 $ 33,967.00 $ 3,762,375.00
Future Services Current ( amend #1) Adjustments
Amend #4)
Revised
Construction Administration $ 799,548.00 $ 1,600.00 $ 801,148.00 TOTALS $ 799,548.00 $ 1,600.00 $ 801,148.00
PHASE-BY-PHASE AMENDED SCOPE DESCRIPTION:

Design Development – $ 30,767 increase
o DD level development of Emergency Backup Generator design at Client request $3,200 o Topographic Survey ( 1 site) $27,567
The design team, as a convenience for the City, took on the supplemental services scope of work and fees under our contractual services agreement with the City. The City traditionally would contract directly with the consultants for these services. The original budget allocation for Topographic Survey was $19,080. The actual costs for topographic survey are $46,647. This results in a delta of $27,567. See attached add-services requests from the surveyor/ Psomas ( Exhibit A). As the additional survey information will be required for the execution of the project design and permitting, the design team has included in this amendment proposal the additional topographic survey costs. Note that no DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 573
City of South Lake Tahoe Rec Center – Amend 04 Page | 2 of 2 design-team markup has been added to this additional fee. To be invoiced 100% in early design development phase once complete.

See Exhibit B for overlay of topographic surveys described in this proposal.

Construction Documents - $ 3,200 increase
o CD level development of Emergency Backup Generator design Construction Administration - $ 1,600 increase
o Additional Construction Administration of Emergency Backup Generator System o We understand the City/Client has chosen to approve construction administration services and fees at a later date as the project progresses.

Construction Administration Phased Fee Breakdown
Site (Phase 1) 20% $ 160,230
Building ( Phase 2) 80% $ 640,918
Total: 100% $ 801,148
CONTRACT NOTE:

Other than the revised scope and fees as outlined above, nothing in this Amendment is intended to amend or revise any of the contract provisions for the executed Professional Services Agreement.

Please review and let me know if you have any questions. We would be happy to walk you through this proposal and answer any questions you may have.

Sincerely: Approved:

Chris Vicencio, Partner, C26985 Client Date
JK Architecture Engineering
Print Name/Title
Tamara Wallace, Mayor, City of South Lake Tahoe
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 9/ 13/ 2021
574
575
576
577
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579
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 580
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 581
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 582
MH
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EX. SERVICE TO REC CENTER
8" FIRE
3" DOMESTIC
6" SEWER

LATERAL LOCATIONS

UNKNOWN

ORIGINAL - SCOPE OF WORK
AS SHOWN ON EXHIBIT " A" OF

SERVICE AGREEMENT DATED
9/24/ 2020
AMENDMENT 1 - SCOPE OF

WORK AS SHOWN ON

SERVICE AGREEMENT DATED
12/ 3/2020
AMENDMENT 2 - SCOPE OF

WORK AS SHOWN ON

SERVICE AGREEMENT DATED
1/5/2021
AMENDMENT 3 - SCOPE OF
WORK AS SHOWN ON "
EXHIBIT " A" OF SERVICE
AGREEMENT DATED 5/11/ 2021
0' 30' 60' N120'
SCALE: 1" = 60'
LEGEND:

TOPOGRAPHIC SURVEY

SCOPE COMPARISON

APPROXIMATE LIMITS OF ORIGINAL SCOPE FOR
TOPOGRAPHIC SURVEY, DATED 9/24/2020
APPROXIMATE LIMITS OF AMENDMENT 1 SCOPE FOR
ADDITIONAL TOPOGRAPHIC SURVEY, DATED 12/3/2020
APPROXIMATE LIMITS OF AMENDMENT 2 SCOPE FOR
ADDITIONAL TOPOGRAPHIC SURVEY, DATED 1/5/2021
APPROXIMATE LIMITS OF AMENDMENT 3 SCOPE FOR
ADDITIONAL TOPOGRAPHIC SURVEY, DATED 5/11/2021
AUGUST 4, 2021

EXHIBIT B
DocuSign Envelope ID: C7864012- D0DE- 4640-96CF-F438918CE3D2 583
City of South Lake Tahoe – JKAE
PSA Amendment No. 5 to Master Agreement
AMENDMENT NO. 5 TO PROFESSIONAL SERVICES AGREEMENT
The Professional Services Agreement C-084-2020 entered into on July 28, 2020, between the City of South Lake Tahoe, a municipal corporation (“ CITY”) and JK Architectural Engineering ( JKAE) (“ CONSULTANT”) is hereby amended as set forth below.

The terms of the Professional Services Agreement are hereby amended to read as follows:

1. Scope of Services. In addition to the Scope of Services specified within the original Professional Services Agreement, dated July 28, 2020, this Amendment to the Agreement adds the work described within Exhibit A “ Compensation Schedule”, attached hereto and incorporated herein by reference, is hereby amended to include the additional fees and compensation included with Exhibit A, Amendment No. 5 to the Agreement.

2. Term/ Time of Performance. The services by Consultant are to commence upon the execution of this Agreement and shall continue until all authorized work is approved by City. All such work shall be completed not later than May, 2025. Time is of the essence, and failure of Consultant to perform the services required by this Agreement, as amended, by May 2025 shall constitute a material breach of this Agreement as amended.

3. Compensation. Compensation to be paid to the Consultant, as defined within the original Agreement is hereby increased with this Amendment No. 5 by the sum of 855,428.00 as described within Exhibit A attached hereto. In no case shall Consultant compensation for work completed under this Agreement exceed the amended Agreement amount of $3,921,415 plus the additional fee of $885,428.00 for an amended total fee of 4,776,843 without written authorization from the City. Payment by the City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF SOUTH LAKE TAHOE CONSULTANT
By: __________________________ By: __________________________ Devin Middlebrook, Mayor Jordan Knighton
Partner JKAE
Business License # 008282
APPROVED AS TO FORM: ATTEST:

Heather Stroud, City Attorney Susan Blankenship, City Clerk C-106-2022
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
2022Heather Stroud ( Jun 27, 2022 08:29 PDT) Sue Blankenship (Jun 24, 2022 08:09 PDT) Jun 24, Devin Middlebrook ( Jun 27, 2022 10:10 PDT)Jun 27, 2022 Jordan Knighton (Jul 1, 2022 13:06 PDT) Jordan KnightonJul 1, 2022
584
AUBURN | TAHOE CITY | RENO | SAN JOSE
165 River Road, Suite 1, Tahoe City, CA 96145 530. 583. 9222 www. jkaedesign. com IMAGINE | DESIGN | CREATE

LETTER OF AUTHORIZATION TO PROCEED
Contract Amendment 05 – Construction Administration Services DATE: March 21, 2022
CLIENT: City of South Lake Tahoe, Attn. Jim Marino
JOB#: 20-370
PROJECT: Recreation Center

PROJECT AMENDMENT
In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, and previous project amendments, this Letter of Authorization to Proceed confirms the following amendment to the contract:

Contract Amendment 05 – Construction Administration Services:

Construction Administration support and services as outlined in Prime Agreement ( attached Exhibit A) and subsequent contract amendments based on previously- authorized scope changes and fee increases. This amendment is not a scope change, but rather our formal request for authorization of the Construction Administration phase fee. This fee is broken up below into phase 1 and phase 2 allocations. Only the phase 1 fee would be utilized for Spring/Summer/ Fall 2022 construction administration support. The overall combined Construction Administration fee has not changed from what is shown, but not yet authorized, in the Prime Agreement ( attached Exhibit A).

FEE AMENDMENT
Services Current
Includes Amends 1-4)
Adjustments Revised
Programming & Concept Design $ 372,030.00 -$ 372,030.00 Schematic Design $ 655,750.00 -$ 655,750.00
Design Development $ 1,234,062.00 -$ 1,234,062.00
Construction Documents $ 1,385,979.00 -$ 1,385,979.00
Agency Review $ 205,705.00 -$ 205,705.00
Bid Support $ 67,889.00 -$ 67,889.00
Add Service 01: LEED IP $ 8,800.00 -$ 8,800.00
Amendment 05: Construction Administration $ 00.00 $ 855,428.00 $ 855,428.00 20% - Site (Phase 1) $ 171,085.60 $ 171,085.60
80% - Building ( Phase 2) $ 684,342.40 $ 684,342.40
TOTALS $ 3,930,215.00 $ 855,428.00 $ 4,785,643.00
CONTRACT NOTE:

Other than the revised scope and fees as outlined above, nothing in this Amendment is intended to amend or revise any of the contract provisions for the executed Professional Services Agreement.

Please review and let me know if you have any questions.

Sincerely: Approved:

Chris Vicencio, Partner, C26985 Client Date
JK Architecture Engineering
Print Name/Title
Devin Middlebrook, Mayor
C-106-2022
Devin Middlebrook (Jun 27, 2022 10:10 PDT) Jun 27, 2022 585
C-106-2022 Jordan Knight Architects
Final Audit Report 2022- 07-01
Created: 2022- 06-23
By: jo Mcdonough ( jmcdonough@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAALNFT9Z- z6XdsdaXhBFMDSWDo_ FXCfzo C-106-2022 Jordan Knight Architects" History
Document created by jo Mcdonough ([email protected]) 2022- 06- 23 - 11:58:47 PM GMT- IP address: 128. 92.136. 146 Document emailed to Sue Blankenship ([email protected]) for signature 2022- 06- 24 - 0:02:09 AM GMT
Email viewed by Sue Blankenship ( sblankenship@cityofslt. us) 2022- 06- 24 - 3:07:03 PM GMT- IP address: 128. 92.136. 146 Document e-signed by Sue Blankenship ([email protected]) Signature Date: 2022- 06-24 - 3:09:31 PM GMT - Time Source: server- IP address: 128. 92.136. 146 Document emailed to Heather Stroud ([email protected]) for signature 2022- 06- 24 - 3:09:34 PM GMT
Email viewed by Heather Stroud ([email protected])
2022- 06- 27 - 3:29:21 PM GMT- IP address: 128. 92.136. 146 Document e-signed by Heather Stroud ([email protected]) Signature Date: 2022- 06-27 - 3:29:36 PM GMT - Time Source: server- IP address: 128. 92.136. 146 Document emailed to [email protected] for signature 2022- 06- 27 - 3:29:41 PM GMT
Email viewed by dmiddlebrook@cityofslt. us
2022- 06- 27 - 5:10:20 PM GMT- IP address: 66.189. 255. 213 Document e-signed by Devin Middlebrook ([email protected]) Signature Date: 2022- 06-27 - 5:10:41 PM GMT - Time Source: server- IP address: 66.189. 255. 213 Document emailed to [email protected] for signature 2022- 06- 27 - 5:10:43 PM GMT
586
Email viewed by jordan@jkaedesign. com
2022- 06- 27 - 5:33:55 PM GMT- IP address: 104. 220. 121. 104 Email viewed by [email protected]
2022- 07- 01 - 4:27:56 PM GMT- IP address: 104. 220. 121. 104 Document e-signed by Jordan Knighton ([email protected]) Signature Date: 2022- 07-01 - 8:06:37 PM GMT - Time Source: server- IP address: 104. 220. 4.87 Agreement completed.
2022- 07- 01 - 8:06:37 PM GMT
587
588
AUBURN | TAHOE CITY | RENO | SAN JOSE
165 River Road, Suite 1, Tahoe City, CA 96145 530.583.9222 www. jkaedesign. com IMAGINE | DESIGN | CREATE

LETTER OF AUTHORIZATION TO PROCEED
Additional Service 02 – Bid Set Repackage/Project Rebid/Value Engineering DATE: February 20, 2023
CLIENT: City of South Lake Tahoe, Attn. Jim Marino
JOB#: 20-370
PROJECT: Recreation Center

PROJECT ADDITIONAL SERVICE
In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, and previous project amendments, this Letter of Authorization to Proceed confirms the following additional service to the contract:

Additional Service 02 – Bid Set Repackage/ Project Rebid/Value Engineering:

The summer 2022 construction of Phase 1 site work has been substantially completed. Phase 2 building and remainder of site work will go out to rebid in early May of 2023. Client has requested that design team repackage the bid set so that it shows no reference to Phase 1 or Phase 2. The repackaged set shall show all completed Phase 1 work as “existing”.

References to a “phased” project shall be removed from the set. Specifications shall clearly state “or approved equal”. Per the request of the local fire authority, a fire lane shall be added to the design that connects the new parking lot/fire lane to the existing bike path on the NW portion of the site. In addition, the design team shall undertake a Value Engineering ( VE) process to identify a list of approximately 15 items for the City’s approval to be removed from the drawing set or converted to bid alternates. The VE process shall:

Provide value of at least 5:1 cost benefit of the estimated construction cost savings to design team fee for revision.

Not reduce overall program area or previously approved program uses.

Not require a revision to the TRPA approved project design including exterior elevations, building height, coverage, or materials/ color selections.

Not include cost estimating. Any cost evaluation for the proposed VE items shall be performed by the CM team.

Not incorporate items that require systems re-engineering or plan check/ permit revision. Note that even finish revisions can trigger plan check review for ADA access compliance or Health Department. Additional plan review efforts would be handled on an additional Time & Materials basis.

Schedule & Fee
Contingent upon approval by Client and design team is authorized to proceed by end of day Tuesday, February

28. Any delay in this approval/ notice to proceed date will delay the deliverable schedules below.

Bid Set Repackaging ( CD Phase)
o Schedule: Design team completes effort by Friday, March 31, 2023 (4 weeks).

Design team transmits repackaged set to client and to third-party building plan check team.

Third-party plan checker anticipates their plan review to be complete in about 2 weeks. o Process: Client/CM will provide one set of review comments only. Process does not include progress sets. Design team will work through any plan check comments via a “back check” meeting to reduce duration of final plan approval. Design team will also transmit repackaged set to utility companies and Public Works Dept. during this period.
o Fee: Fixed Fee of $71,750
Value Engineering ( CD Phase)
o Schedule: Design team provides list of VE items by Wednesday, March 8, 2023 (2 weeks). Client approves items for design/drawing revisions by Friday, March 10, 2023 (2 days). 589
City of South Lake Tahoe Rec Center – Add 02 Page | 2 of 2 Design team completes VE effort by Friday, March 31, 2023 (3 weeks) and includes in repackaged set (above).
o Fee: Hourly Not to Exceed Fee of $24,000
Rebid of Repackaged Set (Bid Phase)
o Schedule: Design team supports rebid of project which is anticipated to take approximately 60 calendar days from May 1, 2023 to the end of June 2023. o Fee: Fixed Fee of $48,800
Note: This represents the previously established bid phase fee for the Phase 2 scope of work only. Reminder that the overall bid phase fee was previously broken up as 20% Phase 1 site work and 80% Phase 2 buildng and remaining site work. The additional fixed fee above represents the 80% portion of the bid phase fee minus an additional goodfaith fee reduction of 10%.

FEE ADJUSTMENT
Services Current
Includes Amendments 1-5)
Adjustments Revised
Programming & Concept Design $ 372,030.00 - $ 372,030.00 Schematic Design $ 655,750.00 - $ 655,750.00
Design Development $ 1,234,062.00 - $ 1,234,062.00
Construction Documents $ 1,385,979.00 - $ 1,385,979.00
Agency Review $ 205,705.00 - $ 205,705.00
Bid Support $ 67,889.00 - $ 67,889.00
Construction Administration ( 20%) $ 171,085.60 - $ 171,085.60 Construction Administration ( 80%) $ 684,342.40 $ 684,342.40 Add Service 01: LEED IP $ 8,800.00 - $ 8,800.00
Add Service 02: Repackage/ Rebid/VE - $ 144,550.00 $ 144,550.00 TOTALS $ 4,785,643.00 $ 144,550.00 $ 4,930,193.00
CONTRACT NOTE:

Other than the revised scope and fees as outlined above, nothing in this additional service is intended to amend or revise any of the contract provisions for the executed Professional Services Agreement.

Please review and let me know if you have any questions.

Sincerely: Approved:

Chris Vicencio, Partner, C26985 Client Date
JK Architecture Engineering
Print Name/Title
590
591
592
City of South Lake Tahoe – JKAE
PSA Amendment No. 7 to the Master Agreement
Amendment No. 7 to Professional Services Agreement with JK Architecture Engineering
The Professional Services Agreement C-084-2020 entered into on July 28, 2020, between the City of South Lake Tahoe, a municipal corporation (“ CITY”) and JK Architecture Engineering JKAE) (“ CONSULTANT”) is hereby amended as set forth below.

The terms of the Professional Services Agreement are hereby amended to read as follows:

3. Compensation. Compensation to be paid to the Consultant, as defined within the original Agreement is hereby increased with these Amendment No. 7 by the sum of 108,920 as described within Exhibit A attached hereto. In no case shall Consultant compensation for work completed under this Agreement exceed the amended Agreement amount of $4,951,383 plus the additional fee of $108,920 for an amended total fee of 5,060,303 without written authorization from the City. Payment by the City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.

CITY OF SOUTH LAKE TAHOE CONSULTANT
By: __________________________ By: __________________________ Tamara Wallace, Mayor Chris Vicencio, JKAE
Business License # 008282
APPROVED AS TO FORM: ATTEST:

Heather Stroud, City Attorney Susan Blankenship, City Clerk C-312-2024
Heather Stroud ( Dec 12, 2024 11:34 PST) Susan Blankenship ( Dec 12, 2024 11:02 PST) Tamara Wallace ( Dec 12, 2024 11:46 PST) Chris Vicencio ( Dec 13, 2024 09:03 PST) Chris Vicencio
593
AUBURN | TRUCKEE- TAHOE | RENO | SAN JOSE
11661 Blocker Drive, Suite 220, Auburn, CA 95603 530. 888. 0998 IMAGINE | DESIGN | BUILD
www. jkaedesign. com

LETTER OF AUTHORIZATION
Task 1 – STPUD Survey
CLIENT: City of South Lake Tahoe DATE: September 16, 2024 ATTN: Ricky Riddle PROJECT: 20- 370 Recreation Swim Complex PROJECT AMENDMENT:

In accordance with the Professional Services Agreement for the above- mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms that our estimated effort for this project has been adjusted as follows:

Task 1 – STPUD Survey
Scope: Surveyor ( Psomas) to perform survey of domestic water point of connection point in Highway 50 right of way. Formal survey proposal to follow as backup and JKAE will forward to City of South Lake Tahoe. See Exhibit A for general overview of survey area to be performed by Psomas.

Traffic Control Note: Psomas does not anticipate the need for a traffic control plan. Psomas anticipates using cones for safety purposes and will try to avoid blocking traffic or adjusting traffic flow. Should a formal plan or additional permit submittal be req uired, City of South Lake Tahoe will be responsible for those efforts or will request an additional service from surveyor through JKAE.

Schedule: In the interest of time, JKAE requests a quick turnaround of this proposal approval by the City of South Lake Tahoe as the Survey ( Psomas) will need several weeks to schedule.

Based upon this additional effort we estimate that our contract amount shall be modified as follows:

Estimated Fee:

Psomas: $ 6,400. 00
JKAE ( Coordination): $ 640. 00
Total T& M (Est. Maximum): $ 7,040. 00
Surveyor Estimated Budget:

PM/ PLS Coordination: $ 680. 00
Field Crew 1 Extended Day: $ 3,500. 00
CAD Mapping: $ 1,620. 00
Estimate: $ 5,800. 00
10% Contingency: $ 600. 00
Total Estimated Fee: $ 6,400. 00
Budget Note: The above budget is not a Fixed or Not to Exceed Fee. Should actual survey based on field conditions require additional survey extents or time, JKAE will ask for written justification from Psomas for City of South Lake Tahoe review and approval .

Please acknowledge your acceptance of this Letter of Authorization with your signature below and return via email.

Sincerely: Approved:

Jordan Knighton Architects, Inc. (dba JKAE)
Patrick Sheehan, Project Manager Client Date
Chris Vicencio, Partner, C 26985 Print Name / Title
Amendment 7
Exhibit A
C-312-2024 594
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1 SITE PLAN - OVERALL - NEW SURVEY SCOPING PLAN

LETTER OF AUTHORIZATION
Task 2 – AV Design Services
CLIENT: City of South Lake Tahoe DATE: October 21, 2024 ATTN: Ricky Riddle PROJECT: 20-370 Recreation Swim Complex PROJECT AMENDMENT:

In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms that our estimated effort for this project has been adjusted as follows:

Task 2 – AV Design Services
Client has requested a proposal to add AV capabilities to the Gymnasium and Event Space. JKAE and its Consultant team will begin by analyzing the optimal size, number, and placement of screens, ensuring their orientation maximizes visibility based on the audience size and location, which will be coordinated with the Client.

Electrical & AV Design: We will evaluate the placement of one large screen, oriented north/ south along the eastern end of the room versus a smaller screen positioned east of the proposed athletic demising curtain, with an additional option for two screens. The optimal height and viewing angles will also be determined to enhance the audience’ s experience. Electrical and AV conduits, as well as controls, will be routed or located at the existing switch banks if feasible. A flush floor conduit will be installed for a lecture podium, and all necessary equipment, including the screen, projector, and control system, will be specified as part of this design. For the event space, re-evaluate current design for best viewing. Review speaker and projection equipment with client and coordinate any changes to specification.

Structural Engineering: The structural design will address the necessary structural support, including brackets and bracing for screens and mounting for the projector. AV controls and the equipment will be designed to be mobile, allowing them to be easily moved when needed. Existing drawings will be updated to include the exact height, lateral positioning, and deployment of the equipment, ensuring compatibility with existing joists, framing, and basketball hoops.

Mechanical Engineering: The currently designed ducting system will be carefully evaluated to avoid any interference with the screens, ensuring the new design is optimized to prevent unwanted airflow from affecting the screens’ stability and performance. For the event space, coordinate mechanical equipment around preferred AV alignment.

Architecture: Architectural Design will include a specification of a compatible podium, necessary storage for all elements, coordination with the overall layout and design. JKAE and BRS will coordinate necessary meetings between designers, contractors, and trade partners to appropriate scoping, pricing, planning and execution. Execution includes permitting and construction administrative activities associated with accommodating this change. For the event space, re-evaluate current design for best viewing.

C-312-2024 596

Page 2 of 2 ends

Upon approval, the Consultant team will design and produce a schematic set of drawings that will delineate the scope for the contractor to price. Upon review of contractor pricing, client will review and decide if scope will move forward. Any unforeseen additions to this scope will require additional fee.

Architecture, JKAE $ 9,400.00
Specialty Architecture, BRS $ 5,000.00
Structural, Buehler $ 12,000.00
Electrical, The Engineering Enterprise $ 8,700.00
Mechanical, Capital $ 1,600.00
TOTAL FIXED FEE $ 36,700.00
Please acknowledge your acceptance of this Letter of Authorization with your signature below and return via email.

Sincerely: Approved:

JKAE
Patrick Sheehan, Project Manager Client Date
Chris Vicencio, Partner, C 26985 Print Name / Title
C-312-2024 597
AUBURN | TRUCKEE- TAHOE | RENO | SAN JOSE
12242 Business Park Drive, Suite 19, Truckee, CA 96161 530. 583. 9222 IMAGINE | DESIGN | BUILD
www. jkaedesign. com

LETTER OF AUTHORIZATION
Task 3 – Client Requested Changes
CLIENT: City of South Lake Tahoe DATE: October 23, 2024 ATTN: Ricky Riddle PROJECT: 20-370 Recreation Swim Complex PROJECT AMENDMENT:

In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms that our estimated effort for this project has been adjusted as follows:

Task 3 – Client Requested Changes
Client wishes to direct JKAE & Design Team to implement minor client- directed design changes. This additional service is meant to provide the design team with an extended budget to allow for these changes to occur without delay.

TIME & MATERIALS FEE $ 50,000.00
Note that design changes in excess of the $50,000 estimated maximum will be tracked as separate additional services in which JKAE will provide a separate proposal. JKAE will not proceed beyond the $50,000 estimated maximum without prior Client written authorization.

Please acknowledge your acceptance of this Letter of Authorization with your signature below and return via email.

Sincerely: Approved:

JKAE
Patrick Sheehan, Project Manager Client Date
Chris Vicencio, Partner, C 26985 Print Name / Title
C-312-2024 598
AUBURN | TRUCKEE- TAHOE | RENO | SAN JOSE
12242 Business Park Drive, Suite 19, Truckee, CA 96161 530. 583. 9222 IMAGINE | DESIGN | BUILD
www. jkaedesign. com

LETTER OF AUTHORIZATION
Task 4– Metal Roof Deck Plumbing Support
CLIENT: City of South Lake Tahoe DATE: October 25, 2024 ATTN: Ricky Riddle PROJECT: 20-370 Recreation Swim Complex PROJECT AMENDMENT:

In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms that our estimated effort for this project has been adjusted as follows:

Task 4 – Metal Roof Deck Plumbing Support
The General Contractor has requested Buehler Engineering to review the capacity of the metal roof deck to be able to support plumbing systems directly from the deck. The desire is to be able to eliminate the added miscellaneous steel currently supporting the plumbing distribution system. The General Contractor will provide plumbing system hanger plans PDF and CAD/ Revit) with the hanger reactions noted for review. Buehler’ s scope of work will include the following:

Attend three meetings with the contracting team.

Coordination with the plumbing contractor.

Review of the hanging loads.

Provide structural calculations to validate the deck capacity.

Review of plumbing hanger to metal deck connection details.

Structural Engineering, Buehler $ 8,800.00
JKAE-Coordination $ 880.00
Task 4 FIXED FEE $ 9,680.00
Please acknowledge your acceptance of this Letter of Authorization with your signature below and return via email.

Sincerely: Approved:

JKAE
Patrick Sheehan, Project Manager Client Date
Chris Vicencio, Partner, C 26985 Print Name / Title
C-312-2024 599
AUBURN | TRUCKEE- TAHOE | RENO | SAN JOSE
12242 Business Park Drive, Suite 19, Truckee, CA 96161 530. 583. 9222 IMAGINE | DESIGN | BUILD
www. jkaedesign. com

LETTER OF AUTHORIZATION
Task 5 – LEED Submittal Reviews
CLIENT: City of South Lake Tahoe DATE: November 13, 2024 ATTN: Ricky Riddle PROJECT: 20-370 Recreation Swim Complex PROJECT AMENDMENT:

In accordance with the Professional Services Agreement for the above-mentioned project, dated July 28, 2020, this Letter of Authorization to Proceed confirms that our estimated effort for this project has been adjusted as follows:

Task 5 – Metal Roof Deck Plumbing Support
The LEED submittal review time and budget allocation was exceeded due to multiple re-reviews of previous LEED submittals. These re-reviews necessitated additional coordination meetings/ calls to resolve:

Additional time (estimated at 20 hours) to review the remaining LEED submittals Up to three additional one-hour virtual LEED CA coordination meetings JKAE review and processing of these remaining LEED submittals LEED Additional Submittal Reviews/ Meetings, Mead & Hunt $5,500.00 FIXED FEE $ 5,500.00
Please acknowledge your acceptance of this Letter of Authorization with your signature below and return via email.

Sincerely: Approved:

JKAE
Patrick Sheehan, Project Manager Client Date
Chris Vicencio, Partner, C 26985 Print Name / Title
C-312-2024 600
C-312-2024 JKAE Amendment 7
Final Audit Report 2024- 12-13
Created: 2024- 12-12
By: Michelle Davis ( medavis@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAA4gJijKRoWzB3z_ voe7hDljVwtIFV3n2s C-312-2024 JKAE Amendment 7" History
Document created by Michelle Davis ([email protected]) 2024- 12- 12 - 6:59:57 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2024- 12- 12 - 7:00:10 PM GMT
Email viewed by Susan Blankenship ( sblankenship@cityofslt. us) 2024- 12- 12 - 7:01:49 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2024- 12-12 - 7:02:00 PM GMT - Time Source: server Document emailed to Heather Stroud ([email protected]) for signature 2024- 12- 12 - 7:02:02 PM GMT
Email viewed by Heather Stroud ([email protected])
2024- 12- 12 - 7:34:38 PM GMT
Document e-signed by Heather Stroud ([email protected]) Signature Date: 2024- 12-12 - 7:34:51 PM GMT - Time Source: server Document emailed to Tamara Wallace ([email protected]) for signature 2024- 12- 12 - 7:34:54 PM GMT
Email viewed by Tamara Wallace ( twallace@cityofslt. us) 2024- 12- 12 - 7:45:54 PM GMT
Document e-signed by Tamara Wallace ([email protected]) Signature Date: 2024- 12-12 - 7:46:07 PM GMT - Time Source: server Document emailed to Chris Vicencio ([email protected]) for signature 2024- 12- 12 - 7:46:09 PM GMT
601
Email viewed by Chris Vicencio ( chris@jkaedesign. com) 2024- 12- 13 - 5:02:58 PM GMT
Document e-signed by Chris Vicencio ([email protected]) Signature Date: 2024- 12-13 - 5:03:32 PM GMT - Time Source: server Agreement completed.
2024- 12- 13 - 5:03:32 PM GMT
602
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:22
Agenda Item: Update on Vacation Home Rental Permitting
Executive Summary: On June 17, 2025, City Council adopted Ordinance No. 2025-1200, amending the Vacation Home Rental ("VHR") provisions of the South Lake Tahoe City Code, by a vote of 4-1 (Robbins no). In conjunction with adopting this Ordinance, City Council requested that staff bring back a report at this meeting to receive an update on the VHR permitting process under the new Ordinance, and to consider whether any amendments are warranted at this time.

Requested Action / Suggested Motions: Receive report and either: (1) Pass a Motion directing staff to bring back an ordinance at a future meeting to amend Ordinance No. 2025-1200 to make one or more of the following changes: (a) subject non-residential areas to the same rules as the Tourist Core Area Plan; (b) modify buffer requirements in residential areas; and/or (c) modify restrictions regarding condominiums; or (2) take no action.

Responsible Staff Member: Heather Stroud, City Attorney Joseph Irvin, City Manager Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Attachments:
01 - Staff Report - VHR Update.docx
02 - Ordinance 2025-1200 VHR Amendments.pdf
603
Council Agenda Report- September 9, 2025 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: Update on Vacation Home Rental Permitting
Location: Citywide
Responsible Staff Members: Heather Stroud, City Attorney (530) 542-6046 Joseph Irvin, City Manager (530) 542-6000
Background: On June 17, 2025, City Council adopted Ordinance No. 2025-1200, amending the Vacation Home Rental (“VHR”) provisions of the South Lake Tahoe City Code, by a vote of 4-1 (Robbins no). That Ordinance made the changes to the City’s VHR regulations including the following:
 Establishes a 150-foot buffer between VHR properties outside the Tourist Core Area Plan, except for condominiums. (§ 3.50.380(F))
 Prohibits VHRs in “multifamily dwellings,” but allows VHRs in attached condominiums for applicants who had a permit as of September 1, 2016. (§ 3.50.380(D)(2))  Excludes timeshares from VHR regulation. (§ 3.50.370)  Requires VHR owners outside Tourist Core Area Plan to use local property manager to check in guests and go over the rules, ensure compliance with operating conditions, receive real-time indoor sound monitoring and outdoor video monitoring to head off nuisance issues, and respond to complaints in person 24/7. (§§ 3.50.070;

3.50.390(B)(1)(b), 3.50.440)
 Changed occupancy limits outside Tourist Core Area Plan to 2 per bedroom, with up to five children aged 13 and under not counting towards the occupancy limit. (§ 3.50.440(A)(1))  Requires defensible space inspection prior to permit issuance, for properties outside Tourist Core Area Plan. (§§ 3.50.390(A)(7)(b); 3.50.410(B)(2))  Requires all VHR properties to be operated, maintained, and managed in compliance with conditions of operation irrespective of whether they are being used as a VHR at a given time. (§ 3.50.440).
 Clarified that appeals of VHR permit denials and revocations appealed to the Planning Commission are final and not subject to further appeal to City Council. (§ 3.50.430)  Authorized permitting preference for prior VHR and Qualified VHR permit holders in good standing. (§ 3.50.390(A)(1))
In conjunction with adopting this Ordinance, City Council requested that staff bring back a report at this meeting to include the following topics:
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Council Agenda Report- September 9, 2025 Page 2 of 4
 Update on VHR permitting process, including how many permits issued, operation of buffers and how many properties were buffered out, permitting for condominiums, rules in non-residential areas outside Tourist Core Area Plan.
 Code enforcement issues.
 Whether City could implement minimum age of 25 to rent VHR.

Issue and Discussion: The City began accepting applications for preferred applicants on June 23, 2025, and began accepting applications from outside the preferred applicant group on August 23 at 9:00am. As of August 28:
 Total applications received: 1,029
o Applications received during preferred applicant period: 639  Applications reviewed: 702
 Applications awaiting additional information: 25
 Applications at “deemed complete” stage: 123
 Total applications rejected: 373
o Not eligible for preferred applicant period: 245
o Not eligible for permit: 149
 3 or more upheld citations: 39
 Outstanding fines: 48
 Multifamily, or attached condo not having a permit as of 9/1/16: 53  Buffered out: 65
 Issued permits: 111
Code Enforcement Data
Since the first permit was issued in July, there have been no complaints and no citations issued to newly permitted VHRs in residential areas. Staff will continue to track and report this data as more permits are issued and more properties begin short-term rental operations. For permitted VHRs in non-residential areas, which have been operating continuously including during the period in which Measure T was in place, between January 2018 through August 2024, there were less than 10 citations issued for nuisance-type violations (including noise, parking, trash, hot tub). Since August 2024, there have been no citations issued to permitted VHRs in non-residential areas (commercial and recreational) outside the Tourist Core Area Plan.

Potential Amendments to VHR Ordinance
Based on the code enforcement data indicating a lack of nuisance issues in non-residential areas, City Council may want to consider amendments to the VHR ordinance to treat all non-residential areas similar to the Tourist Core Area Plan, which has less stringent regulations including no buffer, no requirement for a local property manager, and higher occupancy limits. It is important to note that if no change is made, as existing permits in these areas (which were allowed under Measure T with no buffer) come up for annual renewal, some permittees in commercial and recreational areas would be buffered out and precluded from renewing.

With respect to establishing a minimum age to rent a VHR, there is a state law that prohibits any local zoning rule that probits land uses based on certain characteristics including age. Cal. Gov’t Code § 65008(a)(1). This provision was used to challenge an age minimum of 30 to rent a VHR in the City of Rancho Mirage’s ordinance, but the court did not reach the issue for procedural reasons. Harrison v. City of Rancho Mirage, 243 Cal. App. 4th 162, 176 (2015). In 2022, Rancho Mirage amended its ordinance to ban all short-term rentals, so the age provision is no longer in 605
Council Agenda Report- September 9, 2025 Page 3 of 4
place. Given the likelihood of a legal challenge to this type of restriction and the lack of data supporting heightened nuisance issues with occupants under 25, staff does not recommend adopting an age-based restriction at this time.

Regarding the buffer requirements in residential areas, with only about 100 permits issued to single-family units in residential areas to date, staff suggests waiting to better understand any positive or negative effects from buffers before making changes to these requirements. Staff has identified other jurisdictions that have had buffer requirements in place for a longer period of time and has reached out for feedback on how they are working. These jurisdictions generally report that buffers have been successful in reducing nuisance issues such as noise, parking, and trash impacts on neighbors, and preserving neighborhood character. Maintaining a buffer may also help alleviate housing concerns by limiting developers’ ability to use the limited housing allocations to build homes intended to be VHRs. El Dorado County noted that since implementing the buffer requirement, they have seen a reduction in developers seeking TRPA housing allocations to build VHRs, such that they no longer have a waiting list and have available housing allocations.

Many of these jurisdictions exempted owners with existing permits from the buffer when adopting the buffer requirement, and several noted that they have seen limited benefits from the buffer rules because of this exemption and clustering of existing permits. South Lake Tahoe has the benefit of a “clean slate” in residential areas because of Measure T’s prohibition of VHRs in those areas beginning in 2021, and the court of appeal’s ruling that prior permit holders did not have vested rights to renewal of their permits.

Jurisdiction Buffer requirement Code Section Notes
El Dorado County 500 ft 5.56.056 Adopted in 2021. Exempted owners with existing permit.

Santa Rosa 1000 ft between
non-hosted STRs
20-48.040(B)(2)(a-b) Adopted 2021. Exempted owners with permit approved prior to 3/17/2020.

Subsequently, new VHRs banned and nonhosted VHRs will be eliminated by attrition.

Alpine County 100 ft 18.73.130(B) Adopted 2021. Exempted owners with permit approved prior to 3/17/2020.

Humboldt County 600 ft buffer if 1 or
more dwelling per
acre. No buffer if
less dense.

60.05.10.6.2.1.2 Adopted 2024.

Morro Bay 175 ft

17.30.220(D)(4)(a)
Adopted 2017.

Arroyo Grande 500 ft 16.52.230(12) Restrictions for buffer and cap adopted 2022 (Ord. 718).

Pacific Grove 55 ft 7.40.040(b)(2) "Zone of exclusion" adopted 2017; exempted previous licenses.

Redding 600 ft 18.43.180(F)(2)(a)(2) May be reduced to 300 in certain cases.

San Louis Obispo
County
1500 ft (Land Use);
50, 100, 200ft
(Coastal zone land
use)

22.30.510(b)(ii);

23.08.165(c)(1-4)
Land Use: No residential vacation rental
shall be located within 1,500 feet of an
existing permitted vacation rental. This
requirement may be modified through Minor
Use Permit approval when a Conditional
Use Permit is not otherwise required.

Coastal Zone Land Use: 50/100ft radius,
100/200 linear feet from VHR.
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Council Agenda Report- September 9, 2025 Page 4 of 4
Paso Robles 100 ft (single family
res. zoning)
Ord. 1120 N.S. Buffer only applies to non-hosted rentals.

Riverside 500 ft - Wine country
150 ft - Idyllwild
Ord. 927, Section
10(e)
Ord: 927, Section
9(g)
Similarly, with respect to prohibiting VHRs in attached condominiums unless the applicant had a permit as of September 1, 2016, staff recommends keeping that restriction in place at this time, at least until more data is collected regarding any issues with the permitted VHRs. Staff is concerned about both nuisance issues from allowing a concentration of VHRs in condominiums with shared walls and the loss of potential workforce housing stock that could result if changes were made to this provision at this time.

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

Financial Implications: There are no financial implications from receiving this report. If City Council directs staff to bring back an ordinance making amendments to the VHR regulations, the fiscal implications of that ordinance will be analyzed at that time.

Policy Implications: VHR regulation involves competing policy implications. Limiting, restricting, regulating, and enforcing the rules regarding VHRs protects against nuisance issues such as noise, trash, overcrowding, parking violations, and degradation of neighborhood character, while allowing the operation of VHRs can have positive economic benefits for the City, local businesses, and community.
607
Ordinance 2025-1200 June 17, 2025 Page 1 of 17
Ordinance 2025-1200
Adopted by the City of South Lake Tahoe
City Council
June 17, 2025
An Ordinance Amending Article V (Vacation Home Rentals) of Chapter 3.50 (Transient Lodging) and Table 2.35.070 (Appealable Actions and Matters) of the South Lake Tahoe City Code to Modify the Regulation of Vacation Home Rentals Located Outside the Tourist Core Area Plan

FINDINGS
A. Pursuant to Article XI, Section 7 of the California Constitution, the City may make and enforce all regulations and ordinances using its police powers.

B. The City has regulated Vacation Home Rentals (“VHRs”), currently defined as the rental of an entire dwelling unit for less than 30 days, since the adoption of Ordinance No. 928 on January 21, 2003.

C. Between 2015-2018, the City Council held more than 17 public meetings with dozens of hours of public comment at which the City Council deliberated regulations related to, nuisances created by, and the benefits and costs of VHRs within the City. At those public meetings, the City Council, staff, and community members expressed concern about excessive noise, disorderly conduct, vandalism, overcrowding, traffic, congestion, illegal parking, and accumulation of trash and refuse at or around VHRs located outside the Tourist Core. During that time, the City expended resources in responding to numerous citizen complaints pertaining to VHRs, which required rapid response from police, fire, paramedic, and other City personnel.

D. Measure T was a citizens initiative that passed in the election of November 6, 2018. Beginning after a phase-out period, Measure T prohibited VHRs in certain areas of the City where they had previously been permitted, including residentially-zoned areas, multifamily dwellings, and areas added to the Tourist Core after 2017.

E. Soon after Measure T passed, an organization called South Lake Tahoe Property Owners Group filed a lawsuit challenging Measure T on various grounds, El Dorado County Superior Court Case No. SC20180243. In February 2021, Measure T was upheld in its entirety by the El Dorado County Superior Court, and Plaintiff filed an appeal. The court of appeal affirmed the superior court’s judgment upholding Measure T, except that it remanded the case for the trial court to consider whether the “permanent resident” exception in the Qualified VHR provisions of Measure T violates the dormant Commerce Clause of the U.S. Constitution. At no time 608
Ordinance 2025-1200 June 17, 2025 Page 2 of 17
during the lawsuit was an injunction in place prohibiting the implementation of Measure T’s prohibition on VHRs in certain areas of the City including residentially-zoned areas, multifamily dwellings, and areas added to the Tourist Core after 2017, such that VHRs in these areas were phased out by the end of 2021 as required by Measure T.

F. On March 13, 2025, the El Dorado County Superior Court issued a ruling finding that the Qualified VHR provisions are unconstitutional because they impermissibly discriminate against interstate commerce, and that these provisions are not severable from the remainder of Measure T, requiring that Measure T be struck down in its entirety.

G. On April 1, 2025, the City Council unanimously adopted Ordinance No. 2025-1193, establishing a temporary, forty-five (45) day moratorium on the issuance of Vacation Home Rental permits for Vacation Home Rentals in areas where such permits were prohibited by Measure T, pursuant to California Government Code section 65858(a). On May 6, 2025, City Council adopted urgency ordinance (Ordinance No. 2025-1196) by a four-fifths vote (with Councilmember Jinkens voting no) to extend the temporary moratorium through June 19, 2025.

H. On April 22, 2025, the City Council received a staff report and passed a motion by a vote of 3- 2 (Mayor Pro Tem Bass and Councilmember Robbins voting no) to make certain amendments to the pre-Measure T VHR regulations that were in place as of November 2018.

I. On May 6, 2025, City Council passed a motion by a vote of 4-1 (Councilmember Robbins voting no) to make further amendments to the proposed ordinance and bring back this Ordinance for a first reading on June 3, 2025.

J. The amendments to Section 3.50.440 (Conditions of Operation) are not retroactive to permits in place as of the effective date of this Ordinance, and will be applied at the time of permit renewal and issuance of new permits.

K. Related amendments to Table 2.35.070 (Appealable Actions and Matters) are included in this Ordinance to clarify that appeal decisions of VHR permit denials and revocations by the Planning Commission are final and not appealable to the City Council. Additional amendments to this Table are included to reflect changes in other sections of the City Code since the Table was last amended.

L. On May 23, 2025, notice of this public hearing was published in the Tahoe Daily Tribune pursuant to California Government Code section 65090.

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

SECTION 1. Article V (Vacation Home Rentals) of Chapter 3.50 (Transient Lodging) of the South Lake Tahoe City Code is hereby amended to read in its entirety as follows:

3.50.370 Definitions.
“Bear box” shall have the same meaning as set forth in SLTCC section 4.150.010. 609
Ordinance 2025-1200 June 17, 2025 Page 3 of 17
“Buffer zone” shall mean the area within 150 feet of any property line of a vacation home rental property, except for condominiums, as measured using the city of South Lake Tahoe’s geographic information system data.
“City manager” shall mean the city manager as set forth in SLTCC chapter 2.10, or their designee. “Condominium” shall mean a dwelling unit in a residential development that is under a legal arrangement specifying that the unit is individually owned but the common areas are owned, controlled, and maintained through an organization consisting of all individual owners. “Dwelling unit” shall mean a building, or portion thereof, that contains living facilities including provisions for sleeping, eating, cooking, and sanitation for the exclusive use of one or more people maintaining a household, not including city-approved hotels, motels, bed and breakfasts, or timeshares.
“Electronic signature” shall have the same meaning as set forth in SLTCC section 2.40.010. “Good neighbor contract” shall mean a document prepared by the city manager that summarizes the conditions of operations in SLTCC section 3.50.440 for which occupants are responsible for compliance and subject to citation for violating, to be signed by wet or electronic signature before or during check-in by the property manager and the responsible party(ies) entering into a vacation home rental contract for each vacation home rental in areas outside the Tourist Core Area Plan. “Multifamily dwelling unit” shall mean a dwelling unit that is attached, meaning that it shares at least one wall, floor, or ceiling with at least one other dwelling unit, except that condominiums within the Tourist Core Area Plan are not considered multifamily dwelling units. “Occupant” shall mean any person who is on or in a vacation home rental property other than service providers, whether or not the person stays overnight.
“Owner” shall mean the person(s) or entity(ies) that hold legal or equitable title to a dwelling unit. “Property manager” shall mean the person designated by the owner to implement the requirements of SLTCC section 3.50.440 in areas outside the Tourist Core Area Plan. The owner or an agent designated by the owner may serve as the property manager. “Renewal application” shall mean an application for a renewed vacation home rental permit which application may be submitted by the vacation home rental applicant. “Rent” shall have that definition set forth in SLTCC 3.00.010. “Vacation home rental” shall mean the rent or rental of an entire dwelling unit by the owner or agent to another person or group of persons for occupancy, dwelling, lodging, or sleeping purposes for a period of less than 30 consecutive calendar days. The rental of units within city-approved hotels, motels, time-shares, and bed and breakfasts shall not be considered to be vacation home rentals. “Vacation home rental applicant” shall mean the person(s) or entity(ies) who apply for a vacation home rental permit by submitting and signing a vacation home rental application. A vacation home rental applicant may be an owner(s) of the dwelling unit, an agent(s), or another authorized representative(s) of an owner of the dwelling unit.
“Vacation home rental permit” shall mean a permit issued to the property owner and pursuant to the provisions of this chapter that allows the use of a dwelling unit as a short-term rental. 610
Ordinance 2025-1200 June 17, 2025 Page 4 of 17
“Vacation home rental property” shall mean a parcel of real property, as shown on the latest equalized tax assessment roll as maintained by the assessor of the county of El Dorado, upon which a vacation home rental(s) is (are) maintained. “Vacation home rental property” includes the premises upon which a vacation home rental is located, including parking areas, driveways, landscaping, accessory structures, fences, walls, swimming pools, hot tubs, spas, tennis and paddleboard courts, and other similar and related improvements.

3.50.380 Vacation home rentals – General provisions.

A. Vacation Home Rentals Allowed. Subject to the provisions of this article, vacation home rentals shall be permitted within the city.

B. Vacation Home Rental Permit Required to Operate. It shall be unlawful for any person or entity to rent, maintain, facilitate, advertise or list a dwelling unit as a short term rental without a valid vacation home rental permit issued pursuant to this article.

C. Vacation Home Rental Permits Nontransferable.

1. Permit – Site Specific. It shall be unlawful for any person to give, grant or otherwise transfer a vacation home rental permit from one dwelling unit to another.

2. Transfer of Permits Prohibited. All permits issued by the city pursuant to this article shall be nontransferable to a different person or entity to whom said permit was issued. (a) Notwithstanding subsection (C)(2) of this section, a permit may be transferred from one owner of a vacation home rental to another owner of the vacation home rental as long as the transferee was an owner of the vacation home rental at the time the vacation home rental application was submitted to the city.

3. Upon any change of ownership of a vacation home rental property, an initial vacation home rental application shall be submitted pursuant to SLTCC 3.50.390(A).

D. Multifamily Dwelling Units.

1. It shall be unlawful to rent, lease, use or operate a multifamily dwelling unit as a vacation home rental.

2. Notwithstanding subsection (D)(1) of this section, owners of multifamily dwelling units that are condominiums and had a valid vacation home rental permit at such condominium on September 1, 2016, may apply for a vacation home rental permit for said multifamily dwelling unit and will be issued or denied a permit or renewal permit based on the criteria of SLTCC 3.50.410.

E. Agency and Property Management.

1. An owner may retain an agent to comply with the requirements of this article, including, without limitation, the filing of an application for a vacation home rental permit, the management of the vacation home rental, and compliance with the conditions of the permit. The owner of the vacation home rental is responsible for compliance with the provisions of this article and the failure of an agent to comply with this article shall not relieve the owner of their obligations as set forth in this article.

2. In areas outside the Tourist Core Area Plan, owners are required to designate and maintain a property manager at all times.

F. Anti-Clustering Requirements.
611
Ordinance 2025-1200 June 17, 2025 Page 5 of 17

1. Outside of the Tourist Core Area Plan, a vacation home rental shall not operate on a parcel located within 150 feet of another parcel outside of the Tourist Core Area Plan with a vacation home rental permit.

2. No more than one vacation home rental shall operate on a parcel.

3. Distances under this subsection shall be calculated as a straight line from any parcel line of the permitted vacation home rental property to the parcel line of any other parcel. Locational restrictions shall apply to an entire parcel if any portion of the parcel is located within the applicable buffer zone.

4. Notwithstanding subsection F(1) of this section, condominiums are exempt from the anticlustering requirements, meaning that no buffer zone around condominiums is required, and condominiums are not subject to buffer zones around other vacation home rental properties.

G. Transient occupancy tax shall be assessed for vacation home rentals.

H. Permits and Fees Not Exclusive. Permits and fees required by this article shall be in addition to any license, permit or fee required under any provision of the city code. The issuance of any permit pursuant to this article shall not relieve the owner of the vacation home rental from their obligation to comply with all other provisions of the city code pertaining to use and occupancy of the vacation home rental.

3.50.390 Vacation home rental application procedures.

A. Initial Applications.

1. All persons or entities interested in operating a vacation home rental may submit a vacation home rental application along with the application fee in an amount set forth in the city’s master fee schedule. For applications in areas where vacation home rentals were previously prohibited under Measure T, the City Council may, by resolution, set an initial application period for applicants whose vacation home rental permit at the same property that is in good standing and was not renewed in 2021 because of Measure T, and for applicants whose qualified vacation home rental permit at the same property is in good standing and became void in April 2025 because of the court’s judgment in the Measure T lawsuit. Applications in such areas that are submitted by applicants not qualifying for the initial application period will not be accepted until the initial application period has expired.

2. It shall be the applicant’s responsibility to provide all information and materials required to comply with the vacation home rental application submittal requirements.

3. The filing date of the vacation home rental application shall be the date when the city manager officially receives the last submission of information or materials required by subsection (B) of this section and the application is deemed complete. If the city manager determines an application submittal is incomplete, a vacation home rental applicant shall be notified of such incompleteness within 30 calendar days of receipt of the vacation home rental application by the city manager. If the city manager does not receive a complete application within 30 calendar days of providing notice of incompleteness, the city manager shall no longer consider that application and the application shall be deemed withdrawn.

4. All vacation home rental applications which have been deemed complete by the city manager shall be reviewed and processed in the order of the application’s filing date.

5. Once an application is deemed complete, the city manager shall make reasonable efforts to schedule an inspection of the vacation home rental within 14 days. Vacation home rental 612
Ordinance 2025-1200 June 17, 2025 Page 6 of 17
applicants shall have 45 days to make all changes and improvements to the vacation home rental which are required by the city pursuant to the inspection. If the vacation home rental applicant fails to make all changes and improvements to the vacation home rental within 45 days of the inspection, said applicant’s vacation home rental application shall be deemed withdrawn.

6. The city shall issue no more than 150 vacation home rental permits per month.

7. Inspections.
(a) The city manager shall inspect all dwelling units for compliance with this article prior to issuing a vacation home rental permit for said dwelling unit. (b) Vacation home rental permit applicants may be required to make improvements or changes to the proposed vacation home rental property in order to ensure that the proposed vacation home rental property conforms with all plan area statements and building code standards which were in effect at time of construction of the vacation home rental property and that no health and safety violations which threaten the well-being of guests, neighbors or the community are present at the vacation home rental property, including compliance with defensible space requirements of California Public Resources Code section 4291, as may be amended.
(c) Notwithstanding subsections (A)(7)(a) and (b) of this section, inspections shall not be required for vacation home rental renewal applications. (d) Notwithstanding subsections (A)(7)(a) and (b) of this section, inspections shall not be required for vacation home rentals located in the Tourist Core Area Plan.

B. Vacation Home Rental Application and Renewal Application Filing Requirements.

1. Vacation home rental applications and renewal applications shall be submitted on forms provided by the city manager and shall include, but not be limited to, the following information:
(a) Owner(s) name(s).
(b) Property manager contact information, including local contact number with 24-hour, 7 days a week, availability for reporting violations. Any change in the property manager and local contact number shall be promptly furnished to the city manager. (c) Square footage of home.
(d) Owner mailing address.
(e) Proposed vacation home rental address and assessor’s parcel number. (f) Vacation home rental permit number, if existing vacation home rental. (g) Number of bedrooms in vacation home rental.
(h) Number of paved parking spaces on the vacation home rental property. (i) Identification of outdoor hot tub, if any.
(j) Permit number and expiration date of prior vacation home rental permit or qualified vacation home rental permit held by owner(s) at proposed vacation home rental property, if any.
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Ordinance 2025-1200 June 17, 2025 Page 7 of 17

2. Vacation home rental applications and renewal applications filed by agents, representatives, or authorized representatives of the owner of the vacation home rental property shall include a declaration that such application is being made with the consent of the vacation home rental owner.

3. Vacation home rental applications and renewal applications shall be accompanied by a declaration that any and all applicable covenants, conditions and restrictions are consistent with and would not prohibit issuance of a vacation home rental permit for the proposed property.

4. The vacation home rental application and renewal application shall be accompanied by an application fee in an amount set forth by separate resolution of the city council which amount is calculated to recover the city’s full cost of reviewing, issuing and administering said permit.

5. If a renewal application is denied, and the applicant wishes to operate a vacation home rental, the applicant must initiate a vacation home rental application by filing an initial application and complying with the procedures of subsection (A) of this section.

3.50.400 Expiration and renewal of vacation home rental permits.

A. Vacation home rental permits shall expire one year after their issuance.

B. Vacation home rental permits must be renewed on an annual basis prior to expiration by filing with the city manager a renewal application and a renewal fee.

C. If a timely renewal application is filed, the vacation home rental permit shall not expire until the date that the city manager approves or denies the renewal application. If a timely renewal application is not filed, the vacation home rental permit shall expire and shall be considered null and void.

D. A renewal application shall be subject to all filing requirements set forth in SLTCC 3.50.390(B).

E. The city manager shall issue or deny a renewal application in accordance with the provisions of SLTCC 3.50.410(C).

3.50.410 Review, issuance and denial of vacation home rental permit applications.

A. Vacation home rental permits shall only be issued to the owner(s) of the vacation home rental property.

B. Criteria for Issuance – Initial Application. The city manager shall issue a vacation home rental permit where they make all of the following findings:

1. The vacation home rental application is complete and the applicant has complied with the submittal requirements of SLTCC 3.50.390(B).

2. Inspection of the vacation home rental property has shown that the proposed vacation home rental property conforms with all plan area statements and building code standards which were in effect at time of construction of the vacation home rental property, that no health and safety violations which threaten the wellbeing of guests, neighbors or the community are present at the vacation home rental property, that the defensible space requirements of California Public Resources Code section 4291, as may be amended, are met, and that the applicable requirements of SLTCC section 3.50.440 are met including verifying the parking areas set forth on the application, the required interior and exterior signage, lighting, and that the required noise and video monitoring devices are installed and operational.

3. Neither the vacation home rental property nor the vacation home rental applicant has received three or more upheld citations within any three events and/or calls for service for violations of the 614
Ordinance 2025-1200 June 17, 2025 Page 8 of 17
city code which citations were issued during three separate events and/or calls for service within any 24-month period, and the vacation home rental property does not have outstanding fines for any upheld citations. For purposes of this section, upheld citations means citations which were neither overturned on appeal nor dismissed.

4. The vacation home rental property contains sufficient paved parking spaces to accommodate the maximum number of occupants. All required parking shall be constructed on the vacation home rental property prior to operation as a vacation home rental.

5. The proposed vacation home rental would comply with the anti-clustering requirements of SLTCC 3.50.380(F).

C. Criteria for Issuance – Renewal Application. The city manager shall issue a renewed vacation home rental permit where they make all of the following findings:

1. The renewal application is complete and the applicant has complied with the submittal requirements of SLTCC 3.50.390(B).

2. There have not been three or more upheld citations issued for violations of the city code which citations were issued during three separate events and/or calls for service within any 24-month period, and the vacation home rental property does not have outstanding fines for any upheld citations. For purposes of this subsection, upheld citations means citations which were neither overturned on appeal nor dismissed.

3. The vacation home rental permit has not lapsed, expired, been revoked, or suspended.

4. The vacation home rental is current on transient occupancy taxes and has paid all said taxes to the city in full by the date upon which said taxes became due.

5. The vacation home rental permit has not been transferred to another person, entity, or property.

D. Criteria for Denial. Vacation home rental permits shall not be issued or renewed where the city manager confirms that one or more of the criteria for issuance set forth in subsections (B) and (C) of this section have not been met. If the city manager denies the vacation home rental application or renewal application, they shall specify in writing the reasons for the denial and notify the applicant that the decision shall become final unless the applicant seeks an appeal pursuant to SLTCC

3.50.430.

3.50.420 Revocation of vacation home rental permit.

A. A vacation home rental permit issued under the terms of this article shall be revoked by the city manager at any time if they conclude any of the following:

1. The vacation home rental is not current on transient occupancy taxes and has not paid all said taxes to the city in full by the date upon which said taxes became due.

2. There have been three or more upheld citations for violations of the city code which citations were issued during three separate events and/or calls for service for violations of the city code at the vacation home rental within any 24-month period. For purposes of this section, upheld citations means citations which were neither overturned on appeal nor dismissed.

3. The vacation home rental applicant has submitted a vacation home rental application containing a material misrepresentation or omission of a material fact. 615
Ordinance 2025-1200 June 17, 2025 Page 9 of 17

4. There has been a transfer or an attempt to transfer a vacation home rental permit to another person, entity or property.

B. A vacation home rental permit suspended or revoked pursuant to this section shall be deemed to be expired and shall no longer authorize the operation of a vacation home rental.

3.50.430 Appeal from city manager’s determination.

An applicant or any interested party who disagrees with the city manager’s decision to issue, deny, revoke, or suspend a vacation home rental permit may appeal that decision to the planning commission in accordance with the appeal provisions of Chapter 2.35 SLTCC. The planning commission’s decision shall be final and is not subject to further administrative appeals.

3.50.440 Conditions of operation.

All vacation home rental properties shall be operated, maintained, and managed on a day-to-day basis in compliance with the following operational conditions and requirements, irrespective of whether they are being used as a vacation home rental at a given time. In areas outside the Tourist Core Area Plan, the owner shall designate and maintain a property manager to ensure compliance with the conditions set forth in this section. Violation of any of the below conditions of operation shall subject the owner to citation in accordance with SLTCC 3.50.450. Additionally, violation of conditions of operation set forth in subsections (A), (C), (H), (K), (L), (O), (Q), and (R) of this section shall subject any occupant found violating such condition to citation in accordance with SLTCC 3.50.450.

A. Maximum Occupancy.

1. Occupancy of the vacation home rental shall be limited by (1) the number of paved parking spaces on the vacation home rental property as shown in Table 1 of this subsection, and (2) the number of bedrooms in the property as shown in Table 2(a) and 2(b) of this subsection, whichever is lesser. For purposes of this subsection, occupancy shall be calculated by the number of persons present at the vacation home rental property at any given time.

Table 1. Number of Paved Parking Spaces Establishing Maximum Occupancy Number of
Parking Spaces
Maximum
Occupancy
1 4
2 8
3 12
4 16
5 20
Table 2(a). Number of Bedrooms Establishing Maximum Occupancy (Within Tourist Core Area Plan)
Number of
Bedrooms
Maximum
Occupancy
Studio 4
1 6
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Ordinance 2025-1200 June 17, 2025 Page 10 of 17
Number of
Bedrooms
Maximum
Occupancy
2 8
3 10
4 12
5 14
Table 2(b). Number of Bedrooms Establishing Maximum Occupancy (Outside Tourist Core Area Plan)
Number of
Bedrooms
Maximum
Occupancy
Studio 2
1 2
2 4
3 6
4 8
5 10
Within the Tourist Core Area Plan, where the maximum occupancy for a vacation home rental is based upon the number of bedrooms, occupancy of a vacation home rental with one or more bedrooms shall be calculated by multiplying the number of bedrooms by two and adding four. Outside the Tourist Core Area Plan, where the maximum occupancy for a vacation home rental is based upon the number of bedrooms, occupancy of a vacation home rental shall be calculated by multiplying the number of bedrooms by two. For vacation home rentals with one or more bedrooms, up to five children aged 13 and under do not count towards the maximum occupancy. For studios, up to two children aged 13 and under do not count towards the maximum occupancy.

The voluntary reduction of occupancy in order to reduce fees is not permitted.

The requirements of this subsection limiting maximum occupancy based on number of parking spaces shall not apply to any vacation home rental that is within a common interest development subject to the Davis-Stirling Common Interest Development Act, as set forth in Cal. Civ. Code § 4000 et seq.; provided, that the board of directors of the association governing the common interest development has implemented rules or regulations regarding parking for occupants of vacation home rentals within such common interest development.

B. Each parking space required for a vacation home rental permit shall remain available for vacation home rental occupants. Each parking space shall be no less than nine feet wide and 19 feet long.

C. Commercial Activity Prohibited. Vacation home rentals shall not be used for commercial activities, including, but not limited to, weddings, receptions and large parties. All occupants of the vacation home rental shall be notified of the prohibition against commercial activities prior to the reservation, rental, or lease of a vacation home rental.
617
Ordinance 2025-1200 June 17, 2025 Page 11 of 17
D. The owner of the vacation home rental shall be responsible for compliance with all provisions of the South Lake Tahoe City Code.

E. The owner of the vacation home rental shall post a copy of the permit and a copy of the conditions set forth in this section in a conspicuous place within the vacation home rental property.

F. All marketing and advertising of the vacation home rental shall include the vacation home rental permit number issued by the city.

G. The owner shall agree to and authorize the city to enter the vacation home rental for the purpose of inspections when the city has received complaints of substandard housing conditions and/or has been made aware of substandard housing conditions.

H. Use of all outdoor spas or hot tubs shall be prohibited between the hours of 10:00 p.m. and 8:00 a.m.

I. Interior Signage. Vacation home rentals shall have a clearly visible and legible notice posted on or directly adjacent to the inside of the front door, containing the following information:

1. The name of the property manager and a telephone number enabled for text messaging at which that person may be reached on a 24-hour basis, seven days per week;

2. The maximum number of occupants for the vacation home rental;

3. The maximum number of vehicles permitted to be parked on the vacation home rental property;

4. The parking rules for seasonal snow removal;

5. The trash pickup day and notification that solid waste and recyclables shall not be left or stored on the exterior of the property except in a bear box or animal-resistant cart or container approved by the city or its franchisee under SLTCC chapter 4.150;

6. Notification that an occupant may be cited and fined for creating a disturbance or for violating any provision(s) of this article; and

7. Notification that failure to conform to the parking and occupancy limits of the vacation home rental is a violation of this article.

J. Exterior Signage. Vacation home rentals shall have a clearly visible and legible exterior sign, posted in a location which is visible from the adjacent right-of-way, containing the following information:

1. The name of the property manager and owner of the vacation home rental, and a telephone number at which the property manager may be reached on a 24-hour basis, seven days per week;

2. The maximum number of occupants for the vacation home rental;

3. The maximum number of vehicles permitted to be parked on the vacation home rental property;

4. The telephone number of the police department vacation home rental hotline, and the police department’s email address;

5. This section of the South Lake Tahoe City Code.
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Ordinance 2025-1200 June 17, 2025 Page 12 of 17
K. Parking. Occupants of vacation home rentals shall not park on areas of the vacation home rental property not designated as parking spaces or on any other private property without permission.

L. Noise. In addition to all noise standards set forth in the city code and TRPA Code, the use of any equipment generating noise and the use of outdoor amplified music, speakers or other amplified equipment is prohibited between the hours of 10:00 p.m. and 8:00 a.m.

M. Emergency lighting (which may consist of plug-in or permanently installed systems) shall be installed, maintained and functional within the home at all times.

N. Any lights used to illuminate a vacation home rental property shall be designed so as to not spray onto adjoining properties and adjacent rights-of-way.

O. Parking of commercial vehicle(s) on vacation home rental property, except temporarily for durations of less than four hours, shall be prohibited.

P. Records of every night for which the vacation home rental is rented, including the name and contact information of the tenant who has arranged to rent the vacation home rental, the rental rate, the number of occupants per night, and the number of vehicles, shall be maintained for a minimum period of three years before such records are discarded or destroyed. Such records shall be made available to the city within 15 business days upon written request from the city.

Q. Camping and sleeping in tents, travel trailers, campers or recreational vehicles shall not be permitted on the vacation home rental property.

R. Trash.

1. Owners are responsible for compliance with all requirements for sorting, disposal, storage, and collection of solid waste, recyclables, and yard trimmings in SLTCC chapter 4.150. Solid waste and recyclables shall not be left or stored on the exterior of the property except in a container(s) within a bear box or in an animal-resistant cart or container approved by the city or its franchisee under SLTCC chapter 4.150. Owners are required to acquire and use an animal-resistant recycling cart within 30 days of receiving notice from the city or its franchisee that such recycling carts are available.

2. If a bear box is installed on the vacation home rental property, then all solid waste shall be stored in said bear box until collection. All bear boxes shall remain functional and maintained so as to ensure that wildlife cannot access trash. The requirements of this subsection shall not apply to any person whose vacation home rental is within a common interest development subject to the Davis-Stirling Common Interest Development Act, as set forth in Cal. Civ. Code § 4000 et seq.; provided, that the board of directors of the association governing the common interest development has implemented rules or regulations requiring and enforcing the regular disposal of trash within such common interest development.

3. For vacation home rental properties with a bear box installed, Table 1 of this subsection establishes the number of trash cans within bear boxes required. 619
Ordinance 2025-1200 June 17, 2025 Page 13 of 17
Table 1. Minimum Number of Trash Cans within Bear Box
Size of Home Number of
Trash Cans
Less than 2,500 square
feet
2 2,500 – 3,500 square
feet
3 Greater than 3,500
square feet
4 4. Vacation home rental owners and property managers shall arrange for the necessary level of trash pick-up, drop-off, or other trash removal from the property so as to ensure that no trash is left on the street, exterior of the dwelling unit, or the right-of-way.

S. Owner or authorized agent shall include the vacation home rental permit number on all contracts, rental agreements, and in any advertising or websites depicting the vacation home rental.

T. Transient Occupancy Tax. The owner of the vacation home rental shall remit all transient occupancy tax payments and comply with Article II of this chapter.

U. For properties outside the Tourist Core Area Plan, the property manager shall meet the occupants either in person or virtually to check them in at the beginning of each vacation home rental to, at a minimum:

1. Verify the identities of all responsible party(ies) entering into a vacation home rental contract; and

2. Ensure that the property manager and responsible party(ies) have signed the good neighbor contract certifying that the property manager has reviewed the conditions of operation of this section with the responsible party(ies), which good neighbor contract shall be maintained for three years and made available to the city upon written request within 15 business days.

V. For properties outside the Tourist Core Area Plan, the owner shall install indoor noise and outdoor video monitoring devices to immediately alert the property manager 24 hours a day, seven days a week, of potential violations of the conditions of operation of this section 3.50.440, including those conditions of operation related to noise, trash, and parking. The purpose of this requirement is to provide property managers with access to real-time information to allow them to prevent nuisances before neighbors are disturbed and to prevent violations of the conditions of operation.

W. For properties outside the Tourist Core Area Plan, the property manager shall provide and maintain a local contact number with 24-hour, 7 days a week, availability for receiving reports of violations from the city and neighbors, and the property manager shall be available to respond in person within 60 minutes to such complaints, 24 hours a day, 7 days a week.

3.50.450 Enforcement.

A. Any use or condition caused or permitted to exist in violation of any provision of this article shall be and hereby is declared a public nuisance and may be summarily abated by the city pursuant to Code of Civil Procedure Section 731 or any other remedy available to the city. 620
Ordinance 2025-1200 June 17, 2025 Page 14 of 17
B. Any use or condition caused or permitted to exist in violation of any provision of this article shall be subject to citation in an amount set forth by separate resolution of the city council.

C. The city may issue a citation based wholly or in part on photographic, video, or audio recorded evidence provided by a third party upon submission of a signed affidavit from the person who took the photograph or made the recording authenticating the evidence, if a preponderance of the evidence shows that a violation occurred.

D. Appeals of citations are subject to SLTCC chapter 2.30, except for any appeal of a third citation within a 24-month period resulting in revocation of a vacation home rental permit is subject to SLTCC chapter 2.35, and will be heard by the planning commission along with the appeal of the permit revocation under SLTCC section 3.50.430.

3.50.460 No property rights conferred.

Vacation home rental permits shall not be construed as providing property rights or vested interests and entitlements in continued operation of a vacation home rental. Vacation home rental permits are revocable licenses which expire annually. Vacation home rental permits shall not run with the land.

SECTION 2. Table 2.35.070 (Appealable Actions and Matters) of the South Lake Tahoe City Code is hereby amended to read in its entirety as follows:

Table 2.35.070: Appealable Actions and Matters
Permit or Action
Type Reference Section
Intermediary Appeal
Officer or Board
Final Appeal
Officer or Board
Tax Determinations 3.20.060

3.20.110
Tax Collector City Council
Emergency
Communication
System Access Fee

3.30.170 Finance Director City Manager
Business and
Professions Tax and
License

3.35.170

3.35.260
None City Council
Business
Classification

3.35.310 Tax Collector City Council
Revocation of
Business Permit by
the Chief of Police for
Violation of California
Health and Safety
Section 11364.5

3.35.420 None City Manager
Transient Lodging Tax
Redetermination

3.50.130 Finance Director City Manager
Transient Lodging:

Occupancy and
Permits

3.50.040 Planning Commission City Council
Vacation Home Rental
Permit

3.50.430 None Planning
Commission
621
Ordinance 2025-1200 June 17, 2025 Page 15 of 17
Permit or Action
Type Reference Section
Intermediary Appeal
Officer or Board
Final Appeal
Officer or Board
Vacation Home Rental
Permit Third Citation
and Revocation

3.50.450 None Planning
Commission
Animal Control Fees 4.05.080 None City Council
Massage 4.15.040 None City Council
Bingo Permit 4.20.060 None City Council
Mobile Vending Permit 4.35.080 None City Council
Alcohol Use Permit 4.70.130 None City Council
Escort Permit Grant,
Denial, Suspension or
Revocation

4.70.200 City Manager City Council
Private Patrol Permit 4.140.090 None City Council
False Alarm Permit 4.145.070 None City Manager
Refuse and Garbage 4.150.025 None City Council
Taxicab Suspension or
Revocation of Permit

4.155.110 None City Manager
Cannabis Public
Safety License

4.180.050 None City Council
Hazardous Vegetation
and Defensible Space

5.30.100 None Hearing Officer
Land Use
Development
Standards

6.10.090

6.10.250 See 6.10.090 Table 1 See 6.10.090
Table 1
Housing: Unit
Determination

6.25.080 None City Council
Multi-Family Dwelling
Inspection and
Maintenance Program

6.30.170 None Building Board of
Appeals
Plan Line Setback:

Building Permit

6.35.060 None Planning
Commission
Signs 6.40.270 Planning Commission City Council
Trees 6.50.040

6.50.180
None City Council
Condominium
Conversion

6.55.210 Planning Commission City Council
Use Permit and
Variances

6.55.220

6.55.580

6.55.590
Planning Commission City Council
622
Ordinance 2025-1200 June 17, 2025 Page 16 of 17
Permit or Action
Type Reference Section
Intermediary Appeal
Officer or Board
Final Appeal
Officer or Board
Special Events and
Temporary Use Permit

6.55.230 Planning Commission City Council
Hosted Rental Permit 6.55.295 None Planning
Commission
Cannabis use permit 6.55.770 None City Council
Floodplain
Management

6.65.160 None City Council
Mobile Vending
Location

6.70.060 Planning Commission City Council
Wireless Facility
Permits

6.75.040

6.75.080
Planning Commission City Council
Urban Runoff and
Storm Water Quality
Violations

7.15.180 Public Works Director City Council
Grading, Erosion, and
Sediment Control
Decisions

7.20.260 None Public Works
Director
SECTION 3. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this Ordinance. The City Council declares that it would have passed this Ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the Ordinance would be subsequently declared invalid or unconstitutional.

SECTION 4. The City Council finds that this Ordinance is exempt from the California Environmental Quality Act (“CEQA”) under CEQA Guidelines section 15061(b)(3) because it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment, and under CEQA Guidelines section 15308 because it is amending a regulatory process to protect the environment.

SECTION 5. The City Clerk is directed to certify this Ordinance and cause it to be published in the manner required by law.
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Ordinance 2025-1200 June 17, 2025 Page 17 of 17
SECTION 6. This Ordinance shall become effective 30 days following its adoption.

Adopted by the City of South Lake Tahoe City Council on June 17, 2025 by the following vote:

Yes: Wallace, Bass, Jinkens, Roberts
No: Robbins
Tamara Wallace (Jun 18, 2025 13:14 PDT)
Tamara Wallace, Mayor
Attest:

Susan Blankenship (Jun 18, 2025 09:14 PDT)
Susan Blankenship, City Clerk
First Reading: June 3, 2025
Published: June 6, 2025
Second Reading: June 17, 2025
Effective: July 17, 2025
Date:_June 18, 2025
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
624
Created: 2025-06-18
By:

Status:

Transaction ID:

Susan Blankenship ([email protected])
Signed
CBJCHBCAABAAzpeV8GU06pudVYFbyoqUT3MI76tvxYFW
Ordinance 2025-1200 VHR Amendments
Final Audit Report 2025-06-18
"Ordinance 2025-1200 VHR Amendments" History
Document created by Susan Blankenship ([email protected]) 2025-06-18 - 4:13:54 PM GMT
Document emailed to Tamara Wallace ([email protected]) for signature 2025-06-18 - 4:13:58 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2025-06-18 - 4:13:59 PM GMT
Email viewed by Susan Blankenship ([email protected]) 2025-06-18 - 4:14:11 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2025-06-18 - 4:14:21 PM GMT - Time Source: server Email viewed by Tamara Wallace ([email protected])
2025-06-18 - 8:14:09 PM GMT
Document e-signed by Tamara Wallace ([email protected]) Signature Date: 2025-06-18 - 8:14:28 PM GMT - Time Source: server Agreement completed.
2025-06-18 - 8:14:28 PM GMT
625
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:23
Agenda Item: Cannabis Revenues Grant Program Award Recommendations for 2025 Executive Summary: On April 22, 2025, The City Council adopted Resolution No. 2025 - 031 updating the Cannabis Revenue Grant Program Process and Guidelines. Under the City Council policy for these grants (adopted May 18, 2021), up to half the previous year's cannabis revenues received is available for 2025 awards. $400,000 was reserved for this program for the 2025 - 2026 project year. The application period for the City's Cannabis Revenues Grant Program was June 15 - July 15. The review team met and considered 22 applications for $746,116, and 13 are recommended for awards totaling $446,415.

Requested Action / Suggested Motions: Pass a Resolution appropriating an additional allocation of $46,415 of Cannabis Program Revenue toward the 2025 Cannabis Revenue Grant Program for a total amount of $446,415 and approving the grant awards list of projects recommended by the grant application review committee.

Responsible Staff Member: Sara Letton, Sustainability Coordinator Reviewed and Approved By: Sue Blankenship, City Clerk Heather Stroud, City Attorney Olga Tikhomirova, Finance Director
Attachments:
01 - Staff Report Cannabis Revenues Grant Awards 2025.docx 02 - Resolution - Cannabis Grant Budget Allocation.docx 03 - Attachment 1 to Resolution-Grant Award List.docx
04 - Res 2025-031 2025 Cannabis Grant Program Process and Guidelines.pdf 626
Council Agenda Report- September 9, 2025

Page 1 of 2 ends

City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: 2025 Cannabis Revenues Grant Program Recommendations for Awards Location: Citywide
Responsible Staff Member: Sara Letton, Sustainability Coordinator, (530) 542-6175 Background: On May 18, 2021, City Council adopted Resolution No. 2021-039, establishing the Cannabis Community Benefit Fee Revenue Allocation Policy. Under this policy, City Council committed to allocating up to 50 percent of the previous year’s cannabis revenue to a community benefit grant program. On March 15, 2021, the City Council adopted Resolution No. 2022-030 to establish the Cannabis Revenue Grant Program Process and Guidelines. On April 22, 2025 those guidelines were updated and adopted by City Council with Resolution 2025-031. Under these Guidelines, grants are to be awarded annually to South Lake Tahoe organizations whose projects contribute to mitigating the potential impacts of the cannabis industry in the city, and which help promote and address the priorities articulated in the City Strategic Plan, including:
 Ability for Everyone Who Works Here to Live Here
 Efficiency Government
 Ensure Public Safety
 Grow and Diversify the Economy
 Improve Transportation
 Protect the Natural Environment
 Recreation and Equitable Access for All
Pursuant to these policies, $400,000 of cannabis revenue was committed towards this grant program for 2025, which is the same amount budgeted as 2024, 2023, and 2022.

Issue and Discussion: The review team engaged in a process developed by staff, within the council-adopted guidelines, and informed by prior year experience. All applications received at least two reviews by team members. Application questions were scored and totaled for each applicant. An average absolute score was ascribed to each. An efficiency score was calculated by dividing the average score by the amount requested. The applications were ranked, evaluated, and discussed. Projects were then selected for recommendation of award by the review team by consensus.

Twenty-two (22) applications were reviewed by the grant review committee, consisting of the Mayor, a City Council Finance Committee member, the City Manager, and the City’s Finance Director. For Council’s discussion and/or approval, the committee brings recommendations for awarding thirteen (13) projects that were most consistent with the criteria. Twelve projects are 627
Council Agenda Report- September 9, 2025

Page 2 of 2 ends

recommended for funding at their full request, and one recommended at seventy percent of the request. Attachment 1 to the Resolution provides the list of organizations recommended for awards, the amount they are offered, and a brief project description written by organization.

Financial Implications: $400,000 was originally designated for this program in the midyear budget request, according to the Policy. The recommendations for awards totals $446,415. The review team recommends allocating an additional $46,415 to fund the 13 projects.

Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative activities).

Policy Implications: The program is guided by the Cannabis Community Benefit Revenue Allocation Policy and was funded according to that Policy. The awarded projects fall within the guidelines approved by City Council, and all will help achieve progress on the City’s Strategic Plan. To be eligible, each applicant had to name at least one Strategic Priority addressed by their project. More points were earned by projects that addressed more Priorities. 628
Resolution 2025-XXX September 9, 2025 Page 1 of 2
Resolution 2025-XXX
Adopted by the City of South Lake Tahoe
City Council
September 9, 2025
Appropriating an Additional Allocation of $46,415 of Cannabis Program Revenue toward 2025 Cannabis Revenue Grant Program

BACKGROUND
A. On February 19, 2019, the City Council adopted Ordinance No. 2019-1126 which regulates cannabis businesses in order to ensure the health, safety, and welfare of the residents of the city of South Lake Tahoe and visitors.

B. Cannabis businesses operate pursuant to individual Development Agreements that require to submit to the City on a monthly basis within 45 days following the month end the Community Benefit Fees payment equivalent six (6) percent of Gross Receipts for that month.

C. On May 18, 2021, City Council adopted Resolution 2021-039 which established the Cannabis Community Benefit Fee Revenue Allocation Policy, and on April 22, 2025, adopted Resolution 2025-031 which updated the Cannabis Revenue Grant Program Process and Guidelines.

D. Pursuant to these policies, $400,000 of cannabis revenue was committed towards this program for 2025.

E. The City’s grant review committee received and reviewed twenty-two eligible (22) applications and selected thirteen (13) projects, resulting in a total recommended award amount of $446,415.

F. Sufficient fund balance is available in the Cannabis Special Revenue Fund to allocate additional funding and cover the remaining budgeted expense through the end of the fiscal year of 9/30/2025.

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

1. Appropriates additional allocation of the Cannabis Community Benefit Fee revenue to the City’s Cannabis Revenues Grant Program of $46,415.

2. Approves the amendment to the budget in account 223-02120 as follows:

Expense 44032 Contributions/Sponsorship $46,415.

3. Approves the 13 projects in the Grant Award List (Attachment 1) for total award of $446,415. 629
Resolution 2025-XXX September 9, 2025 Page 2 of 2
Adopted by the City of South Lake Tahoe City Council on September 9, 2025, by the following vote:

Yes:

No:

Absent:

Abstain:
___________________________ Date:___________
Tamara Wallace, 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.
630
Attachment 1-Grant Award List
Applicant Brief Project Description Award
Offer
1 Boys and Girls Club
of Lake Tahoe
The club is seeking bridge funding to enable us to
continue our health and wellness program. For
the past two years, we have received $50K/yr
from the County. That ended abruptly in March
2025 with no warning. In addition, we have
received cuts to our state funding due to the
gentrification of South Lake Tahoe such that our
food grant no longer covers the cost of providing
meals to our members, and CalFresh, who ran
the nutrition component, has lost funding and is
closing. Support for the Health & Wellness
program, while we seek other long term funding,
will enable this vital program to continue. The
program is multifaceted and includes our highly
successful anti-drug, -alcohol, and -tobacco
program, as well as programs that encourage
resiliency, healthy eating, positive mental health
and physical activity. It also incorporates our new
Esports program that is proving highly successful
at attracting and retaining members in the grades
most vulnerable to unhealthy activities. Funding
from this grant would be used to purchase
equipment fro the program and assist with the
staff costs for delivering this program 100%
ourselves.
$ 50,000
2 Christmas Cheer,
Inc.

Christmas Cheer, Inc. serves the community's
most vulnerable members and due to the rising
costs of food, we are seeing more and more
families that are requiring assistance, thus
increasing our need for additional refrigeration
and storage space. The funds will be used to
purchase and install a new walk-in fridge.
$ 35,000
631
Attachment 1-Grant Award List
3 Clean Tahoe
Program
If awarded, Clean Tahoe will use the grant funds
to support the cleanup of abandoned or vacated
homeless encampments in the South Lake Tahoe
area. The region includes numerous land
management agencies, each with its own law
enforcement protocols, which often results in
camps—frequently filled with loose trash—
remaining in place for extended periods while
funding is secured. These encampments are
commonly located along riverbanks, in meadows,
wetlands, and forested areas. Having access to
dedicated funding will enable Clean Tahoe to
respond promptly and clean up sites as soon as
they are reported and vacated, regardless of
property ownership. Our administrative staff is
highly skilled in quickly identifying property
ownership and maintains strong working
relationships with local land managers and law
enforcement agencies. This coordination ensures
that reports are relayed to the appropriate
authorities so that outreach and services can be
offered prior to the issuance of any notices to
vacate. Grant funding would also be used to
provide refresher training on hazardous waste
procedures and to purchase essential personal
protective equipment for staff safety.
$ 50,000
4 El Dorado
Community
Foundation -- Drug
Store Project
Funds will be spent for 300 6th graders to
participate in the Drug Store Project, a realitybased event with presentations provided by 45 agencies and supported by 200 volunteers at
LTCC. The event's theme is "Choices, what are
yours?" and educates what can happen with
substance use, misuse, and abuse. Funds would
cover the majority of the program cost. In addition
to the actual event, youth complete a pre & post
survey, parents participate in a survey and can
receive educational and harm reduction materials
for the family to make homes safer. The goal is to
educate youth on the dangers of drugs. The event
reinforces that all kids have choice and healthy
choices lead to more opportunities.
$ 18,201
632
Attachment 1-Grant Award List
5 Encompass Youth Our project is framed within our three focus areas:

Education and Job Readiness, Health and Wellbeing, and Independent Living. The project provides comprehensive support and services
addressing issues related to housing, poverty,
health and well-being, social and community
connections, education, and employment. Our
clients face numerous barriers and challenges in
accessing the services they need, including
transportation issues, language barriers, financial
constraints, a lack of awareness about available
services, and difficulties navigating the oftencomplex systems to access these services.

Volunteer Navigators can connect with clients,
build trusting relationships, and provide the
support and services the clients need to transition
successfully to independence and adulthood. The
project offers an environment where youth are
safe, seen, heard, and empowered. Examples of
how the funding will be spent include: rent/utility
assistance, clothing, household items, personal
hygiene products; costs for further
education/certification; fees for positive youth
development and enrichment activities; dental
needs; other health needs; fees to obtain
documents; counseling; and gym memberships.
$ 28,175
6 Live Violence Free,
DBA Vista Rise
Collective
This project offers comprehensive client care to
victims in need of financial assistance as they
establish safe and stable housing. Funds will
cover critical needs, such as rental assistance,
household supplies, utilities, food, transportation,
basic necessities, legal fees, workforce
development, and credit repair, all essential for
long-term independence and resilience.

Client care funding is vital for victims in South
Lake Tahoe, where competitive housing and
economic pressures disproportionately create
barriers for victims as they rebuild their lives. By
alleviating immediate financial stressors, such as
moving expenses and household setup costs, this
project enables survivors to focus on healing
without being overwhelmed by burdens.

The project employs a Housing First approach,
emphasizing that stable, permanent housing is a
foundational element in the recovery process for
victims. By mitigating the economic impacts of
victimization, these funds help reduce
homelessness, prevent cycles of poverty and
trauma, and foster self-sufficiency through access
to local housing, improved employment
opportunities, and community resources.
$ 40,000
633
Attachment 1-Grant Award List
Addressing financial burdens is vital for survivors
on their journey to independence and well-being.
7 South Tahoe High
School Performing
Arts Boosters
Association (PABA)
The funding requested in this proposal will be
spent on creating the new Choral Department
within the broader STHS Performing Arts
Program. With two full-time teachers, STHS
currently can support instruction in band,
orchestra, theater, and related classes. However,
STHS cannot currently support a vocal/choral
coach on staff, limiting high school singing
opportunities in the school district to an off-site,
after-school choir. This grant would support parttime vocal coaching to instruct a newly-created chorus class at STHS, under the supervision of
the music teacher, and to support the STHS
music and theater teachers to develop the Choral
Department beyond the 2025-26 school year. In
the 2025-26 school year, the Choral Department
will provide a chorus class for the first time in over
five years.

All requested funds will go to support vocal
coaching and choral instruction and to provide
musical scores and instructional supplies. Note
that the STHS performing arts building has ample
space to provide choral singing instruction for
individuals and groups of students.

This grant request covers the pilot year in 2025-

26. Within the year, we intend to identify
permanent funding sources to expand the Choral
Department.
$ 16,520
8 South Tahoe High
School Sober Grad
Night Task Force,
DBA "South Tahoe
Grad Night"
Grad Night's funding request primarily covers
entertainment and vendor expenses. As costs for
individual vendors have risen significantly over
time, and donations have declined substantially,
this funding is crucial to ensure the event's
success. The grant will support these essential
elements of our event, providing a memorable
and enjoyable experience for each graduating
senior. Additionally we plan to allocate funds
towards purchasing a memorable gift to enhance
their experience and commemorate their
achievements. We are also looking to invest in
better curtains/backdrops for wall coverings this
year. The grant is crucial to funding our event's
infrastructure each year. With this support, Grad
Night's ability to provide a safe and enjoyable
celebration for graduates would be protected.
$ 30,000
634
Attachment 1-Grant Award List
9 South Tahoe Middle
School Parent
Teacher Association
After a very successful 2024 grant program where
we had after school enrichment clubs at South
Tahoe Middle School, we want to continue and
grow the program. We would use these grant
funds to sponsor twelve afterschool enrichment
clubs with stipends and supplies for fall and spring
clubs. Before we had the Cannabis grant, there
were very little options for after-school activities at STMS that were free and on campus. This was
exactly the time when kids tend to get into trouble
and experiment with drugs and alcohol. There is
interest in many of the same 10 clubs that we ran
this year in addition to a football club and to help
support club live for next year. We plan to pay the
Club Advisors a $1500 stipend and provide
approximately $600 for supplies per club. Some
Clubs use almost no money for supplies and
some request lots of supplies depending on what
they are creating and doing on a weekly basis.

Our goal was to expand our number of clubs over
time so we are excited that there is demand and
interest.
$ 25,800
10 Tahoe Alliance for
Safe Kids
Tahoe Alliance for Safe Kids provides drug
prevention and education, harm reduction tools,
and social & emotional skills to kids and families
in our community. Funds will support our staff to
be at schools for campaigns, create our Did You
Know campaigns (on social media, LTUSD
newsletters, school education topics), to address
trends affecting youth in our community and
presenting information and skills (like vaping and
teaching refusal skills) that is age appropriate to
classes in elementary school, attending
community outreach events, meeting with LTUSD
admin, staff and teachers to address identified
education and help mitigate drug access outside
of schools, and run Alliance meetings bringing
education and speakers to help keep kids safe.

Funds will be spent on the Soul Shoppe Program
at all four elementary schools this year to create
consistency in a shared language giving kids
space to build and practice social & emotional
tools and coping skills. A facilitator from the
evidence-based program teaches students the
skills. This year we are expanding with a family
night and teacher training on the skills students
are building for more support to youth. Funds will
also support our non-profit toward our contracted
bookkeeper and indirect costs toward insurance.
$ 50,000
635
Attachment 1-Grant Award List
11 Tahoe Art League We aim to do a few bigger murals and additional art classes - targeting Youth on The Margins
(justice system impacted youth).

ART CLASSES: Our Special Needs classes are
very popular and we would like to do 2/month. We
would also like to continue our bi-monthly kids
classes at the Family Resource Center - plus add
a few class for adults as well. We piloted an adult
class this spring and it was very popular. Finally,
there is a new consortium of local organizations
that work with Youth On the Margins (YOM). And
we would like to offer 2 classes/month for
incoming 6th graders that have been specifically
identified as At Risk.

MURALS: We have 2 larger murals we hope to
fund - and several smaller ones. The walls we
are targeting are the wall facing Safeway, El
Dicho Cafe, Tahoe Beach Retreat, Athletex gym
and some other walls around town. We will also
install a beautiful pair of painted wings next to the
Tahoe Tesse Trading Post (a new local artist
center) to encourage visitors to stop and take a
picture. We plan to paint a mural inside STMS
and work with the YOM students to do mobile pop
up murals.
$ 19,550
12 Tahoe Coalition for
the Homeless

1. Create a laundry room facility at the Red Lodge
property in order to provide access to paid laundry
machines on-site. Rehabilitate an existing room
by completing some small structural change,
plumbing, and electrical installation in order to
have two washing machines and two dryers
installed. All work will be completed by local
licensed contractors.

2. Upgrade electrical panel at the Bird's Nest
property to allow for additional power in order to
purchase and install five new HVAC systems. All
work will be completed by local licensed
contractors.
$ 50,000
636
Attachment 1-Grant Award List
13 Tahoe Youth and
Family Services
For over 50 years, TYFS has received federal
funding to provide a vital lifeline for youth in SLT
who are experiencing or at risk of homelessness.

As the sole provider dedicated to this vulnerable
population, TYFS Project delivers a
comprehensive Supportive Services Program that
includes Housing-Focused Street Outreach, a
youth Drop-In Center, and a Transitional Living
Program. These initiatives not only help youth
secure and maintain stable housing but also
empower them to contribute meaningfully to SLT’s
workforce. Through trauma-informed, youthcentered care, TYFS builds trust, fosters resilience, and prevents chronic homelessness.

Recent changes in federal policy have resulted in
the elimination of TYFS funding for diversity,
equity, and inclusion (DEI) initiatives that
specifically support homeless youth. When
funding for DEI is cut, programs that serve
homeless youth often suffer too—because they
are designed to correct the very disparities DEI
seeks to address. This grant would be used to
provide bridge funding to TYFS in order for youth
in our community to continue to receive safe
housing and wraparound services such as mental
health counseling, educational support, workforce
development, and recreational opportunities.
$ 33,169
Total of all recommended project funding $ 446,415
637
Resolution 2025- 031
Adopted by the City of South Lake Tahoe City
Council
April 22, 2025
Adopting the 2025 Cannabis Revenues Grant Program Process and Guidelines Replaces Resolution 2023-016)

BACKGROUND
A. On May 18, 2021 the City Council adopted the cannabis community benefit fee revenue allocation policy to create a community- wide benefit grant program. This program will provide funding opportunities to local schools, government agencies and non-profit organizations with programs or projects designed to mitigate potential impacts of the cannabis industry in South Lake Tahoe and which promote the priorities of the City Strategic Plan.

B. Cannabis businesses pay a business license tax pursuant to Measure G, adopted by voters on November 8, 2022, equivalent to six (6) percent of Gross Receipts and $20/square foot of canopy for cultivation.

C. The proposed 2025 community- wide cannabis revenue grant program application process and guidelines ( Exhibit A) to this Resolution have been developed to assist the City in an annual review of proposals for funding opportunities to local schools, government agencies and nonprofit organizations with programs or projects designed to mitigate potential negative impacts of the cannabis industry in South Lake Tahoe and which promote the priorities of the City Strategic Plan. The 2025 guidelines update the dates referenced, effectively pushing the program implementation back by two months.

D. The grant program has, to date, successfully managed 14 grant projects in the community in 2022, 15 in 2023, and 14 in 2024. 2024 Projects will close out in spring and summer 2025.

E. Only significant changes to this grant program guidelines and procedures will be brought to council for approval in the future. Dates for grant application period will be determined by staff based on workload and priorities without returning to council for approval.

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 the 2025 Cannabis Revenues Grant Program Process and Guidelines attached hereto as Exhibit " A."
Adopted by the City of South Lake Tahoe City Council on April 22, 2025 by the following vote:

Yes: Wallace, Robbins, Jinkens, Roberts
Recused: Bass
638
Date:_________
Tamara Wallace, 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.

Susan Blankenship ( Apr 23, 2025 15: 11 PDT)
Tamara Wallace ( Apr 23, 2025 17: 23 PDT)
Apr 23, 2025
639

CANNABIS REVENUES POLICY

GRANT PROGRAM
2025 Process & Guidelines
To assist the City Council in the evaluation of the community- wide cannabis revenue grant program, the following process and guidelines have been developed to assist the City in an annual review of proposals for funding opportunities to local public agencies and nonprofit organizations with programs or projects designed to mitigate potential negative impacts of the cannabis industry in South Lake Tahoe and which promote the priorities of the City Strategic Plan. The City’s Strategic Plan is available on the City website, City Manager page.

Please note that this is a grant program for project funding. It is not a donation or sponsorship program. Strong applications will directly address one or more Strategic Priorities while also addressing potential negative impacts of the cannabis industry.

GRANT DETAILS
Grant amounts will range from $1,000 to $50,000.

Funds must be expended within one year
No more than a 10% de minimus indirect cost rate allowed; unless the organization can provide a separate approved federal cognizant agency indirect cost rate.

The City shall disburse 90% up front, and the final 10% shall be reimbursed upon successful completion of final reporting.

Detailed documentation of eligible expenses is required.

WHEN CAN I APPLY?
The City grant program will open on June 15, and the submittal period will remain open until 11:59 p.m. on July 15.

ELIGIBILITY
You must have a current City of South Lake Tahoe Business License at the time of application submittal.

Your entity and proposal must be focused on efforts to mitigate potential impacts of the cannabis industry in South Lake Tahoe and promote the priorities of the City Strategic Plan.

Your entity must be located within the city limits or serve the community of South Lake Tahoe, CA.

One application per entity
If you are a past year recipient you must be in compliance with the annual reporting requirement, which includes the submittal of a written report detailing how your previous award was expensed to the City no later than May 31 following a previous year’s grant award.

Must meet all requirements outlined in the city’s “Financial Policy for Granting Funds for Community Benefit and Enhancement”
640

APPLICATION REVIEW
Please be sure your application is complete when you send it in. The City reserves the right to not consider incomplete applications.

Applications will be reviewed by the grant committee, consisting of the Mayor, one City Council Finance Committee member, the City Manager and the City’s Finance Director.

The grant committee will make recommendations to the City Council no later than August 30 annually for consideration and approval.

To provide transparency, the City of South Lake Tahoe will post a list on the City’s website showing all grant recipients and the amount received. By signing and submitting a grant program application with the City of South Lake Tahoe, you agree to have your entity’ s name along with the grant amount listed on the website. Please note that anything submitted to the City is considered public record and can be made available via a public records request.

SUBMITTING YOUR APPLICATION
You will be required to submit the following required documentation along with your signedapplication form:

1. A photo or copy of your current City of South Lake Tahoe Business License

2. A current IRS Form W-9 showing your Taxpayer ID

3. For nonprofits, attach your IRS letter with proof of tax-exempt status and a screenshot of Secretary of State Business Search website showing ACTIVE status of your nonprofit

4. For governmental agencies, attach federal TIN documentation

5. Federal tax return 990/990-PF or previous year audited financial statement OR a previous year audited financial statement
Please submit the application form and the supporting documentation via email to Grantprogram@cityofslt. us
Or send to:

City of South Lake Tahoe City Hall
Attn: Grant Program
1901 Lisa Maloff Way, Suite 210
South Lake Tahoe, CA 96150
Or bring to the Finance drop box at the above address.

To be considered for the grant, your materials must be in by 11:59 p.m. on July 15.

Contact the City of South Lake Tahoe at Grantprogram@cityofslt. us with questions. 641
Res 2025-031 2025 Cannabis Grant Program
Process and Guidelines
Final Audit Report 2025- 04-24
Created: 2025- 04-23
By: Michelle Davis ( medavis@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAwbR2X6apD8xjlmI9LWy03S6rhmOo_ 769 Res 2025-031 2025 Cannabis Grant Program Process and Gui delines" History
Document created by Michelle Davis ([email protected]) 2025- 04- 23 - 9:54:03 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2025- 04- 23 - 9:54:07 PM GMT
Email viewed by Susan Blankenship ( sblankenship@cityofslt. us) 2025- 04- 23 - 10:11:25 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2025- 04-23 - 10:11:42 PM GMT - Time Source: server Document emailed to [email protected] for signature 2025- 04- 23 - 10:11:44 PM GMT
Email viewed by [email protected]
2025- 04- 24 - 0:23:11 AM GMT
Signer [email protected] entered name at signing as Tamara Wallace 2025- 04- 24 - 0:23:54 AM GMT
Document e-signed by Tamara Wallace ([email protected]) Signature Date: 2025- 04-24 - 0:23:56 AM GMT - Time Source: server Agreement completed.
2025- 04- 24 - 0:23:56 AM GMT
642
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:24
Agenda Item: Cannabis Tax Rate Discussion
Executive Summary: The Cannabis Business and Professions Tax rate adopted by voters in 2022 (Measure G) is 6% of gross receipts on retail, distribution, and manufacturing and $20 per square foot of canopy for cultivation. This rate is the maximum rate allowable. City Council may lower the rate by resolution without voter approval. Some of the local licensed cannabis businesses expressed concern that South Lake Tahoe's 6% tax rate is higher than neighboring jurisdictions, potentially placing them at a competitive disadvantage. The businesses also expressed concern about the state cannabis tax on retail sales increasing form 15% to 19% on July 1, 2025. Assembly Bill 564 would have prevented this increase from going into effect until the 2030-2031 fiscal year, but is is still pending in the Senate and the tax increase has gone into effect for now. The business owners requested City Council to consider reducing the City rate. Staff is seeking Council direction on whether to prepare a formal resolution to reduce the cannabis tax rate or other fees, and if so, by how much. Council should weigh the potential economic benefits for local businesses against the financial impact on community grants, infrastructure, and public services supported by these funds.

Requested Action / Suggested Motions: Pass a Motion to either: 1) Direct staff to bring back a resolution reducing Cannabis Business and Professions Tax rate and if so, by how much, and/or to reduce or eliminate Public Safety Mitigation Fee; or 2) Take no action in regard to Cannabis Business and Professions Tax rate and other fees.

Responsible Staff Member: Olga Tikhomirova, Director of Finance, Joseph Irvin, City Manager, and Heather Stroud, City Attorney
Reviewed and Approved By: Susan Blankenship, City Clerk Attachments:
01-Staff Report - Cannabis Tax Rate Discussion.docx
02-Attachment A Letter to City Council- lowering local cannabis tax.pdf 03-Attachment B - Cannabis Tax Rates Chart 2025.docx
643
Council Agenda Report September 9, 2025 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: Cannabis Tax Rate Discussion
Location: Citywide
Responsible Staff Members: Olga Tikhomirova, Director of Finance, Heather Stroud, City Attorney, and Joseph Irvin, City Manager Background: In November 2022, South Lake Tahoe voters approved Measure G, a ballot initiative that replaced the Community Benefit Fee with the Cannabis Business and Professions Tax. This measure also replaced the existing Business and Professions Tax for cannabis businesses collected under Article II of Chapter 3.35 of Title 3 of the South Lake Tahoe City Code.

The cannabis tax adopted by voters was set at the same rate as the Community Benefit Fee outlined in development agreements at the time:
 6% of gross receipts on retail, distribution, and manufacturing  $20 per square foot of canopy for cultivation
Currently, The City collects approximately $900,000 annually in cannabis tax revenue from four licensed businesses. In addition to the 6% cannabis tax, businesses are responsible for:
 Public Safety Mitigation Fee: $18,750 or $26,250 (if cultivation is involved)  Public Safety License Fee: $1,190 annually per business These revenues help fund one dedicated police officer overseeing cannabis regulatory compliance.

Under the Cannabis Community Benefit Fee Revenue Allocation Policy (adopted in May 2021), up to 50% of the previous year’s revenue is allocated annually to a grant program for local schools, nonprofits, and public agencies for programs or projects designed to mitigate potential impacts of the cannabis industry in South Lake Tahoe and which promote the priorities of the City Strategic Plan. The City Council has consistently allocated $400,000 annually to this grant program over the past four years. Remaining funds have supported Capital Improvement Program (CIP) projects, aligned with City priorities such as recreation, economic development, environmental sustainability, and resident services.

This item was initially on the agenda for June 17, but was returned to staff for placement on the September 9 meeting agenda at the request of the cannabis businesses. 644
Council Agenda Report September 9, 2025 Page 2 of 4
Issue and Discussion: In February 2025, the City Manager, City Attorney, and Finance Director met with local cannabis business representatives to discuss economic conditions and tax rate feasibility. Three of the four licensed cannabis businesses expressed concern that South Lake Tahoe’s 6% tax rate is higher than neighboring jurisdictions, potentially placing them at a competitive disadvantage. The businesses also expressed concern about the state cannabis tax on retail sales increasing from 15% to 19% on July 1, 2025. Assembly Bill 564 would have prevented this increase from going into effect until the 2030-2031 fiscal year, but it is still pending in the Senate and the tax increase has gone into effect for now.

One of the businesses submitted a formal request (Attachment A, dated February 12, 2025) asking the City to reduce the retail cannabis tax rate to 1%.

Under Measure G:
 6% is the maximum rate allowable.
 City Council may lower the rate by resolution without voter approval.  Increasing the rate would require voter approval.

Staff is seeking Council direction on whether to prepare a formal resolution to reduce the cannabis tax rate or other fees, and if so, by how much.

To assist in this decision, below is the FY 2023-2024 financial summary of the Cannabis Program Fund. This summary outlines how revenue from this fund is currently being used and highlights the critical programs and projects it supports. Understanding the current allocations and importance of this funding is essential, as any reduction in revenue could significantly impact the City’s ability to continue supporting these efforts.

Revenues – Total: $1,046,343
 $892,766 - Cannabis Business & Professions Tax (6%)
 $82,500 - Public Safety Mitigation Fee
 $5,060 - Public Safety License Fee
 $4,527 - Penalties and Interest
 $61,490 - Interest on fund balance
Expenditures – Total: $1,619,233
 $234,753 – Cannabis Program Police Officer
 $409,480 - Cannabis Community Grant Program
 $25,000 - Transfer to General Fund (project-related)
 $950,000 – Transfers to Capital Improvement Projects:
o $95,343 - Bijou Park Creek project
o $50,000 - James-Eloise Drainage project
o $204,657 - Bijou Park Connector project
o $250,000 - Pioneer Trail Safety project
o $150,000 - Sustainability projects
o $200,000 - Housing Rental Assistance program
For FY 2024-2025, the budget expenditures include:
645
Council Agenda Report September 9, 2025 Page 3 of 4
 $400,000 - Cannabis Grant program
 $100,000 – Transfer out for Grant-writing services
 $350,000 – Transfer out to CIP projects
 $60,000 – Transfer out to Explore Tahoe Transit Center for maintenance  Police Officer staffing costs
The Cannabis Fund balance is projected at approximately $900,000 by 2024-2025 fiscal year-end.

A reduction in the cannabis tax rate would lower annual revenues and could reduce funding for cannabis community grant program, capital improvement projects and City services funded by the Cannabis Fund. Estimated annual revenue impacts by rate reduction are:

New Rate Revenue Loss New Total Revenue
5% $150,000 $750,000
4% $300,000 $600,000
3% $450,000 $450,000
2% $600,000 $300,000
South Lake Tahoe’s 6% rate is higher than nearby jurisdictions but not the highest in California:
 El Dorado County: 4% (authorized up to 10%)
 Placerville: 5%
 Grass Valley: 4% (authorized up to 8%)
See Attachment B for a comparison of other jurisdictional rates.

Staff Recommendation:

Staff requests City Council direction on whether to prepare a resolution to reduce the cannabis tax rate and/or other fees and, if so, by how much.

Financial Implications: Any reduction to the cannabis retail tax rate will result in an estimated $150,000 loss per 1% decrease in revenue. Council should weigh the potential economic benefits for local businesses against the financial impact on community grants, infrastructure, and public services supported by these funds.

While staff understand the financial challenges faced by the cannabis industry, it is also important to note that one of the businesses requesting a tax reduction has a history of frequent and significant delinquencies in its tax payments to the City. Although the business appears to be making efforts to catch up on its outstanding balance, this pattern of noncompliance raises concerns about the fiscal reliability of this revenue stream. For this reason, staff recommends that any consideration of a tax rate reduction be contingent upon all cannabis businesses becoming current on their tax obligations to the City. This 646
Council Agenda Report September 9, 2025 Page 4 of 4
approach helps preserve the stability of the Cannabis Program Fund and ensures continued support for essential City programs and services.

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

Policy Implications: This action advances Action Item 4.5 (evaluate cannabis tax and mitigation fee structure) in Priority 4 (Grow and Diversify the Economy). 647
02/12/2025
Dear Honorable Members of the South Lake Tahoe City Council, As longtime members of the South Lake Tahoe community and operators of Cannablue dispensary, we are deeply concerned about the impact of the upcoming cannabis tax increase. With the state cannabis excise tax set to increase by 26.67% (from 15% to 19%) on July 1st, cannabis consumers will be paying 51.88% more in taxes than they did in 2020 when our business first opened.

This increase threatens the economic stability of local cannabis businesses and the livelihoods of those we employ. Without action, we are already seeing customers weigh their options and choose to shop in neighboring cities or turn to the illicit market- leading to lower city tax revenues and threatening the stability of our business, which we have worked tirelessly to grow.

The Economic Impact of Higher Taxes
Higher Prices Lead to Lower Demand
● When cannabis prices increase, sales volume declines—a well-documented trend in both legal and illicit markets.
● Consumers faced with a sharp price increase will seek more affordable alternatives.

Shift to the Illicit Market and Out-of-Town Dispensaries ● The illicit cannabis market continues to thrive in California due to high taxes. ● South Lake Tahoe customers will increasingly shop in Meyers or Nevada, where cannabis taxes are significantly lower.

Dangers of the Illicit Cannabis Market
Unlike licensed dispensaries, cannabis from the illicit market is unregulated and poses serious risks to consumers. Reports show that illicit cannabis products may contain:
● Heavy metals like lead, which can cause neurological damage. ● Glass and other foreign materials can be added to increase weight and deceive buyers.
● Fungus and bacteria that pose risks to immunocompromised individuals. 648
● Dangerous substances such as PCP, heroin, LSD, methamphetamine, ketamine, and cocaine, putting unsuspecting users at significant risk.

This mirrors the dangers seen during alcohol prohibition, where unregulated liquor led to widespread contamination. Just as legalizing alcohol restored safety, maintaining a competitive and legal cannabis market is crucial for protecting consumers.

The Financial Strain on Local Businesses
Lower Basket Sizes and Reduced Customer Spending
● A 37.18% total tax rate (July 2025) will discourage bulk purchases, reducing revenue per transaction.
● We’ve already seen a decline in larger purchases, with customers scaling back to smaller transactions or traveling elsewhere to stock up and buy in bulk.

Price Sensitivity: Tourists vs. Locals
● Tourists compare our tax rates to those in their home cities, and South Lake Tahoe’s rates are often significantly higher, discouraging purchases. ● Locals, who shop regularly, are price-sensitive and more likely to shift to the illicit market or shop in cities with lower taxes.
● South Lake Tahoe depends on both tourists and locals, but the burden will fall heaviest on our local, repeat customers.

Promotions and Absorbing Costs Are Not Sustainable
● To compete, we may be forced to reduce profit margins and offer more promotions.
● Due to 280E tax restrictions, we cannot deduct normal business expenses like other industries, making it financially unsustainable to absorb these tax increases.

A Realistic Solution: Lowering the Local Cannabis Tax from 6% to 1% We can’t control the upcoming state excise tax increase, but our City Council does have the power to reduce the local cannabis tax. By lowering it from 6% to 1% starting July 1st, we can:
● Prevent the cannabis tax rate from rising from 32.56% to 37.18%—instead, it would be lowered to 30.71%.
● Make South Lake Tahoe 1.55% more competitive than Meyers, helping retain local customers.
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● Reduce the final cost of a $100 purchase from $137.18 to $130.71, making our local dispensaries more attractive to consumers.
● Keep tax revenue in our community rather than losing it to Nevada, Meyers or the illicit market.

Without action, South Lake Tahoe’s legal cannabis industry will suffer. More customers will turn to Nevada or the illicit market, reducing city tax revenues, jeopardizing consumer safety, and potentially causing job losses in our local community.

We urge the City Council to act before the July 1, 2025 increase takes effect. This decision to lower the local tax to 1% is not just about protecting our cannabis businesses—it is about economic stability, job retention, consumer safety, and fair competition in South Lake Tahoe.

We greatly appreciate your time and consideration. Please do not hesitate to reach out if you would like to discuss any of this further.

Alex Gosselin
Owner, Cannablue Dispensary
[email protected]
(530) 420-7333
Jess Carlson
Chief Executive Officer, Cannablue Dispensary
[email protected]
(530) 318-7799
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LOCAL TAXES FOR CANNABIS RETAIL BUSINESSES AS OF 8/15/25 City/County Local Tax
El Dorado County 4% of Gross Receipts
Delivery only 4% of Gross Receipts
Minimum to Maximum approved:
4% to 10% of Gross Receipts
Delivery only 0.5% to 10% of Gross Receipts
Placerville 5% of Gross Receipts
Grass Valley 4% of Gross Receipts
Maximum 8% of Gross Receipts
Additional tax added to high-potency (1%) and sweetened canned beverages (20%)
Nevada City 4% of Gross Receipts
Maximum 8% of Gross Receipts
Sacramento 4% of Gross Receipts
San Jose 10% of Gross Receipts
San Francisco (City) First $1,000,000 exempt

2.5% for $1,500,000 over exempted amount
5% for over the $1,500,000
Sonoma County 3% of Gross Receipts
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City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:25
Agenda Item: Grant Applications to Tahoe Regional Planning Agency for Tahoe Metropolitan Planning Organization (TMPO) 2025 Regional Grant Program for Complete Streets Projects Executive Summary: The Tahoe Regional Planning Agency, acting as the Tahoe Metropolitan Planning Organization (TMPO) announced the 2025 Regional Grant Program for projects on August 1, 2025, which estimated at $11,000,000 for federal fiscal years 2027 and 2028. Grant applications are due September 15, 2025. Staff is considering applying for up to two (2) projects including Stateline Complete Streets Project and Johnson Boulevard Complete Streets Project. This action will authorize staff to finalize the grant applications and the required matching funds to apply for these grants by the due date.

Requested Action / Suggested Motions: Pass a Resolution authorizing the Public Works Director, or designee, to submit grant application(s) to the TMPO for federal fiscal years 2027 and 2028 for one or both of the following: (1) Stateline Complete Streets Project Design, Engineering, and Environmental Review ($2,700,000 grant requested with $309,690 local match); and/or (2) Johnson Boulevard Complete Streets Project Design, Engineering, and Environmental Review ($2,400,000 grant requested with $275,280 local match).

Responsible Staff Member: Emily Dougherty, Associate Transportation Planner, and John Dickinson, Interim Public Works Director
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01_SR_Authorization to Apply to RGP.docx
02- Resolution.docx
03_PPT Authorization to Apply to RGP.pptx
04-2025 July Letter to City Council re Greenway UTR Bridge Johnson Mdw-final.pdf 05- TTD Letter
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Council Agenda Report- September 9, 2025 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: Authorization of Grant Applications for Tahoe Metropolitan Planning Organization (TMPO) 2025 Regional Grant Program RGP) for up to two (2) Complete Streets Projects.

Location:

1. Stateline Area: Generally, the area from U.S. Highway 50 north to Lakeshore Boulevard, bounded by Park Avenue to the west and Stateline Avenue to the east

2. Johnson Boulevard: From Al Tahoe to the (south) and U.S. Highway 50 to the north Responsible Staff Member:

Emily Dougherty, Associate Transportation Planner, 530-542-6070 John Dickinson, Interim Public Works Director, 530-307-2652 Background: On August 1, 2025, TRPA, announced, in its capacity as the Tahoe Metropolitan Planning Organization (TMPO), the 2025 Regional Grant Program (RGP) Call for Projects estimated at $11 million for federal fiscal years 2027 & 2028. Project sponsors are invited to submit applications requesting funding for transportation projects and programs in the Tahoe Region. The application deadline is Monday, September 15, 2025 by 5pm.

The RGP supports the implementation of regional and local transportation priorities along with the Connections 2050: Regional Transportation Plan and vehicle miles traveled threshold. The overall goal of this program is to fund priority projects that create additional transportation options, connect transit and trails to make traveling easier and more sustainable, improve safety and reduce vehicle miles traveled. The number of projects that will be funded is dependent on three factors: 1) funding availability; 2) application ranking; and 3) the Performance Assessment Score of the proposed project.

This RGP includes the categories of Congestion Mitigation and Air Quality (CMAQ), Surface Transportation Block Grant (STBG), Carbon Reduction Program (CRP) and Nevada Transportation Alternatives Program (NV TAP). The funding will support all phases of project implementation including Design, Preliminary Engineering, Right of Way, and Construction.

The RGP is administered by the Tahoe Regional Planning Agency as the TMPO, allocating funds to transportation projects that support regional transportation goals through a competitive process. The TMPO will notify the successful applicants by October 31, 2025.

Issue and Discussion: Public Works Department and City Manager’s Office Staff have identified two (2) projects in the City’s Capital Improvement Program that could be funded through the RGP. The following table shows the two projects, funding category, phase of the project, and expected matching funding requirements. The project applications require an 11.47% local match. 653
Council Agenda Report- September 9, 2025 Page 2 of 3
Regional Grant Program – Call for Projects

CITY OF SOUTH LAKE TAHOE PROPOSED GRANT REQUESTS
Fund
Source
CIP
Project
Project
Phase
2027/2028
Request

11.47% Local
Match
Congestion Mitigation and
Air Quality (CMAQ) - $3M
Available
Stateline Complete
Streets
PS&E, 100%
Design,
Environmental
Documentation
$2,700,000 $309,690
Surface Transportation
Block Grant (STBG) -
$4.5M Available for CA,
$2.5M Available for NV
Johnson Complete
Street
PS&E, 100%
Design,
Environmental
Documentation
$2,400,000 $275,280
Attached is a letter from the Bicycle Advisory Committee (BAC) providing a request to City Council to direct City staff to not apply for the Regional Grant Program (RFP) in an effort to support the South Tahoe Greenway-Upper Truckee Bridge at Johnson Meadow Project. City staff is requesting to apply for this grant opportunity for the CIP projects listed above as this grant program is one of limited opportunities that would fund all phases of project development and support the City’s Strategic Priority of implementing Complete Streets Projects within the City limits. This decision is at City Council discretion.

One requirement of the grant application is to provide a letter of support for each project. The City has requested a letter from the Lakeside Park Association for the Stateline Avenue Complete Streets Project, and from South Tahoe Public Utility District for the Johnson Boulevard Complete Streets Project. Included in your Agenda Packet is a request from the Tahe Transportation District (TTD) to provide a Letter of Support for their Congestion Mitigation and Air Quality (CMAQ) Free-to-User Transit Program grant application under the 2025 Regional Grant Program (RGP). Staff is looking for direction on providing this letter to TTD with respect to the decision of whether or not to apply for the grant opportunity for City projects.

Financial Implications: Federal transportation grant funding (CMAQ and STBG) requires an 11.47% local match. Therefore, for each dollar expended on a project funded by RGP Grant will be reimbursed at 0.8853 dollars (approximately 88.53 cents for each dollar expended). Local funding must pay the remaining 11.47 cents of each dollar of expended grant funding.

If grant applications are authorized for both projects submitted, the expected local match for each fiscal year will be as follows:
o Stateline Complete Streets Project: $309, 690
o Johnson Boulevard Complete Streets: $275, 280
Environmental Considerations: The appropriation of funds for the above-mentioned projects is not approval of a project requiring review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines sections 15352 (because this decision does not commit the City to a definite course of action in regard to any project) and 15378(b)(4) (creation of government funding mechanisms or other government fiscal activities) or Federal Environmental Protection Act (NEPA) requirements.

Each project will require a federal environmental clearance prior to construction. 654
Council Agenda Report- September 9, 2025 Page 3 of 3
Policy Implications: Applying through the TMPO Regional Grant Program will allow the City to move forward with the implementation of the Capital Improvement Program and the implantation of Strategic Priority 5.6 – Prioritize the implementation of Complete Streets. 655
Resolution 2025-XXX September 9, 2025 Page 1 of 2
Resolution 2025-XXX
Adopted by the City of South Lake Tahoe
City Council
September 9, 2025
Authorization of Grant Applications for Tahoe Metropolitan Planning Organization (TMPO) 2025 Regional Grant Program for up to Two (2) Complete Streets Projects.

BACKGROUND
A. On August 1, 2025, the Tahoe Metropolitan Planning Organization (TMPO) announced the 2025 Regional Grant Program (RGP) Call for Projects estimated at $11 million for federal fiscal years 2027 & 2028.

B. Project sponsors are invited to submit applications requesting funding for transportation projects and programs in the Tahoe Region. The application deadline is September 15, 2025 at 5:00pm.

C. The grant program is administered by the Tahoe Regional Planning Agency as the TMPO, allocating funds to transportation projects that support regional transportation goals through a competitive process.

D. The Public Works Department and City Manager’s Office staff have identified two (2) projects in the City’s Capital Improvement Program that qualify for funding through the RGP.

E. The grant program requires an 11.47% local match for each grant application.

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

1. Authorizes the Director of Public Works to submit Regional Grant Program, Cycle 6 applications to acquire Surface Transportation Block Grant (STBG) and Congestion Mitigation Air Quality (CMAQ) grant funding for the one or both of the following projects:
a. Johnson Blvd Complete Streets Project, and/or;
b. Stateline Complete Streets Project

2. Commit to funding 11.47% federal transportation grant local match requirement. 656
Resolution 2025-XXX September 9, 2025 Page 2 of 2
Adopted by the City of South Lake Tahoe City Council on September 9, 2025 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Tamara Wallace, Mayor
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
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City Council
September 9, 2025
1 Requesting Authorization to Apply for the
2025 TRPA Regional Grant Program
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TRPA Regional Grant Program (RGP)
2 RGP focus is to fund projects that create additional transportation options, connect transit and trails to make traveling easier and more sustainable, improve safety and reduce VMTs.

Estimated total funding available for fiscal years 2027 & 2028 = $11,476,000 (CA & NV) • Congestion Mitigation and Air Quality - $3 million
• Surface Transportation Block Grant - $4.5 million (CA) • Carbon Reduction Program - $300,000
Eligible Project Phases:
• Design & Preliminary Engineering
• Right of Way
• Environmental Clearance
• Construction
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Johnson Boulevard Complete Street Project
3 Current Allocated Funding: $200,000
Johnson Boulevard from Highway 50 to Al Tahoe Boulevard: 5,231.24 feet Regional Transportation Plan estimate = $14,260,000
Recommended request for RGP = $2,400,000 ($275,280 City Match) If awarded, this money would be used for:
• Design & Preliminary Engineering
• Right of Way
• Environmental
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Stateline Complete Streets Project
4 Current Funding Allocated:
• General Fund: $252, 829
• Caltrans Sustainable Transportation Planning
Grant: $289,00
Stateline Avenue, Lakeshore Blvd, Park Ave: 1.04 Mile
(5,491.2 feet)
Regional Transportation Plan estimate = $14,892,160
Recommended request for RGP = $2,700,000 ($309,690
City Match)
If awarded, this money would be used for: Design
• Design & Preliminary Engineering
• Right of Way
• Environmental
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Bicycle Advisory Committee Request
5 South Tahoe Greenway – Upper Truckee Bridge at Johnson Meadow Project The Project aims to construct approximately 1.2 miles of a Class 1 shared use path and replacing a heavily trafficked bridge over the Upper Truckee River damaged by the 2017 winter storms.

The Project will provide active transportation users a critical link to Barton Hospital from the west and the Tahoe Sierra
neighborhood and the Lake Tahoe Community College to the east.
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Grant Applications Due September 15, 2025
6 City Staff is requesting authorization to apply for one or both projects:
• Stateline Avenue: $2.7 Million in the Congestion Mitigation and Air Quality Category • Johnson Boulevard: $2.4 Million in the Surface Transportation Block Grant Category The RGP recognizes local and regionally significant projects. The number of projects funded is dependent on three key factors:
1) funding availability
2) application rank
3) the Performance Assessment Score
The Performance Assessment is used to illustrate the proposed project contribution to the regional goals and implementation priorities. It is intended to elevate projects that can reduce the reliance on vehicles, improve safety, close gaps in the active transportation network, and support implementation of regional and local priorities.
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QUESTIONS?
7 664
Bicycle Advisory Committee (BAC), of the
South Lake Tahoe Recreation Facilities
Joint Powers Authority (JPA)
Advisory Committee members:

Peter Fink, David Reichel, Paul Amato
Russ Dahler, Charles Nelson, Nick Speal, and Lindsey Fransen July 14, 2025
Members of the South Lake Tahoe City Council:

In summary, we are writing to ask you to please direct staff to prioritize El Dorado County’s Upper Truckee Bridge project over other City projects in the upcoming Tahoe Regional Planning Agency (TRPA) Regional Grant Program (RPG) application.

At the July 2 meeting of the Bicycle Advisory Committee (BAC), we received a presentation from the TRPA about their upcoming 2025 RPG. The RPG is an opportunity for local jurisdictions to apply for funding to implement active transportation projects around the Lake Tahoe Basin. It is our understanding that on August 12, 2025, the City Council will be asked to provide direction to the Public Works Department to apply for RPG funds and to authorize the required local matching funds.

The BAC unanimously voted the South Tahoe Greenway-Upper Truckee Bridge at Johnson Meadow Project as the most important project in need of funding in the South Shore region. This project is “shovel ready” and only needs funding before it can be constructed. It replaces the bridge that washed away in 2017, directly benefiting City residents by restoring the trail connection between the City’s Barton Hospital and “Y Intersection” neighborhoods with the City’s Sierra Tract along the Dennis T. Machida Memorial Greenway. This project is an integral part of the proposed bicycle trail network in South Lake Tahoe and will provide tremendous benefit to the residents and visitors of our area.

While we are supportive of many of the active transportation projects in the City’s backlog, none are as critical as the South Tahoe Greenway-Upper Truckee Bridge at Johnson Meadow Project. And none are “shovel ready” to construct. The BAC believes it would be preferable to concentrate funding towards this project rather than attempt to split the limited funding across lower priority projects and multiple jurisdictions.

While we encourage the City to seek funding for one or more of its priority projects, we ask that the Director of Public Works be directed to include a statement in the City’s grant application stating TRPA should prioritize the Upper Truckee Bridge project for funding before the City’s projects.

Thank you,
Peter Fink, Chair
Cc: Public Works Director, City Manager, City Clerk
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1901 Lisa Maloff Way, Ste. 203 │ South Lake Tahoe, CA 96150 │ (530) 542-6043 │www.cityofslt.us Judy Weber
Tahoe Regional Planning Agency
P.O. Box 5310
Stateline, NV 89449
September 9th, 2025
RE: Support for 2025 Regional Grant Program (RGP) Application Dear Ms. Judy Weber:

On behalf of City of South Lake Tahoe, I would like to express my support for the Tahoe Transportation District’s (TTD’s) Congestion Mitigation and Air Quality (CMAQ) Free-to-User Transit Program grant application under the 2025 Regional Grant Program (RGP).

TTD’s CMAQ request for continued funding of the Free-to-User Transit Program supports efforts to provide free transit and equitable access for all transit users within the City of South Lake Tahoe.

This CMAQ grant would enable TTD to continue to provide fare free service to all passengers on Route 50 and 55 regardless of trip purpose. The Free-to-User program provides equitable access by removing potential barriers to transit use related to trip cost or payment method. This program focuses on Routes 50, 55, and paratransit which serve the main corridors and destinations in the urbanized portions of the South Lake Tahoe within California. By supporting fare free public transit with the intent of increasing ridership along the U.S. highway 50 corridor, this grant would encourage transit use to reduce vehicle greenhouse gas emissions, reduce traffic congestions and support sustainable regional transit options within the Lake Tahoe basin.

Please feel free to contact me if you have any questions regarding City of South Lake Tahoe support for the CMAQ grant application for TTD’s Free-to-User Transit Program.

Sincerely,
Joe Irvin
City manager
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City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:26
Agenda Item: Mid-Town Area Plan Policy Review and Design Standards Discussion Executive Summary: Based on outreach conducted during the past year, staff and consultants have prepared draft policy language, development standards, and design standards for the Mid-Town area.

City Council is being asked to provide feedback and direction to staff regarding the Mid-Town Area Plan, ensuring policy language supports the desired direction for the area and that policies are carried through in development and design standards before beginning environmental review.

Requested Action / Suggested Motions: Pass a Motion providing direction to staff on the contents of the draft Mid-Town Area Plan on the following topics: (1) increasing maximum density of residential development; (2) increasing height limit to 56 feet; (3) modifying parking requirements and establishing exceptions to minimum parking requirements; (4) confirming priorities, design standards, and changes to the permissible land use list for the six proposed districts; and (5) confirming the proposed implementation strategies.

Responsible Staff Member: Anna Kashuba, Senior Planner
Reviewed and Approved By: John Hitchcock, Planning Manager Zachary Thomas, Director of Development Services Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01 - Staff Report - Mid-Town Area Plan.docx
02 - Mid-Town Area Plan Boundary.pdf
03 - Outreach Summary and Appendices.pdf
04 - Mid-Town Policy Direction.docx
05 - Mid-Town Districts Summary.pdf
06 - Implementation Strategies.docx
07-Mid-Town Powerpoint CC.pptx
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City Council Agenda Report September 9, 2025 Page 1
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: Mid-Town Area Plan Policy Review and Design Standards Discussion Location: Mid-Town (boundary map included as attachment 02) Responsible Staff Member: Anna Kashuba, Senior Planner
Background: Development of the Mid-Town Area Plan is a priority of the City Council per Strategic Priority 1, Action Item 1.2 of the City's 2023-2028 Strategic Plan and Priority 4.7 of the 2025-2030 Strategic Plan. The planning process for the Mid-Town Area Plan was initiated on May 7, 2024, when Council received a presentation on the plan's development timeline, priority topics, and outreach approach. On June 4, 2024, a professional services agreement was entered into with Design Workshop, which assisted City staff in outreach and drafting of the document. On September 10, 2024, the City Council discussed priority topics for the plan, which included implementation strategies, mixed-use redevelopment, recreation assets, arts and culture, transportation, and housing.

Issue and Discussion: Since outreach started in August of 2024, staff has gathered a comprehensive picture of what the community appreciates about Mid-Town, as well as where there is room for improvement. The first phase of outreach was conducted from August through November 2024, with staff taking the following months to develop the plan and design guidelines.

Phase two of outreach is now ending, with draft concepts having been presented at a community open house (April 8, 2025) as well as to the City of South Lake Tahoe Planning Commission and the Tahoe Regional Planning Agency's Regional Plan Committee. A summary of Phase 1 outreach activities, venues, and key takeaways is included in Attachment 03.

The City also participated in two adjacent efforts (not led by City staff or consultants) that brought further insight. This included participation in the Tahoe Chamber's South Shore Business Walk, where City staff and other Tahoe Chamber representatives conducted door-to-door outreach to local businesses. Survey questions were presented and discussed to gauge the health and needs of businesses and business owners. The City also participated in the National Association of Realtors' Transforming Neighborhoods Program. The South Tahoe Association of Realtors was awarded this professional assistance and chose to focus the process around the Mid-Town efforts. The Counselors of Real Estate Consulting Corps conducted an onsite assessment of the area and met with stakeholders independently of the City's outreach process. A report of analysis and recommendations for economic development and redevelopment strategies was provided to the City following this process. Reports from each activity are included in the outreach summary (attachment 03).

Plan priorities as identified by City Council at the September 10, 2024, meeting are included below:
 Incorporate an arts district; emphasize the area as an arts and culture center  Implement policy and design standards that support all housing types 668
City Council Agenda Report September 9, 2025 Page 2
 Consider the unique needs of the many public service agencies within the plan area and how to concentrate services for efficiency
 Identify enhancements and gaps to work towards a safe and interconnected active transportation network
 Explore community demand/desire for enhancements to recreation assets  Develop an implementation chapter that provide incentives and pathways for both private and public entities to achieve plan goals
From this outreach, staff and consultants have prepared draft policies and standards that are being presented today for review. Please see these points of discussion in the sections below and as referenced in the attachments. This is the City Council's opportunity to provide feedback on the Mid-Town Area Plan prior to viewing a complete draft at the time of adoption.

Policy Direction
Policies ensure that actions taken under the plan are consistent with and contribute to achieving the community goals and vision for the area. While policies are not directly enforceable, they inform development and design standards, which are enforceable. Additionally, projects that require discretionary permits, such as design review or special use, shall demonstrate consistency with policies. Staff would not recommend approval of a project that lacks consistency with the policies of the applicable plan. Attachment 04 contains draft policies for each section of the Mid-Town Area Plan. Each heading corresponds to a chapter of the plan, which is formatted in accordance with the City's General Plan. Staff will modify policies as necessary based on discussion.

Development and Design Standards
The Mid-Town Area Plan will establish development and design standards that projects and structures within the plan area must comply with. Major elements are described below to provide regulatory context, while more specific information is included for each district.

Density
The Tahoe Regional Planning Agency's (TRPA) Code of Ordinances currently limits market-rate multi-family residential densities to a maximum of 15 units per acre outside of the Town Center overlay, and a maximum of 25 units per acre within the Town Center overlay. Area plans may not implement density above these standards as contained in TRPA Code of Ordinances Chapter 13. Increased market rate density is an ongoing discussion with TRPA.

TRPA allows one exception to the maximum densities as stated above. Projects with residential units that are 100% deed-restricted to affordable, achievable, or moderate levels (as defined by TRPA) are allowed density beyond the maximums as stated above.

The Mid-Town Area Plan will incorporate this exception.

The Mid-Town Area Plan will also explore implementing a combination of these density maximums, where the maximum density may be exceeded if the additional units are income-restricted.

Height
The maximum height is established by TRPA. A local jurisdiction may propose height standards that are within the TRPA limit of 56 feet within the Town Center overlay. Outside 669
City Council Agenda Report September 9, 2025 Page 3
of the Town Center, the maximum height is determined by the slope of the project area and the structure's roof pitch.

The Mid-Town Area Plan proposes a significant expansion to the Town Center overlay designation, allowing the Mid-Town Area Plan to set a maximum height of up to 56 feet in most areas. Staff is exploring variable heights throughout districts that result in overall greater height and development potential, while maintaining compatible height with adjacent uses.

Parking
Many stakeholders have emphasized the importance of shared parking throughout MidTown. The plan includes directions to explore how to make existing public parking more visible and accessible, as well as to identify new locations for public parking.

Because shared public parking is not available or sufficient in most areas, the plan will still require onsite parking. Parking standards, as outlined in the City Code, are being modified to accommodate a wider range of parking spaces. This number ranges from approximately 70% to 125% of that required by the City Code. Additional flexibility may be allowed through exceptions such as the following:
 The applicant provides a demand analysis demonstrating that a differing number of parking spaces is necessary or sufficient due to the use's nature, seasonality, or other unique element.
 The project includes alternative transportation methods such as shuttles for staff/patrons, incentives for nearby accommodations, car/bike share, or other means that reduce reliance on individual vehicles.
 The project area enters into a formal shared parking agreement with a secondary parcel, providing reasonable access and egress.
 Parking is managed and enforced by the property owner(s) through paid parking, time limits, a reservation system, valet service, or the like.

The Mid-Town Area Plan will also explore parking recommendations rather than standards for a limited number of uses. While developers may propose a desired number of spaces, the review authority (staff, Planning Commission, or the TRPA Governing Board) must still approve the proposed number as part of the discretionary permit approval process.

Parking recommendations are provided for the following uses, taking into account factors such as capacity, existing nearby public parking, commuting methods of students and staff (college), the nature of service for residential uses, and unique projects within broader use categories.
 Nursing and personal care
 Residential care
 Amusement, recreation, & entertainment facilities
 Outdoor amusements
 Colleges
 Transit stations and terminals
 Beach recreation
 Outdoor recreation concessions
 Participant sports facilities
 Recreation centers
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City Council Agenda Report September 9, 2025 Page 4
 Boat launching facilities
 Group facilities
District Summaries
Attachment 05 contains a fact sheet for each proposed district, identifying their unique considerations, community priorities, and suggested design standards. Such standards have been developed based on community outreach and staff expertise but are subject to change based on feedback received during further City Council input, public outreach and public hearings.

Implementation
The Area Plan will explore incentives and mechanisms, as discussed in Attachment 06, to spur the application of the plan in a timely manner. City Council may choose methods to include within the plan and serve as an implementation toolbox for future action. They will not become active alongside the adoption of the plan, however, as further analysis and City Council action may be required.

Environmental Analysis: Providing direction on the contents of the draft Mid-Town Area Plan is not approval of a project and does not require environmental review under the California Environmental Quality Act (“CEQA”) under CEQA Guidelines section 15352(a) because this action does not commit the City to a definite course of action. Environmental review will be completed once the draft Mid-Town Area Plan is complete.

Financial Implications: Other than staff time, there are no financial implications of receiving this presentation. The possible financial impacts of the discussed implementation strategies will be analyzed in future studies, should the City Council direct staff to include them in the Mid-Town Area Plan.

Policy Implications: Preparing the Mid-Town Area Plan is consistent with the following General Plan policies:

Policy LU-1.2 Smart Growth: The City shall implement Smart Growth principles to create walkable, mixed-use centers, compact and complete neighborhoods, and enhanced gateways and places. Smart Growth Principles include:
- Creating a range of housing opportunities and choices - Creating walkable neighborhoods
- Encouraging community and stakeholder collaboration
- Fostering distinctive, attractive communities with a strong sense of place - Making development decisions predictable, fair, and cost-effective - Providing a mix of land uses
- Preserving open space, natural beauty, and critical environmental areas - Providing a variety of transportation choices
- Strengthening and directing development to existing communities - Taking advantage of compact building design
Policy LU-2.2 Community Plan Preparation, Adoption, and Implementation: The City shall periodically update and implement the four Community Plans as a way to focus development commodities and revitalization efforts.
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City Council Agenda Report September 9, 2025 Page 5
Policy LU-2.5 Bijou/Al Tahoe Community Plan Area: The City shall encourage the creation of a viable residential neighborhood with appropriate neighborhood amenities and compatible highquality family-oriented recreation and public facilities, including government offices.

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

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

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

Policy LU-11.2 Equal Public Participation: The City shall ensure that all community residents have meaningful opportunities to participate in the decision-making process. 672
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1 Mid-Town Area Plan Outreach Summary

MEETING/EVENT DATE TARGETED POPULATION LOCATION OBJECTIVE/TAKEAWAYS Bijou Stakeholder
Charette
August 19 & 20,
2024
Individuals representing user groups of Bijou Community Park met to discuss and design alternative layouts and use options for the park.

Participants included Boys’ and Girls’ Club, Tahoe Area Mountain Biking Association, South Tahoe Disc Golf Association, South Tahoe Parks Foundation, skate park users, and members from the Parks and Recreation Commission’s Mid-Town Subcommittee.

CSLT
Recreation
Center
• Needs additional parking.
• Uses are disjointed.
• Lacking accessible features.
• Potential for clubhouse relocation.
• Desire for year-round activities.

CSLT Parks and
Recreation
Commission
August 21,
2024
This was an opportunity for the public and Parks and Recreation Commission to hear from staff regarding feedback received thus far on Bijou Park, Bijou golf course, and LTCC to address events, parking, and best uses in balance with open space and natural stream environment zones. The alternative design scenarios from the Bijou Stakeholder Charette were discussed, as well as alternative locations for golf course operations and club house.

City Council
Chambers
• General support of the concepts
shown in diagrams.
• Emphasized the need for
accessible/inclusive features.
• New location needed for parks
maintenance facility.
• Diagrams shown in Appendix A.

Lake Tahoe
Collaborative
September 9,
2024
Social Service providers in South Lake Tahoe: El Dorado County (Behavioral Health & Health and Human Services), Live Violence Free, Tahoe Coalition for the Homeless, Advance, Barton, St. Joseph Community Land Trust, Boys’ and Girls’ Club, Lake Tahoe Unified School District, and others.

South Lake
Tahoe Library
• Emphasis on the importance of
implementation.
• Safety of children navigating the area.
• Parking availability needs to keep
pace with 56-acres improvements
and access to beaches.

Lake Tahoe
Community College
Coyote Kickoff
September 13,
2024
City staff was present at LTCC’s fall orientation to introduce students and their families to the Mid-Town Area Plan.

Lake Tahoe
Community
College
Awareness, build public interest
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2 CSLT Multicultural
Celebration
September 14,
2024
City staff was present at the City’s Multicultural Celebration to introduce community members to the Mid-Town Area Plan.

Bijou
Community
Park
Awareness, build public interest
State of the City September 17,
2024
Staff was present at the State of the City address to inform attendees about the plan and process. Tahoe Beach
Retreat Awareness, build public interest
Open House 1 September 25,
2024
This was a public event that taught attendees what area plans are, provided existing conditions of the plan area, and allowed participants to provide feedback on their priorities and concerns for the area.

Approximately 90 individuals attended.

SLT Senior
Center
• Potential for high-density residential
and mixed use throughout the plan
area, and specifically the Tahoe
Center.
• People appreciate the area’s
convenience to local shops and
services, ability to walk and bike most
places, the small-town charm.
• See Appendix B.

Open House 2 October 2,
2024
This open house was intended to reach South Lake Tahoe’s Latino population who speak Spanish as their primary language. Topics included an introduction to area plans and their roles; group discussions on priority topics; and a written feedback activity. There were 8 attendees.

Family
Resource
Center
• Concerns about unaffordable
commercial spaces.
• More affordable housing for large
families with more parking.
• Concern over pedestrian/scooter
conflicts.
• Rec uses need to be activated at all
times of the day and accommodate
all ages/abilities.
• See Appendix C.
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3 Stakeholder Land Use
Charette
October 22 &
23, 2024
Approximately 25 stakeholders who had previously participated were invited to explore alternative scenarios and potential trade-offs for MidTown. Participants were given tokens representing different land uses and were free to “develop” key areas as they saw fit.

CSLT
Recreation
Center
• Identified need for mixed-use with
residential components.
• Strong support for shared parking
facilities.
• Desire for more flexibility in allowed
commercial uses.

CSLT Arts, Culture,
and Tourism
Commission
November 12,
2024
The Arts, Culture, and Tourism (ACT) Commission held a discussion on how the plan can support public art to highlight education, culture, conservation, and appreciation.

City Council
Chambers
• Should highlight native species,
Washoe culture, local artists, and the
community's connection to the City
of Ameca.
• Art should inspire and have a lasting
impression on viewers.

Open House 3 November 13,
2024
The third public open house in the outreach process was focused on strategies for implementation. Draft policies were presented for which participants could indicate their opinion (support, neutral, oppose).

There were 15 participants.

South Lake
Tahoe Library
• Overall support for redevelopment
and mixed-use.
• Support local businesses.
• Create more opportunities for
events/markets/fairs, third places.
• Support for concentration of City
services in 56-acres site but need a
plan for vacated sites.
• Strong support for improved bicycle
connectivity.

Focused Stakeholder
Meetings
August –
November,
2024
In addition to the two stakeholder charettes as noted above, fourteen (14) stakeholder meetings have been held to discuss specific elements of the plan, such as recreation; housing; pedestrian and bicycle infrastructure; commercial development and business health; and arts and culture. Many meetings included a mix of individuals representing Various
locations and
virtual
See Appendix B.
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4 different community organizations, while one on one meetings were held with specific stakeholders: Lake Tahoe Community College, El Dorado County, South Tahoe Public Utility District, Bicycle Advisory Commission, and the Lake Tahoe Historical Society.

Transforming
Neighborhoods:

National Association
of Realtors’
Consulting Corps
July 2024
The Counselors of Real Estate Consulting Corps conducted a site visit and met with stakeholders independently of the City’s outreach process.

They created a report of analysis and recommendations for economic development and redevelopment strategies.

Various
locations,
South Tahoe
Association of
Realtors
See Appendix D.

Lake Tahoe Business
Walk October 2024
City staff participated in the Tahoe Chamber’s South Shore Business Walk with other Tahoe Chamber representatives to conduct door to door outreach to local businesses. Survey questions were presented and discussed to gauge the health and needs of businesses and business owners.

Various
locations
See Appendix E – note that results are
from businesses across the Tahoe
Basin.

Open House 4 April 8, 2025
At the final open house for the Mid-Town Area Plan participants reviewed some of the plan’s content, such as specific goals for different areas and newly proposed bicycle and pedestrian improvements. The plan’s vision statement and guiding principles were vetted by participants to ensure they reflect an accurate, shared community vision. There were 17 participants.

SLT Senior
Center
Participants showed strong support for
the vision statement and the many
new connectivity improvements
proposed. Emphasis was placed on
the importance of year-round
recreation opportunities.
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678
LEGEND
Concept A | BIJOU COMMUNITY PARK

DISC GOLF

FLEXIBLE

LAWN SKATE
PARK

BIKE PARK
KIDS’

ADVENTURE
PLAY
VOLLEYBALL
PICKLEBALL

DOG PARK
PLAZA STORMWATER

PRIVATE PROPERTY

FLEXIBLE LAWN
RR +
CONC.

P
P
P

EXPANDED PARKING

PARK BOUNDARY

RESTROOM AND CONCESSIONS
Updated restrooms
Operational concession stand (snacks,
drinks, helmet rentals, etc.)

FLEXIBLE LAWN AREA
Community events and markets
Rental space
Pick-up and informal field sports
Amphitheater/sled hill

SAND VOLLEYBALL

DISC GOLF

PICKLEBALL
12 courts

DOG PARK

BIKE PARK STORMWATER MANAGEMENT BASIN

EXPANDED SKATE PARK

PAVILIONS
KIDS’ ADVENTURE PLAY
Inclusive playground equipment
Nature play
Bouldering/climbing features
Splash pad

ENTRY PLAZA

PROPOSED CLASS I TRAIL
Explore additional accessibility and connectivity
improvements throughout the park

PARKING AND CIRCULATION
175% increase in parking spaces
Realign access road for continuous disc golf
play area
0 60 120 240 November 2024

CEMETERY
AL TAHOE BLVD.

JOHNSON BLVD.

LAKE TAHOE

COMMUNITY

COLLEGE
LTCC

MULTI-USE
FIELDS →

SOUTH LAKE TAHOE POLICE
Class 1B (SEZ)
Class 7

TO GREENWAY
PARK

FACILITIES

PARK FACILITIES
Park office
Park maintenance area
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Concept B | BIJOU COMMUNITY PARK

DISC GOLF
DOG
PARK
SKATE
PARK
BIKE
PARK
KIDS’

ADVENTURE
PLAY

FLEXIBLE
LAWN

FLEXIBLE
LAWN
VOLLEYBALL
RR +
CONC.

PICKLEBALL

PARKING
CLUBHOUSE

CEMETERY
P
P P

PLAZA FLEXIBLE LAWN

EXPANDED PARKING
0 60 120 240 November 2024
PARK

BOUNDARY

FLEXIBLE LAWN AREA
Community events and markets
Rental space
Pick-up and informal field sports
Amphitheater/sled hill

SAND VOLLEYBALL

DISC GOLF

PICKLEBALL
16 courts

DOG PARK

STORMWATER MANAGEMENT BASIN

CLUBHOUSE
Starter shack, golf and disc golf
Park offices
Nordic ski/warming hut
Food service/retail
Winter rentals

GOLF FACILITIES
Reroute of existing golf holes
Golf practice: putting and chipping, driving net
Park maintenance area
PARK
MAINT.

GOLF

PRACTICE
HOLE 1
HOLE 9
AL TAHOE BLVD.

JOHNSON BLVD.

LAKE TAHOE

COMMUNITY

COLLEGE
LTCC

MULTI-USE
FIELDS →

SOUTH LAKE TAHOE POLICE
Class 1B (SEZ)
Class 7
P
STORMWATER

TO GREENWAY
LEGEND

ENTRY PLAZA
KIDS’ ADVENTURE PLAY
Inclusive playground equipment
Nature play
Bouldering/climbing features
Splash pad

BIKE PARK

EXPANDED SKATE PARK

PAVILIONS

RESTROOM AND CONCESSIONS
Updated restrooms
Operational concession stand (snacks,
drinks, helmet rentals, etc.)

PARKING AND CIRCULATION
Reconfigure parking, additional parking
Realign access road for continuous disc golf
play area

PROPOSED CLASS I TRAIL
Explore additional accessibility and connectivity
improvements throughout the park

CONNECTION TO CLUBHOUSE
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Enlargement: Clubhouse at Marlette | BIJOU GOLF COURSE 0 20 40 80 September 2024 1 3
4 9
JOHNSON BLVD. MARLETTE CIR.

PUTTING PRACTICE GREEN

EXISTING FAIRWAYS REUSED

EXISTING FAIRWAYS TO REMAIN

DRIVING RANGE SIMULATOR
PARKING | 22 spaces
LEGEND
1 HOLE NUMBER

MAINTENANCE YARD AND

EQUIPMENT STORAGE

PRACTICE

PUTTING
GREEN

DRIVING
RANGE

SIMULATOR

EQUIPMENT
STORAGE +

MAINTENANCE
YARD

PARKING

PARK BOUNDARY

PARK BOUNDARY
CLUBHOUSE
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MEMORANDUM
To: Anna Kashuba and John Hitchcock, City of South Lake Tahoe From: Design Workshop
Date: 10/10/2024
Project Name: CSLT Mid-Town Area Plan
Project #: 7310
Subject: Stakeholder Focus Groups and Open House Summary Copy To: N/A
•
•
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Landscape Architecture
Planning
Urban Design
Strategic Services
Environmental Graphic Design
PO Box 5666 / 128 Market Street
Suite 3E
Stateline, Nevada 89449
775.588.5929
designworkshop.com
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Mid-Town Area Plan Open House
Family Resource Center
October 2, 2024. 5:30 – 7:00 PM
Housing
The need for affordable housing was a recurring theme throughout the evening. Housing should consider proximity to resources and amenities. More affordable options are needed for larger households, which also require more parking.

Transportation
Many sentiments heard in prior outreach regarding transportation were echoed, such as the need for additional bike path space and stronger enforcement of speed to avoid pedestrian and bike/scooter conflicts. While the value of Lake Link was recognized, individuals felt there is a stronger need to increase fixed route bus services. A comment was received that more consideration should be made when placing bus stops, as many are not used nor in convenient locations. More parking is needed at Lakeview Commons and Bijou Community Park.

Recreation
The group supported the idea of expanding parks as well as adding new multi-use areas surrounding the Multigenerational Aquatics and Recreation Center. Parks should include features for those of all ages as well as activities and improvements to active the space at different times of day (lighting).

There was strong support to develop additional rental spaces for private events and the need for low or no cost winter gathering spaces was identified.

Land Use
The idea of mixed-use/live-work opportunities was supported, with an emphasis on commercial spaces that are more affordable for local small businesses. 689
690
Spurring Redevelopment
in the Mid-Town Area

CRE CONSULTING CORPS RECOMMENDATIONS

TO CITY OF SOUTH LAKE TAHOE
OCTOBER 2024
®
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE Table of Contents
Executive Summary....................................................................................................................................................4 Introduction.................................................................................................................................................................6 Statement of Problem.............................................................................................................................................8 CRE® Consulting Corps Team Process...............................................................................................................8 Site Opportunities and Planning Process ................................................................................................................9 The 56 Acre Public Center...................................................................................................................................11 Redevelopment of the Mid-District Shopping Center Site .............................................................................11 Reinvestment in the Bijou Community Park and Golf Course ......................................................................12 Amortization of the “Tail” ..................................................................................................................................13 Other Strategies of Interest..................................................................................................................................14 Affordable Housing and Development Process ...................................................................................................16 Affordable Housing Supply................................................................................................................................17 Development Approval and Entitlement Process ...........................................................................................19 Innovative and Flexible Housing Solutions ..........................................................................................................20 Explore Temporary, Modular, and Manufactured Housing Options...........................................................20 Promote Vertical Mixed-Use Development......................................................................................................23 Encourage Adaptive Reuse of Commercial Spaces .........................................................................................26 Develop Incentives to Deploy Affordable Accessory Dwelling Units ..........................................................30 Implement an Inverse Short Term Rental Program.........................................................................................33 Comprehensive Data Collection and Analysis for Decision-Making................................................................37 Conduct Regular Housing Needs Assessments...............................................................................................37 Deploy Integrated Data Platforms .....................................................................................................................39 Implement Real-Time Monitoring Systems......................................................................................................42 Increase Community Engagement.....................................................................................................................44 Conclusion.............................................................................................................................................................47 Public and Private Financing ..................................................................................................................................49 Infrastructure Financing Sources .......................................................................................................................49 Vertical Construction/Redevelopment Financing Sources .............................................................................50 693
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE Incentives...............................................................................................................................................................52 Intentional Economic Development.......................................................................................................................53 Overarching Challenges Facing South Lake Tahoe .........................................................................................53

1. Affordable Housing Crisis ..........................................................................................................................53

2. Environmental Preservation.......................................................................................................................54

4. Wildfire Risk.................................................................................................................................................54

5. Infrastructure and Traffic Congestion.......................................................................................................54

6. Social and Economic Inequality .................................................................................................................55

7. Health and Social Services ..........................................................................................................................55

8. Climate Change ............................................................................................................................................55 Foundation for Intentional and Resilient Economic Development...............................................................55 Significance of Intentional and Resilient Economic Development................................................................57 Core Principles of Intentional and Resilient Economic Development..........................................................58 Intentional Economic Development in South Lake Tahoe .............................................................................60

1. Diversification of the Economy..................................................................................................................60

2. Affordable Housing Development ............................................................................................................60

3. Workforce Development.............................................................................................................................61

4. Environmental Sustainability.....................................................................................................................61

5. Infrastructure Improvements .....................................................................................................................62

6. Community Engagement and Planning ...................................................................................................62 Incorporating Resilience as an Investment .......................................................................................................63 Nexus of Economic Development and Affordable Housing..........................................................................63 Affordable Housing in Ski Resort Towns—Solutions.....................................................................................65 Conclusion.................................................................................................................................................................67 Appendix I - June 2024 Single Family Sales Market Analysis ............................................................................69 Appendix II - June 2024 Condo/Townhome Market Analysis ...........................................................................70 Appendix III - Leading Practices Research ...........................................................................................................71 Examples of Economic Development in Ski Resort Towns ............................................................................71

1. Whistler, British Columbia, Canada..........................................................................................................72

2. Park City, Utah, USA...................................................................................................................................72 694
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE

3. Aspen, Colorado, USA ................................................................................................................................73

4. Jackson Hole, Wyoming, USA....................................................................................................................73

5. Zermatt, Switzerland...................................................................................................................................74 Examples of Economic Diversification in Ski Resort Towns ..........................................................................74

1. Park City, Utah, USA...................................................................................................................................75

2. Aspen, Colorado, USA ................................................................................................................................75

3. Whistler, British Columbia, Canada..........................................................................................................75

4. Stowe, Vermont, USA..................................................................................................................................76

5. Jackson Hole, Wyoming, USA....................................................................................................................76

6. Zermatt, Switzerland...................................................................................................................................76 Examples of Affordable Housing Approaches in Ski Resort Towns ............................................................77

1. Whistler, British Columbia, Canada..........................................................................................................77

2. Aspen, Colorado, USA ................................................................................................................................77

3. Jackson Hole, Wyoming, USA....................................................................................................................78

4. Park City, Utah, USA...................................................................................................................................78

5. Mammoth Lakes, California, USA.............................................................................................................79 Appendix IV - Economic Data Overview..............................................................................................................80 Appendix V - Acknowledgements .........................................................................................................................81 Appendix VI—The Counselors of Real Estate......................................................................................................82 Appendix VII - The CRE® Consulting Corps Team ............................................................................................83 695
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 4 Executive Summary
Executive Summary
The City of South Lake Tahoe is in the enviable situation of being a desirable community in the beautiful Sierras on the shore of Lake Tahoe. An attractive destination, the economy is largely dependent on tourism and recreation. The community faces the challenges of many mountain resort communities, in particular a need for housing attainable for local workers and amenities for year-round residents, in addition to vulnerability to economic fluctuations. The challenge of meeting these needs is complicated not only by the tourist-oriented marketplace but also by the development regulations in place to protect the environment.

The City of South Lake Tahoe has made meaningful steps to address these needs through public investments including Lakeview Commons Beach and Harrison Avenue projects, support for a number of housing developments, and the 56-acre project. Construction is currently underway to implement the 56-acre master plan and create a signature recreation and civic space in the center of South Lake Tahoe across from Lakeview Commons Beach. To build on these investments, update the 1995 local area plan, and spur increased investment, the City of South Lake Tahoe has embarked on development of a new Mid-Town Area Plan.

The Counselors of Real Estate® Consulting Corps was asked to examine underutilized commercial sites within the Mid-Town Area, offer strategic real estate guidance to spur redevelopment, consistent with community priorities and the goals of the Mid-Town Area Plan, and propose actionable solutions that could be incorporated into the Mid-Town Area Plan. In addition, the city requested that The Counselors of Real Estate (CRE) Consulting Corps offer economic development advice, both pertaining to the MidTown area and to the city more broadly.

Through the Transforming Neighborhoods initiative, the South Tahoe Association of REALTORS® introduced The Counselors of Real Estate to the City of South Lake Tahoe. The CRE Consulting Corps team visited South Lake Tahoe in August 2024 and met with more than 30 stakeholders, including elected officials, city staff, business and nonprofit leaders, employers, social service agencies, environmental organizations, and others. The team reviewed existing plans and studies, analyzed market data, and provided recommended actions.

The CRE team sees a great opportunity to focus the use of public lands in the Mid-Town area for the benefit of local residents as well as the de-emphasis of serving visitors. There are four areas within the boundary that present particular opportunities:
• 56-Acre Public Center.
• Redevelopment of the shopping Center Site.
• Reinvestment in Bijou Community Park & Golf Course.
• Amortize the “Tail.”
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 5 Executive Summary
Addressing needed housing that will meet the needs of local workers is a clear priority. Following are recommendations to help tackle housing needs.
• Improve, clarify, and simplify the development process is one needed approach to help create housing options that meet local needs.
o A valuable tool would be a coordinated Master Checklist to include City, TRPA, and County requirements.
o Incorporate planning goals as well as regulatory requirements. o Provide clear information about process and fees.
• Explore innovative and flexible housing solutions, including:
o temporary and modular housing
o vertical mixed-use developments
o adaptive reuse of commercial spaces
o accessory dwelling units
o an Inverse short term rental program.
• Implement a comprehensive data collection and analysis system. By prioritizing regular needs assessments, integrated data platforms, real-time monitoring, and community engagement, the City can build a data-driven approach to urban planning that is both responsive and sustainable. • Consider innovative financial tools, structures, and incentives to support redevelopment and new construction.

South Lake Tahoe faces challenges including an affordable housing crisis, environmental preservation concerns, tourism dependency, wildfire risk, infrastructure and traffic congestion, social and economic inequality, limited health and social services, and climate change impacts. Economic development can play a vital role in addressing these challenges by diversifying the economy, supporting affordable housing development, enhancing workforce development, promoting environmental sustainability, improving infrastructure, and fostering community engagement. Collaboration among various sectors and stakeholders is crucial for implementing effective solutions. Case studies from other successful ski resort towns highlight best practices in areas such as land use, economic diversification, and community engagement, offering valuable insights for South Lake Tahoe's path towards sustainable and resilient economic growth.

The action steps and recommendations detailed in this report will require focus, collaboration, and participation by a broad set of community stakeholders. An active, coordinated effort, supported by broad involvement, will be beneficial to all parties and provide the housing options and services needed to benefit the South Lake Tahoe community.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 6 Introduction
Introduction
Lake Tahoe has long been a premier destination for visitors from around the world and also has drawn residents who desire to live in a resort mountain community close to outdoor recreation. The City of South Lake Tahoe, California, situated at the south end of the lake adjacent to the Nevada state line, has a population of approximately 21,330 (2020 Census). It lies within El Dorado County, which has a population of about 191,185 (2020 Census). The population swells dramatically with the influx of visitors both in winter and summer, and housing costs have increased, becoming out-of-reach in particular for many year-round residents who work at local jobs.

Local growth and development decisions are managed not only by the City of South Lake Tahoe but also by the Tahoe Regional Planning Agency. A unique bistate entity, the Tahoe Regional Planning Agency (TRPA), oversees land use and planning throughout the Lake Tahoe basin. Created in 1969, TRPA “is governed under the Compact enacted by the states of California and Nevada, affirmed by the United States Congress, and then signed by the states’ governors and the President of the United States.”1In addition to a governing board, an Advisory Planning Commission assists with technical and scientific issues, bringing together water quality, natural resource, planning staff, community members, and other experts. Metrics tracked include water quality, air quality, soil conservation, vegetation, fisheries, wildlife, scenic quality, recreation, and noise.

As stated in TRPA’s 2014 Strategic Plan, TRPA’s “vision is for a Lake environment that is sustainable, healthy, and safe for the community and future generations.” Its “mission is to cooperatively lead the effort to preserve, restore, and enhance the unique natural and human environment of the Lake Tahoe Region, while improving local communities, and people’s interactions with our irreplaceable environment.” It is not the intent of The Counselors of Real Estate to evaluate TRPA’s role or to express opinions about the oversight nor to assess the interaction between TRPA and local requirements and processes.

TRPA is directed by the Compact to “establish environmental threshold carrying capacities and to adopt and enforce a regional plan and implementing ordinances which will achieve and maintain such capacities while providing opportunities for orderly growth and development consistent with such capacities,” (Compact Article I(b)) and to “ensure an equilibrium between the Region’s natural endowment and its manmade environment.”2
1 Strategic Direction - 2020 and Beyond - Tahoe Regional Planning Agency, November 2020. https://www.trpa.gov/wpcontent/uploads/documents/archive/Agenda-Item-No.-VII.A-TRPA-Strategic_Plan_2020.pdf 2 Tahoe Regional Planning Agency Strategic Plan, June 2014, p3. https://www.trpa.gov/wpcontent/uploads/documents/archive/Strategic_Plan_2014_June2014_Final_rev1-21-15.pdf 698
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 7 Introduction
The City of South Lake Tahoe is undertaking development of the Mid-Town Area Plan to guide future land uses and development to meet the needs of residents, businesses, visitors, and the environment. This will update the 1995 Bijou/Al Tahoe Community Plan which was consistent with the city’s 1988 General Plan and the 1987 TRPA Regional Plan. Since that time, the city has updated its General Plan twice (1999 and 2011), and the TRPA Regional Plan was updated in 2012. Since 2011, the city has been working to update and replace outdated community plans with area plans consistent with the 2012 TRPA Regional Plan. The Tourist Core Area Plan was adopted in 2013, and the Tahoe Valley Area Plan was adopted in 2015.

The TRPA Code of Ordinances allows local jurisdictions to develop and adopt area plans that implement the TRPA Regional Plan, reflect a local community vision, and streamline the development permitting process.

The Mid-Town Area Plan will encompass land included in the current Bijou/Al Tahoe Area Plan as well as additional surrounding commercial and recreation land. Area Plans allow the city and counties in the Lake Tahoe Basin to implement the TRPA Regional Plan policies with greater flexibility and at the community scale. These plans are intended to reflect the community’s vision for its future and are created with community members and stakeholder involvement.

The City’s General Plan directs changes to this area to incorporate more opportunities for mixed use and higher density residential development to provide much needed housing in the community and more economic development possibilities associated with year-round population in the area. These new land use opportunities would be developed to complement the vision of the 56-acre Master Plan. The 56-acre Master Plan, adopted in 2022, builds upon the success of the Lakeview Commons and Harrison Avenue projects to create a signature civic and recreational park in the center of the South Lake Tahoe community and within the Mid-Town area to further transform the Mid-Town area into a recreation, arts, and community hub. The 56-acre Master Plan focuses on recreational and civic needs, the creation of meaningful world-class facilities and public open space, environmental stainability, cultural preservation, water quality, traffic mitigation, aesthetic improvements, and habitat preservation. With the recent adoption of the 56-Acre Master Plan and the current construction of a new recreation/ swim center, the opportunities for recreation in this area will continue to improve.

The Mid-Town area is the heart of South Lake Tahoe, with the most scenic views of Lake Tahoe in the City and is a central hub between other local and visitor destinations in the Tahoe Valley and the Tourist Core/Heavenly Village areas. The Mid-Town area includes several commercially focused areas that are popular resident and visitor amenities. The Mid-Town area also contains many opportunities for recreation featuring Bijou Park (bike park, skate park, dog park, disc golf, and picnicking), Bijou Golf Course, South Lake Tahoe Recreation and Swim Complex, South Lake Tahoe Ice Arena, South Lake Tahoe Campground, several multi-use sports fields, and a launch point for boating, paddleboarding, and 699
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 8 Introduction
swimming at Regan Beach and Lakeview Commons. Civic and education uses within the Mid-Town area include the Lake Tahoe Community College, South Tahoe Middle School, El Dorado County Library, US Forest Service office, and US Post office. Unfortunately, the area also has a number of properties which are vacant or underutilized.

In 2024, the city is conducting extensive community outreach and engagement to develop goals, policies and implementation priorities to revitalize the Mid- Town area. Once approved by the City and Tahoe Regional Planning Agency, the Mid-Town Area Plan would provide guidance for all future redevelopment and development opportunities and would identify infrastructure needs to support the future vision of the Mid-Town area.

Statement of Problem
The Mid-Town area contains several properties that have remained vacant or underused for over 120 days. These sites represent wasted potential for business opportunities, contribute to a dismal visual appeal that deters investors, residents and visitors, and in some cases, present unsafe and blighted conditions. Redeveloping these sites offers an opportunity to bring in new businesses and potentially housing units, advancing City planning goals and enhancing the overall quality of life for residents. The City of South Lake Tahoe and the South Tahoe Association of REALTORS® requested the expertise and recommendations of the CRE Consulting Corps to identify strategies for attracting and facilitating redevelopment of these underutilized properties consistent with community goals and provide advice that may spur revitalization, including area-wide economic development recommendations.

CRE® Consulting Corps Team Process
Through its Transforming Neighborhoods Program, the National Association of REALTORS® is collaborating with The Counselors of Real Estate’s Consulting Corps to deliver strategic real estate problem-solving to select projects. NAR issued a call for applications and submitted those received for review by the CRE Consulting Corps. The South Lake Tahoe project, submitted by the South Tahoe Association of REALTORS®, in conjunction with the City of South Lake Tahoe, was selected.

The CRE Consulting Corps team visited South Lake Tahoe in August 2024. The team reviewed applicable plans and studies pertaining to the area, toured the neighborhood, and interviewed more than 35 individuals. Stakeholder meetings included city elected leaders and staff, business and industry representatives, local Realtors®, and other stakeholders. The team formulated their recommendations and presented them to South Lake Tahoe city staff at the end of their week onsite. 700
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Site Opportunities and Planning Process
There is a great opportunity to focus the use of public lands in the Mid-Town area for the benefit of local residents and to deemphasize visitor services and amenities. The now-under-construction community recreation center, located at the north end of the Mid-Town plan area, represents new investment and a fresh commitment to the use of public lands in the Mid-Town area for the benefit of local residents.

Resident-serving land uses in the Mid-Town area will likely balance the historic emphasis of public and private investment on visitor serving commercial and recreational uses near the state line visitor area (heavily gaming, skiing and hospitality uses) and the commercial center located south near the intersection of US 50 and US 89. The Mid-Town plan area is also significantly influenced by the presence of existing and future open space, used to maintain and manage the water quality in Lake Tahoe. As a consequence of the geography of the area, the alignment of US 50 along the southern lake shore and the location and scale of estuary areas, the Mid-Town plan area is irregularly-shaped, mostly in a north-south orientation, but with a portion of highway-fronting lands located to the south, and severed from the balance of the plan area by other residential neighborhoods creating what we will refer to later as “the Tail.”
The new Recreation and Aquatic Center plays a significant role in our evaluation of the Mid-Town plan area opportunities. It is located prominently at the curve of US 50 as it meets the shoreline of Lake Tahoe and turns east towards the balance of the community and visitor and gaming area at the state line. Now under construction, this $65 million public investment is one of the largest recent public investments by the City of South Lake Tahoe, with completion anticipated in late 2025 or early 2026. The new recreation center strengthens the public recreational land uses already within the Mid-Town plan area, including several public uses of facilities (city, county and state), a transient publicly-owned campground (Campground by the Lake), South Tahoe Middle School and offices of the local school district, the Bijou Golf Course and Meadow, the Bijou Community Park, and the Lake Tahoe Community College. We informally estimate that within the Mid-Town plan area, some two-thirds of the land area is either in public ownership and use, or is otherwise dedicated to continuing preservation and conservation uses.

Also notable is the exclusion of the Bijou residential neighborhood area, effectively the “doughnut hole” in the northern portion of the plan area. As such, there is only limited ability to rely upon traditional private property ownership and redevelopment activities to stimulate and drive neighborhood revitalization and renewal; public investment in the area will be central to any revitalization efforts.

The exception to the heavy concentration of public ownership of lands in the plan area is located middistrict, in the southeast quadrant of the intersection of US 50 and Al Tahoe Boulevard, where there is a community shopping center site. Like many community shopping centers today, this shopping center is showing signs of clear distress, having lost its grocery anchor. While apparently owned by separate owners of different parcels, the shopping center site represents one of the only sites of sufficient size to attract developer interest and a site that would permit a variety of styles of mixed-use development. Not 701
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surprisingly, to the extent that affordable residential housing is most effectively accomplished through mid-rise, attached construction, this is the obvious site for such an alternative. 702
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Our reconnaissance and inquiries suggest that there are four areas within the plan area that deserve special attention and represent an opportunity to fulfil the plan area’s objective of being “community focused” and meeting the needs and activities of local residents (versus visitors):
• The 56 Acre Public Center
• Redevelopment of the mid-district Shopping Center site • Reinvestment in the Bijou Community Park and Golf Course • Amortization of the “Tail”
The 56 Acre Public Center
Located at the north end of the plan area, and representing the “corner” in which US 50 turns from northsouth to east-west along the shore of Lake Tahoe, this approximately 56 acre site is serving as the site of the new Recreation and Aquatic Center, as well as serving as the site for other existing public buildings and the Campground by the Lake, a city-controlled campground. Due to the important “gathering” capability of the new recreation center, and the intended focus of the plan area to meet the needs of local residents, we believe that significant effort needs to be given to the post-completion of the recreation center and the balance of the tract be “re-planned” to cause the relocation of the campground to other portions of the plan area, and the programming of the newly-available public lands for other appropriate public and community-serving land uses. While new building sites may be made available for appropriate public uses, we believe that a significant focus of the planning needs to include publicgathering for uses such as public markets, crafts and arts events, circulation and outdoor activities, perhaps a small concert venue, accompanied by opportunities for some commercial activities (temporary in nature, but appropriately accommodated with hardscape, utilities services, and related site improvements). The underlying intent of our recommending this “fresh look” is – in the presence of the soon-to-be completed recreation center – to ask what other public and community uses should be located at or near the recreation center, and which will strengthen its perception as a gathering plan for the yearround residents of South Lake Tahoe. With care and community support, the natural gathering that will occur around the recreation center can be strengthened and built-upon, again, for the benefit of yearround residents.

Our assessment is that there is more than sufficient land area within the public land inventory of the plan area to allow the relocation of the Campground by the Lake, both freeing up the site for more intense and local-resident focused uses, as well as allowing modernization and re-visioning for the campground (as an asset of the community).

Redevelopment of the Mid-District Shopping Center Site
The assessment and financial feasibility analysis of the redevelopment of the community shopping center located mid-plan area is beyond the scope of this study. However, this shopping center is generally 703
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perceived as the sole assembled site that could service for significant private reinvestment and revitalization, as well as being of sufficient size to allow for a meaningful number of residential units for year-round residents, including affordable housing units for eligible households. The shopping center itself shows many of the signs of distress and under-performance, particularly in relationship to the underlying value of the land beneath the center. This is an all-too-common occurrence in today’s shopping centers, a product of changing patterns of retail shopping, convenience shopping and associated specialty uses, such as restaurants, etc. Many qualified observers believe today that as the property markets and retail spending patterns stabilize – after the onslaught of new online retail vendors (Amazon.com, etc.) and the effects of the disruption of Covid are taken into account – there will be as few as one-third of the number of retail establishments in communities across the country. South Lake Tahoe is not immune to these trends and development patterns, and the door is open at this shopping center site for a reinvestment and revitalization project – largely funded by the private sector.

We estimate the site area of the community shopping center and adjacent uses at approximately 11 acres.

This suggests to us that were the site developed solely for multi-family residential development, there could easily be from 250 to 500 residential units at the site. With a terminal maximum of, say, 500,000 gross square feet, the site could accommodate significant continued retail uses – say 25,000 sf to 50,000 sf, and still provide a significant number of multi-family residential units. We suspect that were such development to occur, there would be a strong community desire for affordable housing for eligible households; depending upon developer interest and the ability of the community to organize and/or provide additional public investment, the ratio of affordable units to market-rate units would vary.

Given the scarcity of sites for mid-rise development, and the desire to focus on the needs of year-round residents, both residential development and affordable housing at this site appear to be very appropriate.

We caution that land assembly for such redevelopment may be complicated by fractionalized ownership, and we suggest the City of South Lake Tahoe recognize that it can play a significant role in facilitating land assembly and “organized” redevelopment of the site. There are a variety of strategies and tools that can be employed by local government to incentivize private land owners to cooperate and coordinate in such instances; there appears to be a clear incentive to do so at this site.

Reinvestment in the Bijou Community Park and Golf Course Because of the size and scale of public land ownership associated with the community park and golf course, and the adjacency of the Community College site, as well as in conjunction with our recommendation to relocate the Campground by the Lake to the southern portion of the plan area, we believe that there is a significant opportunity to reinvest in the golf course and adjacent park lands to the benefit of year-round residents that are the focus of this Mid-Town plan area. While no detailed quality and condition survey of the golf course and its amenities was completed by the project team, all indications are that the course and its land and recreational amenities are aging, in average to poor 704
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condition, and in need of maintenance and reinvestment. Recognizing that a significant “refresh” of the golf course and parkland amenities is both (i) a driver of fresh market interest and private investment, and (ii) another strategy to focus the revitalization within the plan area on local, year-round residents, improvements to these portions of the plan area are consistent with the long-term goals of the community and represent a very tangible improvement in the public facilities for use by local residents.

The adjacent lands now dedicated to the community college also represent an asset for the plan area that should be evaluated; we suspect that there are a variety of ways in which both the needs of the community college students and staff and the needs of plan area residents can be shared or coordinated to the benefit of both groups. Here again, the place-making that will accompany improvements to the golf course and parkland can enhance and improve a wide-range of appropriate activities on public lands, including some of the same types of community uses discussed above for the recreation center tract.

Amortization of the “Tail”
“Amortization” in this land use context is the process by which nonconforming land uses and structures must be discontinued or made to conform to the requirements of current zoning at the end of a specified period of time. While a term that few are familiar with, “amortization” is a way in which communities can cause a change in land use, while avoiding the financial cost or exposure of a taking of private property through eminent domain. We believe that the “tail” of the plan area (that portion of the plan area severed from the main body by existing single family detached development) should be “amortized” and existing commercial uses be allowed to expire over a long period of time (typically amortization takes approximately 20 years).

We believe that amortization represents an appropriate course of action for this portion of the plan area because of the narrow depth of the commercial uses located along US 50, and the low likelihood that private redevelopment can be effective in causing revitalization or meaningful improvement in the character and quality of properties now fronting along US 50. Furthermore, the development rights could be transferred to other locations, generating more successful developments elsewhere that better meet community needs and priorities. While the City of South Lake Tahoe could attempt to raise funding for a series of public acquisitions using eminent domain, this would be costly and may not have community support due to the costs involved. Amortization removes the element of cost from the equation, with the trade-off being the amount of time that it takes to complete. While such ordinances and practices can have an outside time limit (say 20 years), the land use impacts may occur sooner, because with the inevitable decline in property condition, existing owners have some motivation to seek some form of transaction with the City well before the amortization period has run its course.

Our conclusion that amortization of the “tail” merits careful evaluation is largely a function of the adjacent residential land uses, and the recognition that clustering certain kinds of compatible land uses 705
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(versus allowing the spread or sprawl of development along the highway) is in the long-term interests of the community. In this instance there are also preservation or conservation benefits that may inure to the nearby estuaries and lake front. We also note that there may be benefits associated with amortization to the resolution of conflicts with nearby airport flight path planning and other community land use conflicts.

Other Strategies of Interest
Two other land use management strategies should be acknowledged: (1) a focus and advocacy for mixeduse development in many new and redevelopment projects, and (2) the formation and active use of a land bank to assist in the assemblage of sites of substance for redevelopment.

Mixed-use development is more common in an urban setting, and may strike some as not appropriate amidst the rural and recreational communities around Lake Tahoe. That said, mixed-use development is entirely appropriate in any setting where land is scarce, and where the demands upon the land for use and utilization are more intense than might be historically indicated. Furthermore, mixed use development increases walkability. Like most parts of California, South Lake Tahoe is a community that has grown (and is growing), and we suspect that most residents (both visitors and year-round residents alike) would like to believe that the beauty and recreational amenities of the region will be available to all for years to come. With that in mind, and recognizing the urgent need to manage the Lake Tahoe habitat and environmental setting, mixed-use development represents one of the few tools available to communities to meet the needs of residents, to cope with the economic pressures of rising residential property values and declining affordability, and to manage the environmental impact of growth.

Especially within a centrally-located community area (such as our subject plan area), mixed-use development should really be the norm, and not an exception as it is now. We strongly recommend that the Mid-Town plan area be evaluated with a strong. mandate for mixed-use development, and, of course, using higher-than-historical development density, to allow the development of more affordable housing and more lower-cost market rate housing.

Land banking traditionally means an activity or program in which a land-banking (owning) entity is formed and funded for the purposes of acquiring land for a temporary period during which other unrelated activities may occur that then allow a land holding or parcel to be deployed (sold or leased) for appropriate new development or redevelopment. We believe that the City of South Lake Tahoe should evaluate, and if possible, adopt or form a land bank that will allow it to acquire private land offered for sale, for the purpose of assembling that land with other adjacent land that is likewise suitable for development. Land banking is commonly used as a tool for redevelopment and revitalization where the land inventory is limited, where ownership is concentrated, or where the size of land parcels is too small to allow profitable redevelopment by the private development community. It is this last cause – where land parcelization is a barrier – that we see in South Lake Tahoe. To the extent that the community 706
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would like to see private capital used for reinvestment and revitalization, land banking by the community could be an effective tool to increase development project size and to attract private capital.

While we acknowledge that a land bank must start with initial funding, and usually in a meaningful dollar amount, with some duration, it can be a very suitable tool for use by the community to stimulate and encourage private revitalization and reinvestment.
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Affordable Housing and Development Process
The need to address the underserved supply of affordable housing in South Lake Tahoe was a clear priority of the individuals participating in discussions between the CRE consulting team and stakeholders from the local community. Reference to housing issues was one of the first topics mentioned during these discussions. The creation of market rate and affordable housing suitable for local workers and residents is of the utmost importance to the majority of South Lake Tahoe stakeholders interviewed by the CRE team.

Significant efforts have been made in the city to address this concern. The city has assisted in the development of the following housing projects.
• The Aspens at South Lake Tahoe—47 units of family affordable housing for low- and very lowincome households. • Evergreen Apartments—26 units of family affordable housing for low- and very low-income households.
• Kelly Ridge—32 units of affordable senior housing for very low-income individuals aged 62 years and older.
• Sierra Garden Apartments—75 units of family affordable housing for low- and very low-income households.
• Sky Forest Acres—18-unit housing project for very low-income individuals with disabilities. • Tahoe Pines Apartments—28 units of family affordable housing for low- and very low-income individuals.
• Tahoe Senior Plaza—44 units of senior housing for very low-income individuals aged 62 years and older.
• Tahoe Valley Townhomes—70 units of family housing for low- and very low-income households. • Sugar Pine Village—a 248-unit affordable housing project conceived in two sites, East Village and West Village, which together comprise a unified family oriented residential community serving the South Lake Tahoe workforce
Grant funding for these projects ensures they remain affordable. The rents charged are regulated according to the conditions imposed by the governmental body or agency issuing the grant. Further details are included in the inventory summary as required by AB 987, passed by the California State Legislature. See: Assembly-Bill-987-Spreadsheet-20191112 (cityofslt.us).

A 2019 Summary of Housing Needs suggests catch-up of 2,085 is indicated based on the following statistics.
• 165 overcrowded households.
• 1,245 in-commuters wanting to move.
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• 675 unfilled jobs.
• 1,205 keep-up.
• 630 retiring employees.
• 575 new jobs.
• TOTAL through 2026: 3,290 units divided between market rate (43% - 1,410) and priced lower than market (57% - 1,880).

There was a divergence of opinions expressed during the stakeholder interviews regarding the need for housing, from the above estimate of a 3,290-unit shortfall to a real number of 500—1,000 units. One stakeholder actually felt there was little, if any, shortfall. It is clear the anecdotal estimates cover a wide range.

The lesson here is that a clear understanding of housing demand, based on current accurate data, is essential to planning and developing winning strategies. Outdated or anecdote-based data should not serve as a basis for planning to address supply forecasts.

Clearly understanding housing supply, based on current data, should include coordination across city departments. Identifying pending construction, in process and fully approved, will also be helpful as input to decision making and planning in forecasting supply trends.

Establishment of a central registry of housing opportunities, both current and those expected to hit the market, would significantly impact connecting existing supply and units under construction/renovation with those new to the area or new to the market.

Affordable Housing Supply
South Lake Tahoe has little supply of housing in the general market that is attainable for most local residents/workers. A review of June 2024 homes sales through the MLS shows a median sales price of $700,000, which is an increase of approximately 3% year over year. Condominium/townhouses sold at a median sales price of $598,000—up 22% year over year. See Appendix for these two home sales tables.

Capital cost gap for market rate affordable housing appears to be from $300,000 to $500,000 per unit, or more.

Affordable housing must be created with an eye to the incomes of local residents/employees. As shown in the table below, TRPA is using the following definitions:
• Affordable: priced within range for families earning up to 80% of Area Median Income (AMI) • Moderate: at the price for those earning 80% to 120%AMI • Achievable: deed restricted and
o Serving household up to 120% AMI or
o A household member works for a local employer or
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o The resident is a retired person who has lived in a deed-restricted home in the Tahoe basin for more than seven years.

Due to this capital cost gap, affordable housing can only be created through use of a combination of tools, including subsidized financing sources, grants, and non-traditional use of land. These tools typically incorporate permanent deed restrictions to assure the long-term availability of a supply of affordable housing as an important part of the overall picture.
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Development Approval and Entitlement Process
Stakeholders reported to the CRE team that the development process in South Lake Tahoe is difficult to navigate. An often-repeated phrase was that the process is a moving target and less than fully transparent. With numerous steps, decision makers and reviews, the requirements sometimes change during the planning and development process, creating an even lengthier process. The net effect is to discourage development, exacerbating the housing shortage, particularly at the lower price point or for multi-family housing.

There are opportunities for improvement through process streamlining and reducing the likelihood of project cost increases. One tool might be to prepare and implement use of a coordinated Master Checklist that includes City, TRPA, and County requirements. A Master Checklist would serve to streamline and clarify the development process. The checklist should incorporate the planning goals as well as the regulatory requirements. For example, a simple and clear checklist of requirements and costs would allow an upfront understanding of the process and likelihood of success moving through approval. A side benefit would likely be a shortening of the time required from concept to reality.

The city should evaluate entitlement process forms and written materials for transparency and crossagency coordination. The goal should be simplification and process improvement. The evaluation should include outreach to local engineers, designers, brokers and developers to gain perspective on ways to streamline the process. Clearly TRPA should be part of the process to establish a collaborative environment with the common goal to facilitate meeting housing goals, within existing planning and regulatory goals/requirements.

An initial meeting of developers/property owners considering development with representatives of the City, County, and TRPA would help all understand clearly the requirements and potential hurdles.

Locking in regulatory requirements at the time of application will help avoid expenses that arise from changes in the ground rules during the approval process. Understanding that the approval process is often lengthy and expensive, such an approach would make realistic planning and financing possible.

With the goal of addressing the need for diverse housing types to support the long-term health of the South Lake Tahoe community for residents and the business community, improving the process of development is a critical objective. This is not to suggest over development but rather to make achieving community planning goals more achievable.
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Innovative and Flexible Housing Solutions
As South Lake Tahoe grapples with the challenges of providing affordable and adequate housing for its residents, it is essential to explore innovative and flexible solutions. Traditional housing models alone may not suffice to meet the diverse needs of the community, especially in a landscape marked by fluctuating economic conditions and evolving demographic trends. Embracing innovative housing strategies can offer practical, scalable, and sustainable solutions.

Explore Temporary, Modular, and Manufactured Housing Options As South Lake Tahoe continues to face challenges related to housing affordability and availability, exploring alternative housing solutions becomes increasingly important. Temporary, modular, and manufactured housing options offer practical, cost-effective ways to address immediate housing shortages and meet the diverse needs of the community. These housing solutions can be deployed rapidly, are flexible in design, and offer a range of benefits that traditional construction methods cannot match. By incorporating these options into the City’s housing strategy, South Lake Tahoe can provide more affordable, adaptable, and timely housing solutions for its residents.

Importance of Temporary and Modular Housing Solutions. Temporary and modular housing solutions are particularly valuable in situations where there is an urgent need for housing, such as following natural disasters, during economic downturns, or when there is a sudden influx of workers or residents.

Unlike traditional construction, which can take years to complete, modular housing can be deployed in a matter of months, or even weeks, depending on the project’s scope. This speed of deployment is crucial for meeting urgent housing needs, such as providing shelter for displaced residents or accommodating seasonal workers.

Moreover, modular housing is inherently more affordable due to its standardized production process.

These homes are built off-site in a controlled environment, which reduces construction costs, minimizes waste, and shortens project timelines. This cost efficiency is passed on to the residents, making modular housing an attractive option for affordable housing initiatives.

Advantages of Modular Housing.

1. Rapid Deployment.
▪ Modular housing units can be manufactured and assembled quickly, making them ideal for situations where time is of the essence. For instance, after a natural disaster or during a housing crisis, modular homes can be deployed rapidly to provide immediate shelter. 712
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2. Lower Costs.
▪ The controlled manufacturing process of modular homes allows for significant cost savings.

By producing homes in a factory setting, developers can reduce labor costs, minimize material waste, and avoid weather-related delays. These savings translate into lower overall costs, making modular housing an affordable option for both developers and residents.

3. Design Flexibility.
▪ Modular housing offers a high degree of design flexibility. Units can be customized to meet specific needs, whether that means creating smaller, more efficient homes for single occupants or larger units for families. Additionally, modular homes can be easily expanded or reconfigured, allowing for adaptability as housing needs change over time.

4. Sustainability.
▪ Modular homes are often more environmentally sustainable than traditional homes. The controlled construction environment allows for better waste management, and the use of energy-efficient materials and technologies can reduce the environmental impact of these homes.

Exploring Manufactured Homes as an Affordable Housing Solution. In addition to temporary and modular housing, manufactured homes present another viable option for addressing affordable housing needs in South Lake Tahoe. Modern manufactured homes have come a long way from the stereotypes of the past, offering high-quality, comfortable, and energy-efficient living spaces at a fraction of the cost of traditional homes.

1. Affordability.
▪ Manufactured homes are one of the most affordable housing options available, with costs often significantly lower than those of traditional site-built homes. This affordability makes manufactured homes an excellent solution for low-income residents, first-time homebuyers, or those looking to downsize.

2. Improved Quality.
▪ Advances in manufacturing technology have greatly improved the quality of manufactured homes. Today’s manufactured homes are built to high standards, with durable materials, modern amenities, and energy-efficient features that make them comparable to traditional homes in terms of comfort and livability.
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3. Versatility and Mobility.
▪ Manufactured homes are not only cost-effective but also versatile. They can be located in dedicated manufactured home parks, on private land, or in mixed-use developments. Their mobility allows for flexibility in land use and can be an advantage in areas where land availability is limited or where residents may need to relocate.

4. Reduced Time to Market.
▪ Like modular homes, manufactured homes can be produced and delivered quickly, reducing the time it takes to bring new housing to market. This rapid deployment can help alleviate housing shortages more swiftly than traditional construction methods.

Practical Applications of These Housing Solutions. To effectively integrate temporary, modular, and manufactured housing into South Lake Tahoe’s housing strategy, the city can consider the following approaches.

1. Transitional Housing for Displaced Residents.
▪ Deploy modular or manufactured homes as transitional housing for residents displaced by natural disasters, economic hardship, or redevelopment projects. These units can be quickly assembled in safe locations, providing immediate relief to those in need.

2. Workforce Housing.
▪ Use modular housing to create affordable, convenient housing options for the local workforce, particularly in sectors like tourism and hospitality, where seasonal demand can fluctuate. By placing these units near employment hubs, the city can reduce commute times and improve the quality of life for workers.

3. Affordable Housing Developments.
▪ Develop entire communities of modular or manufactured homes as affordable housing projects. These developments can be designed to include amenities such as parks, community centers, and public transportation links, creating vibrant, sustainable neighborhoods that meet the needs of all residents.

4. Partnerships with Developers.
▪ Encourage partnerships between the city, developers, and nonprofit organizations to fund and build modular and manufactured home communities. Incentives such as tax breaks, 714
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reduced permitting fees, and expedited approvals can help attract investment in these types of projects.

Temporary, modular, and manufactured housing solutions offer South Lake Tahoe a flexible, costeffective, and rapid response to its housing challenges. These housing options not only address immediate needs but also provide long-term solutions that can be adapted as the community’s needs evolve. By embracing these innovative approaches, the city can enhance its housing strategy, providing affordable, quality homes for all residents while ensuring that housing supply keeps pace with demand.

Promote Vertical Mixed-Use Development
Vertical mixed-use development is a transformative urban planning approach that integrates residential, commercial, and recreational spaces within the same building or complex. This model not only maximizes the efficient use of land but also fosters a vibrant, walkable urban environment that enhances the quality of life for residents. In a city like South Lake Tahoe, where land is both valuable and limited, promoting vertical mixed-use developments offers a practical and innovative solution to address housing shortages while simultaneously stimulating local economic activity. By encouraging such developments, especially in core urban areas, the city can create new housing opportunities, attract businesses, and build more cohesive and sustainable communities.

Importance of Vertical Mixed-Use Development. Vertical mixed-use development is particularly valuable in urban environments where land is scarce, and development costs are high. By combining different types of spaces within a single structure, these developments make the most of available land, reducing the need for expansive, single-use zoning that can lead to sprawl and inefficient land use.

Moreover, vertical mixed-use developments contribute to the creation of lively, 24/7 communities where residents can live, work, shop, and recreate within a short distance, reducing reliance on automobiles and supporting environmental sustainability.

For South Lake Tahoe, promoting vertical mixed-use development in core areas—such as downtown, commercial corridors, and near transit hubs—can help address several challenges simultaneously. It can provide much-needed affordable housing, create jobs, support local businesses, and reduce traffic congestion by encouraging walking and the use of public transportation.

Key Benefits of Vertical Mixed-Use Development.

1. Maximizing Land Use Efficiency.
▪ Vertical mixed-use developments allow for the densification of urban areas by stacking residential units above commercial and retail spaces. This approach makes the most of 715
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limited land, allowing more people to live and work in the same area without expanding the city’s footprint.
▪ In South Lake Tahoe, where natural beauty is a key asset, maximizing land use efficiency through vertical development helps preserve open spaces and natural areas while accommodating population growth.

2. Creating Walkable, Vibrant Communities.
▪ By integrating different types of spaces—such as shops, restaurants, offices, and residential units—within a single development, vertical mixed-use projects encourage walking and reduce the need for car travel. This not only supports environmental goals but also enhances the vibrancy of urban areas, making them more attractive places to live and visit. ▪ In a city like South Lake Tahoe, which attracts tourists and outdoor enthusiasts, creating walkable environments that blend residential and commercial spaces can enhance the overall visitor experience while benefiting local residents.

3. Economic Stimulus and Job Creation.
▪ Vertical mixed-use developments stimulate local economies by attracting businesses to ground-floor commercial spaces and creating jobs both during and after construction. These developments can host a range of businesses, from retail stores and restaurants to offices and service providers, contributing to a diversified local economy. ▪ By concentrating economic activity in core areas, South Lake Tahoe can build economic resilience, ensuring that the city remains vibrant and prosperous even in the face of economic fluctuations.

4. Providing Affordable Housing.
▪ One of the most significant advantages of vertical mixed-use development is its potential to include affordable housing units. By incorporating affordable housing into these developments, the city can ensure that low- and moderate-income residents have access to housing in desirable areas close to jobs, services, and amenities. ▪ In South Lake Tahoe, where housing affordability is a growing concern, incentivizing developers to include affordable units in vertical mixed-use projects can help meet the demand for affordable housing while promoting socioeconomic diversity. 716
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Strategies for Promoting Vertical Mixed-Use Development.

1. Zoning and Policy Incentives.
▪ Density Bonuses. Offer density bonuses to developers who include affordable housing units or other community benefits in their vertical mixed-use projects. This incentive allows developers to build more units than normally permitted under current zoning regulations, making such projects more financially viable.
▪ Streamlined Approval Processes. Simplify and expedite the approval process for vertical mixed-use developments, especially those that include affordable housing or are located in designated priority areas. Reducing red tape can attract more developers to pursue these projects.
▪ Tax Incentives and Grants. Provide tax incentives or grants to developers who undertake vertical mixed-use projects, particularly those that include affordable housing, green building practices, or public amenities. These financial incentives can offset some of the higher upfront costs associated with mixed-use development.

2. Public-Private Partnerships.
▪ Collaboration with Developers. Foster public-private partnerships to share the risks and rewards of vertical mixed-use development. The city can collaborate with developers by providing land, infrastructure support, or financing assistance in exchange for the inclusion of affordable housing, public spaces, or other community benefits. ▪ Community Land Trusts. Support the creation of community land trusts that can acquire and hold land for vertical mixed-use development. This approach can help ensure that the benefits of these developments, such as affordable housing, remain available to the community over the long term.

3. Community Engagement and Support.
▪ Engage the Community. Involve residents and local businesses in the planning process for vertical mixed-use developments. By gathering input through public meetings, workshops, and surveys, the city can ensure that these projects meet community needs and gain public support.
▪ Promote the Benefits. Educate the community about the benefits of vertical mixed-use development, including how it can enhance neighborhood vibrancy, provide affordable housing, and reduce environmental impact. Addressing common concerns, such as increased density or traffic, can help build support for these projects. 717
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4. Design Standards and Sustainability.
▪ Design Guidelines. Establish design guidelines that ensure vertical mixed-use developments contribute positively to the urban landscape. These guidelines can address issues such as building height, architectural style, public space integration, and pedestrian connectivity. ▪ Green Building Practices. Encourage or require the use of green building practices in vertical mixed-use developments, such as energy-efficient materials, water conservation technologies, and renewable energy sources. This not only reduces the environmental impact of these developments but also aligns with South Lake Tahoe’s sustainability goals.

Examples of Successful Vertical Mixed-Use Developments. Several cities have successfully implemented vertical mixed-use developments that serve as models for South Lake Tahoe. • Portland, Oregon. Portland’s Pearl District is a prime example of successful vertical mixed-use development. The area features a mix of residential units, retail spaces, offices, and public amenities, creating a vibrant, walkable community that has become one of the city’s most desirable neighborhoods.
• Denver, Colorado. Denver’s Union Station neighborhood showcases the benefits of vertical mixed-use development with its combination of high-rise residential buildings, ground-floor retail, restaurants, and public spaces. The development has revitalized the area and attracted both residents and businesses.
• Austin, Texas. The Domain in Austin is a large-scale vertical mixed-use development that includes residential apartments, office spaces, retail stores, and entertainment venues. The project has created a bustling urban center that attracts residents, workers, and visitors alike.

Promoting vertical mixed-use development is a strategic approach to addressing South Lake Tahoe’s housing challenges while enhancing the city’s economic vitality and urban livability. By incentivizing these developments, particularly in core areas, the city can create new housing opportunities, stimulate local businesses, and build sustainable, vibrant communities. With thoughtful planning, strong community engagement, and supportive policies, vertical mixed-use development can play a crucial role in shaping the future of South Lake Tahoe.

Encourage Adaptive Reuse of Commercial Spaces
As the economic landscape evolves, the demand for retail and office spaces changes, often leaving many commercial properties underutilized or vacant. This shift presents an opportunity for South Lake Tahoe to address its housing needs through adaptive reuse—a strategy that repurposes existing commercial spaces for residential use. Adaptive reuse not only revitalizes underused properties but also provides a sustainable, cost-effective alternative to new construction. By converting these spaces into housing, the 718
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city can create new residential opportunities, preserve its unique character, and reduce the environmental impact associated with building on undeveloped land.

Importance of Adaptive Reuse in Housing Development. Adaptive reuse is becoming increasingly important as cities seek innovative solutions to housing shortages without contributing to urban sprawl.

In South Lake Tahoe, where land is limited and the natural environment is a cherished asset, adaptive reuse offers a way to accommodate population growth and housing demand without expanding the city’s footprint. By repurposing existing structures, the city can make efficient use of its built environment while preserving open spaces and natural areas.

Moreover, adaptive reuse can breathe new life into declining commercial corridors and neighborhoods, making them vibrant, mixed-use areas that attract residents and businesses alike. This approach aligns with broader urban planning goals, such as promoting walkability, reducing car dependence, and creating diverse, sustainable communities.

Key Benefits of Adaptive Reuse of Commercial Spaces.

1. Efficient Use of Existing Resources.
▪ Adaptive reuse makes the most of existing buildings and infrastructure, avoiding the need for costly and time-consuming new construction. This efficiency is particularly valuable in areas where available land for development is scarce or where there is a desire to preserve the existing urban fabric.
▪ In South Lake Tahoe, adaptive reuse can transform vacant or underutilized commercial spaces—such as former retail stores, offices, or warehouses—into much-needed housing. This approach not only addresses housing shortages but also prevents the decay of these properties, which can lead to blight and decreased property values in surrounding areas.

2. Environmental Sustainability.
▪ Repurposing existing buildings reduces the environmental impact of development. By reusing materials and structures, adaptive reuse significantly lowers the carbon footprint associated with construction, as it minimizes the need for new materials and reduces construction waste.
▪ This strategy is particularly important in a city like South Lake Tahoe, where the preservation of natural landscapes and environmental sustainability are top priorities. Adaptive reuse aligns with these goals by reducing the demand for new land development and protecting the city’s natural resources.
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3. Preservation of Community Character.
▪ Adaptive reuse helps preserve the architectural and historical character of a community by maintaining and revitalizing existing buildings. These projects can enhance the aesthetic and cultural value of neighborhoods, contributing to a sense of continuity and identity. ▪ In South Lake Tahoe, where the unique character of the city is closely tied to its history and natural surroundings, adaptive reuse can ensure that new housing developments respect and reflect the City’s heritage, rather than introducing incongruous new construction.

4. Economic Revitalization.
▪ By converting vacant commercial properties into residential units, adaptive reuse can stimulate economic activity in surrounding areas. New residents bring increased foot traffic and demand for services, which can attract businesses and contribute to the revitalization of commercial corridors.
▪ In addition to boosting local businesses, adaptive reuse projects often create jobs in construction, design, and property management, further contributing to the local economy.

Strategies for Encouraging Adaptive Reuse.

1. Zoning and Policy Adjustments.
▪ Flexible Zoning Regulations. Modify zoning codes to allow for the conversion of commercial properties into residential use. This may include relaxing restrictions on building height, density, or parking requirements to make adaptive reuse projects more feasible. ▪ Expedited Approval Processes. Streamline the approval process for adaptive reuse projects, particularly those that include affordable housing or other community benefits. Expedited permitting can reduce costs and encourage developers to pursue these projects.

2. Financial Incentives.
▪ Tax Credits and Grants. Offer tax credits, grants, or low-interest loans to developers who undertake adaptive reuse projects. These incentives can offset the costs associated with renovating older buildings, making these projects more financially attractive. ▪ Property Tax Abatements. Provide temporary property tax abatements for adaptive reuse projects to reduce the financial burden on developers during the conversion process. This can be particularly effective in encouraging the redevelopment of underutilized or distressed properties.
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3. Partnerships and Collaboration.
▪ Public-Private Partnerships. Foster partnerships between the city, developers, and nonprofit organizations to share the risks and benefits of adaptive reuse projects. The city can contribute by providing land, infrastructure improvements, or financial assistance in exchange for the inclusion of affordable housing or other public benefits. ▪ Collaboration with Local Businesses. Engage local businesses in the planning and development process to ensure that adaptive reuse projects meet the needs of the community and contribute to the local economy. This collaboration can also help integrate commercial and residential uses in a way that enhances the vibrancy of the area.

4. Community Engagement.
▪ Public Input and Support. Involve the community in the planning and design of adaptive reuse projects to ensure that they align with residents’ needs and preferences. Public meetings, surveys, and workshops can provide valuable feedback and build support for these initiatives.
▪ Education and Awareness. Raise awareness about the benefits of adaptive reuse through public campaigns, informational sessions, and partnerships with local media. Educating the community about the environmental, economic, and social advantages of adaptive reuse can help build enthusiasm and support for these projects.

Examples of Successful Adaptive Reuse Projects. Several cities have successfully implemented adaptive reuse projects that serve as models for South Lake Tahoe. • Los Angeles, California. The Adaptive Reuse Ordinance in Los Angeles has led to the conversion of numerous old office buildings and warehouses into residential lofts, revitalizing downtown areas and creating vibrant, mixed-use neighborhoods.
• Portland, Oregon. The conversion of the former Meier & Frank warehouse into the Block 216 mixed-use development is an example of adaptive reuse that includes residential units, retail spaces, and public amenities, contributing to the city’s goal of sustainable urban growth. • New York, New York. The High Line, a former elevated railway turned public park, has spurred the adaptive reuse of surrounding industrial buildings into residential and commercial spaces, revitalizing the Chelsea neighborhood and creating a popular urban destination.

Encouraging the adaptive reuse of commercial spaces is a strategic and sustainable approach to addressing South Lake Tahoe’s housing needs while preserving the city’s character and minimizing environmental impact. By repurposing underutilized properties, the city can create new housing 721
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opportunities, stimulate economic activity, and protect its natural and built environments. With supportive zoning policies, financial incentives, and strong community engagement, adaptive reuse can play a key role in shaping the future of South Lake Tahoe, ensuring that it remains a vibrant, livable, and resilient community.

Develop Incentives to Deploy Affordable Accessory Dwelling Units Accessory Dwelling Units (ADUs) represent a versatile and cost-effective strategy for expanding housing options within existing neighborhoods. These smaller, self-contained living units can be built on the same property as a single-family home, providing additional housing without requiring new land development. In South Lake Tahoe, where housing shortages are a pressing issue, developing incentives for the construction of affordable ADUs could be a powerful tool in addressing the needs of local workers. By offering incentives such as reduced permitting fees, tax breaks, or grants, the city can encourage homeowners to contribute to the solution, creating more affordable rental options and diversifying the housing stock.

The Growing Role of ADUs in California. In recent years, California has recognized the potential of ADUs to alleviate housing shortages and has enacted legislation to make it easier for homeowners to build these units. Statewide policies have streamlined the approval process, reduced barriers such as minimum lot size requirements, and limited the fees that local governments can charge for ADU construction. South Lake Tahoe can build on this momentum by creating local incentives that specifically target the creation of affordable ADUs, particularly for community members in lower-paid jobs.

Key Benefits of Developing Affordable ADUs.

1. Expanding Housing Supply Without New Land Development. ▪ ADUs allow for the efficient use of existing residential properties, adding housing units without the need for new land development. This is particularly important in South Lake Tahoe, where preserving natural spaces is a priority. By encouraging the construction of ADUs, the city can increase its housing supply while maintaining its environmental and aesthetic character.
▪ Additionally, ADUs can help address housing shortages in a more distributed manner, avoiding the concentration of new developments in specific areas and integrating new housing into established neighborhoods.

2. Providing Affordable Housing for Working-Class Residents. ▪ ADUs are inherently more affordable to build and maintain than traditional single-family homes, making them an ideal solution for providing affordable housing. By targeting incentives towards the creation of ADUs that are rented at below-market rates, South Lake 722
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Tahoe can ensure that working-class residents—such as those employed in the local tourism, hospitality, and service industries—have access to housing they can afford. ▪ These units can also serve as housing for extended family members, enabling multigenerational living arrangements that can reduce housing costs for families and provide support for aging relatives or young adults.

3. Empowering Homeowners as Part of the Housing Solution. ▪ By incentivizing ADU construction, the city can empower residents to become part of the solution to the housing crisis. Homeowners who build ADUs not only contribute to the community by providing additional housing, but they also benefit from the potential rental income or the ability to accommodate family members in a separate living space. ▪ This approach fosters a sense of community involvement and ownership, as residents play a direct role in addressing local housing needs.

Strategies for Promoting the Development of Affordable ADUs.

1. Financial Incentives.
▪ Reduced Permitting Fees. Offer significant reductions or waivers on permitting fees for homeowners who agree to rent their ADUs at affordable rates. This can lower the upfront costs of building an ADU, making it more accessible for middle-income homeowners. ▪ Tax Breaks. Provide property tax breaks for homeowners who build ADUs designated as affordable housing. These tax incentives can be tied to the duration of time the unit is rented at an affordable rate, encouraging long-term affordability. ▪ Grants and Low-Interest Loans. Establish a grant or low-interest loan program to assist homeowners with the construction costs of ADUs. These funds could be targeted specifically at lower-income homeowners or those in designated affordable housing zones, helping to ensure that the benefits of ADU development are widely distributed.

2. Streamlined Approval Processes.
▪ Fast-Track Permitting. Implement a fast-track permitting process for ADUs, particularly those that will be rented at affordable rates. By reducing the time and complexity of obtaining approval, the city can make ADU development more attractive to homeowners. ▪ Pre-Approved ADU Plans. Provide a selection of pre-approved ADU designs that meet local building codes and standards. Homeowners can choose from these designs, reducing the costs and delays associated with custom plans and ensuring that the units are constructed quickly and efficiently.
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3. Community Education and Support.
▪ ADU Resource Center. Establish an ADU Resource Center to provide homeowners with information, technical assistance, and resources related to ADU construction. The center could offer workshops, one-on-one consultations, and online resources to guide homeowners through the process of building an ADU.
▪ Partnerships with Local Contractors. Develop partnerships with local contractors to offer discounted rates or package deals for ADU construction. This could include bulk purchasing of materials, standardized pricing, or group discounts for multiple ADU projects in the same neighborhood.

4. Long-Term Affordability Measures.
▪ Deed Restrictions. Encourage or require deed restrictions on ADUs that are built with city incentives, ensuring that they remain affordable for a set period (e.g., 10-20 years). This helps protect the investment in affordable housing and ensures that these units serve the intended population over the long term.
▪ Rental Rate Caps. Implement rental rate caps on ADUs developed through incentive programs, tying rents to a percentage of the Area Median Income (AMI) to ensure that they remain affordable to low- and moderate-income residents.

Examples of Successful ADU Programs. Several cities have successfully promoted the development of ADUs as a solution to housing shortages.
• Los Angeles, California. The City of Los Angeles has implemented the Backyard Homes Project, which offers homeowners grants and technical assistance to build affordable ADUs. The program is designed to create affordable housing while providing homeowners with additional income. • San Francisco, California. San Francisco’s ADU program has streamlined the approval process for homeowners, particularly in areas with high housing demand. The city has also partnered with non-profit organizations to offer financial assistance and support for the construction of ADUs.
• Portland, Oregon. Portland has seen a significant increase in ADU construction by offering financial incentives, such as waived development fees, and providing homeowners with preapproved design templates to simplify the building process.

Developing incentives for the deployment of affordable ADUs is a strategic approach to addressing South Lake Tahoe’s housing challenges, particularly for working-class residents. By leveraging financial incentives, streamlining approval processes, and providing support to homeowners, the city can 724
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encourage the widespread adoption of ADUs as a viable and sustainable housing solution. This approach not only expands the housing supply in a cost-effective manner but also empowers residents to play an active role in alleviating the housing crisis. Through thoughtful planning and community engagement, South Lake Tahoe can harness the potential of ADUs to create more affordable, diverse, and resilient neighborhoods.

Implement an Inverse Short Term Rental Program
Short-Term Rentals (STRs) have become a significant issue in many tourist-heavy areas, including South Lake Tahoe. While these properties cater to vacationers and generate income for property owners, they also contribute to rising housing costs and reduce the availability of long-term rentals for local residents.

An innovative solution to this problem is the implementation of an Inverse STR program. This program would incentivize property owners to convert their STRs into long-term rental units for local residents, while still allowing them to use their properties for personal vacations. By leveraging tax benefits, grants, or other financial incentives, this approach could increase the supply of long-term housing for residents without the need to ban STRs outright.

The Big Idea. The Inverse STR program is designed to address the housing shortage in South Lake Tahoe by making better use of properties that are typically vacant for much of the year. Wealthier property owners, who primarily use these homes as vacation retreats, would place their properties into a longterm rental program. These homes would be rented out at lower rates to individuals who qualify for lowincome housing or are part of the local workforce.

What makes this program unique is the flexibility it offers to property owners. Using an online platform similar to Airbnb, owners can schedule their visits to South Lake Tahoe, effectively renting their own homes back for the duration of their stay. During these times, the regular tenants—who understand the arrangement—would temporarily vacate the property, either taking a short vacation themselves or staying in nearby accommodations funded by the property owner. This system ensures that the homes are occupied year-round, benefiting both the property owners and the tenants.

Key Benefits of the Inverse STR Program.

1. Increased Housing Availability for Local Workforce.
▪ By converting STRs into long-term rentals, the program directly addresses the shortage of affordable housing for local residents, particularly those working in the service, tourism, and hospitality industries. These residents often struggle to find affordable housing close to their workplaces, and the Inverse STR program provides them with more options. 725
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▪ The program allows tenants to live in well-maintained, desirable properties that would otherwise remain vacant for most of the year. This not only improves their quality of life but also helps retain essential workers in the community.

2. Flexibility and Income for Property Owners.
▪ Property owners benefit from a consistent rental income throughout the year while retaining the ability to use their homes whenever they choose. The inconvenience of having to book their own property for personal use is mitigated by the financial incentives and the fact that the property remains well-maintained and ready for their arrival. ▪ Owners are responsible for providing funds for their tenants' temporary accommodations, ensuring that the tenants are not financially burdened by the arrangement. This creates a win-win situation, where owners generate income and tenants enjoy reduced rent in exchange for flexibility.

3. Lower Rental Costs for Tenants.
▪ Tenants participating in the program would benefit from lower rental rates due to the unique arrangement. The need to vacate the property periodically and maintain it in a ready-to-rent condition justifies the reduced rent, making these homes more affordable for those in the local workforce or with lower incomes.
▪ The program could be particularly appealing to tenants who have flexible work schedules or who are willing to trade some convenience for the opportunity to live in a more desirable location at a lower cost.

4. Maintaining High Standards of Property Maintenance.
▪ Because the homes must be kept in a state of readiness for the owners’ visits, tenants are incentivized to maintain the property at a high standard. This requirement helps preserve the value of the property and ensures that it remains in good condition for both the owner and future tenants.
▪ The professional cleaning services provided before and after the owner’s stay further enhance the maintenance of the property, ensuring that it is always in top condition.

Implementation Strategies.

1. Financial Incentives.
▪ Tax Benefits. Offer property tax reductions or income tax credits to owners who participate in the program and make their properties available for long-term rental. These financial 726
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incentives can help offset the costs of the program, such as the cleaning services and temporary accommodation for tenants.
▪ Grants and Subsidies. Provide grants or subsidies to help property owners with the initial costs of converting their STRs into long-term rentals, such as necessary renovations or furnishings that make the property more suitable for year-round living.

2. Online Platform Development.
▪ Custom Inverse STR Platform. Develop an online platform specifically for managing the Inverse STR program. This platform would allow owners to schedule their stays, manage bookings, and communicate with tenants. It would also facilitate the financial transactions required for the temporary relocation of tenants.
▪ Integration with Existing STR Platforms. Consider integrating the Inverse STR program with existing platforms like Airbnb or VRBO, making it easier for property owners to transition their properties from traditional STRs to the Inverse STR model.

3. Program Marketing and Outreach.
▪ Targeted Outreach to Property Owners. Conduct targeted outreach to property owners who currently use their homes as STRs but are interested in generating consistent income yearround. Emphasize the benefits of the program, including the ability to maintain personal use of the property while contributing to the community’s housing needs. ▪ Tenant Recruitment and Education. Work with local employers and housing agencies to identify potential tenants who would benefit from the program. Educate tenants about the requirements and benefits of participating, ensuring they understand the need to vacate the property during the owner’s stays and the associated financial compensation.

4. Legal and Regulatory Framework.
▪ Zoning and Ordinance Adjustments. Ensure that local zoning laws and ordinances are adjusted to accommodate the Inverse STR program. This may include creating specific categories for these properties and ensuring that the program complies with any existing STR regulations.
▪ Lease Agreements and Tenant Protections. Develop standardized lease agreements that clearly outline the terms of the Inverse STR arrangement, including the conditions under which tenants must vacate the property. These agreements should also include tenant protection, such as the right to fair compensation for relocation costs and the assurance of suitable alternative accommodations.
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Challenges and Considerations. While the Inverse STR program offers numerous benefits, it also presents challenges that need to be carefully managed.
• Tenant Displacement and Satisfaction. The requirement for tenants to vacate the property periodically could be disruptive, especially for families or individuals with less flexible lifestyles.

Ensuring that alternative accommodations are convenient, comfortable, and fully funded by the property owner is crucial to maintaining tenant satisfaction. • Property Maintenance and Wear. The regular use of the property by different parties (tenants and owners) could lead to increased wear and tear. Establishing clear maintenance responsibilities and ensuring that cleaning and repair services are promptly provided will be essential.

The Inverse STR program is an innovative approach to addressing the housing shortage in South Lake Tahoe while respecting the interests of property owners who rely on their homes as vacation retreats. By incentivizing the conversion of STRs into long-term rentals for local residents, the city can increase the availability of affordable housing, support the local workforce, and maintain the flexibility that property owners value. With the right incentives, regulatory framework, and community engagement, the Inverse STR program could become a model for other tourist-heavy regions facing similar challenges, proving that creative solutions can balance the needs of both residents and property owners.

Conclusion
Innovative and flexible housing solutions are crucial for South Lake Tahoe to meet its housing challenges effectively. By exploring temporary and modular housing, promoting vertical mixed-use developments, encouraging adaptive reuse of commercial spaces, developing incentives for affordable ADUs, and implementing an Inverse STR program, the city can create a diverse and resilient housing market that serves the needs of all its residents.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 37 Comprehensive Data Collection and Analysis for Decision-Making Comprehensive Data Collection and Analysis for Decision-Making In the rapidly evolving landscape of real estate and urban development, effective decision-making hinges on the availability and analysis of comprehensive data. South Lake Tahoe, like many other communities, faces the challenge of aligning its housing strategies with the needs of its residents. The development and application of robust data collection mechanisms are crucial for guiding sustainable growth, informed policy-making, and effective allocation of resources.

Conduct Regular Housing Needs Assessments
Conducting regular housing needs assessments is a critical strategy for ensuring that the housing policies and initiatives of South Lake Tahoe are aligned with the evolving needs of the community. These assessments are not just about understanding the present demand for housing but also about anticipating future needs. Given the dynamic nature of the housing market, driven by factors such as population growth, economic changes, and shifts in lifestyle preferences, it is vital to maintain a proactive approach in housing planning. This approach enables the city to prioritize its projects effectively, allocate resources efficiently, and make informed decisions that support long-term sustainability.

Importance of Regular Assessments. Regular housing needs assessments provide a data-driven foundation for decision-making in urban planning and housing policy. Without these assessments, the city risks implementing strategies that may not address the actual needs of its residents, leading to misallocation of resources, increased housing shortages, or the development of housing that is unaffordable or unsuitable for the community.

For example, if the city relies on outdated data, it might invest heavily in market-rate housing when there is a growing need for affordable housing. Conversely, an unrecognized increase in demand for senior housing or workforce housing could lead to a crisis if those needs are not identified and addressed in time. Regular assessments ensure that the city can adapt its strategies to the changing landscape, whether those changes are driven by demographic shifts, such as an aging population, or economic factors, such as a rise in remote work leading to an influx of new residents.

Methods for Conducting Assessments. To effectively conduct housing needs assessments, South Lake Tahoe could employ a range of methodologies, each designed to capture different aspects of housing demand and supply.

1. Surveys and Focus Groups.
▪ Resident Surveys. Distribute regular surveys to residents to gather data on their housing situation, including satisfaction with current housing, rent/mortgage burden, and future housing plans. These surveys can also collect information on specific needs, such as 729
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▪ Focus Groups. Organize focus groups with various community stakeholders, including renters, homeowners, landlords, developers, and social service providers. These discussions can uncover qualitative insights that quantitative data alone might miss, such as the challenges faced by low-income residents or barriers to homeownership.

2. Data Analysis and Projections.
▪ Demographic and Economic Analysis. Utilize census data, economic reports, and local employment trends to project future housing needs. For example, if data indicates a growing tech sector in the region, this could signal an upcoming demand for high-density, affordable housing near tech hubs.
▪ Housing Supply and Vacancy Rates. Regularly monitor housing supply, vacancy rates, and construction activity. Low vacancy rates might indicate a need for more housing, while high rates could signal an oversupply in certain market segments.

3. Geospatial Analysis.
▪ Mapping Housing Trends. Use Geographic Information Systems (GIS) to map housing trends across different neighborhoods. This analysis can highlight areas of high demand, regions with significant housing shortages, or locations where new development could alleviate pressure on existing housing stock.
▪ Identify Housing Deserts. GIS can also identify housing deserts where affordable housing options are scarce, helping the city target these areas for development incentives or policy interventions.

4. Community Partnerships.
▪ Collaboration with Local Organizations. Partner with local non-profits, housing advocacy groups, and universities to gather data and insights. These organizations often have on-theground knowledge of housing challenges and can contribute to a more comprehensive assessment.
▪ Engagement with Real Estate Professionals. Engage local real estate agents, brokers, and developers to gather market intelligence. Their perspectives can provide real-time insights into market trends, buyer/renter preferences, and potential future developments. 730
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5. Scenario Planning.
▪ Scenario-Based Projections. Develop multiple housing scenarios based on different assumptions about population growth, economic conditions, and policy changes. This approach helps the city prepare for a range of possible futures and ensures that housing strategies are robust and adaptable.
▪ Impact Analysis of Potential Developments. Evaluate the potential impact of planned developments on housing needs. For instance, a large new commercial development might increase the demand for nearby workforce housing, while a new bus service could lead to a surge in housing demand along its route.

Regular housing needs assessments are not just a best practice; they are a necessity for South Lake Tahoe to remain responsive to its residents' needs. By employing a combination of surveys, data analysis, geospatial mapping, community partnerships, and scenario planning, the city can maintain a comprehensive and up-to-date understanding of its housing landscape. This proactive approach will enable South Lake Tahoe to prioritize housing initiatives effectively, allocate resources wisely, and ensure that all residents have access to affordable, suitable housing in the years to come.

Deploy Integrated Data Platforms
In today’s rapidly changing urban environment, the ability to make informed, data-driven decisions is more critical than ever. South Lake Tahoe, like many municipalities, faces the challenge of managing complex housing needs and development projects across various city departments. The deployment of integrated data platforms is a transformative strategy that can greatly enhance the city’s capacity to monitor, manage, and respond to housing issues in real-time. By creating a unified system that allows for seamless data sharing and collaboration among departments, South Lake Tahoe can improve the efficiency, accuracy, and effectiveness of its housing policies and urban planning efforts.

Importance of Integrated Data Platforms. The integration of data platforms is not just a technological upgrade; it is a fundamental shift in how city departments can operate and interact. Currently, data related to housing—such as zoning information, building permits, demographic trends, and housing market conditions—might be siloed within different departments, leading to inefficiencies and delays in decision-making. An integrated data platform would break down these silos, enabling a more coordinated approach to housing development.

For example, when planning a new housing project, having immediate access to up-to-date zoning laws, environmental regulations, and infrastructure data can prevent costly mistakes and ensure that the project aligns with the city’s broader urban development goals. Moreover, by making this data accessible in real-time, the city can respond more swiftly to changes in the housing market, such as an unexpected increase in demand for affordable housing.
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Following are several key steps and considerations for implementing such a system in South Lake Tahoe.

1. Data Audit and Standardization.
▪ Conduct a Comprehensive Data Audit. The first step is to perform a thorough audit of the existing data across all city departments involved in housing and urban planning. This audit should identify what data is being collected, how it is stored, and any gaps or redundancies in the data.
▪ Standardize Data Formats. To ensure seamless integration, it is essential to standardize data formats and definitions across departments. For example, standardizing how housing units are categorized (e.g., affordable vs. market-rate) will enable more accurate analysis and reporting.

2. Implementation of a Centralized Data Platform.
▪ Choose a Scalable Data Management System. The city should invest in a centralized, cloudbased data management system that can grow with the city’s needs. This system should support real-time data entry, updates, and retrieval, ensuring that all departments can access the most current information.
▪ Enable API Integration. To facilitate communication between different software systems used by various departments, the platform should support API (Application Programming Interface) integration. This allows different systems to “talk” to each other, enabling the automated exchange of data and reducing manual data entry errors.

3. Training and Change Management.
▪ Provide Training for Staff. Implementing a new data platform will require training for city staff to ensure they can effectively use the system. This training should cover data entry procedures, how to access and analyze data, and best practices for maintaining data accuracy and integrity.
▪ Promote a Culture of Data Sharing. Successful deployment also requires a cultural shift.

Departments must be encouraged to view data sharing as a collaborative effort that benefits the entire city. Leadership can foster this culture by highlighting the importance of data in achieving the city’s housing goals.
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4. Real-Time Data Sharing and Analytics.
▪ Deploy Real-Time Dashboards. To maximize the utility of the integrated data platform, the city should develop real-time dashboards that provide key stakeholders with at-a-glance views of important metrics, such as housing supply, permit approvals, and project timelines.

These dashboards can be customized for different departments, ensuring that each team has the information they need to make informed decisions.
▪ Implement Predictive Analytics. Beyond just monitoring current data, the platform should incorporate predictive analytics capabilities. These tools can analyze historical data to forecast future housing needs, identify potential bottlenecks in development processes, and recommend proactive measures to address emerging challenges.

5. Enhancing Public Engagement and Transparency.
▪ Public Data Portals. An integrated data platform can also support public engagement by making certain data accessible to residents through online portals. For example, the public could access information on upcoming housing developments, track progress on city projects, and provide feedback directly through the portal. ▪ Transparency Initiatives. Increased transparency can build public trust and encourage community involvement in housing decisions. By making data publicly available, the city can demonstrate its commitment to open governance and allow residents to participate more fully in the planning process.

Examples of Successful Implementation. Several cities have successfully deployed integrated data platforms to manage housing and urban development more effectively:
• New York City. New York City’s NYC Planning Labs initiative has created open-source data tools that integrate various datasets, such as zoning information, land use applications, and demographic data, into a single platform. This system has improved collaboration among city agencies and enhanced public access to planning data.
• San Francisco. The San Francisco Planning Department uses an integrated platform that combines GIS mapping, zoning regulations, and building permit data. This system enables planners to visualize the impact of potential developments in real-time, facilitating more informed and responsive decision-making.
• Boston. Boston’s Analyze Boston platform is a centralized data repository that supports the city’s housing and urban development efforts. By providing real-time access to data across departments, the platform has improved the city’s ability to manage its housing stock and respond to community needs.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 42 Comprehensive Data Collection and Analysis for Decision-Making Deploying integrated data platforms is a strategic investment in the future of South Lake Tahoe’s housing and urban planning efforts. By breaking down data silos, standardizing information, and enabling realtime data sharing, the city can create a more coordinated and efficient approach to managing its housing needs. This initiative will not only improve the effectiveness of housing policies but also enhance public transparency and trust, ensuring that South Lake Tahoe remains a vibrant and sustainable community for years to come.

Implement Real-Time Monitoring Systems
In the complex and fast-paced world of urban development, real-time monitoring systems are crucial for ensuring that housing projects are completed on time, within budget, and in alignment with community goals. For South Lake Tahoe, implementing these systems offers a powerful tool to track the progress of housing developments, identify emerging trends, and respond promptly to challenges. By leveraging real-time data, the city can make informed, timely adjustments to its housing strategies, ensuring they remain relevant to the needs of the community and responsive to economic changes.

Importance of Real-Time Monitoring Systems. Real-time monitoring systems are not just about keeping projects on track; they provide a continuous feedback loop that enables proactive management of the entire housing ecosystem. Without these systems, the city may only become aware of issues after they have already caused delays, increased costs, or misalignments with community objectives. By the time traditional reporting processes highlight a problem, it might be too late to correct course without significant disruption.

For example, if a housing development is delayed due to unforeseen construction issues, real-time monitoring could allow city officials to intervene immediately, potentially resolving the problem before it causes further delays. Similarly, monitoring occupancy rates in real-time can help the city identify and address housing shortages or surpluses more quickly, ensuring that housing supply meets demand without significant lag.

Key Components of Real-Time Monitoring Systems. To effectively implement real-time monitoring systems, South Lake Tahoe should focus on several key components that will ensure comprehensive oversight of housing developments and their impacts on the community:

1. Construction Progress Monitoring.
▪ Digital Project Management Tools. Deploy digital project management tools that allow contractors, city officials, and developers to track construction progress in real-time. These tools should provide updates on key milestones, such as the completion of foundational work, framing, and final inspections, and highlight any delays or deviations from the project timeline.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 43 Comprehensive Data Collection and Analysis for Decision-Making ▪ Drones and Remote Sensing. Utilize drones and remote sensing technology to monitor large construction sites. These technologies can provide real-time visual data, enabling city officials to assess the progress of construction and identify potential issues, such as safety violations or environmental impacts, from a distance.

2. Occupancy and Leasing Monitoring.
▪ Real-Time Occupancy Tracking. Implement systems that track the occupancy rates of new and existing housing developments in real-time. This can include integration with property management software that updates when units are leased, vacant, or under maintenance. By monitoring these rates, the city can quickly identify trends, such as rising vacancies or high demand in specific areas and adjust its housing strategies accordingly. ▪ Tenant and Landlord Reporting Platforms. Encourage the use of digital platforms where tenants and landlords can report issues, request maintenance, or update lease statuses. This data can be aggregated to monitor the health of the rental market and address problems, such as widespread maintenance issues or tenant displacement, as they arise.

3. Infrastructure and Service Impact Monitoring.
▪ Smart Infrastructure Sensors. Deploy sensors that monitor the impact of housing developments on local infrastructure, such as water usage, traffic congestion, and public transportation. These sensors can provide real-time data on how new developments are affecting the city’s infrastructure, allowing for timely adjustments to services and resources. ▪ Environmental Monitoring Systems. Implement environmental monitoring systems that track the impact of housing developments on local ecosystems. For example, sensors can monitor air and water quality around construction sites, ensuring that developments comply with environmental regulations and do not harm the surrounding natural environment.

4. Data Integration and Analysis.
▪ Centralized Data Dashboards. Develop centralized dashboards that aggregate data from all real-time monitoring systems. These dashboards should provide city officials with an at-aglance overview of key metrics, such as project progress, occupancy rates, and infrastructure strain, enabling quick decision-making and response.
▪ Predictive Analytics. Incorporate predictive analytics into the monitoring systems to forecast potential issues before they arise. For instance, if data indicates that construction delays are likely due to upcoming weather patterns or supply chain disruptions, the city can proactively work with developers to mitigate these risks.

5. Community Engagement and Transparency.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 44 Comprehensive Data Collection and Analysis for Decision-Making ▪ Publicly Accessible Monitoring Tools. Create publicly accessible online tools where residents can view real-time data on housing developments, such as construction timelines, expected completion dates, and the impact on local services. This transparency can build trust with the community and ensure that residents feel informed and involved in the development process.
▪ Feedback Mechanisms. Implement feedback mechanisms that allow residents to report issues related to housing developments in real-time, such as noise complaints or safety concerns. This data can be integrated into the monitoring systems, enabling the city to address community concerns promptly.

Examples of Successful Implementation. Cities across the world have successfully implemented realtime monitoring systems to enhance their urban planning and housing development efforts. • Singapore. Singapore’s Urban Redevelopment Authority (URA) uses real-time monitoring systems to manage the city’s dense urban environment. By integrating data from multiple sources, including construction sites and infrastructure sensors, the URA can monitor the progress of housing developments and their impact on the city in real-time. • Amsterdam. Amsterdam employs real-time data monitoring to manage its housing market, including tracking rental prices, occupancy rates, and housing shortages. This data allows the city to quickly identify trends and implement policies that address housing affordability and availability.
• Toronto. Toronto’s Building Toronto Together initiative includes real-time monitoring of construction progress and occupancy rates across the city. The system provides city officials with up-to-date information that guides housing policy and ensures that developments meet the City’s strategic goals.

Implementing real-time monitoring systems is essential for South Lake Tahoe to maintain control over its housing development projects and ensure that they align with the city’s broader goals. These systems provide the real-time data needed to make informed decisions, anticipate and address challenges, and keep projects on track. By investing in technology that monitors construction progress, occupancy rates, infrastructure impact, and more, South Lake Tahoe can create a responsive, adaptable housing strategy that serves the needs of its residents both now and in the future.

Increase Community Engagement
Community engagement is a cornerstone of effective urban planning and housing policy development.

Involving residents in the data collection and analysis processes ensures that the city's strategies are not only data-driven but also reflective of the diverse needs and experiences of its population. By fostering a 736
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 45 Comprehensive Data Collection and Analysis for Decision-Making participatory approach, South Lake Tahoe can make more inclusive and representative decisions, leading to housing policies that are better aligned with community needs. Moreover, this engagement builds trust between residents and city officials, creating a sense of ownership and collaboration that is crucial for the successful implementation of any urban development initiative.

Importance of Community Engagement. The value of community engagement lies in its ability to bring a wide range of perspectives to the table. Traditional top-down approaches to urban planning often overlook the nuances of local needs, resulting in policies that may not fully address the concerns of all residents. Engaging the community helps to mitigate this risk by ensuring that the voices of those who are directly affected by housing policies—such as low-income families, seniors, and young professionals—are heard and considered in the decision-making process.

For example, a housing policy developed without community input might prioritize luxury developments that do not meet the needs of the local workforce. By contrast, a policy shaped by community engagement is more likely to include provisions for affordable housing, senior living facilities, and other critical needs. Furthermore, community involvement can identify specific barriers that residents face, such as difficulties in accessing housing services or concerns about neighborhood safety, which might not be evident through data alone.

Methods for Increasing Community Engagement. To effectively engage the community, South Lake Tahoe can employ a variety of strategies designed to reach different segments of the population and gather comprehensive insights:

1. Surveys and Questionnaires.
▪ Digital and Paper Surveys. Distribute surveys both digitally and in paper form to ensure accessibility for all residents. These surveys can ask about residents' housing situations, preferences, challenges, and ideas for improvement. To encourage participation, the city can offer incentives, such as small gift cards or entries into a raffle. ▪ Targeted Surveys. Conduct targeted surveys for specific groups, such as renters, homeowners, seniors, or new residents. This approach allows the city to gather detailed information relevant to each group's unique experiences and needs.

2. Focus Groups.
▪ Diverse Representation. Organize focus groups with diverse representation from across the community, including different age groups, income levels, and cultural backgrounds. These groups should discuss specific housing issues, such as affordability, access to services, or the impact of new developments on existing neighborhoods.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 46 Comprehensive Data Collection and Analysis for Decision-Making ▪ Facilitated Discussions. Employ trained facilitators to guide focus group discussions, ensuring that all voices are heard, and that the conversation remains productive. Facilitators can help to uncover deeper insights by asking probing questions and encouraging participants to share their personal experiences.

3. Public Forums and Town Hall Meetings.
▪ Regular Town Halls. Hold regular town hall meetings where residents can voice their concerns, ask questions, and provide feedback on proposed housing policies. These meetings should be widely advertised and held at accessible times and locations to maximize participation.
▪ Interactive Workshops. Organize interactive workshops where residents can participate in the planning process by working on mock housing projects, voting on different policy options, or mapping out their ideal neighborhood. These hands-on activities can make the engagement process more tangible and meaningful for participants.

4. Community Partnerships.
▪ Collaborate with Local Organizations. Partner with local nonprofits, neighborhood associations, and advocacy groups to reach underrepresented populations. These organizations can help distribute surveys, recruit focus group participants, and organize community events, leveraging their existing relationships and trust within the community. ▪ Youth and School Involvement. Involve schools and youth organizations in the engagement process by organizing workshops or essay contests on housing and community development.

Engaging younger residents not only provides valuable insights but also fosters a sense of civic responsibility and involvement from an early age.

5. Digital Engagement Platforms.
▪ Online Portals and Social Media. Create an online portal where residents can access information about housing developments, provide feedback, and participate in polls or discussions. Social media platforms can also be used to engage residents, share updates, and solicit input through comments or direct messages.
▪ Virtual Meetings and Webinars. Host virtual meetings and webinars to accommodate residents who may not be able to attend in-person events. These digital tools can increase participation by making it easier for people to engage from the comfort of their homes. 738
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6. Citizen Advisory Committees.
▪ Establish Advisory Committees. Form citizen advisory committees that include residents from different parts of the city. These committees can meet regularly to review housing policies, provide input on new initiatives, and act as a liaison between the community and city officials.
▪ Rotating Membership. To ensure that the advisory committees remain representative, consider rotating membership every year or two. This approach allows new voices to contribute while maintaining continuity in the committee’s work.

Examples of Successful Community Engagement. Several cities have successfully implemented community engagement strategies in their urban planning processes:
• Portland, Oregon. Portland’s Office of Community & Civic Life uses a model called Community Connect to engage residents in city planning. This program involves neighborhood coalitions, focus groups, and community forums that have significantly influenced the city’s housing and transportation policies.
• Boston, Massachusetts. The Imagine Boston 2030 initiative involved extensive community engagement, including over 14,000 residents participating in surveys, workshops, and public meetings. The insights gathered from this process have guided the city’s long-term planning efforts, particularly in housing and economic development. • Austin, Texas: Austin’s Community Engagement Division employs a multi-faceted approach to involve residents in planning processes, including using digital tools, in-person forums, and partnerships with local organizations. This engagement has been critical in shaping the city’s affordable housing strategies.

Increasing community engagement in data collection and analysis processes is essential for creating housing policies that truly reflect the needs of South Lake Tahoe’s residents. By involving the community through surveys, focus groups, public forums, partnerships, and digital platforms, the city can gather rich, diverse insights that enhance the quality of its data and the effectiveness of its decision-making. This participatory approach not only leads to more inclusive and representative policies but also builds a stronger, more collaborative relationship between the city and its residents, fostering a sense of shared responsibility for the community's future.

Conclusion
The implementation of comprehensive data collection and analysis systems is a foundational step towards achieving the housing and development goals of South Lake Tahoe. By prioritizing regular 739
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 48 Comprehensive Data Collection and Analysis for Decision-Making needs assessments, integrated data platforms, real-time monitoring, and community engagement, the city can build a data-driven approach to urban planning that is both responsive and sustainable. 740
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Public and Private Financing
Both infrastructure and vertical construction elements of a commercial or residential project have opportunities for innovative financial structuring.

Infrastructure Financing Sources
• Enhanced Infrastructure Financing Plans: (EIFD) have historically been used by redevelopment agencies to raise funds for infrastructure improvements, land assembly, housing, and other projects in areas that are being revitalized. EIFD is financed through tax increments generated from the growth in value of property within the designated district boundary.

Following are some EIFD examples, and further detail can be found at: https://caled.org/wpcontent/uploads/2023/07/05.04.23_CALED_TIF_2ndEdition.pdf. The example list below includes two notable projects located in Sacramento, namely West Sacramento, for the benefit of West Sacramento, and Aggie Square, for the benefit of the City of Sacramento. Formation of EIFDs do not require voter approval, but a 55% vote approval is required for EIFD’s issuance of bonds, which has seen a high success rate in urban areas. The table below describes example locations and use of funds in California.
• IBank: California state supported infrastructure financing is deeply supported by the California Infrastructure and Economic Development Bank (www.ibank.com.gov/loan/infrastructure).

IBank has supported numerous cities throughout California, including Pittsburgh, Santa Cruz, Laguna Beach, Escondido, Sacramento, and San Diego, to name a few. An IBank representative can be contacted to present an in-depth overview of their program through the above URL. 741
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IBank’s programs also include climate financing, which presents an additional component through which the city can source funding to mitigate climate impact by incorporating housing such as solar or programs like onsite water retention, low water demand appliances, and landscaping design to name a few. In general, $1,000,000—$65,000,000 threshold amounts are considered with terms of up to 30 years.
• Community Finance District (CFD): CFDs are private underwriting and special assessment bonds issued where the final funded amount is based on the full tax assessment of the collective improved parcels. A CFD is generally utilized where no other source of financing is available and in which a specific boundary is set up where the levied taxes are then applied to improvements within that designated area. The funding can be provided through the Mello-Roos Community Act of 1982. The special tax district requires two thirds voter approval, making support approval more challenging.
• Revenue Bonds are a class of municipal bonds that generally require repayment from the income created from the investments. Stadium financing is a common example of this application. In the case of housing, other options presented in this section would be more appropriate. • General Obligation Bonds: next to EIFDs or CFDs, these bonds are attractive for local government, but two thirds voter approval is required.
• AB 930 (pending legislative approval) will allow local governments to create an infrastructure financing district specifically referred to as a Reinvestment in Infrastructure for a Sustainable and Equitable California (RISE). If passed, AB930 enactment will take several more months before funding is available. The bill has passed its first committee approval. Qualifying parameters are as follows:
o Districts must submit plans in compliance with state standards. o A minimum of 20% of all new housing must be affordable, and a minimum of 50% of the funds must be spent on infill supportive infrastructure, including water, sewer, energy improvement, environmental cleanup, sidewalks, parks, transit facilities, and economic development.

Note:
▪ RISE districts will have access to TIF comprised of local property, sales and use tax increments, and state sales tax increment.
▪ RISE financed projects must pay prevailing wages to construction workers, among other labor standards.

Vertical Construction/Redevelopment Financing Sources
Adoption of the following policies will increase transparency and efficiency in the City of South Lake Tahoe’s redevelopment/development investment efforts.
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• Share information online about the city’s approximate construction costs including examples. .

The costs do not have to be precise, but should be indicative of overall project costs, if available.

Clearly disclose the initial development application process, plan check process, and all related fees (application, building permit, sewer, water, etc.). This will increase awareness of a potential development’s feasibility.
o If costs are not available, at a minimum provide a list of contractors, civil engineers, and architects as a resource. This information will assist out-of-state, and/or out-of-region interested parties who are considering investing in the City of South Lake Tahoe. o Create forms to facilitate application and remittance of fees to standardize content, incorporating TRPA required information. The goal is to ensure the applicant is provided complete information, eliminating (or reducing) back and forth time requesting additional information.
• Contact with each city department, including the Tahoe Regional Planning Authority (TRPA), should be located at a single site access point on the city’s website under “Planning.” As a best practice, any re-development/development application should also require TRPA to be brought in at the time of initial application.
o With any initial application, allow the applicant a forum in which initial feedback from all departments (fire, planning, engineering etc.) is provided in one meeting at one time to maximize feedback and minimize the risk of the initial application being circulated in a potential time-consuming loop of internal meetings. This feedback mechanism avoids any loss of customer connectivity.
• Post all department fees (permit fees, impact fees, and related calculations), including examples of how calculations are determined.
• Ideally, generate/create (or source externally) project feasibility development budgets for city owned buildable parcels to test financial feasibility. The hypothetical development budgets/feasibility studies should be based on the city specific property zoning and property types that the city would envision being developed for the parcel. Such an exercise allows for a base case understanding of the economic feasibility of small redevelopment or larger projects by city staff and elected officials.
o The value of this exercise is to determine alternate mechanisms, such as ground lease or joint venture or tax incentives, should select parcels be determined to be impractical for development.
o The cost determination exercise would also prompt zoning change considerations, such as higher density or mixed-use zoning. Higher costs would likely be absorbed over a higher unit count or higher overall project square footage. • Establish relationships with other cities facing similar challenges as the City of South Lake Tahoe to source best practices for expediting planning approval. Other cities would equally benefit, and 743
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inclusion of the Tahoe Regional Planning Authority within best practices would facilitate deeper overall alignment.

Incentives
Financial and related incentives directed at private investment are an important and effective way to stimulate redevelopment and new construction.
• Low Income Housing Tax Credits (LIHTC) are federally allocated tax credits and should be explored as a funding source. This information should be shared with users and developers in any RFP issued statement where housing is an integral component. • Identify all surplus property suitable for redevelopment. High priority sites should be considered for enhanced incentives. The application of an incentive program supports acceleration of redevelopment/development of high priority sites. Examples of direct financing incentives include the creation of a ground lease program, lowering out-of-pocket costs to the developer. In this case the lease rate/term should provide an adequate duration to recapture the land market value through a recapture method. Upon sale of property, for example, amortize the land value amount over the lease payment term duration (in essence a sale lease back). • Joint venture with private sector on high value locations through a competitive process. o A simple but effective method of a joint venture could be a land contribution with deed restrictions, such as dedication to low-income housing, creation of a green belt or natural preservation of land, higher density, or LEED certified project. • Properties owned by the City of South Lake Tahoe and identified by the city for sale should be offered through a competitive bid process, particularly if land held is subject to AB 1486 subsequently modified in 2020 (AB1486)—The Surplus Land Act. The Act requires public agency owned land for sale must first expose the property to a state published list of affordable housing developers.
o This is a standard approach to providing market awareness of a potential development.

Maximizing information with the initial RFP would generate the most initial interest.

Examples are maximum developable units per acre, market rate rents vs low income, and incentives if deemed prudent by the city to prompt or spur site specific activity. • Establish development parameters (on city website and outreach programs) including design, use, and other characteristics to allow fast track development. o A fast-track example would be submission of a city provided single family floor plan and design elements pre-approved by planning for standard lot size or lot configuration. o Provide a committed feedback timeline statement for building plan checks, such as 6-4-2 plan review process whereby initial building plan feedback is provided within 6 weeks.

The second submission for building plan changes and respective feedback is provided in 4 weeks, and final approval is provided in 2 weeks.
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Intentional Economic Development
South Lake Tahoe faces challenges including an affordable housing crisis, environmental preservation concerns, tourism dependency, wildfire risk, infrastructure and traffic congestion, social and economic inequality, limited health and social services, and climate change impacts. Economic development can play a vital role in addressing these challenges by diversifying the economy, supporting affordable housing development, enhancing workforce development, promoting environmental sustainability, improving infrastructure, and fostering community engagement. Collaboration among various sectors and stakeholders is crucial for implementing effective solutions. Case studies from other successful ski resort towns highlight best practices in areas such as land use, economic diversification, and community engagement, offering valuable insights for South Lake Tahoe's path towards sustainable and resilient economic growth.

South Lake Tahoe has a unique and complex challenge that can be an opportunity—the number of regulatory authorities and related economic development entities such as the Tahoe Regional Planning Authority (two states and their federal-based authority), South Lake Tahoe government agencies, California state and El Dorado governments, Sierra Economic Development District, Tahoe Prosperity Center, Lake Tahoe Visitors Authority, Tahoe Chamber of Commerce, among countless other partners in progress for South Lake Tahoe’s approach to resilient economic prosperity. This can become an opportunity with intentional economic development strategies, planning, and implementing actions specific to South Lake Tahoe. This foundation is necessary to successfully implement many of the recommendations in this report and challenges discussed with stakeholders.

Overarching Challenges Facing South Lake Tahoe
South Lake Tahoe, like many other mountain resort towns, faces a range of challenges that are intricately linked to its unique environment, economy, and social dynamics. These challenges are complex and multifaceted, affecting both residents and the town’s ability to sustain its long-term vitality.

1. Affordable Housing Crisis
One of the most pressing issues in South Lake Tahoe is the lack of affordable housing. The town's popularity as a tourist destination has driven up real estate prices, making it difficult for local residents and workers to find affordable housing. Seasonal workers, who are crucial to the local economy, often struggle to secure housing, leading to a transient population and a shortage of stable, year-round residents. This shortage of affordable housing has a ripple effect, contributing to workforce shortages in essential sectors like hospitality, healthcare, and education. 745
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2. Environmental Preservation
South Lake Tahoe is renowned for its stunning natural beauty, particularly Lake Tahoe itself, one of the clearest and deepest lakes in the world. And the Tahoe Regional Planning Authority is the primary unique regulatory entity that supports this. However, this environment is under constant threat from pollution, climate change, and overdevelopment. The challenge for South Lake Tahoe is balancing economic growth with environmental preservation. Increased tourism and development put pressure on natural resources, leading to issues such as water quality degradation, loss of wildlife habitat, and forest health decline. Managing this balance is crucial to maintaining the town’s appeal and ecological health.

3. Tourism Dependency
The economy of South Lake Tahoe is heavily dependent on tourism, particularly the ski industry in the winter and outdoor recreation in the summer. This dependency makes the town vulnerable to economic downturns and fluctuations in tourist numbers due to factors like weather conditions, wildfires, and broader economic trends. For example, poor snowfall in winter can significantly reduce tourist numbers, impacting local businesses and employment. Similarly, wildfires, which have become more frequent and intense due to climate change, can lead to evacuations, reduced air quality, and a decline in visitor numbers.

4. Wildfire Risk
The risk of wildfires is a growing concern for South Lake Tahoe. The region's forests are increasingly susceptible to wildfires due to a combination of factors, including prolonged drought, higher temperatures, and accumulated forest fuels. The 2021 Caldor Fire, which forced the evacuation of South Lake Tahoe, underscored the town's vulnerability to these natural disasters. Wildfires pose a direct threat to life and property, but they also have long-term consequences for tourism, air quality, and the overall health of the forest ecosystem.

5. Infrastructure and Traffic Congestion
South Lake Tahoe's infrastructure, including roads, public transportation, and utilities, is often strained by the influx of tourists, especially during peak seasons. Traffic congestion is a significant issue, particularly on weekends and holidays when the town experiences an influx of visitors. The limited road network and the town’s geographic constraints exacerbate these problems, leading to long delays and a negative experience for both residents and tourists. Upgrading infrastructure to accommodate the town’s seasonal population swings is challenging, both logistically and financially. 746
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6. Social and Economic Inequality
There is a growing disparity between the affluent visitors and second-home owners who frequent South Lake Tahoe and the lower-income residents who work in the service industry. This economic divide has led to social tensions and a sense of exclusion among long-term residents, who feel marginalized by the town's focus on catering to tourists and wealthy part-time residents. The high cost of living, coupled with relatively low wages in the service sector, exacerbates these inequalities and creates challenges in retaining a stable, year-round workforce.

7. Health and Social Services
Access to health and social services is another challenge in South Lake Tahoe, particularly for lowerincome residents and seasonal workers. The town's remote location and relatively small size limit the availability of healthcare facilities, mental health services, and social support programs. This can make it difficult for residents to access the care they need, particularly during the off-season when the town’s population decreases, and some services may be reduced.

8. Climate Change
Finally, climate change poses a long-term threat to South Lake Tahoe. Warmer temperatures and changing precipitation patterns are affecting snow levels, which in turn impacts the ski industry—a major economic driver for the town. Additionally, climate change is contributing to the increased frequency and intensity of wildfires, as well as changes in the lake's ecosystem. These environmental shifts could have profound implications for South Lake Tahoe’s economy, environment, and way of life.

Addressing these challenges requires comprehensive planning, community engagement, and a commitment to sustainable development that balances economic growth with the preservation of South Lake Tahoe’s unique natural and social environment.

Foundation for Intentional and Resilient Economic Development Through a strategic blend of policies, regulations, plans, incentives, and taxes, the City of South Lake Tahoe can lay a robust foundation for resilience that hinges on cross-sector collaboration among all levels of government, non-governmental organizations, the private sector, and the community. This comprehensive approach ensures that every stakeholder is engaged in the collective effort to build and sustain a resilient community.

It is necessary to have a skilled economic developer that represents the mission, vision, and needs of the City of South Lake Tahoe, whether it is a retained consulting firm, new organization or agency, or a dedicated full time city employee or employees. Intentional economic development is the foundation for 747
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virtually all the challenges discussed in this report. Ideal economic developers include the following skill sets to build an intentional resilient economy:

Coordination is key to achieving this goal. By developing clear plans and strategies, establishing task forces, and setting well-defined outcomes, the city can align efforts across sectors and ensure that resources are directed toward the most impactful initiatives. Prioritizing funding based on coordinated plans allows the city to address the most pressing challenges first, ensuring that actions are both strategic and effective. Cross-sector collaboration enhances coordination, ensuring that all voices are heard and that solutions are comprehensive and inclusive. This is particularly important for a city like South Lake Tahoe that has so many stakeholders.

Understanding and managing the consequences of these efforts is equally important. By adhering to leading practices and establishing minimum standards, the city can ensure that all initiatives meet a baseline of quality and effectiveness. Setting clear timelines and managing expectations are crucial components of this process, as they provide a roadmap for progress and help maintain accountability.

When all stakeholders are aware of what is expected and when it is expected, the likelihood of successful outcomes increases.

Building capacity within and across organizations is fundamental to sustaining efforts over the long term.

Effective management of funding and grants, coupled with a commitment to transparency, ensures that resources are used efficiently and ethically. Sustainability must be at the core of capacity-building efforts, as it ensures that the strategies implemented today will continue to provide benefits well into the future.

By strengthening the foundational capacities of its organizations, the city enhances its ability to adapt and thrive in the face of challenges.

Developing strong capabilities in project management, procurement, relationship-building, and networking is essential for the successful implementation of strategies. Effective project management ensures that initiatives are completed on time and within budget, while strategic procurement practices ensure that resources are acquired efficiently. Relationship-building and networking are critical for fostering collaboration and partnership across sectors, enabling the sharing of knowledge, resources, and best practices. These capabilities are the engines that drive the successful execution of plans and the realization of a shared vision for a resilient community.

By focusing on coordination, managing consequences, building capacity, and developing key capabilities, the city of South Lake Tahoe can create a resilient foundation that supports sustainable growth and prosperity. Through cross-sector collaboration, the strengths of all stakeholders are leveraged to achieve outcomes that are greater than the sum of their parts, ensuring that the community is well-prepared to face the challenges of today and tomorrow.
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Significance of Intentional and Resilient Economic Development The interconnectedness of government, infrastructure, health and social services, economic sectors, natural and cultural resources, and housing forms the foundation of a thriving and resilient community.

Each sector plays a vital role in supporting and reinforcing the others, creating a dynamic system where the well-being of residents and the overall prosperity of the community are mutually sustained. That being said, the economic sector is typically the glue that ties the sectors together for the short and long term.

The Economic Sector drives the community's prosperity, creating jobs, generating income, and providing the resources needed to invest in other sectors. Economic growth depends on infrastructure to support business operations, a healthy workforce to sustain productivity, and adequate housing to attract and retain talent. Economic policies and activities must also consider the preservation of natural and cultural resources, as these assets contribute to the community's attractiveness and long-term sustainability.

Housing is a critical component that intersects with all other sectors. Affordable and accessible housing is essential for attracting and retaining residents, supporting workforce stability, and ensuring that all members of the community have a safe place to live. Housing development must be carefully planned in conjunction with infrastructure expansion, health services, and environmental preservation to create sustainable, livable communities. Adequate housing also supports social equity, reducing the strain on health and social services by providing stable living conditions for all local residents.

Government serves as the central coordinator, setting policies, allocating resources, and ensuring that all sectors work together harmoniously. Effective governance is crucial for creating a stable environment where infrastructure projects can be planned and executed, health and social services are adequately funded, and economic growth is fostered. Government policies also play a significant role in the preservation of natural and cultural resources, which are essential for maintaining the community's identity and environmental health.

Infrastructure provides the physical foundation necessary for all other sectors to function. Reliable transportation, utilities, and communication networks enable economic activities, support health services, and ensure that housing developments are accessible and sustainable. Well-planned infrastructure connects residents to jobs, healthcare, education, and social services, contributing to a higher quality of life and fostering economic resilience.

Health and Social Services are directly tied to both infrastructure and housing. Accessible healthcare, public education, and social support systems are critical for maintaining a healthy workforce and addressing the needs of vulnerable populations. These services rely on robust infrastructure to deliver care effectively and depend on adequate housing to ensure that all residents have a safe and stable 749
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environment in which to live. A healthy population, in turn, supports economic productivity and reduces the burden on social services.

Natural and Cultural Resources are integral to a community’s identity and quality of life. These resources not only provide environmental benefits but also support economic activities such as tourism, recreation, and agriculture. Preserving natural landscapes and cultural heritage requires coordinated efforts between government, economic planning, and infrastructure development. Protecting these resources ensures that they continue to enhance the community’s social fabric and economic potential.

These sectors are deeply interconnected, each influencing and supporting the others to create a holistic system that drives the overall health, prosperity, and resilience of the community. Effective coordination and integration across these areas are essential for fostering sustainable development and improving the quality of life for all residents.

Core Principles of Intentional and Resilient Economic Development Enhancing the quality of life is crucial for economic development as it attracts residents, workers, and businesses. This involves investing in amenities, public services, and a healthy environment. Business retention and expansion are also vital for economic vitality, requiring support for existing businesses and strategic outreach to new industries. Diversifying industries, fostering a resilient supply chain, promoting entrepreneurship and innovation, and supporting small businesses are key strategies. Additionally, workforce development and talent attraction and retention are essential, along with ensuring site readiness and strategic land use planning. These factors contribute to long-term economic success:

Enhancing the quality of life is a fundamental pillar of economic development, as it directly impacts the ability to attract and retain residents, workers, and businesses. A high quality of life, characterized by excellent amenities, robust public services including schools, and a healthy environment, makes a community more attractive to potential residents and businesses alike. Investments in parks, cultural institutions, and infrastructure, alongside efforts to ensure safety and sustainability, are crucial to fostering a thriving community in which people want to live and businesses want to invest.

Business retention and expansion are critical to sustaining economic vitality. By supporting existing businesses through tailored programs, local governments can help them navigate challenges and seize opportunities for growth. This not only preserves jobs but also strengthens the local economy by reinforcing the foundations of the community's business ecosystem. Providing resources, facilitating networking, and reducing barriers are essential strategies to ensure businesses can thrive and expand within the community. These strategies not only require consistent outreach, networking, and communication with the existing business community and developers but also strategic outreach to new industries, developers, businesses, and site selectors. 750
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Industry diversification is key to building a resilient economy. Relying too heavily on a single industry can make a community vulnerable to economic downturns. By encouraging the development of various industries, communities can mitigate risks and create a more balanced economy. Diversification efforts might include fostering emerging sectors, supporting local startups, and attracting new industries that align with the community’s strengths and values.

A resilient supply chain is vital for ensuring the stability of local businesses, especially in times of crisis.

Developing and maintaining strong, diverse supply chains that can adapt to disruptions is essential for the uninterrupted flow of goods and services. Strategic partnerships, local sourcing, and investments in infrastructure can help create a supply chain that is robust, flexible, and capable of withstanding economic shocks.

Promoting entrepreneurship and innovation is crucial for economic growth and competitiveness.

Supporting entrepreneurs through incubators, mentorship programs, and access to resources fosters a culture of innovation that can lead to the creation of new businesses and industries. By encouraging creativity and providing the tools needed to turn ideas into viable businesses, communities can spur economic development and job creation.

Small business support and access to capital are essential for nurturing the local economy. Small businesses are often the backbone of communities, providing jobs and unique services. Ensuring that these businesses have access to the capital they need, whether through loans, grants, or investment programs, is vital for their growth and sustainability. Additionally, providing technical assistance and networking opportunities can help small businesses thrive in competitive markets.

Workforce development and talent retention and attraction are critical to meeting the needs of local employers and fostering economic growth. By investing in education, training programs, and workforce development initiatives, communities can ensure their workforce has the skills needed for current and future jobs. Additionally, strategies to attract and retain talent, such as creating desirable living conditions and offering career advancement opportunities and affordable housing, are key to building a strong, dynamic workforce.

Site readiness, land use, and real estate inventory are important factors in economic development.

Ensuring that land and real estate are ready for development, with appropriate zoning and infrastructure in place, makes a community more attractive to potential investors. Strategic land use planning can facilitate growth, support sustainable development, and help maintain a balance between residential, commercial, and industrial needs, ultimately contributing to the community’s long-term economic success.

A multifaceted approach to economic development is essential for South Lake Tahoe's long-term success.

Enhancing the quality of life, supporting existing businesses while attracting new ones, diversifying 751
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industries, and investing in workforce development, infrastructure, and affordable housing are all crucial components of a thriving and resilient economy. By prioritizing these areas and fostering collaboration among various stakeholders, South Lake Tahoe can create a sustainable and prosperous future for its residents and businesses alike.

Intentional Economic Development in South Lake Tahoe
Economic development can play a critical role in supporting South Lake Tahoe by addressing several of the town’s most pressing challenges, including affordable housing, environmental sustainability, and the diversification of its economy with skilled economic developers. Following are some high level, general ways economic development initiatives can benefit South Lake Tahoe with city-focused economic developers.

1. Diversification of the Economy
South Lake Tahoe’s economy is heavily dependent on tourism, which makes it vulnerable to fluctuations caused by seasonal changes, economic downturns, and environmental factors like wildfires and droughts. Economic development efforts could focus on diversifying the local economy by attracting and supporting industries beyond tourism. These could include:
● Promoting Remote Work: With the rise of remote work, South Lake Tahoe could attract professionals who can work from anywhere. By enhancing digital infrastructure, creating coworking spaces, and marketing the town as a desirable place for remote workers, the town can attract a new demographic that contributes to the local economy year-round. ● Encouraging Green and Blue Economies: Leveraging its natural environment, South Lake Tahoe can promote industries related to renewable energy, environmental conservation, and sustainable outdoor recreation. Supporting businesses in these sectors can create jobs that align with the town’s environmental values.
● Supporting Local Entrepreneurship: Encouraging and supporting local entrepreneurship can help diversify the economy. Providing resources such as business incubators, grants, and mentorship programs can help local residents start businesses in sectors like technology, healthcare, and sustainable agriculture.

2. Affordable Housing Development
Economic development initiatives can directly support affordable housing by:
● Creating Incentives for Affordable Housing: Local governments can work with developers to create incentives for building affordable housing, such as tax breaks, subsidies, and streamlined 752
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permitting processes. This can help bridge the gap between high land and construction costs and the need for affordable units.
● Public-Private Partnerships: Economic development can foster partnerships between the public sector, private developers, and non-profits to create affordable housing. These partnerships can leverage different funding sources and expertise to build and manage housing that meets the needs of the local workforce.
● Utilizing Economic Development Funds: Allocating a portion of economic development funds to affordable housing projects can help finance the construction of new units or the rehabilitation of existing properties. This approach ensures that housing is prioritized as part of the town’s broader economic strategy.

3. Workforce Development
A strong and well-trained workforce is essential for economic development. South Lake Tahoe can enhance workforce development by:
● Investing in Education and Training: Developing local talent through vocational training, apprenticeship programs, and partnerships with local colleges can ensure that residents have the skills needed for high-demand jobs. This is particularly important in sectors like healthcare, technology, and green industries.
● Supporting Seasonal Workers: Given the town’s reliance on seasonal workers, economic development efforts can focus on providing these workers with stable employment and housing options. This could include developing year-round employment opportunities and creating workforce housing solutions that cater specifically to seasonal workers. ● Attracting and Retaining Talent: Creating a vibrant community with affordable housing, quality education, and recreational opportunities can help attract and retain talent. Marketing South Lake Tahoe as a great place to live and work, not just visit, can help build a more stable, yearround population.

4. Environmental Sustainability
South Lake Tahoe’s natural environment is both a major asset and a key factor in its long-term economic success. Economic development initiatives can support environmental sustainability by:
● Promoting Eco-Tourism: By focusing on sustainable tourism practices, South Lake Tahoe can attract visitors who are interested in low-impact activities like hiking, cycling, and eco-friendly 753
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accommodations. This approach can help protect the environment while still benefiting from tourism.
● Supporting Renewable Energy Projects: Investing in renewable energy projects, such as solar or wind power, can reduce the town’s carbon footprint and create jobs in the green energy sector.

Economic development initiatives can include incentives for businesses and homeowners to adopt renewable energy solutions.
● Incorporating and Embracing Sustainable Development Practices Already in Place: Ensuring that new developments adhere to environmentally sustainable practices can help preserve the natural beauty and resources of South Lake Tahoe. Economic development policies can encourage or require developers to incorporate green building practices, energy efficiency, and water conservation measures into their projects.

5. Infrastructure Improvements
Infrastructure is a key component of economic development. By improving infrastructure, South Lake Tahoe can support economic growth and enhance the quality of life for residents and visitors alike:
● Upgrading Transportation Infrastructure: Improving roads, public transportation, and pedestrian-friendly pathways can alleviate traffic congestion and make it easier for residents and tourists to navigate the town. Enhanced transportation infrastructure can also support economic growth by improving access to businesses and reducing the environmental impact of vehicle emissions.
● Enhancing Digital Connectivity: Expanding high-speed internet access and improving digital infrastructure can attract remote workers and technology-based businesses. Investment in connectivity is crucial for diversifying the local economy and supporting modern business needs. ● Investing in Public Facilities: Upgrading and maintaining public facilities like parks, recreational centers, and cultural venues can improve the quality of life for residents and make South Lake Tahoe a more attractive place to live and visit. These investments can also support the town’s tourism industry by providing amenities that enhance the visitor experience.

6. Community Engagement and Planning
Effective economic development requires input and support from the community. Engaging residents, businesses, and other stakeholders in the planning process ensures that economic development initiatives align with the community’s needs and values:
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● Developing a Comprehensive Economic Development Plan: Creating a long-term economic development plan that incorporates community input can help guide growth and investment in a way that benefits everyone. This plan should address key issues like housing, workforce development, and environmental sustainability.
● Encouraging Community-Led Projects: Supporting community-led projects, such as local markets, festivals, and small business initiatives, can foster a sense of ownership and pride among residents. These projects can also contribute to the local economy by attracting visitors and supporting local businesses.

By taking a holistic approach that integrates economic growth with social and environmental sustainability, South Lake Tahoe can build a resilient economy that benefits both residents and visitors, ensuring the town’s long-term vitality.

Incorporating Resilience as an Investment
Preparing for unexpected economic events is crucial, as the cost of being ill-prepared can be significant. A proactive approach to planning and strategy can help mitigate the impacts of unforeseen challenges and ensure long-term success.

One key aspect of preparation is developing a strategic and informed approach to prioritizing projects for funding. By focusing on initiatives that offer the potential for long-term transformational growth, communities can build resilience and create a foundation for sustained economic prosperity.

It is also essential to remain nimble and flexible in the approach, allowing for the ability to pivot as necessary in response to changing circumstances. Adaptability is a critical component of effective economic planning, enabling communities to navigate uncertainty and seize new opportunities as they arise.

Providing creative and bold solutions is another vital aspect of economic resilience. Innovative thinking can drive progress and help address complex challenges, ensuring that strategies remain relevant and impactful in the face of evolving economic landscapes.

Finally, it is important to continuously review and update plans, policies, and projects, incorporating a bold vision for the future. Regular reassessment ensures that strategies remain aligned with long-term goals and are capable of driving meaningful change over time.

Nexus of Economic Development and Affordable Housing
Economic development initiatives can support affordable housing development in South Lake Tahoe by creating incentives for affordable housing, such as tax breaks, subsidies, and streamlined permitting 755
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processes. Additionally, economic development can foster public-private partnerships to create affordable housing, leveraging different funding sources and expertise to build and manage housing that meets the needs of the local workforce. Finally, allocating a portion of economic development funds to affordable housing projects can help finance the construction of new units or the rehabilitation of existing properties. This approach ensures that housing is prioritized as part of the town’s broader economic strategy for the city’s workforce and local residents.

Affordable Housing in Ski Resort Towns—Challenges
Affordable housing in ski resort towns presents a unique set of challenges, primarily driven by the high demand for both seasonal and permanent housing in these desirable locations. The allure of mountain living, coupled with the seasonal influx of tourists, drives up real estate prices, making it difficult for locals and workers in the hospitality industry to afford housing. As a result, many ski resort towns experience a significant mismatch between the cost of housing and the wages typically earned in these communities, particularly for those employed in service industries.

One of the primary challenges is the limited availability of land for development. Ski resort towns are often situated in mountainous areas with restrictive zoning laws and environmental protections that limit the expansion of residential areas. This scarcity of land drives up property values, making it increasingly difficult to build affordable housing. Furthermore, the focus on high-end, luxury developments designed to cater to affluent tourists exacerbates the problem, as developers are more likely to invest in projects that promise higher returns rather than affordable housing.

The seasonal nature of the workforce in ski resort towns adds another layer of complexity. Many workers are only employed during the peak ski season, leading to a transient population that requires short-term housing solutions. This demand for temporary housing drives up rental prices, often pushing out longterm residents who cannot compete with the higher rents that seasonal workers or vacationers are willing to pay. Additionally, the lack of year-round employment opportunities means that even those who wish to stay in the area permanently may struggle to afford housing during the off-season when income is lower.

Efforts to address these challenges often involve the creation of subsidized housing programs or the development of workforce housing specifically designated for local employees. However, these solutions can be difficult to implement due to funding constraints, community resistance, and the logistical challenges of building in remote, mountainous areas. Without significant intervention, the affordability crisis in ski resort towns is likely to persist, further widening the gap between the local workforce and the housing market.
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Affordable Housing in Ski Resort Towns—Solutions
Addressing the affordable housing crisis in ski resort towns requires a multifaceted approach that involves collaboration between local governments, developers, businesses, and the community. Here are some potential solutions:

1. Incentivize Affordable Housing Development
Local governments can create incentives for developers to build affordable housing by offering tax breaks, subsidies, or fast-tracked permitting processes for projects that include a certain percentage of affordable units. These incentives can make it more financially viable for developers to include affordable housing in their plans, especially in areas where land costs and construction expenses are high.

2. Implement Inclusionary Zoning
Inclusionary zoning policies require developers to include a portion of affordable housing units in new developments. By mandating that a percentage of new construction be designated as affordable, communities can ensure that some housing remains accessible to low- and moderate-income residents. In exchange, developers might be allowed to build at higher densities or receive other benefits, making the policy more palatable to them.

3. Public-Private Partnerships
Public-private partnerships can be an effective way to fund and develop affordable housing. Local governments can collaborate with private developers and non-profit organizations to pool resources, share risks, and leverage expertise. These partnerships can result in mixed-use developments that include affordable housing, commercial spaces, and community amenities, creating vibrant and sustainable communities.

4. Community Land Trusts
Community land trusts (CLTs) are non-profit organizations that acquire and hold land for the benefit of the community. By removing the cost of land from the equation, CLTs can offer housing at below-market rates. The land remains under the ownership of the trust, while residents own the buildings on the land, ensuring that the housing remains affordable in perpetuity. This model is particularly effective in highcost areas like ski resort towns, where land prices are a major barrier to affordable housing.

5. Seasonal and Workforce Housing
Creating dedicated seasonal and workforce housing can address the specific needs of transient and lowincome workers. These developments can be built using modular or prefabricated construction methods 757
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to reduce costs and construction time. Additionally, businesses that rely on seasonal workers, such as ski resorts, can invest in or partner with developers to create housing specifically for their employees, ensuring that their workforce has access to affordable accommodations.

6. Adaptive Reuse of Existing Buildings
In some ski resort towns, there may be underutilized or vacant buildings that could be repurposed for affordable housing. Adaptive reuse of hotels, motels, or other commercial properties can provide a quick and cost-effective solution to the housing shortage. These buildings can be renovated to meet residential standards and converted into affordable housing units.

7. Regulate Short-Term Rentals
The proliferation of short-term rentals, such as those listed on Airbnb, can exacerbate housing shortages by reducing the availability of long-term rental units. Local governments can regulate short-term rentals by imposing caps on the number of nights a property can be rented out or requiring owners to obtain licenses. While regulations and policies already exist, exploring opportunities to expand or incentivize property owners by limiting the number of homes that are converted into vacation rentals, communities can preserve more housing for local residents and workers.

8. Supportive Housing Programs
Supportive housing programs provide not only affordable housing but also services such as job training, childcare, and transportation assistance to help residents maintain stable employment and housing.

These programs are especially important in ski resort towns, where the high cost of living can make it difficult for residents to achieve long-term financial stability. By offering wraparound services, supportive housing can help residents stay in their communities and contribute to the local economy.

9. Engage the Community
Community engagement is essential in addressing affordable housing issues. Local residents and stakeholders should be involved in the planning and decision-making process to ensure that solutions are tailored to the specific needs and concerns of the community. Engaging the community can also help to build support for affordable housing initiatives and reduce opposition to new developments.

By implementing a combination of these solutions, ski resort towns can begin to address the affordable housing crisis and create more sustainable, inclusive communities where both residents and seasonal workers can afford to live.
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Conclusion
The action steps and recommendations detailed in this report will require focus, collaboration, and participation by a broad set of community stakeholders. An active, coordinated effort, supported by broad involvement, will be beneficial to all parties and provide the housing options and services needed within the City of South Tahoe community.

It is evident there is a great opportunity to develop public lands in the Mid-Town area for the benefit of local residents while deemphasizing service to visitors. There are four areas within the boundary that present particular opportunities: the 56-acre public center, redevelopment of the shopping center site, reinvestment in the Bijou Community Park and Golf Course, and amortization of the “tail.” The need to address the underserved supply of affordable housing in South Lake Tahoe is a clear priority.

The creation of market-rate and affordable housing suitable for local workers and residents is of the utmost importance.

It was also evident that the process of development in South Lake Tahoe is difficult to navigate.

Improving the process is a critical objective. With numerous steps, decision makers and reviews, the requirements sometimes change during the planning and development process, creating an even lengthier process. The net effect is to discourage development, exacerbating the housing shortage, particularly at the lower price point or for multi-family housing.

There are opportunities for improvement through process streamlining and reducing the likelihood of project cost overruns. A most important tool would be to prepare and implement use of a coordinated Master Checklist to include City, TRPA, and County requirements. This Master Checklist would serve to streamline and clarify the process of development. It should incorporate the planning goals as well as the regulatory requirements.

Clearly understanding the housing supply, based on current data, should include coordination across city departments. Identifying pending construction, in process and fully approved, will also be helpful as input to decision making and planning in forecasting supply trends. Establishment of a central registry of housing opportunities, both current and those expected to hit the market, would significantly impact connecting existing supply and units under construction/renovation with those new to the area or new to the market.

As South Lake Tahoe grapples with the challenges of providing affordable and adequate housing for its residents, it is essential to explore innovative and flexible solutions. Traditional housing models alone may not suffice to meet the diverse needs of the community, especially in a landscape marked by fluctuating economic conditions and evolving demographic trends. Embracing innovative housing strategies can offer practical, scalable, and sustainable solutions. 759
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The implementation of comprehensive data collection and analysis systems is a foundational step towards achieving the housing and development goals of South Lake Tahoe. In the rapidly evolving landscape of real estate and urban development, effective decision-making hinges on the availability and analysis of comprehensive data. South Lake Tahoe, like many other communities, faces the challenge of aligning its housing strategies with the needs of its residents. By prioritizing regular needs assessments, integrated data platforms, real-time monitoring, and community engagement, the city can build a datadriven approach to urban planning that is both responsive and sustainable.

Through a strategic blend of policies, regulations, plans, incentives, and taxes, the City of South Lake Tahoe can lay a robust foundation for resilience that hinges on cross-sector collaboration among all levels of government, non-governmental organizations, the private sector, and the community. This comprehensive approach ensures that every stakeholder is engaged in the collective effort to build and sustain a resilient community. Data informed decision making supports robust stakeholder engagement for ideal economic resilience planning.

Intentional economic development is a key strategy to build resilience and address the community’s challenges. A retained consulting firm, dedicated organization, or staff person can drive economic development. Intentional economic development is the foundation for virtually all the challenges discussed in this report. Economic development strategies can prioritize sustainability, diversification, and community well-being. Economic diversification is crucial for mountain resort towns to reduce their dependency on seasonal tourism and ensure year-round economic stability. Several ski resort towns have successfully implemented strategies to diversify their economies, and South Lake Tahoe can learn from their experience. Economic development can play a critical role in supporting South Lake Tahoe by addressing many of the town’s most pressing challenges, including affordable housing, environmental sustainability, and the diversification of its economy with skilled economic developers. By adopting a holistic approach that integrates economic growth with environmental and social considerations, it is possible to build a resilient economy capable of thriving in the face of challenges. 760
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Appendix I - June 2024 Single Family Sales Market Analysis SOUTH TAHOE ASSOCIATION OF REALTORS® MULTIPLE LISTING SERVICE

STATISTICS SINGLE FAMILY/RESIDENTIAL MARKET ANALYSIS
*Median sold data based on a twelve month period (one year period ending the last day of the statistical month/year in the first column.) Statistical Data provided STAR MLS. Deemed reliable, but not guaranteed.
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Appendix II - June 2024 Condo/Townhome Market Analysis
South Tahoe Association of REALTORS® Multiple Listing Service Statistics Single Condo/Townhome Residential Market Analysis
*Median sold data based on a twelve month period (one year period ending the last day of the statistical month/year in the first column.) Statistical Data provided STAR MLS. Deemed reliable, but not guaranteed.
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Appendix III - Leading Practices Research
Learning from other Mountain and Resort Communities
Researching other ski resort mountain towns can provide South Lake Tahoe with valuable insights into successful strategies for addressing common challenges. By examining case studies of other towns, South Lake Tahoe can learn about best practices in areas such as land use and regulation, economic diversification successes and failures, tourism and community interaction, and recreational and visitor enhancements. This research can inform the development of effective policies and initiatives tailored to South Lake Tahoe's unique needs and goals.

To gain insights into effectively addressing the challenges faced by South Lake Tahoe, researching other ski resort mountain towns can be immensely beneficial. Investigating case studies from towns like Whistler, Park City, Aspen, Jackson Hole, and Zermatt can reveal best practices in various areas crucial for sustainable development. For instance, examining land use and regulation practices can help South Lake Tahoe understand how these towns balance development with environmental preservation.

Analyzing economic diversification successes and failures can provide valuable lessons on fostering a resilient and year-round economy. Studying tourism and community interaction can offer insights into creating a harmonious relationship between visitors and residents.

Additionally, exploring recreational and visitor enhancements can guide South Lake Tahoe in developing amenities that cater to diverse interests while minimizing environmental impact. This research can be conducted through various channels, including attending the Mountain and Resort Town Planners Summit, consulting with organizations like Vail Resorts and the National Ski Areas Association, and reviewing published case studies and reports. By leveraging the experiences of other successful ski resort towns, South Lake Tahoe can develop targeted policies and initiatives that promote sustainable and resilient economic growth while preserving its unique natural and social environment.

Examples of Economic Development in Ski Resort Towns
Ski resort towns face unique challenges in economic development and resilience due to their reliance on tourism, seasonal fluctuations, and environmental vulnerabilities. However, some towns have implemented innovative and effective strategies to foster sustainable economic growth, diversify their economies, and build resilience. The following sections include preliminary examples that may or may not have the results or ideas that align with South Lake Tahoe. In any case, they are great ways to look at leading practices and other examples to get creative ideas flowing among key stakeholders. 763
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1. Whistler, British Columbia, Canada
Economic Diversification and Environmental Stewardship: Whistler is widely recognized as a leader in sustainable economic development. The town’s approach integrates environmental stewardship with economic diversification to ensure long-term resilience. ● Whistler 2020 Vision: This comprehensive plan outlines long-term sustainability goals for the community, including economic diversification, environmental protection, and social well-being.

Whistler 2020 emphasizes reducing the town’s carbon footprint, preserving natural resources, and fostering a vibrant, year-round economy.
● Diversification through Events and Cultural Activities: Whistler has expanded its appeal beyond winter sports by developing a robust calendar of cultural events, festivals, and conferences. These activities attract visitors throughout the year, reducing the town’s reliance on the winter season. The Whistler Film Festival and Crankworx, a world-renowned mountain biking event, are examples of successful initiatives that contribute to the town’s economic resilience.
● Green Economy Initiatives: Whistler promotes a green economy by supporting local businesses that focus on sustainability, renewable energy, and eco-friendly practices. The town’s efforts to reduce its carbon footprint include investing in public transit, energy-efficient buildings, and waste reduction programs.

2. Park City, Utah, USA
Public-Private Partnerships and Sustainable Development: Park City has taken proactive steps to ensure its economic development is sustainable and resilient, leveraging public-private partnerships and innovative planning.
● Economic Development Strategy: Park City’s Economic Development Plan focuses on diversifying the local economy by attracting technology companies, promoting remote work, and supporting creative industries. The town has successfully attracted tech companies and startups, which has created new job opportunities and reduced dependence on the ski industry. ● Public-Private Partnerships: Park City has leveraged public-private partnerships to fund and develop key infrastructure projects. For example, the town worked with private developers to create Kimball Junction, a mixed-use development that includes retail, office space, and housing.

This project has become a hub for economic activity and has helped diversify the local economy. ● Sustainability and Climate Action: Park City has committed to ambitious climate goals, including achieving net-zero carbon emissions by 2030. The town invests in renewable energy 764
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projects, energy efficiency programs, and sustainable transportation. These efforts not only protect the environment but also enhance Park City’s appeal as a destination committed to sustainability.

3. Aspen, Colorado, USA
Affordable Housing and Workforce Stability: Aspen is known for its proactive approach to affordable housing and workforce development, key components of its economic resilience strategy. ● Aspen/Pitkin County Housing Authority (APCHA): Aspen’s housing authority has implemented one of the most robust affordable housing programs in the country. APCHA’s programs ensure that local workers have access to affordable housing, which is crucial for maintaining a stable workforce and supporting the local economy. The town’s inclusionary zoning policies and deed-restricted housing programs are models for other resort communities. ● Philanthropy and Community Investment: Aspen’s affluent population has contributed to significant philanthropic investments in the community. Local foundations and non-profits fund initiatives in education, arts, and social services, enhancing the town’s resilience by supporting a high quality of life for all residents.
● Cultural and Economic Diversification: Aspen has developed a rich cultural scene, including world-class arts organizations like the Aspen Music Festival and School, the Aspen Art Museum, and the Aspen Institute. These institutions attract visitors year-round, contributing to the town’s economic diversification and reducing reliance on seasonal tourism.

4. Jackson Hole, Wyoming, USA
Conservation and Balanced Growth: Jackson Hole has successfully balanced economic development with environmental conservation, ensuring long-term resilience and sustainability. ● Teton County Comprehensive Plan: Jackson Hole’s comprehensive plan focuses on preserving the natural environment while supporting responsible economic growth. The plan emphasizes low-impact development, conservation of open spaces, and protection of wildlife habitats, ensuring that economic development does not come at the expense of the environment. ● Tourism and Conservation Partnership: Jackson Hole has cultivated a strong partnership between the tourism industry and conservation organizations. The Jackson Hole Travel & Tourism Board promotes responsible tourism practices, and a portion of the town’s lodging tax revenue is dedicated to conservation efforts. This approach aligns economic development with environmental stewardship, attracting visitors who value sustainability. 765
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● Adaptive Reuse and Sustainable Infrastructure: Jackson Hole has invested in adaptive reuse projects, converting existing buildings into housing, commercial spaces, and community facilities. This approach reduces environmental impact while providing much-needed infrastructure to support the local economy. The town’s commitment to sustainable development is also evident in its investments in renewable energy and energy-efficient buildings.

5. Zermatt, Switzerland
Sustainable Tourism and Year-Round Economic Activity: Zermatt is an exemplary model of a ski resort town that has achieved economic resilience through sustainable tourism practices and year-round economic diversification.
● Sustainable Tourism: Zermatt is a car-free town, emphasizing sustainable transportation and reducing the environmental impact of tourism. The town’s focus on preserving its natural beauty has made it a premier destination for eco-conscious travelers, enhancing its appeal and long-term sustainability.
● Year-Round Attractions: Zermatt has successfully developed a range of year-round attractions, including hiking, mountaineering, and cultural events, ensuring that the local economy remains robust even outside the winter season. The Gornergrat Railway and the Matterhorn Glacier Paradise are popular attractions that draw visitors throughout the year. ● Local Economic Initiatives: Zermatt supports local businesses through initiatives that encourage the production and sale of local goods, such as Swiss-made products and artisanal crafts. These initiatives strengthen the local economy by promoting local entrepreneurship and reducing reliance on imports.

These examples demonstrate how ski resort towns can successfully implement economic development strategies that prioritize sustainability, diversification, and community well-being. By adopting a holistic approach that integrates economic growth with environmental and social considerations, these towns have built resilient economies capable of thriving in the face of challenges.

Examples of Economic Diversification in Ski Resort Towns Economic diversification is crucial for ski resort towns to reduce their dependency on seasonal tourism and ensure year-round economic stability. Several ski resort towns have successfully implemented strategies to diversify their economies. Here are some examples:
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1. Park City, Utah, USA
Technology and Remote Work: Park City has actively pursued economic diversification by attracting technology companies and promoting remote work. The town’s proximity to Salt Lake City, combined with its high quality of life and outdoor amenities, has made it an attractive destination for tech companies and remote workers. Park City has supported this trend by investing in high-speed internet infrastructure, developing coworking spaces, and marketing the town as a desirable place for tech professionals and remote workers to live and work.

Cultural and Arts Events: Park City is also home to the Sundance Film Festival, one of the largest independent film festivals in the world. This event, which takes place each January, brings in significant revenue and international attention, helping to extend the tourist season beyond the winter months.

Additionally, the town hosts various arts and cultural events throughout the year, attracting visitors and supporting the local economy.

2. Aspen, Colorado, USA
Cultural Institutions and Conferences: Aspen has diversified its economy by becoming a hub for cultural and intellectual activities. The Aspen Music Festival and School, Aspen Institute, and Aspen Ideas Festival are world-renowned events and institutions that attract visitors and thought leaders yearround. These cultural and intellectual activities provide a significant economic boost during the summer and shoulder seasons, helping to stabilize the local economy.

Real Estate and Luxury Goods: Aspen has also capitalized on its reputation as a luxury destination by developing a robust real estate market and supporting high-end retail. The town attracts affluent secondhome owners and visitors, contributing to a vibrant economy that extends beyond the ski season.

3. Whistler, British Columbia, Canada
Year-Round Outdoor Recreation: Whistler has successfully diversified its economy by promoting yearround outdoor recreation. In addition to its world-class skiing, Whistler has developed extensive mountain biking trails, hiking paths, and golf courses, making it a popular destination during the summer months. The Whistler Mountain Bike Park, in particular, is a major draw for tourists, contributing significantly to the local economy outside of the winter season.

Conferences and Events: Whistler has also become a destination for conferences, weddings, and corporate retreats. The town’s scenic beauty and high-quality amenities make it an attractive location for events, providing a steady stream of visitors throughout the year. Whistler’s Conference Centre plays a key role in attracting business tourism, which further diversifies the local economy. 767
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4. Stowe, Vermont, USA
Craft Beer and Agritourism: Stowe has diversified its economy by tapping into Vermont’s growing craft beer and agritourism industries. The town is home to several craft breweries that attract beer enthusiasts from around the region. Additionally, Stowe’s proximity to local farms has allowed it to develop a thriving agritourism sector, where visitors can participate in farm tours, local food tastings, and agricultural events. These activities provide economic stability outside of the winter months and attract a different demographic of tourists.

Arts and Culture: Stowe has invested in its arts and cultural scene to attract visitors year-round. The town hosts various arts festivals, gallery tours, and theater productions, contributing to a more diversified and resilient economy. The Stowe Performing Arts organization, which organizes concerts and events, plays a crucial role in sustaining cultural tourism.

5. Jackson Hole, Wyoming, USA
Eco-Tourism and Conservation: Jackson Hole has embraced eco-tourism as a way to diversify its economy. The town is surrounded by national parks and wildlife refuges, including Grand Teton National Park and the National Elk Refuge, making it a prime destination for nature and wildlife enthusiasts. Eco-tourism activities such as wildlife safaris, photography tours, and educational programs attract visitors outside of the ski season, providing a stable revenue stream.

Health and Wellness Tourism: Jackson Hole has developed a niche in health and wellness tourism, with several luxury spas, wellness retreats, and outdoor wellness activities. The town’s natural hot springs, clean air, and serene environment make it an attractive destination for visitors seeking relaxation and rejuvenation. This focus on health and wellness contributes to economic stability and attracts visitors year-round.

6. Zermatt, Switzerland
Year-Round Attractions and Sustainable Tourism: Zermatt has diversified its economy by offering a wide range of year-round attractions, including hiking, mountaineering, and cultural experiences. The town’s car-free policy and commitment to sustainable tourism have made it a model for eco-friendly travel, attracting visitors interested in low-impact, nature-focused activities. The Matterhorn Glacier Paradise and Gornergrat Railway are popular year-round attractions that help sustain the local economy even during the off-season.

Luxury and Retail Sector: Zermatt’s luxury hotels, restaurants, and high-end retail stores cater to affluent tourists, contributing to a diversified economy. The town’s focus on high-quality services and products ensures a steady stream of visitors, regardless of the season, and supports a vibrant local economy. 768
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These examples illustrate how ski resort towns can successfully diversify their economies by leveraging their natural assets, investing in cultural and recreational activities, and embracing new industries. By doing so, they can reduce their dependence on seasonal tourism and build more resilient, year-round economies.

Examples of Affordable Housing Approaches in Ski Resort Towns Several ski resort towns have implemented innovative and effective approaches to addressing the affordable housing crisis, providing examples that could serve as models for other communities facing similar challenges. Here are a few examples:

1. Whistler, British Columbia, Canada
Whistler is often cited as a leading example of a ski resort town that has successfully addressed affordable housing. The Whistler Housing Authority (WHA) was established in 1997 to create and manage affordable housing options for local residents. The WHA developed a unique model that includes:
● Resident-restricted Housing: Homes built under the WHA's program are reserved for residents who work locally and meet income criteria. These homes cannot be rented out for short-term stays or sold at market rates, ensuring that they remain affordable for future generations. ● Employee Housing: Whistler has also created a significant amount of employee housing, including both seasonal and year-round options. Employers in the town contribute to the development of this housing through fees and partnerships, recognizing that a stable workforce is essential to the resort’s success.
● Diverse Housing Types: The WHA has developed a mix of housing types, including apartments, townhomes, and single-family homes, catering to different income levels and family sizes.

Whistler's proactive and comprehensive approach has resulted in over 6,000 beds of resident-restricted housing, accommodating nearly 75% of the town’s workforce in affordable housing.

2. Aspen, Colorado, USA
Aspen is another ski resort town that has taken significant steps to address affordable housing through the Aspen/Pitkin County Housing Authority (APCHA). Established in the 1980s, APCHA's program includes:
● Inclusionary Zoning: Aspen requires that new developments include a percentage of affordable housing units. Developers who do not include these units must pay a fee in lieu, which funds affordable housing projects elsewhere in the community. 769
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● Deed-Restricted Housing: Similar to Whistler, many affordable housing units in Aspen are deedrestricted, meaning they can only be sold to local workers and at a price determined by APCHA.

This ensures that homes remain affordable over the long term. ● Public-Private Partnerships: APCHA works closely with private developers to create affordable housing, leveraging both public funding and private investment to expand housing options for the local workforce.

Aspen's commitment to affordable housing has resulted in over 3,000 deed-restricted housing units, which house approximately 50% of the town’s workforce.

3. Jackson Hole, Wyoming, USA
Jackson Hole has faced significant affordable housing challenges due to its popularity and high real estate prices. The Teton County Housing Authority (TCHA) and Jackson/Teton County Affordable Housing Department have implemented several successful strategies:
● Housing Mitigation Program: Developers in Jackson Hole are required to provide a percentage of affordable housing units based on the size and type of their development. This program ensures that new developments contribute to the local housing stock. ● Land Acquisition and Partnerships: The Housing Authority has actively acquired land for affordable housing development and partnered with non-profit organizations and private developers to build these units. For example, The Grove and Redmond Street Rentals are successful projects that provide affordable housing options for local workers. ● Innovative Funding: Jackson Hole has utilized a variety of funding sources, including public bonds, federal grants, and private donations, to finance affordable housing projects. The town has also introduced a 1% sales tax, known as SPET (Specific Purpose Excise Tax), to fund community projects, including affordable housing.

4. Park City, Utah, USA
Park City has been proactive in addressing affordable housing through a variety of measures overseen by the Park City Municipal Corporation and the Mountainlands Community Housing Trust:
● Affordable Housing Plan: Park City has developed a comprehensive Affordable Housing Plan that outlines specific goals and strategies for creating and preserving affordable housing. The plan includes incentives for developers, land acquisition for housing, and the preservation of existing affordable units.
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● Inclusionary Zoning Ordinance: Park City's ordinance requires developers to provide affordable housing or pay a fee that contributes to a housing fund. The City has successfully used these funds to support affordable housing projects.
● Public-Private Partnerships: The city collaborates with non-profits like the Mountainlands Community Housing Trust to develop and manage affordable housing projects. These partnerships have resulted in successful developments like Silver Star and Snow Creek Cottages, which provide affordable options for local residents and workers. ● Employee Housing Programs: Park City has worked with local employers to create employee housing programs, ensuring that businesses can attract and retain workers by providing affordable living options.

5. Mammoth Lakes, California, USA
Mammoth Lakes has implemented several strategies to address affordable housing through the Mammoth Lakes Housing, Inc. (MLH):
● Community Housing Plan: The town's Community Housing Plan includes goals for the production and preservation of affordable housing, with specific targets for different income levels. The plan emphasizes a mix of rental and ownership opportunities. ● Density Bonuses and Fee Reductions: Mammoth Lakes offers density bonuses and fee reductions to developers who include affordable housing in their projects. These incentives encourage the private sector to contribute to the town’s affordable housing stock. ● Seasonal Workforce Housing: Recognizing the seasonal nature of its economy, Mammoth Lakes has developed workforce housing specifically for seasonal employees. This includes dormitorystyle housing and shared living spaces that are affordable and centrally located.

These examples demonstrate that with the right mix of policies, incentives, and community engagement, ski resort towns can make significant progress in addressing their affordable housing challenges. Each of these towns has tailored its approach to fit its unique circumstances, providing valuable lessons for other communities grappling with similar issues.
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Appendix IV - Economic Data Overview
The Counselors of Real Estate Consulting Corps met with several stakeholders during its time in South Lake Tahoe. This section reviewed feedback provided and also researched data and context from the National Economic Resilience Data Explorer and the Sierra Economic Development District Comprehensive Economic Development Strategy approved in June 2024.

To research further, the datasets and overviews are available on a Google drive (DATA). One could research the NERDE site as well (National Economic Resilience Data Explorer (NERDE). The Sierra Economic Development District (5 county region) Comprehensive Economic Development Strategy June 2024 provides invaluable information, including:
▪ Economic development capacity of South Lake Tahoe census tracts ▪ El Dorado County Snapshot and overview
▪ El Dorado County Distress stats, etc.
▪ El Dorado County comparison to surrounding counties
Data informed decision making supports robust stakeholder engagement for ideal economic resilience planning.
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Appendix V - Acknowledgements
We thank the National Association of REALTORS® for their support of the CRE Consulting Corps through the Transforming Neighborhoods program. We express our sincere appreciation to Sharon Kerrigan, Executive Vice President, and the leadership of the South Tahoe Association of REALTORS® and Zachary Thomas, Director of Development Services for the City of South Lake Tahoe, for the warm welcome. The CRE Consulting Corps team was privileged to talk to a wide variety of stakeholders while onsite in Springfield. Some of those people are listed below, and we thank them for their time. ▪ Dr. Michelle Batista, Lake Tahoe
Community College
▪ Alyssa Bettinger, TRPA
▪ Jerry Bindel, Lodging Association
▪ Carol Chaplin, Lake Tahoe Visitors
Authority
▪ Marlon Charneau, California Tahoe
Conservancy
▪ Cristi Creegan, Tahoe Chamber
▪ Todd Cutler, Lake Tahoe Unified School
District
▪ Scott Fair, NAI Tahoe Sierra
▪ Gavin Feiger, League to Save Lake
Tahoe
▪ Brendan Ferry, El Dorado County
▪ Karen Goldberg, Family Resource
Center
▪ Heidi Hill Drum, Tahoe Prosperity
Center
▪ John Hitchcock, City of South Lake
Tahoe
▪ Paul Hughes, South
Tahoe Public Utility District
▪ Joe Irvin, City of South Lake Tahoe
▪ Anna Kashuba, City of South Lake
Tahoe
▪ Sharon Kerrigan, South Tahoe
Association of REALTORS®
▪ Barbara Kopcho, St. Theresa's Catholic
Church
▪ Wendy Loomis, Washoe Development
Corporation
▪ Paul Nielsen, TRPA
▪ Bernadette Nieto, Washoe Tribe
▪ Chris Proctor, Barton Health
▪ Carl Ribaudo, SMG Consulting
▪ Scott Robbins, City of South Lake Tahoe
▪ Keith Roberts, Tahoe Investment Capital
and Stewarding
▪ Mark Salmon, Compass
▪ Christian Simental, St Theresa's Catholic
Church
▪ Phil Sirianni, Rossmore Enterprises
▪ John Stark, Parks and Recreation
Department
▪ Steve Teshara, Tahoe Chamber
▪ Zach Thomas, City of South Lake Tahoe
▪ Shelly Thomsen, STPUD
▪ Tobi Tyler, Sierra Club-Tahoe Area
Group
▪ Tami Wallace, City of South Lake Tahoe
▪ Duane Wallace, South Lake Tahoe
Chamber
▪ Danette Winslow, St Theresa's Catholic
Church
▪ Jude Wood, Boys & Girls Club
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Appendix VI—The Counselors of Real Estate
The Counselors of Real Estate® is an international organization of commercial property professionals from leading real estate, financial, law, valuation, and business advisory firms, as well as real property experts in academia and government.

Counselors have created and endowed the MIT Center for Real Estate, resolved the dispute between the developer of the World Trade Center and its insurers post-September 11, 2001; led the privatization of U.S. Army Housing; developed a multi-billion-dollar, 10-year master plan for Philadelphia Public Schools, and valued both the Grand Canyon and Yale University.

Counselors practice in 22 countries and U.S. territories, with only 1,000 professionals holding the CRE® credential worldwide. Thought Leadership is a core competency of the CRE organization as exemplified by the peer reviewed journal, Real Estate Issues, and presentation of major real estate symposia in partnership with Harvard and Stanford Universities.

CRE Members. Membership in The Counselors of Real Estate is selective and extended by invitation to commercial real estate practitioners with at least 10 years of proven experience. The stringent membership criteria ensure CRE members possess:
• Recognized records of accomplishment
• Commitment to excellence
• Uncompromising adherence to high standards of professional conduct • Visionary, yet practical approaches, to real estate issues CRE Consulting Corps. The CRE Consulting Corps, a public service program of The Counselors of Real Estate, provides real estate analysis and action plans for municipalities, not-for-profit organizations, educational institutions, and government agencies that address their clients’ real estate dilemmas and often enhance the performance of a property or a portfolio. Each Consulting Corps project is conducted by a small group of volunteer members selected for their experience and skillsets to specifically address the client’s needs. The extensive talent base available within the CRE community ensures that teams can provide expertise on virtually any real estate issue, providing:
▪ Feasible, achievable solutions from experienced professionals. ▪ Non-partisan, objective advice.
▪ Extremely cost-effective service.
▪ Advice and recommendations provided quickly on site.

Finding the Right CRE. Members of The Counselors of Real Estate, awarded the CRE credential, are available to assist with your real estate challenge. Visit the CRE website to find the right CRE at https://cre.org/find-a-cre-search/ or contact CRE staff for assistance in identifying Counselors with the right skill sets and experience to address your need.
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SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 83 Appendix
Appendix VII - The CRE® Consulting Corps Team
Timothy R. Lowe, CRE - Team Leader
Principal
Waronzof Associates
Los Angeles, California
Timothy Lowe, CRE, is responsible for directing real estate consulting and valuation engagements, analysis of highest and best use, acquisition due diligence, appraisal review, economic feasibility analysis, and market research for project development. Mr. Lowe’s valuation practice includes an emphasis on litigation, investment analysis, and counseling. His experience includes appraisal and consulting engagements across the continental United States, Alaska and Hawaii, Canada, and Argentina, and includes a number of notable properties and projects. He has been accepted as an expert witness in state and federal courts in the areas of real estate and going concern valuation, project feasibility, and plan feasibility.

Jonathan H. Avery, CRE
Founding Principal
Avery Associates
Acton, Massachusetts
Jon Avery, CRE, is involved in a variety of real estate appraisal and consulting activities, including market value estimates, marketability studies, feasibility studies, and general advice and guidance on real estate matters to public, private, and corporate clients. He has more than 30 years of appraisal experience in addition to having served as arbitrator and counselor in a variety of proceedings and negotiations involving real estate. He is a general certified appraiser in Massachusetts and New Hampshire and a licensed Real Estate Broker in Massachusetts. In 1993, he served as an appraisal consultant for the Eastern European Real Property Foundation in Poland. He has been actively engaged in the real estate business since 1967.

Kirsten McGregor, CRE
Principal & Founder
Sagax Associates, LLC
Wilmington, Delaware
Kirsten McGregor, CRE, has held prominent roles as Senior Policy Advisor on President Obama’s Hurricane Sandy Rebuilding Task Force, Deputy Director of the Delaware Economic Development Office, and Lead Economic Recovery Coordinator for New Jersey following Hurricane Sandy. She is a Senior Fellow at the University of Delaware Joseph Biden School of Public Policy’s Institute for Public Administration, and she is an advisor for UD’s Island Policy Lab. She is a member of the National Association of Development Organization’s Research Foundation Advisory Committee and serves on NADO’s board of directors. Ms. McGregory was recognized by Forbes magazine on their “Next 1000” list 775
SPURRING REDEVELOPMENT IN THE MID-TOWN AREA | SOUTH LAKE TAHOE 84 Appendix
of small business founders to watch and was also recognized as a “leading woman in business” by Delaware Today Magazine.

Philip Seagraves, Ph.D., CRE
Associate Professor/ Director of Real Estate Studies
Middle Tennessee State University
Murfreesboro, Tennessee
Philip Seagraves, PhD, CRE, directs the real estate studies program at Middle Tennessee State University. His work encompasses a wide range of topics within real estate, including feasibility studies, development, project analysis, and strategic planning. His academic and professional experience equips him with a valuable perspective and skill set. His research interests include commercial mortgage-backed securities, REITs, brokerage, capital structure, corporate real estate, market analysis, investment analysis, and statistical methods. Resulting achievements include numerous publications and academic research presentations. He is deeply familiar with the unique challenges and opportunities regarding workforce housing in resort areas.

Paul Stiplosek, CRE
Vice President
SMBC Manubank
San Jose, California
Paul Stiplosek, CRE, has a career spanning over thirty years financing numerous housing and commercial developments exceeding several billion dollars. His work has provided unique insight into what makes public/private partnerships work. He has worked with non-profit organizations and government agencies, necessitating creative approaches to inducing the private sector to invest in a region or project.

In order to resolve defaulted debt, he has completed entitlements of real estate projects which for various reasons required that he assume the role of developer. He has personally developed several projects where the ground up development necessitated obtaining full entitlements, and required determining market demand, design, architectural concept through to engineering and final elevations and plans. 776
777
778
779
Fall 2024
Lake Tahoe Region
Business Walks
Report
780
2 TahoeProsperityCenter-LakeTahoeBusinessWalkSurveyReport 781
Lake Tahoe Business Walks 2024
Final Report
Tahoe Prosperity Center
Tahoe Prosperity Center (TPC) is an innovative economic and community development nonprofit. In order to make Lake Tahoe truly inclusive and prosperous, we are working to establish attainable workforce housing, improve job and training opportunities, extend reliable and robust internet, and ensure a safe Basin equipped with fire safety cameras - all driven by locally focused, community indicators data.

Our mission is uniting Tahoe’s communities to strengthen regional prosperity.

Collaboration is the foundation of Tahoe Prosperity Center.

Tahoe is made up of two states, five counties, and an incorporated city and we work across jurisdictional lines to ensure positive change happens for all of Lake Tahoe. Each of the Tahoe Prosperity Center’s projects are informed by verified data and community input to ensure accountability and measurability.

Business Walks Background
TPC was asked by the Chambers and Business Associations in the Lake Tahoe region to support a region-wide set of “Business walks” in October 2024. TPC had previously coordinated business walks in the spring of 2016. While business and resident surveys have been conducted online since that time, an in-person survey of businesses had not happened on a regional, coordinated basis since before the pandemic.

Business walks and surveys are a way of understanding a “moment in time” of how things are going in the regional economy. This snapshot of information can be very useful in providing local business associations and chambers of commerce, as well as local government partners data to use that can support ongoing business support efforts. It can also be useful to better understand what is working or not working in the 3 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 782
region, helping elected officials and leaders make informed decisions that impact local small businesses in the region. It is also part of the Tahoe Prosperity Center mission to regularly check in with businesses and residents as part of the Envision Tahoe Prosperity Playbook, so coordinating these business walks aligns with that goal.

Project Partners
Regional Partners included the following organizations and agencies and we greatly appreciate the time and effort they put into ensuring the success of these business walks:
● The Tahoe Prosperity Center
● Tahoe Chamber
● Lake Tahoe Community College
● South Tahoe Chamber
● Lake Tahoe Visitors Authority
● City of South Lake Tahoe
● El Dorado County Economic Development
● North Tahoe Community Alliance
● North Tahoe Chamber
● North Tahoe Business Association
● Tahoe City Downtown Association
● Placer County Economic Development
● Incline Village Crystal Bay Business Association
● Travel North Tahoe Nevada
● Douglas County Economic Vitality
● Destination Stewardship Council
● All 64 of the community volunteers!
4 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 783
Methodology
The business walks included both an in-person survey using the Ecanvasser application pre-loaded with questions. This program, typically used for political canvassing, had everything needed for business to business surveying. With the businesses uploaded into this software accessible via mobile devices and computers, modifiable custom fields for each contact, and an interactive map of the area we were able to coordinate the in-person survey effort of the business walks. Volunteers were organized in teams to walk into businesses and complete the surveys between October 15-17, 2024.

In-person surveys through Ecanvasser were tracked as Not Available, Gave a QR Card, Not Interested, and Answered; 277 businesses answered during the in-person surveys, but over 700 businesses were contacted. Some businesses were unavailable or closed when visited, others were not interested in completing the surveys, others were busy and some were given a QR code card to complete the online survey at a later time.

The same survey questions were included in an online SurveyMonkey to allow businesses that were closed or unavailable to complete it at a later time. QR codes were left behind at those businesses when canvassing in person to allow easy access to the online option. The online survey was open during the same timeframe through October 31, 2024 and 92 businesses completed online surveys. Consistency between the in-person surveys and online surveys was critical in order to merge the data for this final report.

Survey Questions

1. How is business?
○ Increasing
○ Stable
○ Decreasing

2. Do you have the staff and/or
resources you need for your business
to thrive?
Yes/No
○ If not, what is needed? Photo provided by the Tahoe Chamber ○ If you need more staff, what is working in finding them and what isn't? 5 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 784

3. What tools, resources or infrastructure would enable you to grow or maintain your business in the next few years?
○ Employee Housing
○ Affordable Childcare
○ Workforce Development & Training
○ Improved Broadband/cellular service
○ More Parking/Transit
○ Business Loans
○ Other:

4. How do you feel about the future of our Tahoe economy? ○ Very good
○ Good
○ Unsure
○ Concerned
○ Very concerned

5. How can local government and business associations/chambers help your business? ○ Advocacy
○ Marketing/Advertising
○ Streamlined Permitting & Licensing
○ Improved Broadband/cellular service
○ Business Loans
○ Providing local employee housing
○ Consolidated/Discounted Credit Card processing fees
○ Pooling together for discounts for major purchases/procurement or employee health benefit programs
○ Disability access and inclusion policies
○ Customer service training
○ Other:

6. How important is the tourism economy to your business? ○ Very important
○ Somewhat important
○ Neutral
○ Not very important
○ Irrelevant
6 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 785
Photo provided by the Tahoe Prosperity Center

7. In your opinion, how important is sustainability/environmental stewardship to the success of our local economy?
○ Very important
○ Somewhat important
○ Neutral
○ Not very important
○ Irrelevant

8. Do you have any sustainability practices you would like to share with us today? ○ Water conservation efforts
○ Water bottle filling station
○ Compostable takeout packaging
○ Sourcing local products
○ Energy-efficient appliances
○ Visitor education
○ Other:

9. Type of business – list in the app and check. For “Other” allow a text box response. ● Food & Beverage
● Lodging (including real estate industry/vacation rental services) ● Outdoor Recreation
7 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 786
● Healthcare/Fitness/Beauty
● Retail
● Non-profit/Government/Agency
● Professional Services (finance, insurance, accounting, IT) ● Trades
● Other:

Regional Summary
The Lake Tahoe Business Walk survey provides critical insights into the current business environment and community needs in the Tahoe region. Key findings from the survey indicate that while many businesses are stable or growing, there is still a significant need for workforce housing and improved transportation infrastructure. These challenges are echoed in the Prosperity Playbook, which highlights the need for a coordinated regional approach to address these issues and support economic resilience.

The survey also underscores the
importance of tourism to the local
economy, with most businesses
considering it very important. This
aligns with the Playbook's focus on
balancing tourism and leveraging
the region's reputation for health
and wellness to attract new
investment.

Photo provided by: NTCA
Additionally, regional collaboration between local government, business owners and the Chambers/Business Associations has room to improve. There are a lot of misunderstandings about the role of government with business attraction, support and services as well as workforce development, tourism and resident advertising to support local businesses, etc. Infrastructure needs were consistently brought up, but often business owners did not know who to talk to about things such as better broadband or coordinated support for employee training and skills development. 8 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 787
Finally, streamlining regulations, improved transportation and more affordable housing were brought up consistently as major roadblocks to local small businesses. The Tahoe Prosperity Center suggests a few solutions that could help in these areas, some that are already in progress, with others’ ideas to consider in 2025. They include:
● Sharing the status of housing projects in the region in one easy to access website for community members (the TRPA Living Working Group has done much work in this area and maybe that website is the right place for this information). Each jurisdiction has already worked on many housing programs and projects, but the collective effort hasn’t been quantified. The Tahoe Prosperity Center would be happy to host this on our housing website to feature all the regional housing work that has been done, if there is interest.
● A region-wide Elected Officials briefing and discussion meeting to share the common areas and differences between the jurisdictions to further community understanding. The Tahoe Prosperity Center is also willing to coordinate and host this meeting. We could share the results of the Business Walks Survey, update on the status of some of the key socio-economic data points regarding population, jobs, incomes/wages and other indicators, and then allow for our local elected officials to share what is working or challenging in each of their jurisdictions. We believe there is likely more in common with each community than differences.

Photo provided by the Tahoe Chamber
9 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 788
Business Walks Survey - Questions + Answers + Top Insights How is business?
Stable: 179 responses (48.8%)
Increasing: 118 responses (32.2%)
Decreasing: 70 responses (19.1%)
Do you have the staff and/or resources you need for your business to thrive?
Yes: 274 responses (74.3%)
No: 95 responses (25.7%)
If not, what is needed?

1. Housing Affordability: This is the most prominent theme, with many respondents expressing concern about the rising cost of housing and its impact on attracting and retaining employees.

2. Workforce Development: There is a need for training and developing a skilled workforce to meet the demands of the local economy.

3. Economic Challenges: Many businesses are facing economic challenges, including rising costs, decreased revenue, and increased competition.

4. Business Climate: The overall business climate in the area is a concern for many, with factors such as taxes, regulations, and competition impacting businesses.

5. Regulatory Hurdles: Regulatory burdens, such as those imposed by the TRPA, or local governments are hindering business growth and development.

6. Infrastructure Issues: Poor infrastructure, particularly in terms of transportation and snow removal, is impacting businesses and residents.

7. Community Support: Local businesses are seeking more support from the community, including through marketing and advocacy efforts. 10 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 789

8. Seasonal Workforce: The seasonal nature of many businesses in the area creates challenges in staffing and workforce management.

9. Government Support: Businesses are calling for more government support, including funding for affordable housing and infrastructure improvements.

If you need more staff, what is working in finding them and what isn't?
Top 5 Themes: What's Working

1. Word-of-Mouth & Personal Networks: Many businesses find success through recommendations from existing staff and connections within the community. (e.g., Word of mouth, Social media, In person applications, Networking with local groups)

2. Targeted Advertising: Strategies like advertising on location, using local platforms (e.g., Sierra Sun, Craigslist), and social media marketing show some success in attracting local candidates.

3. Competitive Wages & Benefits: Offering competitive wages, full-time hours, and benefits like healthcare and training can attract qualified candidates.

4. J1 Visa Program: Utilizing the J1 visa program allows businesses to access a temporary workforce.

5. Remote Work: For some positions, offering remote work options can expand the applicant pool beyond limitations of local housing availability.

Lake Tahoe
Visitors
Authority
Photo
11 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 790
Top 5 Themes: What's Not Working

1. High Cost of Housing: The primary challenge identified is the high cost of housing in the area, making it difficult for potential employees to afford to live there.

2. National Job Boards: Platforms like Indeed and other major job boards appear to have limited effectiveness in attracting local candidates.

3. Recruiting Challenges: Expenses associated with recruiting, difficulty finding qualified candidates, and low application turnout are ongoing struggles.

4. Seasonal Workforce: The seasonal nature of some businesses makes it difficult to find and retain staff, particularly during peak seasons.

5. Limited Local Workforce: Businesses report a lack of skilled or qualified labor available locally, particularly for specialized positions.

What tools, resources or
infrastructure would enable
you to grow or maintain
your business in the next
few years?
Employee Housing: 143 responses
(37.0%)
More Parking/Transit: 74 responses
(19.1%)
*Other: 170 responses (43.9%)
Themes in the “Other Category” Photo provided by NTCA
● Childcare: Lack of affordable childcare options hinders families and businesses. ● Economy: High cost of living, declining tourism, and struggling businesses. ● Infrastructure: Need for broadband improvement, better signage, and public facilities for tourists.
● Regulations: Concerns about government involvement and high taxes. 12 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 791
How do you feel about the future of our Tahoe economy?
- Very Good: 7 responses (2%)
- Good: 131 responses (43%)
- Unsure: 86 responses (28%)
- Concerned: 74 responses (24%)
- Very Concerned: 8 responses (3%)
How can local government and business associations/chambers help your business?
Marketing/Advertising: 125 responses (24.0%)
Providing local employee housing: 94 responses (18.0%)
Consolidated/Discounted Credit Card processing fees: 40 responses (7.7%) Streamlined Permitting & Licensing: 40 responses (7.7%) Advocacy: 39 responses (7.5%)
Customer service training: 31 responses (6.0%)
Business Loans: 28 responses (5.4%)
Pooling together for discounts for major purchases/procurement or employee health benefit programs: 27 responses (5.2%)
Disability access and inclusion policies: 13 responses (2.5%) *Other: 84 responses (16.1%)
Themes in the “Other Category”

1. Address Housing Crisis:
○ Implement policies to increase affordable housing options more quickly. 13 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 792
○ Encourage the development of workforce housing.
○ Support programs to help employees with housing costs now, while housing projects are being built.

2. Simplify Regulations and Streamline Processes:
○ Reduce bureaucratic red tape and streamline permitting procedures. ○ Advocate for lower taxes and fees for small businesses. ○ Improve communication and collaboration between government agencies and businesses.

3. Enhance Infrastructure and Support Services:
○ Invest in public transportation and parking infrastructure. ○ Improve internet connectivity and broadband access.
○ Provide more support services for small businesses, such as marketing assistance and business counseling.

How important is the tourism economy to your business?
Very important: 251
responses (69.5%)
Somewhat important: 59
responses (16.3%)
Neutral: 27 responses
(7.5%)
Not very important: 15
responses (4.2%)
Irrelevant: 9 responses
(2.5%)
Photo provided by NTCA
In your opinion, how important is sustainability/environmental stewardship to the success of our local economy?
Very important: 251 responses (69.5%)
14 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 793
Somewhat important: 59 responses (16.3%)
Neutral: 27 responses (7.5%)
Not very important: 15 responses (4.2%)
Irrelevant: 9 responses (2.5%)
Do you have any sustainability practices you would like to share with us today?
Water bottle filling station: 61 responses (13.2%)
Sourcing local products: 60 responses (13.0%)
Compostable takeout packaging: 55 responses (11.9%)
Energy-efficient appliances: 51 responses (11.0%)
Visitor education: 49 responses (10.6%)
Water conservation efforts: 47 responses (10.2%)
Final Thoughts
Overall, the survey highlights the need for a comprehensive approach to address the challenges facing businesses in the region. This includes addressing housing affordability, improving infrastructure, streamlining regulations, and providing more support for workforce development.

Business Outlook:
● Optimism: A significant portion of businesses feel they have the necessary resources to thrive.
● Growth and Stability: A majority of businesses are either stable or increasing. ● Economic Challenges: Despite this optimism, there are concerns about economic challenges, including rising costs, decreased revenue, and increased competition.
15 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 794
Workforce and Housing:
● Staffing Shortages: Businesses are facing challenges in hiring and retaining employees, particularly in seasonal industries, although the majority of businesses noted they currently have the staff they need.
● Housing Affordability: The high cost of housing is a major barrier to attracting and retaining employees.
● Workforce Development: There is a need for more skilled workers, and businesses are seeking solutions to address this gap. This is an area for potential alignment with the Chambers, Business Associations and schools.

Government and Community Support:
● Government Support: Businesses are calling for more government support, particularly in the areas of affordable housing, infrastructure, and regulatory reform.
● Community Collaboration: Local businesses are seeking more support from the business and visitor bureau community, including through marketing and advocacy efforts.
● Chambers/Business Associations: Businesses are looking to business associations and chambers of commerce to provide more resources and support, such as marketing assistance, business counseling, and advocacy.

The Lake Tahoe Business Walk survey serves as one tool for understanding the needs and priorities of local businesses. By aligning with the strategic goals outlined in the Prosperity Playbook, the survey provides a roadmap for fostering economic growth and community resilience in the Tahoe region. The Playbook strategies also closely align with the goals of local government economic development efforts, the Chambers and Business Associations work to support small businesses. Improving the success of small businesses in the Lake Tahoe region helps support local residents and therefore a thriving community, so the synergy of these efforts moving forward is a key goal.

The insights gained from this survey will inform future initiatives and partnerships aimed at addressing challenges such as workforce housing, transportation, and a balanced tourism economy. By working together, the Tahoe community can build a more inclusive and resilient economy that benefits all residents and businesses. 16 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 795
Acknowledgements
Thanks to the Tahoe Prosperity Center Program Manager, Derrick Martin and Office Manager, Evelyn Mejia Ronquillo for coordinating and implementing the Ecanvasser application used to collect data during the in-person business walks. This was a new app and had never been used by the TPC team or any of the Chambers or business associations. Evelyn and Derrick supported the training of the volunteers using the app and consolidating the final data to support preparing this final report.

In addition, TPC would like to acknowledge and thank each of the partners organizations. They quickly coordinated all the volunteers for the business walks, hosted many planning meetings and organized food and beverages for the volunteers, in addition to conducting surveys. Coming together as a region is always inspiring and we appreciate your time and commitment to improving our community and economy.

Photo provided by the Tahoe Chamber
17 Tahoe Prosperity Center - Lake Tahoe Business Walk Survey Report 796
Vision Statement:

Guiding Principles:

The following principles are derived from topics and themes that were at the forefront of conversations with stakeholders and community members. They are intended to guide plan development and ensure that the Mid-Town Area Plan Vision Statement is considered and consistent with all policies and standards outlined within the Plan.

Recreation and Open Space
Enhance existing recreation uses to support the
health and well-being of individuals and the
community by providing safe and well-maintained
parks, day-use areas, event venues, and open spaces.

Curate recreation spaces that accommodate those of
differing abilities and ages.

Built Environment
Ensure that new developments recognize the
importance of third places and that mixed-use
developments anticipate the needs of future tenants.

Create a built environment that complements and
preserves open space, natural resources, and natural
features through sustainable building practices and
water quality treatments.

Transportation
Address gaps in creating a safe and interconnected
active transportation network, with an emphasis on
increasing safety for students and youth traveling
between South Tahoe Middle School, the Boys and
Girls Club, playing fields, Bijou Park, and residences.

Arts and Culture
Appreciate and recognize all aspects and
individuals of our community with an emphasis
on art that inspires critical thinking, creativity,
connection, and community.

Through consultation with the Washoe Tribe of
California and Nevada, identify opportunities
where public art can assist in the preservation
and appreciation of indigenous knowledge and
culture.

Land Use
Expand town centers in both extent and
development pattern to encourage greater
residential densities and mixed-use
developments that, in turn, support affordable
housing, local business growth, walkability, and
community cohesion.

Maintain the area's small-town charm while
encouraging redevelopment of vacant and
underused sites.

Institute flexible permissible use lists to allow
for a range of complementary uses and help
reduce commercial vacancy.

The Mid-Town area shall foster a more defined sense of place in central South Lake Tahoe to facilitate ease and pleasure of residents going about their daily lives and give visitors a glimpse of the rich community and culture of South Lake Tahoe’s current and original residents. Enhancement of existing recreation attractions will continue to support a lively and healthy community where all members find belonging. The natural beauty of Lake Tahoe and diversity of City residents shall be reflected in ample public art where residents and visitors alike can learn, explore, engage, be inspired, and bridge generational and cultural divides.
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Policies:

Policies ensure that actions taken under the Plan are consistent with and contribute to achieving the community goals and vision for the area. While policies are not strictly enforceable, they inform development and design standards, which are enforceable. Additionally, projects that require discretionary permits, such as design review or special use, shall demonstrate consistency with applicable policies. Each heading below corresponds to a chapter of the Plan, which is formatted in accordance with the City's General Plan.

Land Use and Community Design
Land Use and Community Design Goal 1 – Create an environment with ease of access for all modes of transportation that activates streetscapes.

Policy 1.1 Public Parking Investigate locations for public parking to accommodate peak seasons, special events, and reduce business reliance on onsite parking.

Policy 1.2 Shared Parking Encourage consolidation of existing parking areas and shared parking agreements.

Policy 1.3 Business Collaboration Encourage business owners to collaboratively improve the experiences of patrons by completing or contributing to area wide curb, gutter, sidewalk, landscaping, street lighting, and drainage improvements.

Policy 1.4 Sustainable Communities Implement the TMPO's Regional Transportation Plan and Sustainable Communities Strategy in mid-town by implementing a land use pattern where housing supply, transportation, and work opportunities support GHG emission reduction targets.

Policy 1.5 Corridor Beatification Develop incentives for private property owners participation in the beautification of scenic corridors.

Policy 1.6 Off-site Improvements Require frontage improvements or alternative contributions for all major redevelopments or new construction.

Policy 1.7 On-Site Improvements Maintain design standards that facilitate safe and intuitive connectivity not only within the site, but also to offsite amenities such as sidewalks, bike paths, bus stops, and neighboring parcels where appropriate.

Land Use and Community Design Goal 2 – Curate a built environment that improves aging infrastructure and addresses vacancies while maintaining a small-town atmosphere.

Policy 2.1 Public Service Collaboration Collaborate with other local agencies to streamline improvements of public services, utilities, and infrastructure.

Policy 2.2 Accelerate Improvements Create a clear definition of "new construction" to ensure safety, accessibility, and sustainability upgrades are diligently implemented. 798
Policy 2.3 ALUCP Consistency Ensure all uses and building designs are consistent with the Airport Land Use Compatibility Plan.

Policy 2.4 Third Places Create multi-use third places spaces that serve individual needs for outdoors and exercise that can also host community events such as markets and fairs.

Policy 2.5 Community Space Developments shall meet the needs of individuals that are not directly addressed by the primary use through providing shared community spaces.

Policy 2.6 Redevelopment Explore ways for the City to play a more active role in infill development and redevelopment.

Land Use and Community Design Goal 3 – Enforce design standards that maintain the small-town charm stakeholders overwhelmingly admire about Mid-Town, while creating greater potential for redevelopment and larger building envelopes.

Policy 3.1 Building Placement Create design standards that require and incentivize placing structures in highly visible locations, shielding parking and other undesirable elements from view.

Policy 3.2 Colors and Materials Structures shall complement the natural environment by utilizing textures and colors that harmonize with the surrounding natural features.

Policy 3.3 Massing Buildings shall avoid bulky and overbearing designs, especially when adjacent to sensitive land uses such as residential, open space, or recreation, by incorporating articulation and depth enhancing features such as eaves, balconies, and recesses.

Policy 3.4 Residential Compatibility Structures with height over 26 feet shall reduce mass when adjacent to sensitive uses by placing additional height at a greater setback.

Policy 3.5 Site Improvements All improvements shall contribute functionally and aesthetically to the site.

Policy 3.6 Screening of Industrial Elements To the extent possible, industrial elements such as HVAC systems, dumpsters, storage areas, and the like shall be screened and blended with other site elements.

Policy 3.7 Shorezone Development Projects within Shorezone Tolerance District 4 shall be held to additional standards and a higher level of review to maintain scenic thresholds and avoid environmental degradation
Economic Development
Economic Development Goal 1 – Support the establishment, growth, and longevity of local business.

Policy 1.1 Commercial Design Encourage the development of commercial spaces that are affordable and meet the needs of intended tenants.
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Policy 1.2 Commercial Visibility In designating bike routes and designing right-of-way infrastructure, consider improvements that increase connectivity to and visibility of commercial uses and storefronts.

Policy 1.3 Smart Design Encourage mixed-use developments to be designed with a specific commercial use in mind to ensure the space meets the needs of the tenant.

Policy 1.4 Makerspaces Facilitate the success of local artists and artisans by developing zoning that allows for makerspaces, demonstration areas, and art studios, uses that are often restricted to industrial zones.

Policy 1.5 Economic Activation Encourage and facilitate responsibly managed public and private special events that bring residents and visitors to commercial centers and increase interaction with local businesses.

Policy 1.6 Flexible Uses Allow for a wide range of permissible uses, requiring Special Use Permits where appropriate to prevent operational conflicts or sensory annoyances.

Economic Development Goal 2 – Enhance existing commercial hubs by offering redevelopment incentives to create a strong community center.

Policy 2.1 Development Right Incentives Provide commercial floor area and coverage at no cost for mixed-use developments in the Town Center that incorporate new residential units or for the redevelopment of blighted or distressed properties.

Policy 2.2 Redevelopment Incentives Actively pursue information and analyses regarding implementation strategies as identified in Chapter 13.

Housing and Demographics
Housing Goal 1 – Promote development of high-quality housing options for residents of all income levels.

Policy 1.1 Housing Options Provide sufficient housing options using the Regional Housing Needs Assessment to track development trends.

Policy 1.2 Understanding of Needs Continue efforts to track housing needs, such as the Affordable Housing Waitlist and the Point-in-Time Count, maintaining an understanding that demand for all housing types likely exceeds the Regional Housing Needs Allocation.

Policy 1.3 Development Right Incentives Continue to offer incentives in the form of Residential Units of Use at no cost for deed-restricted units for low, very low-, and moderate-income tenants; residential developments or residential components of mixed-use developments in Town Centers; and multifamily rental units and ADUs regardless of location (Resolution 2023-051).
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Policy 1.4 Coverage Incentives Continue to offer incentives in the form of coverage at no cost for housing developments deed restricted to low-, very low-, and moderateincome tenants; residential developments in Town Centers; and mixed-use developments with a residential component in Town Centers (Resolution 2023-051).

Policy 1.5 Town Center Expansion The Mid-Town Area Plan shall expand the Town Center as appropriate, allowing more parcels to take advantage of height, density, coverage, and development right transfer incentives for both market rate and deed restricted housing developments.

Policy 1.7 Special-Needs Housing Implement zoning that furthers Goal HE-4 of the 2022-2027 Housing Element, "To provide a range of housing services for households with special needs within South Lake Tahoe."
Policy 1.8 Student Housing Ensure the reservation of 21 Bonus Units by the Tahoe Regional Planning Agency to be transferred to Lake Tahoe Community College in accordance with permit ERSP2022-1992, and accept the 21 residential units of use originally provided by the City back into City pools for additional housing projects.

Policy 1.9 Density Flexibility Include built-in flexibility regarding density, anticipating and advocating for changes to the Tahoe Regional Planning Agency Code of Ordinances that would allow additional density for market-rate units.

Housing Goal 2 – Encourage mixed-use developments with vertical or horizontal residential components.

Policy 2.1 Housing in Town Centers Encourage residential uses in conjunction with new construction and redevelopment projects to increase pedestrian activity near transit stops and amenities.

Policy 2.2 Compact Mixed-Use Units Allow a residential unit to be built as an accessory to a commercial use for employee housing, manager's units, or other long-term tenants.

Policy 2.3 Housing by Employers and Public Institutions To reduce barriers to employee housing and further compliance with the California Employee Housing Act, allow residential units to be built by-right in commercial zones and on public service properties.

Policy 2.4 Compatible Uses As there is more intermixing of residential and commercial uses and properties, permit conditions should increasingly consider quality of life (noise, safety, health, etc.).
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Housing Goal 3 – Maintain development and design standards that allow for below market rate housing to be built by the private sector.

Policy 3.1 Affordable by Design Allow greater residential densities that encourage affordable by design units.

Policy 3.2 Funding Eligibility Allow greater residential densities where large developments are appropriate and feasible, so that projects can be competitive in receiving funding.

Policy 3.3 Mixed Income Density Bonus Allow density beyond the maximum allowed when the additional units are income restricted.

Policy 3.4 Maximize Building Envelope Potential Provide parking reductions, additional coverage opportunities, and increased height to allow more units to be built.

Policy 3.5 Facilitate Additional Coverage In the construction of area-wide stormwater treatments, consider building in additional treatment capacity so that affordable, moderate, and achievable housing developments may utilize coverage above 70% as allowed by TRPA Code of Ordinances 30.4.2(B)(5). and30.4.2(B)(6).

Transportation and Circulation
Transportation Goal 1 – Enhance the bike network to create an interconnected system with safe and efficient paths to high priority locations, starting and ending with private property improvements.

Policy 1.01 Active Transportation Diligently pursue identified active transportation projects.

Policy 1.02 Priority Connections Continue to identify and address gaps in the active transportation network.

Policy 1.03 Youth Safety In development of all paths, consider immediate and future opportunities to connect to or prioritize locations frequented by students and youth, using the Lake Tahoe Unified School District's Safe Routes to School Master Plan as guidance.

Policy 1.04 Wayfinding and Reliability Install wayfinding signage throughout the area to direct cyclists and pedestrians to key locations and services.

Policy 1.05 User Conflict Avoidance Explore opportunities to designate separate pedestrian and bike/scooter lanes on Class 1 paths through high traffic areas to reduce user conflicts.

Policy 1.06 Easement Acquisition City staff shall work with property owners during entitlement processes to acquire easements for identified bike paths and maintain easements for existing paths.
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Policy 1.07 Bijou Park Connectivity Increase connectivity both to and within Bijou Community Park, with all actions anticipating a fixed transit stop within the park.

Policy 1.08 Off-site Improvements Consistent with Land Use and Community Design Policy 1.6, require frontage improvements or alternative contributions for all major redevelopments or new construction.

Policy 1.09 On-Site Improvements Consistent with Land Use and Community Design Policy 1.7, maintain design standards that facilitate safe and intuitive connectivity within the site, but also to offsite amenities such as sidewalks, bike paths, bus stops, and neighboring parcels where appropriate.

Policy 1.10 Bike Parking and Storage Ensure visitors, patrons, and residents have secure locations to store bicycles for short and long periods of time.

Transportation Goal 2 – Provide and maintain safe roadways for efficient circulation of Mid-Town and surrounding areas.

Policy 2.1 Level of Service Strive to maintain LOS D or better on all arterial and collector roads, and signalized intersections.

Policy 2.2 Vehicle Miles Travelled Review all changes in use and new uses for vehicle miles traveled, requiring mitigation when projects that exceed the standards of significance.

Policy 2.3 Emergency Access Ensure all project sites can be accessed by emergency services.

Policy 2.4 Emergency Response In accordance with Goal S 1, Policy 1.2, advocate for the installation of emergency signals and clear zones at South Lake Tahoe Fire Station #2.

Policy 2.5 Corridor Analysis Continue efforts to analyze, identify, and propose safety and circulation enhancements for US Highway 50/Lake Tahoe Boulevard.

Policy 2.6 Intentional Landscaping Ensure landscaping does not block sight lines for drivers, pedestrians, or bicyclists.

Policy 2.7 Curb Cuts Minimize curb cuts and strategically place driveways away from the curb radius on corner lots.

Policy 2.8 Street Treatments Consider key areas where private/public partnerships can accomplish large-scale pedestrian, shared parking, and circulation improvements.

Transportation Goal 3 – Identify best design practices that allow for safe year-round bicycle navigation and longevity of improvements.
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Policy 3.1 Path of Least Resistance To the extent feasible, bike paths should avoid sharp turns and follow direct routes to key recreation, residential, and employment destinations.

Policy 3.2 Longevity of Improvements Continue to explore the feasibility of recessed pavement markings and other longevity strategies.

Policy 3.3 Load Capacity In the construction of bike paths, continue to account for the use of heavy-duty equipment to withstand snow removal activities and increasing ebike traffic.

Transportation Goal 4 – Allow for reasonable flexibility in parking standards to accommodate unique uses and seasonal demand.

Policy 4.1 Alternative Demand Analysis Allow low-cost options for projects to receive exceptions to parking requirements.

Policy 4.2 Parking Guidance Pilot As a pilot program of sorts, provide parking guidelines rather than standards for public service uses.

Policy 4.3 Parking Signage Ensure public parking lots have sufficient signage to alleviate parking conflicts at high activity times.

Transportation Goal 5 – Increase and maintain coordination with other providers to efficiently implement new transportation infrastructure, programs, and services.

Policy 5.1 JPA Play an increasingly active role in local transit through the South Tahoe Transit Joint Powers Authority Agreement with El Dorado County.

Policy 5.2 Order of Operations Coordinate with STPUD and other public service agencies when completing right-of-way improvements for a dig-once, bottom-up approach.

Policy 5.3 Micromobility Management Pursue memorandums of understanding with all micromobility entities currently operating or wishing to operate in South Lake Tahoe to better manage community safety concerns and minimize conflicts involving scooters.

Public/Quasi-Public Facilities and Services
Public Services Goal 1 – Increase efficiency of City operations, service capacity, and participation at public meetings and hearings at a focal Civic Center within the 56-Acres Master Plan site.

Policy 1.1 Concentration of City Services Concentrate City services in and around the 56-acre site to provide a one-stop shop for homeowners, developers, contractors, and community members seeking City services or assistance.
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Policy 1.2 Quality City Spaces Provide quality City facilities to increase employee retention, job satisfaction, and employee health.

Policy 1.3 City Hall for All Develop a City Hall that is centrally located; easily accessible by bike and transit, has nearby childcare facilities; and accommodates those with sensory impairments or neurodiversity.

Policy 1.4 Multi-Use Space To introduce individuals to City facilities outside of City events, the civic center shall serve as a space for a variety of community needs, such as board meetings of other organizations, private events, conferences, and the like.

Policy 1.5 Continued Community Involvement Involve community members from project inception through groundbreaking by providing a space within the civic center that exhibits project updates and milestones.

Public Services Goal 2 Maintain central maintenance facilities to best serve the community.

Policy 2.1 Corp Yard Revamp Improve or redevelop the City streets maintenance facility (corp yard) to have a lesser visual and spatial impact on the 56-acres site while maintaining a central location for efficient service.

Policy 2.2 Parks Maintenance Develop a parks maintenance facility that is central to the major service locations of Bijou Community Park, Bijou Golf Course, and Campground by the Lake.

Public Services Goal 3 – Support enhancements of other public and quasi-public agencies.

Policy 3.1 Vector Control Relocation Facilitate relocation of El Dorado County's vector control facility by presenting alterative locations.

Policy 3.2 Local Provider Coordination Coordinate with local utility providers to allow for enhancements, expansions, and streamlining of necessary public services.

Policy 3.3 Government Center Lot Line Clean Up Where necessary, adjust property lines within the South Lake Tahoe Government Center to streamline improvements to existing uses.

Policy 3.4 Stormwater Coordinate with El Dorado County to implement an effective stormwater drainage Plan for the South Lake Tahoe Government Center and neighboring City facilities.

Policy 3.5 Student Housing In accordance with Housing Policy 1.8 "ensure the reservation of 21 Bonus Units by TRPA to be transferred to Lake Tahoe Community College in accordance with permit ERSP2022-1992 and accept the 21 residential units of use originally provided by the City back into City pools." 805
Natural Resources and Water Quality
Natural Resources Goal 1 – Create attractive streetscapes that complement the natural environment.

Policy 1.1 Private Property Frontages Explore creation of incentive programs to encourage property owners to participate in beautification of scenic corridors and maintain attractive street frontages with healthy native vegetation, efficient irrigation, neat parking barriers, and screening where necessary.

Policy 1.2 City Streetscape Improvements Keep well maintained right of ways following best practices of efficient irrigation, buffers between streets and sidewalks, and lighting.

Policy 1.3 Project Level Utility Improvements Require new distribution level electrical lines be installed underground when visible from scenic corridors or Lake Tahoe.

Policy 1.4 Area Wide Utility Improvements Work with local utility providers to analyze the feasibility of retrofitting and undergrounding utilities.

Natural Resources Goal 2 – Maintain or achieve attainment of all scenic resources.

Policy 2.1 Views from Lake Tahoe Ensure all projects visible from Lake Tahoe are thoroughly reviewed to prevent adverse scenic impacts (Al Tahoe Scenic Shoreline Unit 32).

Policy 2.2 Scenic Roadways Pursue improvements that contribute to increases in scenic quality rating.

Policy 2.3 View of the Lake Implement development and design standards that create openings between buildings for increased visibility and accessibility of Lake Tahoe.

Natural Resources Goal 3 – Water quality improvements shall be an integral part of all new construction, major redevelopments, and right-of-way improvements to protect and enhance Lake Tahoe's exceptional transparency, color, and clarity, as well as the quality of surrounding waterways.

Policy 3.1 Rufus Allen Install drainage and stormwater treatment infrastructure along Rufus Allen Blvd to mitigate seasonal flooding.

Policy 3.2 BMP Streamlining The City shall support TRPA efforts to streamline BMP treatments for residential developments on high-capability lands.

Policy 3.3 Shared Treatments Explore opportunities for area-wide treatments between multiple parcels, including a mix of public and private interests.

Policy 3.4 Snow Storage Ensure snow storage areas are upstream of BMP treatments. 806
Policy 3.5 Lake Tahoe Total Maximum Daily Load Collaborate with Lahontan Water Quality Control Board and refine the Pollutant Load Reduction Strategy for load reduction targets.

Policy 3.6 Environmental Improvement Program Coordinate with TRPA to implement projects identified by the Environmental Improvement Program.

Policy 3.7 Government Center Stabilize sediment sources, treat runoff, and alleviate flooding at the El Dorado County Government Center and City of South Lake Tahoe Police Department (Environmental Improvement Program (EIP) Project Number01.01.01.0195).

Policy 3.8 Source Water Protection Review all possible contaminating activities proposed in source water protection zones in accordance with TRPA Code of Ordinances 60.3.3(D) to prevent contamination of drinking water sources.

Policy 3.9 Facilitate Additional Coverage In accordance with Housing Policy 3.5, consider building in additional treatment capacity to area-wide stormwater treatments so that affordable, moderate, and achievable housing developments may utilize coverage above 70% as allowed by TRPA Code of Ordinances 30.4.2(B)(5). and30.4.2(B)(6).

Natural Resources Goal 4 – Preserve, enhance, and restore stream environment zones and their functions.

Policy 4.1 Redirection and Transfer of Development Do not allow new developments to encroach on SEZs and provide incentives to relocate development from SEZs to high-capability lands.

Policy 4.2 SEZ Mitigation Require mitigation when coverage is transferred within an existing disturbed SEZ.

Policy 4.3 Bijou Park and Golf Course SEZ In expansions or modifications to Bijou Park and the golf course, consider alternatives that reduce encroachment and increase functioning of SEZs.

Natural Resources Goal 5 – Encourage building practices that reduce climate change impacts regionwide and consider health of residents.

Policy 5.1 Residential Air Quality Residential developments should consider the health and well-being of residents by including air conditioning, screening, and shading of units, especially where homes are adjacent to high-polluting roadways such as Lake Tahoe Boulevard.

Policy 5.2 El Dorado County AQMD Implement measures recommended by the El Dorado County Air Quality Management District and explore grants and incentives offered for community benefit.
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Policy 5.3 Construction Emissions Encourage the use of low-emission construction equipment; prohibit open burning of debris from site clearing unless involved with a fuels reduction project; encourage the use of water or other dust control measures; and require low idling time for construction equipment and vehicles.

Policy 5.4 Sustainable Building Hold all projects to current standards of California Building Code and Building Energy Efficiency Standards, providing incentives for projects that exceed.

Policy 5.5 Renewable Energy Support the creation of location appropriate renewable energy systems, and advocate for the allowance of shared systems.

Art, Cultural, and Historic Resources
Art, Cultural, and Historic Resources Goal 1 – Develop an arts and culture focus within the 56-Acres Master Plan site, building on the area's existing historic features.

Policy 1.1 Funding Explore funding mechanisms to sustain a public arts grant program and, based on the funding source, consider identifying a priority area for installations.

Policy 1.2 Community Garden Explore the viability of a community/demonstration garden that teaches about high altitude gardening and plant species culturally and environmentally significant to the Washoe Tribe and Tahoe Basin.

Policy 1.3 Infrastructure for Art: Consider infrastructure needs of art, such as platform accessibility and lighting, in the development of other improvements.

Policy 1.4 Visibility of Art Recognize and account for the unique lighting needs of standalone art displays.

Art, Cultural, and Historic Resources Goal 2 – Collaborate with underrepresented communities to foster pride, awareness, and appreciation of different cultures within in the South Lake Tahoe community.

Policy 2.1 Washoe Representation Consult with the Washoe Tribal Government to identify and develop appropriate ways for tribal goals to be addressed through public art.

Policy 2.2 Education: Identify education opportunities for natural resources used by indigenous peoples for medicinal purposes, food, or tools.

Policy 2.3 Little Ameca Represent the approximately 22% of City residents who have ties to the City of Ameca or the state of Jalisco, Mexico.

Policy 2.4 Place Naming Consider appropriate areas to officially reinstate place names as originally identified by the Washoe Tribe.

Art, Cultural, and Historic Resources Goal 3 – Appreciate and recognize cultural and historic resources within the Mid-Town plan area.
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Policy 3.1 Archeological Discoveries Treat all newly discovered archeological finds as significant resources until evidence to the contrary has been provided.

Policy 3.2 Paleontological Discoveries Treat all newly discovered paleontological finds as significant resources until evidence to the contrary has been provided.

Policy 3.3 Resource Preservation Where feasible, preserve or restore cultural and historic resources. Where preservation is not feasible, require mitigation for the loss of the resource that preserves public access and provides education.

Policy 3.4 Human Remain Discovery Require projects or ground disturbance activities be halted should human remains be discovered. Follow state procedures regarding notifying the County Coroner and the Native American Heritage Commission and Washoe Tribe should the remains be determined to be indigenous.

Recreation and Open Space
Recreation Goal 1 – Increase availability of recreation opportunities in the winter months.

Policy 1.1 Winter Recreation Activities Explore expanding golf course operations and facilities to include winter sports and events that activate the space for year-round use.

Policy 1.2 Extended Activation Implement enhancements and additions to the Bijou Park that can extend use periods, both daily and yearly.

Policy 1.3 Campground Uses: Explore ways to utilize the campground during the winter months.

Recreation Goal 2 – Modify and enhance Bijou Community Park and Golf Course to meet parking needs, capacity demand for individual uses, accessibility, and suitability for special events.

Policy 2.1 Connectivity Increase non-autocentric connectivity both to and within the park, anticipating and advocating for a fixed route transit stop at Bijou Community Park.

Policy 2.2 Parking Needs Meet parking demand through additional vehicle and bicycle parking locations within the existing site, as well as through acquisition of new parcels.

Policy 2.3 City Owned Clubhouse Explore pathways to developing a new clubhouse on City-owned property.

Policy 2.4 Clubhouse Improvements Construct a new golf clubhouse that can accommodate special events, parking demand, year-round uses, and recreationrelated accessory uses. 809
Policy 2.5 Special Event Facilitation In all improvements to Bijou Park, consider how the space can become better suited to hosting special events that accommodate people of all ages and abilities.

Policy 2.6 ADA Compliance Address shortfalls identified by the City's ADA Self Evaluation and Transition Plan to bring all park facilities into compliance with the Americans With Disabilities Act (ADA).

Policy 2.7 Recreation for All Pursue accessible upgrades beyond those required by ADA, such as inclusive playground features that encourage disabled and able-bodied children to interact and share the same space, considering not only physical disabilities, but also sensory impairments, processing disorders, and other conditions.

Policy 2.9 Concessions Consider appropriate and need-based uses or services to operate from the existing concessions building, including but not limited to:
 Rental/loaner helmets for skate and bike park users
 Disc golf pro shop
 Items for tidying of facilities (brooms, rakes, leaf blower, etc.)  Tools for equipment quick fixes
 Prepackaged drinks and snacks
 Simple first aid supplies
 Water bottle refill station
Recreation Goal 3 – Balance recreation improvements with open space and stream environment zones.

Policy 3.1 Stream Environment Zones In expansions or modifications to Bijou Park and Golf Course, consider alternatives that reduce encroachment into or increase functioning of stream environment zones.

Policy 3.2 Open Space: Maintain sufficient open space areas for the benefit of the community and the environment.

Policy 3.3 CTC Land Exchange Continue parcel exchange efforts with the California Tahoe Conservancy to increase open space for the community's enjoyment.

Recreation Goal 4 – Develop the Recreation & Aquatics Center to be a community center for residents and visitors of all walks of life.

Policy 4.1 Supporting Facilities Develop supporting facilities for the Recreation & Aquatics Center, such as day use, outdoor summer camp, event, and demonstration spaces.
810
Policy 4.2 Integration of Art Realize the Recreation & Aquatics Center as a community hub where all individuals can find representation.

Recreation Goal 5 – Increase accessibility and experiences of beach recreation.

Policy 5.1 CTC Land Exchange Continue parcel exchange efforts with the California Tahoe Conservancy to increase opportunities for beach access and exploring expansion scenarios for Lakeview Commons.

Policy 5.2 Lakeview Commons Maintain Lakeview Commons as a community hub while exploring mechanisms to increase recreation areas.

Policy 5.3 Accessible Improvements Ensure beach recreation areas are accessible by walking, riding, or rolling.

Safety and Noise
Safety Goal 1 – Reduce or eliminate long-term risk to people and property from hazards, both natural and manmade.

Policy 1.1 Floodplain Development Do not allow additional development in 100-year floodplains unless the findings of TRPA Code of Ordinances 35.4.2(A), (B), (C), or (D) are made.

Policy 1.2 Emergency Response Advocate for the installation of emergency signals and clear zones at South Lake Tahoe Fire Station #2.

Policy 1.3 Smart Growth Create development standards consistent with the State of California, Office of the Attorney General's Best Practices for Analyzing and Mitigating Wildfire Impacts of Development Projects Under the California Environmental Quality Act.

Policy 1.4 Overflight Zones Require all new projects located within the overflight safety area to meet the standards and requirements of the Airport Land Use Compatibility Plan (ALUCP) in effect at the time the project is reviewed.

Policy 1.5 Police Access: Maintain police access to high-visitation areas, such as Lakeview Commons, especially during peak visitation times, for safer pedestrian experiences.

Policy 1.6 Community Event Safety Maintain appropriate police presence at community events for the safety of participants and the surrounding areas.

Safety Goal 2: Facilitate developments that increase the City's preparedness and resilience towards hazards and disasters.

Policy 2.1 Regional Safety Partners Support Lake Tahoe Community College in developing a regional first responder safety and training facility. 811
Policy 2.2 Flow Requirements Coordinate with STPUD to ensure proposed developments can be supported by existing infrastructure and meet minimum flow requirements for fire suppression.

Policy 2.3 Emergency Access Ensure developments and event spaces are accessible by emergency vehicles.

Policy 2.4 Improved Fire Facilities Explore locations within mid-town for the relocation of Fire Station #2 that allow room for expansion, accommodating training space, administrative offices, and increased response capacity.

Policy 2.5 Improved Police Facilities Explore the feasibility of improvements to police department facilities that allow for additional training opportunities, secure storage, and administrative offices with room for growth.

Safety Goal 3 Protect the community from harmful effects of exposure to excessive noise and ground borne noise.

Policy 3.1 Noise Mitigation for Residential Uses Residential projects fronting US Hwy 50/Lake Tahoe Blvd shall include features that mitigate transportation-related noise pollution, such as vegetation buffers and air conditioning.

Policy 3.2 Airport Noise Review all projects against Noise Compatibility Criteria (Table 4-1) of the Airport Land Use Compatibility Plan (ALUCP) to avoid establishing noisesensitive uses in affected areas.

Policy 3.3 Transportation Noise Require mitigation of new transportation noise sources to the levels shown in Table HS-2 of the City General Plan at all outdoor activity areas and interior spaces of existing noise-sensitive land uses.

Policy 3.4 Acoustic Analysis Require an acoustical analysis as part of the environmental review process when noise-sensitive land uses are proposed in areas exposed to existing or anticipated exterior noise levels exceeding the levels shown in Table HS-1 and HS-2 of the City General Plan.

Policy 3.5 Ground Borne Noise Require an analysis of potential vibration impact be conducted for all construction activities that include impact equipment and activities such as pile driving, soil compaction, or vibratory hammers that occur within 200 feet of existing structures.
812
April 2025

CONDITIONS
DISTRICT SIZE | 123.8 acres
EXISTING LAND USES | Commercial, Tourist
Accommodation, Public Service, Recreation, Open
Space, Multi-Family Residential, and Vacant

DISTRICT VISION
The district shall maintain a strong commercial
presence, while incorporating flexible zoning for
residential uses. The plan aims to slow down this area
and make it more enjoyable for all users by enhancing
bike and pedestrian infrastructure, create community
open spaces, preserving open space, and enhancing
curb appeal.

Tahoe Sierra Business District | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Develop pedestrian- and bicycle-friendly access to
businesses in the Sierra Commerical area.
• Allow for mixed-use and higher density housing.
• Improve pedestrian safety with intersection
improvements and additional crosswalks, especially
associated with high-density or mixed-use developments.

Consider mid-block crossings on city streets.
• Consider opportunities to convert vacant parcels into parks or recreation space.
• Provide public parking in convenient locations. Designate parking areas for beach goers, business patrons, and
employess.
• Restrict business hours of operation to reduce noise and light pollution near residential areas.

DISTRICT DESIGN STANDARDS
• Incorporate moderate density housing in appropriate
locations to avoid noise, pollution, and parking conflicts associated with US 50.
• Implement variable setbacks to encourage community
spaces and reduce the alley-like feel of the area.
• Maintain spatial buffers and reduce building mass to
reduce impacts on adjacent residential neighborhoods.
• Allow for additional height (32-38 feet) to make mixeduse projects (ground floor commercial and upper level residential) more feasible.
• Continue efforts alongside the California Tahoe
Conservancy to preserve open space and restore stream
environment zones.
• Allow light industrial uses of an artistic nature to create room for growth for local artisan entrepreneurs.

Existing Conditions Palmira Ave Bike Boulevard Concepts PALMIRA AVE. BICYCLE BOULEVARD CONCEPTS
• Develop Palmira Ave between Carson Ave and Lodi
Ave as a Bicycle Boulevard, separating bicycles and
pedestrians from highway traffic and encouraging activity in the area.

SHARED PARKING
• Minimize the number of driveways along US 50 by
encouraging the design and use of shared access points. • Provide incentives for consolidating parking into shared parking areas.
• Develop strategies and incentives for landowners to
provide onsite public parking outside of business hours.

Tahoe Sierra Business District
US 50
Sierra Blvd
813
April 2025

CONDITIONS
DISTRICT SIZE | 82.9 acres
EXISTING LAND USES | Commercial, Tourist
Accommodation, Single- and Multi-Family Residential,
Public Service, and Vacant

DISTRICT VISION
The district is bisected by the 56-Acres Master Plan
site, though connected characteristically by its smalltown atmosphere and physically by heavily used bike and pedestrian connections along Lakeview Commons.

The Harrison Ave. area is well established, however
a priority remains to identify additional public parking strategies to serve both businesses and beachgoers as
well as enhance infrastructure to reduce scooter/bike/
pedestrian conflicts.

A complete streets treatment has been explored for
Sandy Way which currently suffers from a lack of
pedestrian and accessible infrastructure, stormwater
treatment, and orderly parking. The area is well loved
by locals, but there is much potential to increase
walkability and curb appeal and develop a cohesive
district identity.

Harrison/Sandy District | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Opportunity area for artist, music, event, and culinary venues.
• Improve safety by providing greater separation of uses for pedestrians, cyclists, and e-mobility in high traffic areas. • Intersection improvements at US 50 and Johnson Blvd.
• Fix safety and connectivity gap at Harrison Ave to provide more clear routes for pedestrians and cyclists.
• Provide dedicated parking for beachgoers to ensure
parking is available for business employees and patrons. • Maintain connections between neighborhoods and
commercial or recreations areas.
• Allow for mixed-use and multi-family developments.

DISTRICT DESIGN STANDARDS
• Maintain spatial buffers and reduce building mass to
reduce impacts on adjacent residential neighborhoods.
• Maintain more specific design standards that encourage the “old Tahoe” atmosphere, such as pitched roofs and
natural materials/textures.
• Allow for additional height (approximately 40 feet) to make mixed-use projects (ground floor commercial and upper
level residential) more feasible.
• Explore parking management strategies at Harrison
Ave. to reduce conflicts between business patrons and
beachgoers.

Harrison/Sandy District

SANDY WAY CONCEPTUAL RIGHT-OF-WAY

IMPROVEMENTS
• A complete streets treatments would address many
of the community concerns for the Sandy Way region
of this district. Final plans may vary based on parking demand analyses, stormwater system planning, further
community outreach, cost evaluation, and outreach to
property owners.

SHARED PARKING
• Reduce the number of driveway crossings and vehicular interactions with pedestrians and cyclists, such as
through shared driveways and parking facilities.
• By reconfiguring a series of parking lots, these concepts increase the overall number of parking spaces, improve
the safety of pedestrians and drivers alike, and create space for landscape and stormwater improvements.

Existing Conditions Complete Street Concepts
Example Parking Lot Existing Conditions Shared Parking Lot Concepts 814
April 2025

CONDITIONS
DISTRICT SIZE | 24.7 acres
EXISTING LAND USES | Commercial

DISTRICT VISION
The Al Tahoe Center consists of large and outdated
commercial buildings with a sea of unutilized parking.

This area should be transformed into a mixed-use hub
with housing for a range of income levels, community
pocket parks or open spaces, and thriving economic
activity to support the growth of local small businesses.

Special attention should be taken to incorporate views
of Trout Creek, possibly through a riverwalk concept
that reorients businesses towards Trout Creek and
serves as a pedestrian boulevard between Lake Tahoe
Boulevard and Lake Tahoe Community College.

Al Tahoe Center | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Allow for a strong mix of uses and incorporate public spaces.
• Reduce the amount of parking or use underutilized
parking areas as satellite lots, park and ride services, or shared parking.

DISTRICT DESIGN STANDARDS
• Allow greater height as a redevelopment incentive.
• Allow residential uses by right, as they were previously prohibited here.
• Develop zoning that allows light industrial uses of an artistic nature to create room for growth for local artisan entrepreneurs.
• Explore incentives to bring property owners together for a cohesive redevelopment strategy that creates housing, community spaces, and integration with nearby open
space.

Al Tahoe Center

RIVERWALK CONCEPT
• Parcels within this district have the unique opportunity to compliment community spaces with Trout Creek and the
surrounding natural area. While the stream environment
zone shall not be encroached upon, commercial uses
may take advantage by providing scenic views of Trout
Creek from open-air pedestrian walking and seating
areas. Applying a riverwalk concept along the southern
side of these parcels has the potential to create a natural draw to the area.

Commercial/Residential Mixed-Use
Riverwalk Area
Public Service Uses
Stream Environment Zone
Stream Environment Zone Setback
College Trail to LTCC
Conceptual site layout showing public riverwalk adjacent to Trout Creek Stream Environment Zone.

Community spaces Cherry Creek Trail, Denver Hudson River Increased height Allow for artist studios or makerspaces 815
April 2025

CONDITIONS
DISTRICT SIZE | 422.7 acres
EXISTING LAND USES | Recreation, Public Service,
Tourist Accommodation, and Vacant

DISTRICT VISION
Many facilities integral to the City of South Lake Tahoe and surrounding area are located within the Public
Service Center District including but not limited to
South Tahoe Public Utility District, Lake Tahoe Unified School District, and U.S. Postal Service. The Mid-Town
Area Plan maintains flexible development and design
standards to accommodate the range of unique uses
within the district. The Mid-Town Area Plan supports
efforts of the 56-Acres Master Plan to realize this area as a civic center which will provide accessibility and
connectivity to support events and visitors of Lakeview Commons, El Dorado Beach, and Harrison Avenue.

Public Service Center | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Support the development of public services and
recreation opportunities within the 56 Acres area.
• Improve safety around South Tahoe Middle School
(school zone, intersection safety improvements, etc).
• Maintain the historic Tahoe character which is prevalent in this area.

DISTRICT DESIGN STANDARDS
• Allow for a multitude of public service and recreation uses to support growth of the area’s existing facilities. • Include eligible parcels in the Town Center to allow more development potential for uses that serve the greater
south shore community, such as:
• Coverage up to 70%
• Maximum height of 56 feet
• Allow flexible roof design standards to account for large and unique structures.
• Allow modifications to development and design
standards for public service uses that have unique
operational needs or utilize specialized equipment.

Public Service Center North
56 ACRES MASTER PLAN
• Concentrate City services in and around the 56-acre site to provide a one stop shop for homeowners, developers,
contractors, and community members seeking City
services or assistance.

Public Service Center South
(South Tahoe Public Utility District)
60 | 56 ACRES MASTER PLAN

MASTER PLAN
Figure 25: Master Plan

CAMPING
(TENT & RV)

CIVIC CENTER
MULTIGENERATIONAL

AQUATICS &

RECREATION
CENTER
HIGHWAY 50
HIGHWAY 50

HARRISON AVE

TALLAC AVE
RUFUS ALLEN BLVD .

RUFUS ALLEN BLVD .

TRANSIT
STOP

LAKEVIEW COMMONS

EXTENSION

TRANSIT
STOP

EXISTING SENIOR
CENTER
CABINS

PLAYGROUND
MUSEUM

ART CENTER

LAKEVIEW AVE

LIBRARY

LAKEVIEW

COMMONS

EXPANDED
CHAMPION’S
PLAZA

FLEXIBLE

EVENT SPACE

FITNESS
PLAY

NATURE &

ADVENTURE
PLAY

CAMPING
CABINS
“MAIN
STREET”

ICE ARENA

REPURPOSED
BLDG .

CULTURAL
HUB

LAKE TAHOE
0 ft 100 200
North
January, 2022
56 ACRES

ENVISION

MASTER PLAN
56 Acres Master Plan
Rendering showing a view of the entrance of the new Multigenerational Recreation and Aquatic Center.

Rendering showing a view of the Main Street at the 56 Acres entrance across from Tallac Avenue.
816
April 2025

CONDITIONS
DISTRICT SIZE | 194.4 acres
EXISTING LAND USES | Public Service, Recreation

DISTRICT VISION
This district consists solely of Lake Tahoe Community
College (LTCC) facilities and land. The Area Plan
supports the campus’ continual growth and changing
needs with flexibility in permissible land uses.

Appropriately sized commercial developments may
be allowed to support student life and events without
impacting other local businesses in the City or creating independent commercial uses. Special considerations
of LTCC include student housing and facility needs for
unique programs.

Lake Tahoe Community College | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Consider parking agreements between Lake Tahoe
Community College (LTCC) and ski resorts and other
commercial or recreation areas to provide park and ride shuttles.

DISTRICT DESIGN STANDARDS
• Allow modifications to development and design
standards for public service uses that have unique
operational needs or utilize specialized equipment.
• Allow a maximum height of 56 feet when the structure is compatible with the surrounding environment.
• Include in Town Center to facilitate the development of additional student housing.
• Allow uses that facilitate campus’ growth.
• Create unique signage opportunities for LTCC to
acknowledge the many roles it plays in the community.

Lake Tahoe Community College

LAKE TAHOE COMMUNITY COLLEGE MASTER PLAN

LAKE TAHOE COMMUNITY COLLEGE
CAMPUS MASTER SITE PLAN 2020 - 2030
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10 12
16 TARMAC
YARD
13 06
01 02
04 03
14 07
9 15B 15A
17 Board of Trustees Approved 03.24.2020

20 U. S. FOREST SERVICE LAKE TAHOE BASIN

MANAGEMENT UNIT
10 EARLY LEARNING CENTER
14 FUTURE BUILDING SITE
06 FINE ARTS BUILDING / DUKE THEATRE
05 CHILD DEVELOPMENT CENTER
15 RESIDENTIAL STUDENT LIVING - LODGE/HALL A & B
03 PHYSICAL EDUCATION CENTER
09 MOBILITY HUB
 
   
01 MAIN BUILDING
02 STUDENT CENTER/ DINING HALL
04 LEARNING RESOURCE CENTER / ROBERTA MASON

LIBRARY
 
11 TAHOE BASIN PUBLIC SAFETY TRAINING CENTER

18 STPUD PUMP / WELL HOUSE
19 TRPA AIR QUALITY MONITORING STATION
07 LISA MALOFF UNIVERSITY CENTER
08 SOUTH MECHANICAL BUILDING
LEGEND
12 OPERATIONS AND PUBLIC SAFETY STATION
16 LTCC OFFICES
17 MIXED RESIDENTIAL LIVING
    
13 P.E. EXPANSION
General Land Capability Lines
Property Line
JPA Line
Recreational Trail
Bike Pathway Trail
Utility Easement
Paved Pathway (Fire Access)
AGENDA ITEM NO. VII.A
Lake Tahoe Community College today Rendering of the new student housing building by JK Architecture + Engineering 817
April 2025

CONDITIONS
DISTRICT SIZE | 338.1 acres
EXISTING LAND USES | Recreation, Public Service,
Single-Family Residential, Conservation, and Vacant

DISTRICT VISION
Much of the Bijou Recreation District consists of
strong recreation assets at the heart of the South
Lake Tahoe community; however, they lack cohesion
and connectivity. As part of the Mid-town Area Plan
process, a working group came together to establish a
long-term vision for the future of Bijou Community Park that will inform future projects and the upcoming Bijou Community Park Implementation Plan. Bijou Community
Park should be enhanced to provide additional activities for those of all ages and abilities.

Bijou Recreation District | MID-TOWN AREA PLAN
WHAT WE’VE HEARD
• Improve pedestrian and bicycle facilities on Johnson Blvd. • Improve infrastructure at Bijou Community Park such
as restroom, water fountain, etc. and perform regular
maintenance.
• Provide inclusive play equipment.

DISTRICT DESIGN STANDARDS
• Allow for a multitude of recreation uses to better
serve the broader south shore community, including
accommodations for casual community gathering spaces
and events.
• Continue working with the community to identify desired uses for Bijou Park as a whole, as well as enhancements to individual uses. Should tradeoffs occur, work with the affected community to mitigate losses, be they spatial, historic, or other.
• Better integrate Bijou Community Park with Bijou Golf Course, Lake Tahoe Community College, and other
surrounding areas.
• Implement improvements such as lighting to increase
usable hours.
• Ensure all improvements provide opportunities regardless of users’ ages or abilities.
• Consider additional parking needs with future upgrades.

Bijou Recreation District

PRECEDENT IMAGERY
Nature Play, Inclusive Play Nordic Ski Hut for Winter Use Basketball Half Court Flexible Spaces for Community Events and Gatherings Amphitheater Pavilions/Gathering Areas
Disc Golf Course Enhancements Birdwatching and Wildlife Viewing 818
Implementation Strategies
The following are possible implementation tools that the City Council may discuss and choose to include in the Mid-Town Area Plan for further consideration. The presence of a strategy in this document does not constitute a commitment by the City of South Lake Tahoe to implement it.

Landbank
Creating a City of South Lake Tahoe landbank would allow the City to play a direct role in redevelopment. The landbank would acquire private land offered for sale. After a period, the parcel would be placed for sale for preferred developments. The City may also choose to maintain ownership until adjacent parcels are sold or intended to be redeveloped. This provides an opportunity for parcels to be merged and redeveloped as part of a larger project area. This is particularly valuable as coverage limitations, smaller lot sizes, and irregular lot shapes are present in the Mid-Town area, all of which limit development potential.

Further research would be required to identify the necessary startup funds, feasibility, and qualifications for desirable parcels.

Property Tax Abatement Programs
Exploration of tax abatement programs may be included in the Mid-Town Area Plan with further direction to analyze financial implications and project eligibility. This technique can be used to target specific parcels, such as those that have remained vacant for extended periods, or to incentivize certain types of development, including mixed-use developments that incorporate affordable housing units.

This approach generally has low startup costs but does result in forgone revenue.

Public/Private Partnerships
There has been widespread recognition of the benefits of collaboration with private property owners to complete projects such as the Harrison Avenue Streetscape Improvement & Bike Trail.

The City may choose to explore further opportunities to achieve areawide stormwater treatments, shared parking facilities, and pedestrian and bike infrastructure. There are lessons to be taken from the Harrison Avenue project, such as the value of parking as discussed below.

Paid Parking
A tool often used by jurisdictions to alleviate the burden on developers of constructing and maintaining onsite parking is paid public parking and parking benefit districts. These systems assign an appropriate cost to public parking based on location and demand. Jurisdictions can remove parking minimums from private establishments, while earning funds to enhance right-ofways with bike paths, walkways, ADA features, street lighting, and drainage improvements. Funds may also be dedicated to addressing other community goals, such as the creation of public art.

During outreach, staff heard both support and opposition for paid parking. Further research would include a feasibility study, implementation, and enforcement needs, as well as appropriate uses for the funds.
819
Public Art Funding and Priority Zone
A primary goal of the Mid-Town Area Plan is to emphasize arts and culture within this area. Should a funding source for public art be identified, the Mid-Town region may be designated as a priority zone for public art. Proposals within this zone may receive additional points.

Redevelopment Districts
In May of 2024, the City of South Lake Tahoe submitted a letter of support for AB 930, Reinvestment in Infrastructure for a Sustainable and Equitable California (RISE) Act. While this specific bill was not successful, City staff will continue to monitor state legislation for redevelopment funding opportunities.

Projects such as Heavenly Village and the Harrison Avenue Streetscape Improvement Project utilized redevelopment funds to deliver new and upgraded commercial spaces, safe and accessible pedestrian and bike paths, extensive stormwater treatment systems, and lively gathering spaces.

Defining “New Construction”
Creating a clear definition of “new construction” would help keep properties from falling into disrepair, making them more attractive to new tenants and possibly reducing commercial vacancy rates. It is a trend for developers to remodel buildings down to the studs. However, because the building is not fully demolished, it does not qualify as a new construction project, and certain building code requirements cannot be enforced. Defining new construction to include these kinds of projects will ensure safety, accessibility, and sustainability upgrades are diligently implemented.

Implementation would only require staff time for the development and adoption of an ordinance.

Bijou Park and Golf Course Implementation Plan
Following the adoption of the Mid-Town Area Plan, the City Parks and Recreation Department will develop a Bijou Park and Golf Course Implementation Plan to execute goals and priorities identified by the community. The plan will outline specific deliverables, timelines for completion, funding mechanisms and/or gaps, and possible roadblocks or challenges to project fruition. 820
City Council
September 9, 2025
Mid-Town Area Plan
Design Standards and Policy Review
821
Contents • Introduction • Setting and background • Outreach summary • Plan contents • Implementation strategies • Discussion 822 Area Plan Introduction
3 Before
After
• Provide direction for a specific area
• Build on General Plan goals and
policies
• Transportation and Circulation
• Recreation and Open Space
• Land Use and Community Design
• Long range planning document, 20-
year vision
• Allowed land uses
• Minimum and maximum densities
• Site design standards
• Building design standards
• Public improvements
823
Setting
4 824
Setting
5 825
Background and Prior Direction
6 Prior City Council Actions
May 7, 2024 Kicked off the project with City Council
June 4, 2024 Entered professional services agreement with Design Workshop
September 10, 2024 Discussed priorities with City Council • City Council 2023-2028 Strategic Plan Priority 1.2 Mid-Town Revitalization • Support from the TRPA Governing Board
• Replace aging planning documents
• Bijou/Al Tahoe Community Plan (1995)
• Tahoe Sierra (Sierra Tract) Commercial PAS (1987)
• Bijou Meadows PAS (1987)
• Target public facing uses and zones
• 33.3% recrea?ons
• 27.4% public service
• 11.2% commercial
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Stakeholder and Public Outreach
7 Communication Methods
• Targeted email invites
• Dedicated Mid-Town webpage
• Social media
• Flyers throughout town
• South Tahoe Now
• South Tahoe Tribune
• Email blast to possibly interested parties
• Door to door (Tahoe Chamber Business
Walk)
• Email subscription to Mid-Town specific
updates
• Messages boosted by Lake Tahoe Unified
School District and Tahoe Regional
Planning Agency
Outreach Venues
• Community events (3)
• Open houses (4)
• Public hearings (6)
• Stakeholder meetings (14, virtual and in person)
• Stakeholder workshops (2, two-day sessions)
• Online public comment application
• Adjacent efforts: Councilors of Real Estate’s
Transforming Neighborhoods initiative and Tahoe
Chamber South Shore Business Walk
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8 Mid-Town Goals: Revitalization
• Implement policy and design standards that support all housing types • Emphasize the area as an arts and culture center
• Consider unique needs of public service uses within the plan area • Identify enhancements and gaps to work towards a safe and interconnected active transportation network
• Explore community demand/desire for enhancements to recreation assets • Develop an implementation chapter that provide incentives and to achieve plan goals
828
9 Proposed Zoning
Harrison/Sandy District
Public Service Center
Bijou Recreation District
Al Tahoe Center
LTCC
Sierra Tahoe Business District
Town Center Overlay
Stream Restoration Area
829
10 Support all housing types: Height
Policy 2.1 Housing in Town Centers Encourage
residential uses in conjunction with new
construction and redevelopment projects to
increase pedestrian activity near transit stops and
amenities.

Policy 3.4 Residential Compatibility Structures
with height over 26 feet shall reduce mass when
adjacent to sensitive uses by placing additional
height at a greater setback.

Policy 3.4 Maximize Building Envelope Potential
Provide parking reductions, additional coverage
opportunities, and increased height to allow more
units to be built.
42 feet, shorezone scenic
quality considerations
56 feet (TC); TRPA
Ch. 37 (not TC)
TRPA Ch. 37 (not TC)
46 feet
56 feet
36 - 46 feet
830
11 Support all housing types: Density
• Expanding areas where multifamily dwelling
uses are allowed
• Advocate for higher market rate density
• Implement minimum density
• Explore mixed income density approach
• Incorporate TRPA Phase II Housing
Amendments
Policy 2.2 Compact Mixed-Use Units Allow a residential unit to be built as accessory to a commercial use for employee housing, managers units, or other long-term tenants.

Policy 1.9 Density Flexibility Include built in flexibility regarding density, anticipating and advocating for changes to Tahoe Regional Planning Agency Code of Ordinances that would allow additional density for market rate units.

Policy 1.6 Housing Advocacy In accordance with Program 2-8 of the City of South Lake Tahoe 2022-2027 Housing Element, continue to advocate for changes to Tahoe Regional Planning Agency regulations to reduce restrictions on affordable, workforce, and mixed-use housing developments. 831 12 Emphasize the area as an arts and culture center
• Expanding light industrial uses of an artistic nature • Printing and publishing
• Small scale manufacturing
• Small scale kitchen (new)
• Makerspace (new)
• Lighting exemptions for public art installations
• Explore funding sources for public art
• CFA exemption for outdoor dining
• Emphasize the importance of third places
Policy 1.3 Infrastructure for Art Consider infrastructure needs of art such as platforms accessibility, and lighting in the development of other improvements.

Policy 2.1 Washoe Representation Consult with the Washoe Tribal Government to identify and develop appropriate ways for tribal goals to be addressed through public art.

Policy 2.3 Little Ameca Represent the approximately 22% of City residents who have ties to the City of Ameca or state of Jalisco, Mexico.
832
13 Consider needs of public services within the plan area • Create flexible design standards to facilitate public service growth:
• 56 Acres Master Plan
• LTCC Master Plan
• STPUD growth plans
• Allow accessory uses that facilitate LTCC’s growth
• Allow housing on public service properties
• Include eligible areas within the Town Center
overlay
Policy 1.3 City Hall for All Develop a City Hall that is centrally located; easily accessible; has nearby childcare facilities; and accommodates those with sensory impairments or neurodiversity.

Policy 2.1 Corp Yard Revamp Improve or redevelop the City streets maintenance facility to have a lesser visual and spatial impact on the 56-acres site while maintaining a central location for efficient service.

Policy 2.2 Parks Maintenance Develop a parks maintenance facility that is central to the major service locations of Bijou Community Park, Bijou Golf Course, and Campground by the Lake. 833 14 Explore enhancements to recreation assets
• Necessary design standards
• Community priorities
• Additional event and gathering spaces
• Year-round enhancements and uses
• Golf course enhancements and club house
• Identify a parks maintenance location
• Enhance connectivity to and within park
facilities
Policy 1.1 Winter Recreation Activities Explore expanding golf course operations and facilities to include winter sports and events that activate the space for year-round use.

Policy 2.1 Connectivity Increase non-autocentric connectivity both to and within the park, anticipating and advocating for a fixed route transit stop at Bijou Community Park.

Policy 2.4 Third Places Create multi-use third places spaces that serve individual needs for outdoors and exercise that can also host community events such as markets and fairs.

Policy 4.2 Integration of Art Realize the Recreation & Aquatics Center a community hub where all individuals can find representation. 834
15 Explore enhancements to recreation assets, cont.

Policy 2.2 Parking Needs Meet parking demand through additional vehicle and bicycle parking locations within the existing site as well as through acquisition of new parcels.

Policy 2.6 ADA Compliance Address shortfalls identified by the City’s ADA Self Evaluation and Transition Plan to bring all park facilities into compliance with the Americans With Disabilities Act (ADA).

Policy 2.8 Recreation Diversification and Enhancements Continue working with the community to identify desired uses for Bijou Park as a whole, as well as enhancements to individual uses. Should tradeoffs occur, work with the affected community to mitigate losses, be they spatial, historic, or other. 835 16 Create a safe and interconnected transportation network • Addressing gaps in the bike network
• Explore opportunities for public/private
partnerships for largescale street and
stormwater improvements
• Create a walkable “locals’ downtown”
Sandy Way improvements:

Policy 1.6 Off-site Improvements Require frontage improvements or alternative contributions for all major redevelopments or new construction.

Policy 2.8 Street Treatments Consider key areas where private/public partnerships can accomplish largescale pedestrian, shared parking, and circulation improvements. 836 17 Create a safe and interconnected transportation network Trout Creek Riverwalk
Policy 2.4 Third Places Create multi-use third places spaces that serve individual needs for outdoors and exercise that can also host community events such as markets and fairs.

Policy 1.04 Wayfinding and Reliability Install wayfinding signage throughout the area to direct cyclists and pedestrians to key locations and services.

Palmira Ave Bike Boulevard
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18 Implementation Strategies
Long Term
• Landbank
• Property tax abatement
• Public/private partnerships
• Paid parking
• Redevelopment districts
• Public art funding and priority zone
Policy 2.6 Redevelopment Explore ways for the City to play a more active role in infill development and redevelopment.

Policy 3.3 CTC Land Exchange Continue parcel exchange efforts with the California Tahoe Conservancy to increase open space for community benefit.

Policy 2.2 Accelerate Improvements Create a clear definition of “new construction” to ensure safety, accessibility, and sustainability upgrades are diligently implemented.

Short Term
• Define “new construction”
• Bijou Golf Course and Park
Implementation Plan
• Excess coverage mitigation assistance
838
Questions and discussion.
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City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:27
Agenda Item: Grow and Diversify the Economy- Strategic Plan Priority Update Executive Summary: With this yearâ€™s Strategic Plan Update, the City Council included priorities and action items focused on increasing City attention to the economic and business environment in our community. Staff will present an update on implementation and request direction on continuing economic development initiatives.

Requested Action / Suggested Motions: Pass a Motion directing staff to continue business outreach efforts, initiate the General Plan Economic Development Update process, continue efforts to reduce regulatory barriers to business investment, develop industry social media campaigns, and explore options to fund a facade/property improvement grant program and/or pre-development loan program.

Responsible Staff Member: Hilary Roverud, Assistant City Manager Reviewed and Approved By: Olga Tikhomirova, Finance Director Susan Blankenship, City Clerk Heather Stroud, City Attorney
Attachments:
01-Staff Report
02- General Plan Economic Development Element
03-Economic Development Presentation
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Council Agenda Report- September 9, 2025 Page 1 of 5
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2025
Title: Grow and Diversify the Economy Strategic Plan Priority Update Location: Citywide
Responsible Staff Member: Hilary Roverud, Assistant City Manager Background:

With this year’s Strategic Plan Update, the City Council included priorities and action items focused on increasing City attention to the economic and business environment in our community. The City Council expects to, “create an environment that attracts diverse investment in our community and supports existing businesses.” Action items under the “Grow and Diversity the Economy” priority include:

4.1 Identify viable second economies. (2025-2030 implementation)

4.2 Create an Economic Development Advisory Committee to focus on local business retention and expansion programs as well as other potential economic development initiatives.(2025-2027 implementation)

4.3 Strive to develop 51 events per year in coordination with partners. (2025-2030 implementation)

4.4 Support Lake Tahoe Community College (LTCC) to identify appropriate workforce programs (i.e. nursing school, paramedic school). (2025-2030 implementation)

4.5 Evaluate cannabis tax and mitigation fee structure. (2025-2026 implementation)

4.6 Complete an update to the City’s Economic Development Element of the General Plan. (2027-2029 implementation)

4.7 Complete the Mid-Town Area Plan update. (2025-2026 implementation) Issue and Discussion:

Business Visitation Program
Staff has launched a Business Visitation Program that includes conducting outreach to individual businesses and business organizations. Individual business visits have consisted of introductions with managers or owners, a discussion about how business is going, what challenges the business faces, and what types of businesses they consider to be complimentary to theirs. As of August 21, 2025, staff has visited 24 businesses, with 17 of them having a positive perception of how their business is going, 6 having neutral sentiment, and 1 with negative sentiment. Challenges expressed include the influence of weather and seasons, impacts of homeless/RV campers in parking lots, sales tax rate in California versus Nevada, finding qualified staff, the overall industry market, the poor reputation of South Lake Tahoe reflected in customer reviews, public transportation, and employee parking. Noted complimentary business types were food and beverage producers with local products that can be offered in restaurants or retail stores, holistic health providers, recreation and sports 841
Council Agenda Report- September 9, 2025 Page 2 of 5
focused retail or services, real estate, businesses that attract people to an area where they may also visit neighboring businesses. Staff has also been able to follow up or resolve several issues raised by business owners by addressing potholes just outside a business driveway, temporary sign enforcement issues, building permit/inspection status, and information about proposed land use regulations in the Mid-Town Area Plan.

In the last few months, staff has attended a South Tahoe Chamber meeting, a meeting of Heavenly Village business representatives, a Lake Tahoe Visitors Authority meeting, and Tahoe Chamber meeting to discuss the City Council’s Strategic Plan economic development goals and receive feedback.

Although additional business and public input is needed to draw final conclusions on recommended second economies to target, General Plan Economic Development Element policies, and more robust Business Retention and Expansions programs, these initial outreach efforts have begun to establish and develop closer relationships with business owners and address issues that can be handled with existing City services. Continuing to collect this type of input is important for an effective update to the Economic Development Element and to inform future City programs. Staff has been pursuing a CivicSpark Fellow that can add capacity to these efforts and conduct additional outreach through workshops, surveys, and other methods.

Regulatory Streamlining
City staff continue to advocate for revisions to the TRPA mobility mitigation fee as this fee has been identified as a hindrance to certain types of redevelopment. As a result, the TRPA Governing Board has added a review of this fee to their work plan. It has been communicated to staff that they will be reviewing this fee and associated impacts in the coming months.

Additionally, TRPA staff will be presenting to the City Council on September 23rd.

A discussion of the proposed Mid-Town Area Plan is included on this September 9th City Council agenda. The proposed Mid-Town Area Plan includes regulatory changes to facilitate and incentivize investment, including expanded allowable use categories within zoning districts, increased height and density standards and expanded Town Center boundaries which offers enhanced coverage and density benefits.

City staff are also in the process of establishing an Ombudsman (Liaison) role for potential or expanding business applicants to assist in navigating the development process. This includes not just the City process, but also any other development review processes associated with other entities such as the TRPA, Liberty Utilities, STPUD, Southwest Gas, County Health Department, neighboring property owners or any other relevant stakeholder.

Development Services staff have begun providing entitlement status communications directly to property owners as well as owner’s representatives to keep owners informed of the status of applications submitted by their representative, often a consultant, architect or engineer.

The Development Services Department is also preparing a “New Commercial Submittal Requirement Checklist and Step by Step Guide”. This will assist any new commercial developers or business owners to better understand not just the City process, but also identify any information that they may need to be aware of such as coverage requirements, utility requirements, etc.
842
Council Agenda Report- September 9, 2025 Page 3 of 5
Staff is also enhancing the pre-application review process, by improving the delivery of information to the applicant through a more standardized template. This will improve the consistency of information provided to applicants regardless of the type of project. The purpose of this effort is to ensure that applicants have all necessary and accurate information at the earliest possible stage in development.

At the August 12, 2025 City Council meeting, Mayor Pro Tem Bass requested a future agenda item to discuss potential amendments to sign regulations and received support from Councilmember Jinkens. This discussion is scheduled for October 21, 2025.

Investment Incentives
The City currently provides development commodity incentives to support property investment in the community. The City Council maintains a policy on how city owned development commodities are distributed, which in recent years has have been focused on housing development. At the September 9 meeting City Council will be discussing revisions to the policy that provide additional incentives for property improvement and business expansion projects.

Event Coordination
The City coordinates events with partners in a variety of ways. Some events are put on by the City and some are put on by other entities with support from the City. Events supported by the City include those that the City provides sponsorship, are conducted by a contracted concessionaire, are conducted by a contracted City facility operator, or are enabled through a City facility use agreement. City events and events supported by the City include:

City Events City Supported Events
Fourth of July Parade 10 Live at Lakeview Summer Music Series events (City facility concessionaire)
Red, White and Blue Aerial Showcase 8 History Talks at the Lake events (sponsorship)
Multicultural Celebration BooBash (sponsorship)
State of the City Earth Day Celebration (sponsorship)
Festival of Winter Lights 24 Lake Tahoe Lakers Hockey games (City facility concessionaire)
Lake Tahoe Gingerbread Crawl Western Days (Cannabis Grant recipient) Pumpkin Patch Splash
Easter Egg Splash & Dash
Winter Operations Open House
Friday Night Movies in the Park (3 nights)
Mayor Meet Ups (~2 events)
Airport Lobby Art Opening Receptions
Ribbon Cutting Events (~5/year)
National Night Out
Wildfire Safety Expo
FireFest
Wildfire preparedness events (~5 events)
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Council Agenda Report- September 9, 2025 Page 4 of 5
Fire Department Open House and Pancake
Breakfast
Total: 25 45
This list does not include events put on by other entities where the City’s role is limited to regulatory oversight. City staff continues to expand and add City events as well as opportunities to sponsor and support other events at City facilities. The anticipated opening of the new Multi-Generational Aquatics and Recreation Center in April 2026 will provide additional opportunities for events.

Recommendations
City staff would like to pursue the following activities as part of the Grow and Diversify the Economy Priority:
 Continue the Business Visitation Program and efforts to gather feedback from the business community.
 Continue to identify potential business support resources and distribute to businesses.  Use feedback as part of a public process to inform the update of the General Plan Economic Development Element update (Current ED Element attached). Staff recommends moving the scheduled start of updating the Economic Development Element from fiscal year 27/28 to 25/26 since this document provides the overall guidance and direction for future economic development activities. The update would include a vision statement identifying industries and business sectors that the City should target for support, programs that the City should pursue to support our business community, as well as policy direction on issues that have an impact on achieving the stated vision. The public input process may also include public input through surveys and workshops.
 Continue to reduce regulatory barriers and improve permit process streamlining. This would include implementation of Council direction on sign regulations.  Business Retention and Expansion initiatives
o Continue building stronger relationships with the two Chambers, Sierra Business Development Council and other business and economic development representative organizations to increase services and educate business owners on available resources.
o Explore options to fund a façade/property improvement grant program. o Explore options to fund a pre-development loan program. o Develop social media campaigns to highlight new brick and mortar businesses and provide opportunities for business exposure through industry specific campaigns on City social media channels (i.e. restaurant week, recreation week, small business week, etc.)
Financial Implications: There are no financial implications associated with providing this update and recommended initiatives do not require additional funding at this time.

Environmental Considerations: Receiving a presentation and providing direction to staff regarding business retention and expansion or economic development initiatives is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies).
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Council Agenda Report- September 9, 2025 Page 5 of 5
Policy Implications: The City Strategic Plan states as a priority to “Grow and Diversify the Economy” with the following specific actions:

4.1 Identify viable second economies.

4.2 Create an Economic Development Advisory Committee to focus on local business retention and expansion programs as well as other potential economic development initiatives.

4.3 Strive to develop 51 events per year in coordination with partners.

4.4 Support Lake Tahoe Community College (LTCC) to identify appropriate workforce programs (i.e. nursing school, paramedic school).

4.5 Evaluate cannabis tax and mitigation fee structure

4.6 Complete an update to the City’s Economic Development Element of the General Plan.

4.7 Complete the Mid-Town Area Plan update.
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City of South Lake Tahoe
General Plan Policy Document
Economic Development
Element
Final Draft - May 17, 2011 ED-1

INTRODUCTION
This element provides the policy context for the City of South Lake Tahoe to achieve its vision for future economic development and sustainability. Economic sustainability recognizes the need for both local and regional economic prosperity and resilience to maintain the health of the community for current and future generations. It encourages self‐reliance, entrepreneurial activity, and the generation of wealth in a manner that does not degrade or burden future generations’ ability to meet social, economic, and environmental needs. This can include diversifying the economy, nurturing local entrepreneurs, improving infrastructure and community facilities, and encouraging “green” businesses and new emerging technologies that protect the environment and our neighborhoods.

The City is committed to creating a vibrant and sustainable local and regional economy. The City recognizes that tourism associated with recreation and the gaming industry is the heart of South Lake Tahoe’s economy. However, a sustainable economy will require economic opportunities that support an economically diverse and prosperous year‐round community. South Lake Tahoe residents drive to communities outside of the Tahoe Basin, such as Carson Valley and Reno, to do approximately half of their shopping. Capturing this spending in South Lake Tahoe requires planning for commercial areas to create opportunities for retail businesses that will serve the local population. Otherwise, this spending will continue to leave South Lake Tahoe and benefit businesses located outside the community. Accordingly, this element contains goals and policies to attract new businesses needed and desired by residents and to encourage existing local businesses to grow and prosper over time.

The City also recognizes the benefits of promoting environmentally‐friendly business development. Much of South Lake Tahoe’s economy is based on the natural environment. Appropriately, this element focuses on fostering “green” businesses and the expansion of eco‐tourism that takes advantage of the unique character of the natural surroundings.

One of the major obstacles to economic development in the city is the lack of available Commercial Floor Area (CFA). CFA is one of five development rights administered by TRPA through an allocation process. It provides the right to build square footage for commercial uses in the Tahoe Basin. The city does not have enough CFA to accommodate growth in residential/visitor populations and to capture South Lake Tahoe’s documented retail leakage. The City is also limited in its 846
South Lake Tahoe General Plan Economic Development Element ED-2 Final Draft - May 17, 2011
commercial development by TRPA regulations on coverage, building heights, land use intensity, and parking. Goals and policies organized under the following headings:
• Economic Prosperity and Diversity
• Business Attraction
• Business Retention and Expansion

ECONOMIC DEVELOPMENT VISION
The following is the City of South Lake Tahoe’s vision for future economic development:
“In 2030 the new public and private investment has improved South Lake Tahoe’s economy and helped to maintain a high quality of life while supporting environmental objectives. The city has a diverse array of locally‐owned businesses that offer good wages and provide services and amenities that are needed and desired by the local community and visitors alike. This transformation has been possible due to the expansion and diversification of the local economy through new information, creative, environmentally‐sound, and “green” technology businesses. The City has been successful in creating regulatory programs along with economic incentives that foster upgrades to existing businesses and encourage new businesses to locate within the city limits.”

ECONOMIC PROSPERITY AND DIVERSITY
The policies in this section provide the overall direction for future economic prosperity and diversity in South Lake Tahoe. The policies in this section seek to encourage and support high‐tech and environmentally‐sustainable businesses, a balanced economy, and a year‐round community.

Goal
ED‐1
To support and promote economic growth and the diversification of the local economy.

Policy ED‐1.1: High‐Tech and Environmentally‐Sustainable Business The City shall support programs and activities that promote business/job retention, expansion, and new business/job development including high‐tech and environmentally‐sustainable businesses.

Policy ED‐1.2: Economic and Environmental Balance
The City shall strive to maintain a balance between economic health and environmental health through careful and efficient planning. 847
South Lake Tahoe General Plan Economic Development Element Final Draft - May 17, 2011 ED-3
Policy ED‐1.3: Regional Partnerships
The City shall participate in regional economic development efforts that benefit the overall regional economy to the extent that these efforts serve the interest of the residents of South Lake Tahoe.

Policy ED‐1.4: Economic Growth Considerations
The City shall ensure economic growth: makes a positive contribution to the local economy, community, and environment, with particular attention to potential impacts on the health of Lake Tahoe and the forest; does not negatively impact infrastructure and community facilities; and is compatible with “un‐biased” scientifically‐based and peer‐tested regional Environmental Thresholds.

Policy ED‐1.5: “Green” Business Practices
The City shall encourage adoption of “green” business practices and other systems that enhance both the environmental and economic performance of businesses in the community.

Policy ED‐1.6: Environmentally‐Friendly Business Development The City shall support programs that help diversify the local economy by promoting environmentally‐friendly business development and by providing incentives to do so.

Policy ED‐1.7: Year‐Round Community
The City shall provide economic incentives and regulatory reform that support an economically diverse and prosperous year‐round community for city residents and visitors alike.

Policy ED‐1.8: Redevelopment
The City shall use redevelopment as a tool within the city limits to implement the City’s revitalization objectives and serve the interests of the people of South Lake Tahoe.

Policy ED‐1.9: Commercial Floor Area Allocation Transfer Incentives The City shall seek incentives to facilitate Commercial Floor Area (CFA) transfers from other parts of the city to redevelopment project areas.

Policy ED‐1.10: Expanding Events and Entertainment Opportunities The City shall encourage the sponsors of sporting events, festivals, parades, international competitions, and entertainment shows to hold events at public (e.g., Parks and Recreation facilities, roads, or public lands) and private facilities in South Lake Tahoe, particularly during off‐season (Spring and Fall). The City shall also participate in community organizations specifically formed for this purpose (e.g., Sports Commission).
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South Lake Tahoe General Plan Economic Development Element ED-4 Final Draft - May 17, 2011
Policy ED‐1.11: Livable Wages and Employment Variety
The City shall encourage existing and new employers to create jobs that pay a living wage, create a variety of employment choices, increase the ratio of full‐time residents, and improve the quality of life for South Lake Tahoe residents.

Policy ED‐1.12: Lake Tahoe Airport
The City shall support continued improvement of the Lake Tahoe Airport to improve accessibility to year‐round visitors and convention attendees that can take advantage of scheduled regional air carrier service.

Policy ED‐1.13: Support of Natural Capital
The City shall preserve the city’s natural beauty and enhance outdoor recreation opportunities that support South Lake Tahoe’s natural capital.

Policy ED‐1.14: Support of Social Capital
The City shall expand and improve housing opportunities, healthcare services, and educational opportunities to increase the quality of life and social capital of the city.

Policy ED‐1.15: Creating a Sense of Place
The City shall encourage the creation of small, local, retail businesses that create a sense of place and local identity for South Lake Tahoe. A sense of place can also be created within districts by providing decorations, tree lighting, and lamp post graphics.

Policy ED‐1.16: Regularly‐Scheduled Street Fair
The City shall identify an area, possibly along Ski Run Boulevard near Lakeview Commons or on Venice Drive East, for a regularly‐scheduled street fair. The street fair can include, but is not limited to, a farmers market, street vendors, live music, and special events.

Policy ED‐1.17: Convention Center
The City shall prioritize assistance with completion of Redevelopment Project 3 and the public amenities and environmental improvements associated with it.

BUSINESS RETENTION AND EXPANSION
The policies in this section address the need to focus attention on retention and expansion of existing businesses in South Lake Tahoe. Existing businesses provide South Lake Tahoe’s job base and constitute the most effective starting point from which to grow the City’s economic base. Keeping existing jobs, particularly higher wage jobs, in the city is an important goal, and the policies in this section seek to encourage and support local businesses.

Goal
ED‐2
To support and promote existing businesses, job retention and expansion, and diversify the local economy.
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South Lake Tahoe General Plan Economic Development Element Final Draft - May 17, 2011 ED-5
Policy ED‐2.1: City Programs Business Expansion
The City shall develop programs to expand businesses wanted and needed by residents to help reduce vehicle miles traveled (VMT) outside the Lake Tahoe Basin for these services.

Policy ED‐2.2: Conventions and Conference Promotion
The City shall actively promote South Lake Tahoe and its Convention Center and hotels to conference and convention organizers.

Policy ED‐2.3: Local First Program
The City shall continue the “Local First Program” to encourage and support local business as permitted under State law.

Policy ED‐2.4: Healthcare Industry Expansion
The City shall support the expansion of South Lake Tahoe’s healthcare industry to serve the needs of South Shore residents, and the healthcare industry is expected to deliver health care services that are competitively‐priced and meet community needs.

Policy ED‐2.5: Local Business Encouragement
The City shall encourage and support practices by local businesses to provide excellent customer service, competitive prices, good product selection, and timely product availability.

Policy ED‐2.6: Upgrade the Condition of Existing Businesses The City shall actively support programs to upgrade the physical condition and appearance of existing businesses.

Policy ED‐2.7: Coverage and Commodity Incentives for “Green” Businesses The City shall seek from the Tahoe Regional Planning Agency, and other agencies as applicable, coverage and commodity incentives for “green” and sustainable projects and developments.

Policy ED‐2.8: Sustainable Purchasing and Procurement Practices The City shall practice local and sustainable purchasing and procurement, and encourage other public agencies and private institutions to do the same.

Policy ED‐2.9: Small Business Technical Assistance
The City shall continue to support programs providing technical assistance to small local businesses seeking to expand.

Policy ED‐2.10: Tourism Promotion
The City shall continue to work and collaborate with organizations that promote tourism in the South Shore, especially during the off‐season (Spring and Fall).

Policy ED‐2.11: Home‐Business Promotion
The City shall promote creation of home‐businesses.
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South Lake Tahoe General Plan Economic Development Element ED-6 Final Draft - May 17, 2011
Policy ED‐2.12: Outdoor Events Venue
The City shall encourage the development of a public outdoor concert, theater, and events venue as a part of the Lakeview Commons project.

Policy ED‐2.13: Neighborhood‐Serving Businesses
The City shall support development of small neighborhood‐serving businesses, such as corner stores, in neighborhoods to promote walkability and a sense of place.

Policy ED‐2.14: Airport‐Related Businesses
The City shall examine, develop, and pursue programs and activities to locate new businesses at the Lake Tahoe Airport to improve the local economy and to make the airport financially self sufficient.

Policy ED‐2.15: Lake Tahoe Community College Curriculum Expansion The City shall support and encourage the Lake Tahoe Community College to expand the curriculum to offer education in areas that would prepare student to work in industries that are prevalent within the city, such as hospitality and tourism services, environmental management, “green” businesses, sustainability, business growth and development, smart business practices, and emergency response.

Policy ED‐2.16: City Outreach Program
The City shall create City outreach programs for existing businesses that includes personal visits or semi‐annual meetings with Staff to hear and connect with businesses throughout the city regardless of their scale.

BUSINESS ATTRACTION
Historically, South Lake Tahoe has lacked shopping opportunities that specifically serve the needs of local residents. Many residents travel outside the city and the Lake Tahoe Basin to shop for every‐day necessities. The policies in this section seek to address market opportunities presented by local household spending and seek to reduce the amount of spending that currently leaves the city through retail sales leakage. Additionally, this section contains policies to attract new “green” businesses to South Lake Tahoe and promote eco‐tourism based on the unique character of the natural surroundings.

Goal
ED‐3
To support and promote new business development and employment growth including local‐serving, high‐technology, environmental‐ technology, and sustainable businesses, and encourage private‐sector investment in South Lake Tahoe.

Policy ED‐3.1: Aggressive Business Attraction Programs
The City shall seek to attract new businesses providing goods and services currently underrepresented in the community and desired by permanent residents, as found in the community survey (National Research Center, December 2008), the Retail Market Analysis (RRC Associates, December 2005), and identified by participants 851
South Lake Tahoe General Plan Economic Development Element Final Draft - May 17, 2011 ED-7
during General Plan workshops. Examples of these businesses include general retail (e.g., appliances, household goods, sporting goods, specialty grocery), consumer electronics, apparel, and healthcare clinics/institutions.

Policy ED‐3.2: Shopping Opportunity Expansion for Permanent Residents The City shall seek to attract new businesses providing goods and services currently underrepresented in the community and desired by permanent residents, such as general retail and consumer electronics.

Policy ED‐3.3: Large‐Scale Retail
The City shall seek to attract one or more large‐scale retail businesses to South Lake Tahoe, particularly in the Tahoe Valley Community Plan area, in order to serve the shopping needs of residents.

Policy ED‐3.4: Eco‐tourism Businesses
The City shall seek to attract eco‐tourism businesses to South Lake Tahoe and promote the city as an eco‐tourism destination.

Policy ED‐3.5: Second Home and Older Resident‐Serving Businesses The City shall seek to attract new businesses that particularly serve second homeowners and older residents, such as household goods and healthcare.

Policy ED‐3.6: Business Diversity
The City shall encourage new businesses that serve Latino and other diverse populations of South Lake Tahoe.

Policy ED‐3.7: Coordination with Local Business Groups
The City shall work with local business groups and organizations to direct businesses to South Lake Tahoe that provide jobs, goods, and services for residents.

Policy ED‐3.8: Environmentally‐Compatible Businesses
The City shall examine and pursue opportunities to encourage owners of second homes in South Lake Tahoe to locate environmentally‐compatible businesses in the community.
852
Strategic Plan Priority:

Grow and Diversify
the Economy
1 853
Economic development is the intentional practice of
improving a community’s economic well-being and
quality of life for all.
2 854
Economic Development Strategic Planning
3 855
National Community Survey
4 Quality/Importance Gap Analysis
856
National Community Survey
5 857
Business Visitation
6 2024 Business Walk
258 Businesses in the City were
visited on October 16 & 17, 2024
How is Business?
858
Business Visitation
7 859
8 • Mid-Town Area Plan (City Council September 9)
• Entitlement status communications
• pre-application review
• Development Ombudsman
• New Commercial Submittal Requirement Checklist and Step by Step Guide
• TRPA mobility mitigation fee
Regulatory Streamlining
860
9 • Cannabis Mitigation Fee City Council September 9)
• Sign Ordinance (City Council October 21)
Regulatory Streamlining
861
10 • Commodity Distribution Policy (City Council September 9) • Façade Improvement Grant Program
• Pre-Development Loan Program
Investment Incentives
862
11 Events
City Events City Supported Events
Fourth of July Parade 10 Live at Lakeview Summer Music Series events (City facility concessionaire)
Red, White and Blue Aerial Showcase 8 History Talks at the Lake events (sponsorship) Multicultural Celebration BooBash (sponsorship)
State of the City Earth Day Celebration (sponsorship)
Festival of Winter Lights 24 Lake Tahoe Lakers Hockey games (City facility concessionaire)
Lake Tahoe Gingerbread Crawl Western Days (Cannabis Grant recipient) Pumpkin Patch Splash
Easter Egg Splash & Dash
Winter Operations Open House
Friday Night Movies in the Park (3 nights)
Mayor Meet Ups (~2 events)
Airport Lobby Art Opening Receptions
Ribbon Cutting Events (~5/year)
National Night Out
Wildfire Safety Expo
FireFest
Wildfire preparedness events (~5 events)
Fire Department Open House and Pancake
Breakfast
Total: 25 45
863
Economic Development
12 864
Questions
&
Feedback
Thank You!
13 865
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: September 9,
2025
Agenda Item #:28
Agenda Item: Policy Regarding Disposition of Tahoe Regional Planning Agency (TRPA) Development Commodities Owned by the City of South Lake Tahoe
Executive Summary: On May 20, 2025, Development Services Department staff presented the City Development Rights Report to the City Council for discussion and action. During deliberations, the City Council discussed the merits of providing city-owned development rights. City Council discussed what type of projects should qualify for receiving the develpment rights and what type of project would benefit the City the most from an economic perspective. The discussion resulted in the City Council directing staff to revisit the disposition policy for discussion and to make recommendations on policy improvements.

Requested Action / Suggested Motions: Pass a Resolution amending the policy regarding disposition of Tahoe Regional Planning Agency (TRPA) development commodities owned by the City of South Lake Tahoe to modify disposition to commercial/industrial projects.

Responsible Staff Member: John Hitchcock, Planning Manager Reviewed and Approved By: Zachary Thomas, Director of Development Services Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney Attachments:
01-Staff Report - Development Rights.docx
02-Res 2023-051 TRPA Development Commodities.pdf
03-Resolution-Disposition of Development Rights (Red Line).pdf 04-Resolution-Disposition of Development Rights.docx
866
Council Agenda Report- September 9, 2025 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: September 9, 2023
Title: Policies Regarding Disposition of Tahoe Regional Planning Agency (TRPA) Development Commodities Owned by the City of South Lake Tahoe Location: Citywide
Responsible Staff Member: John Hitchcock, Planning Manager Background: The City maintains an inventory of potential residential units of use, single and multi-family residential units of use, tourist accommodation units, commercial floor area, and land coverage, which have been accumulated from various sources (e.g., Environmental Improvement Projects, implementing of Community Plans and Area Plans, City purchase of land with attached development right). See Attachment 02 for an inventory of development rights owned by the City.

These development rights are an integral component of the Tahoe Regional Planning Agency (TRPA) growth management system to manage future development in the Tahoe Basin. TRPA growth management regulations established various development rights, which are land use units that are required before development occurs. The following development rights are owned by the City.

Commercial Floor Area (CFA): The gross square footage of floor area within the outer wall of a commercial building, not including stairwells and airshafts. It may also include the square footage of other facilities relating to such building, including but not limited to decks that are designated for commercial use under a permit.

Tourist Accommodation Unit (TAU): A unit, with one or more bedrooms and with or without cooking facilities, primarily designed to be rented by the day or week and occupied on a temporary basis.

Residential Unit of Use (RUU): Existing residential unit constructed prior to TRPA or thereafter with a TRPA permit. Must contain cooking facilities, bathing and toilet facilities, and living and sleeping areas. May be associated with a single-family house containing one residential unit or a multi-residential development containing more than one unit per parcel. RUUs are formed by combining a potential residential unit of use (PRU) and a residential allocation.

Potential Residential Units of Use (PRU): Attached to certain parcels in the basin, it's the ability to develop a vacant lot for a new residential dwelling. A potential residential unit of use together with a residential allocation becomes an existing residential unit of use upon construction. (Previously known as Residential Development Rights)
Restoration Credits: Restoration credits are earned for restoring disturbed sensitive land to its natural functioning state. Restoration credits may be used to offset new disturbances in sensitive lands.
867
Council Agenda Report- September 9, 2025 Page 2 of 4
Issue and Discussion: On May 20, 2025, Development Services Department staff presented the City Development Rights Report to the City Council for discussion and action. During deliberations, the City Council discussed the merits of providing city-owned development rights.

City Council discussed what type of projects should qualify for receiving the develpment rights and what type of project would benefit the City the most from an economic perspective. The discussion resulted in the City Council directing staff to revisit the disposition policy for discussion and to make recommendations on policy improvements.

Resolution 2023-051 was adopted by the City Council on June 6, 2023, and superseded all previous disposition resolutions. The adoption of Resolution 2023-051 included modifications to the disposition policy allowing up to 70 banked TAUs to be used for the construction of accessory dwelling units or the construction of for-rent multi-family units. All other provisions of the Resolution remain the same.

The distribution and sale of the development rights were directed towards residential, commercial, mixed-use, and industrial properties located in the City of South Lake Tahoe.

To qualify for a distribution/sale, a project is required to be consistent with the City General Plan, Municipal Code, and all other applicable community or area plan policies. Moreover, the project is required to have a planning or building application on file with the Development Services, and directly provides an economic and/or environmental benefit to the community.

The approval of a distribution and sale is also delegated to the City Manager, who can approve or deny a request at his or her discretion.

Depending on the project type, distribution/sale may be offered at a reduced rate or for free.

Projects that qualify for a distribution at no cost are:
− Single-family or multi-family residential projects, which are deed-restricted to accommodate low, very-low, and moderate-income families, as defined by the California Department of Housing and Community Development annual State Income Limits. − Multi-family or mixed-use project containing multi-family residential units that are located in a town center.
− Commercial and industrial projects when the property is deemed to be distressed and/or blighted, and the value of the proposed improvements are greater than fifty-one percent of the El Dorado County assessed value.
− Accessory dwelling units and multi-family rental units.

All other projects that do not meet the criteria listed above are subject to paying the rate established annually by the City Council. Per the adopted Resolution, the City Council has set the rate at one-third of the appraised market value.

The list below provides all the transactions that have been approved for the distribution or sale of a city-owned development rights.
− Ski Run Park (land coverage)
− League to Save Lake Tahoe office building addition and façade improvements (land coverage)
− D Street Industrial Complex new industrial buildings (land coverage and CFA) 868
Council Agenda Report- September 9, 2025 Page 3 of 4
− Lake Tahoe Boat Company storage/maintenance facility (land coverage) − Lake House Restaurant (now Primo's) outdoor dining patio (CFA) − Maggie's restaurant at Desolation Hotel (CFA)
− Base Camp Pizza outdoor dining patio (CFA)
− Magaritaville Land Shark outdoor dining patio (CFA)
− South Side Automotive body shop (CFA)
− Tahoe Cider House (formerly Winter’s) addition and façade improvements (CFA) − Tahoe Fly Fishing storage facility (CFA)
− Astor Station (formerly Runnel’s) addition and façade improvements (CFA) – project has been withdrawn
− Barton/Helen 14-unit duplex project (CFA)
− Residential duplex (RUU)
− Conversion of a commercial building to a residential dwelling (RUU) − Sugar Pine Village affordable housing project (land coverage) − Lake Tahoe Community College 100-unit student dormitory (RUU) − 21 new multi-family rental units (RUU)
− 33 new accessory dwelling units (RUU)
Pursuant to the Council's direction, City staff is recommending a modification to the disposition policy for commercial/industrial projects to tie the amount of development rights available to a project to the value of the proposed improvement (see Attachment 03).

Staff also recommends that up to 200 square feet of land coverage can be provided at no cost to commercial/industrial projects for the installation of EV charging stations, bicycle racks, pedestrian walkways, and other amenities that promote the use of alternative transportation and walking, which are not otherwise required for project approval.

Financial Implications: Revenue generated from the sale of development rights and/or land coverage is used to support City Council Housing priorities. The revenue generated from direct sales of the development rights/land coverage is earmarked to support the City's Workforce Housing Fund (to be used for targeted housing initiatives). Satisfaction with all conditions of an approved sale, including project completion, is required before the funds are available for use.

Environmental Considerations: Implementing a policy for the sale of development rights and land coverage is not approval of a project under the California Environmental Quality Act (CEQA) Guidelines Sections 15352 and 15378. Any proposed project that uses development rights or land coverage purchased from the City would be required to go through a project-level environmental analysis pursuant to the CEQA Guidelines.

Policy Implication: The City Council policies for the distribution of development commodities is consistent with the following General Plan Land Use Element policy. Note that the target number of residential units has been updated in the recently adopted Housing Element.

Policy LU‐ 1.10: Future Residential Development Rights (RDR) Commodities. The City shall pursue the maximum amount of available residential unit allocations from the Tahoe Regional Planning Agency in order to use them as an incentive for revitalization, including workforce housing, up to an additional 940 market rate units and 222 affordable units. (Note: please see the Housing Element for additional policies related to market rate and affordable housing, incentives, and locations).
869
Council Agenda Report- September 9, 2025 Page 4 of 4
Consistent with the City Strategic Plan to address gaps across the spectrum of housing needs and create an environment to attract diverse investment, providing development rights at a reduced rate or no cost will generate new residential units and provide incentives for existing businesses or new businesses to expand.
870
Resolution 2023- 051 June 6, 2023 Page 1 of 5
Resolution 2023-051
Adopted by the City of South Lake Tahoe
City Council
June 6, 2023
Adopting Policy Regarding Disposition of Tahoe Regional Planning Agency Development Commodities Owned by the City of South Lake Tahoe (Replaces Resolution 2022-051)

BACKGROUND
A. The Tahoe Regional Planning Authority ( TRPA) is the land use authority and has established a development rights system to manage future development and a system to regulate the amount of land coverage in the Tahoe basin.

B. The TRPA development rights are land-use units that must be acquired before a property can be developed. Development rights include potential residential units of use ( PRUs), single and multi-family residential units of use ( RUUs), tourist accommodation units (TAUs), and commercial floor area (CFA).

C. Permanent land coverage is also regulated by the TRPA to protect the Lake Tahoe watershed. Parcels are limited to a specified amount of land coverage and, in some cases, may be transferred to maximize the allowable amount on a given parcel.

D. The City of South Lake Tahoe is subject to applying the development rights and land coverage systems to our review and approval of land use entitlement applications that are subject to the TRPA/ City Memorandum of Understanding.

E. The City has TRPA development rights and land coverage, which have accumulated from various sources ( e.g., Environmental Improvement Projects, implementation of Community Plans and Area Plans, City purchase of land with attached development rights, the retirement of rights, and TRPA allocation of development).

F. The City has been approached by project developers/ applicants interested in securing development rights and land coverage from the City.

G. The City has independently sold or provided various TRPA development rights and land coverage to project developers/ applicants based on the merits of the individual project.

H. Through the sale of TRPA development rights and land coverage, the City has also provided an environmental and economic incentive to projects which otherwise would not have been economically feasible.
871
Resolution 2023- 051 June 6, 2023 Page 2 of 5
I. The City believes it is appropriate and transparent to establish a policy that addresses the future distribution and sale of development rights and land coverage maintained by the City.

Based on the facts set forth in the background, be it resolved, that the City Council of the City of South Lake Tahoe:

1. Acknowledges and reserves the right to retain all necessary TRPA development rights and land coverage to support City-sponsored municipal projects; and

2. Hereby authorizes the distribution and sale of City maintained TRPA development rights and land coverage subject to the provisions of this policy; and

3. The City Council adopts the following policy for the distribution and sale of TRPA development rights and land coverage:

A. Distribution and sale of TRPA development rights and land coverage shall be directed toward the development of residential, commercial, mixed- use, and industrial properties in the City of South Lake Tahoe.

B. Distribution and sale of City-owned TRPA development rights and land coverage shall be consistent with the TRPA Regional Plan, TRPA Code of Ordinances, City of South Lake Tahoe General Plan and Municipal Code, and all other applicable community or area plan policies.
i. When a developer/ applicant requests City maintained TRPA development rights and/or land coverage for a project to be located within the City, the proposed project shall be evaluated to ensure the project is consistent with the following criteria;
a. The subject property must be in the City of South Lake Tahoe; and b. The developer/ applicant must have a planning application on file with the Development Services Department, prior to a project developer/ applicant requesting development rights and/or land coverage; and c. The proposed project provides an environmental and/or economic benefit for the community.

C. The distribution and sale of development rights and land coverage shall be to the affected parcel( s), not the developer/ applicant; and
i. Any change to an approved project ( e.g., elevations, building size or siting, land uses, or density) may result in the revocation of prior reservation and/or allocated development rights and/or land coverage. The City Manager has the discretion to require any project change to be reviewed by the City Council to 872
Resolution 2023- 051 June 6, 2023 Page 3 of 5
determine whether development rights or land coverage should be revoked. If revoked, the developer/ applicant will return to the City the allocated development rights and/or land coverage. The City shall reimburse the developer/ applicant the price of sale, less the City's administrative processing fee.

D. The distribution and sale of TRPA development rights and land coverage shall be at no cost for the following projects:
i. The sale of city-owned development rights and land coverage shall be at no cost to single or multi-family residential projects, which are deed restricted to accommodate low, very-low, and moderate- income families, as defined by the Department of Housing and Community Development HCD) annual State Income Limits, pursuant to Health & Safety Code Section 50093. ii. The sale of city-owned development rights and land coverage shall be at no cost to a developer/ applicant of a multi-family residential project or a mixeduse project containing multi-family residential units, if the project is located with the boundaries of an identified Town Center.
a. A mixed- use project can be the horizontal or vertical mix of uses residential, commercial and industrial).
iii. The sale of city-owned development rights and land coverage shall be at no cost to commercial/ industrial projects, when the property is deemed to be distressed and/or blighted, and the value of the proposed improvements and/or new construction are greater than fifty-one percent of the El Dorado County assessed value.
iv. Seventy ( 70) City banked Tourist Accommodation Units are set aside and may only be used for converting to Residential Units of Use and sold at no cost for the construction of new Accessory Dwelling Units or the construction of new multi-family rental units (2 or more units) projects.

Should an approved residential, commercial, mixed- use, or industrial project later choose to subdivide the land (pursuant to the Subdivision Map Act), all previously required deed restrictions will remain in force, or the developer shall reimburse the City the full market rate for said development rights/ land coverage at the time of subdivision.

E. Should the City provide or sell development rights or land coverage for a project containing residential units, a deed restriction shall be placed on the property prohibiting use as a Vacation Home Rental as defined in City Code Section

3.50.370.
873
Resolution 2023- 051 June 6, 2023 Page 4 of 5
F. Commercial Floor Area shall only be provided or sold to a commercial project and shall not be converted to other development right types.

4. The City Council adopts the following implementation strategy for the distribution and sale of development rights and land coverage:

A. The Development Services Department will have an appraisal prepared by a California licenses appraiser, analyzing the sale of each development right potential residential units of use (PRUs), single and multi-family residential units of use (RUUs), tourist accommodation units (TAUs), commercial floor area CFA); and land coverage, for the preceding calendar year. i. The appraiser shall prepare the above- described report for presentation to the City Council on or before February 1 of each calendar year. a. The report shall describe the methodology used in determining the value of each development right category, including commercial floor area, and b. The report shall contain recommendations for each development right category, including land coverage; and
c. The report shall also include a recommended tiers rate structure to address variances based on the scale of the project.
ii. The City Council reserves the right to annually set the price point for each development right type and/or land coverage; and
a. The established cost per category, shall be based upon one-third of the recommended appraisal rate.
iii. A developer/ applicant shall have one-year from the date of the approved development right/land coverage request to submit and obtain a building permit, issued through the City. If this milestone is unachievable the applicant may apply for an extension or relinquish the City granted development rights and land coverage.
iv. One, one-year extension for the retention of approved development rights/ land coverage may be granted by the City Manager, based on the project continuing to meet the distribution policy and proceeding in a diligent manner, or relinquish the City granted development rights and land coverage.
v. The sale and transfer of development rights/ land coverage shall be completed prior to the issuance of a Certificate of Occupancy. vi. If any of the associated City Planning, Building and/or TRPA permits expire, the allocated development rights/ land coverage shall be returned 874
Resolution 2023- 051 June 6, 2023 Page 5 of 5
to the City. The City shall also reimburse the developer/ applicant for the cost of those development rights/land coverage, less the City's administrative processing fee.
vii. Should the project parcel( s) change ownership the development rights may be transferred to a new owner so long as the project is constructed as approved. Any change to an approved project ( e.g., elevations, building siting, interior configuration) may result in the revocation of prior reservation and/or allocated development rights and/or land coverage. viii. When approved development rights/ land coverage is banked on a sending parcel, the developer/ applicant shall obtain TRPA Transfer of Development Rights approval prior to the issuance of a Certificate of Occupancy.
ix. The proceeds from the sale of city-owned development rights/ land coverage shall be dedicated to the City's Workforce Housing Fund to support the City's affordable housing initiatives.

B. The City Council hereby delegates to the City Manager the authority to approve or deny, and to complete the distribution and sale of the development rights/ land coverage inside the City of South Lake Tahoe consistent with the criteria outlined in this policy.

C. The City Council reserves the sole right to distribute and sell development rights/ land coverage to private developers and other public agencies outside the City of South Lake Tahoe, and all such distribution and sales shall be at the full market rate at that time.

D. The City Council hereby directs the implementation of an annual review process of this policy to be completed prior to February 1, of each calendar year.

E. These policies supersede all other distribution and sale of development rights and land coverage policies adopted by the City Council through Resolution 2017- 73, Resolution 2019-067, and Resolution 2022-051.

Adopted by the City of South Lake Tahoe City Council on June 6, 2023 by the following vote:

Yes: Bass, Creegan, Friedrich, Robbins and Wallace
Date:_________
Cristi Creegan, Mayor
Attest:

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

Sue Blankenship ( Jun 8, 2023 12: 42 PDT)
Cristi Creegan ( Jun 9, 2023 08:15 PDT)
Cristi Creegan Jun 9, 2023
875
Res 2023-051 TRPA Development
Commodities
Final Audit Report 2023- 06-09
Created: 2023- 06-08
By: jo Mcdonough ( jmcdonough@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAqlqlVoiljZR8JQTKvqp7F- 2XkGjkOuBt Res 2023-051 TRPA Development Commodities" History
Document created by jo Mcdonough ([email protected]) 2023- 06- 08 - 6:05:52 PM GMT- IP address: 128. 92.136. 146 Document emailed to Sue Blankenship ([email protected]) for signature 2023- 06- 08 - 6:20:58 PM GMT
Email viewed by Sue Blankenship ( sblankenship@cityofslt. us) 2023- 06- 08 - 7:41:55 PM GMT- IP address: 104. 47.65.254 Document e-signed by Sue Blankenship ([email protected]) Signature Date: 2023- 06-08 - 7:42:07 PM GMT - Time Source: server- IP address: 128. 92.136. 146 Document emailed to [email protected] for signature 2023- 06- 08 - 7:42:08 PM GMT
Email viewed by [email protected]
2023- 06- 09 - 3:15:03 PM GMT- IP address: 104. 47.65.254 Signer [email protected] entered name at signing as Cristi Creegan 2023- 06- 09 - 3:15:16 PM GMT- IP address: 47.25.118. 95 Document e-signed by Cristi Creegan ([email protected]) Signature Date: 2023- 06-09 - 3:15:18 PM GMT - Time Source: server- IP address: 47.25.118. 95 Agreement completed.
2023- 06- 09 - 3:15:18 PM GMT
876
Resolution 2025-XXX September 9, 2025 Page 1 of 7
Resolution 20215-XXX
Adopted by the City of South Lake Tahoe
City Council
September 9, 2025
Policy Regarding Disposition of Tahoe Regional Planning Agency (TRPA) Development Commodities Owned by the City of South Lake Tahoe
(Replacing Replaces Resolution 2023-051)

BACKGROUND
A. The Tahoe Regional Planning Authority (TRPA) is the land use authority and has established a development rights system to manage future development and a system to regulate the amount of land coverage in the Tahoe basin.

E. The City has TRPA development rights and land coverage, which have accumulated from various sources (e.g., Environmental Improvement Projects, implementation of Community Plans and Area Plans, City purchase of land with attached development rights, the retirement of rights, and TRPA allocation of development).

F. The City has been approached by project developers/applicants interested in securing development rights and land coverage from the City.

G. The City has independently sold or provided various TRPA development rights and land coverage to project developers/applicants based on the merits of the individual project.
877
Resolution 2025-XXX September 9, 2025 Page 2 of 7
H. Through the sale of TRPA development rights and land coverage, the City has also provided an environmental and economic incentive to projects which otherwise would not have been economically feasible.

I. The City believes it is appropriate and transparent to establish a policy that addresses the future distribution and sale of development rights and land coverage maintained by the City.

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

1. Acknowledges and reserves the right to retain all necessary TRPA development rights and land coverage to support City-sponsored municipal projects; and

2. Hereby authorizes the distribution and sale of City maintained TRPA development rights and land coverage subject to the provisions of this policy; and

3. The City Council adopts the following policy for the distribution and sale of TRPA development rights and land coverage:

A. Distribution and sale of TRPA development rights and land coverage shall be directed toward the development of residential, commercial, mixed-use, and industrial properties in the City of South Lake Tahoe.

B. Distribution and sale of City-owned TRPA development rights and land coverage shall be consistent with the TRPA Regional Plan, TRPA Code of Ordinances, City of South Lake Tahoe General Plan and Municipal Code, and all other applicable community or area plan policies.
i. When a developer/applicant requests City maintained TRPA development rights and/or land coverage for a project to be located within the City, the proposed project shall be evaluated to ensure the project is consistent with the following criteria;
a. The subject property must be in the City of South Lake Tahoe; and b. The developer/applicant must have a planning application on file with the Development Services Department, prior to a project developer/applicant requesting development rights and/or land coverage; and c. The proposed project provides an environmental and/or economic benefit for the community.

C. The distribution and sale of development rights and land coverage shall be to the affected parcel(s), not the developer/applicant; and
878
Resolution 2025-XXX September 9, 2025 Page 3 of 7
i. Any change to an approved project (e.g., elevations, building size or siting, land uses, or density) may result in the revocation of prior reservation and/or allocated development rights and/or land coverage. The City Manager has the discretion to require any project change to be reviewed by the City Council to determine whether development rights or land coverage should be revoked. If revoked, the developer/ applicant will return to the City the allocated development rights and/or land coverage. The City shall reimburse the developer/applicant the price of sale, less the City's administrative processing fee.

D. The distribution and sale of TRPA development rights and land coverage shall be at no cost for the following projects:
i. The sale of city-owned development rights and land coverage shall be at no cost to single or multi-family residential projects, which are deed restricted to accommodate low, very-low, and moderate-income families, as defined by the Department of Housing and Community Development HCD) annual State Income Limits, pursuant to Health & Safety Code Section 50093. ii. The sale of city-owned development rights and land coverage shall be at no cost to a developer/applicant of a multi-family residential project or a mixeduse project containing multi-family residential units, if the project is located with the boundaries of an identified Town Center.
a. A mixed-use project can be the horizontal or vertical mix of uses residential, commercial and industrial).
iii. The sale of city-owned development rights and land coverage shall be available to commercial/industrial projects when the property is deemed to be distressed and or blighted, and the value of the proposed improvement and/or new construction are gerater than fifty-one percent of the El Dorado County assess value where a proposed project will include façade and/or landscape improvements consistent with City Design Guidelines and applicable regulations, according to the following schedule:

Improvement Project Value Eligible commodity amounts
Improvements valued at
>$501,000
Up to 5,000 sf CFA; or
Up to 5 TAUs; or
Up to 5 SF ERUUs; or
Up to 7 MF ERUUs; or
Up to 5,000 sf Class 4-7 land
coverage; or
Up to 4,000 sf Class 1b land
coverage
Improvements valued at
$200,000-$500,000
Up to 3,500 sf CFA; or
Up to 3 TAUs; or
879
Resolution 2025-XXX September 9, 2025 Page 4 of 7
Up to 3 SF ERUUs; or
Up to 5 MF ERUUs; or
Up to 3,500 sf Class 4-7 land
coverage; or
Up to 3,000 sf Class 1b land
coverage
Improvements valued at $50,000 -
$199,000
Up to 1,500 sf CFA; or
Up to 1 TAU; or
Up to 2 SF ERUUs; or
Up to 3 MF ERUUs; or
Up to 1,500 sf Class 4-7 land
coverage; or
Up to 1,000 sf Class 1b land
coverage
iv. The sale of up to 200 square feet of city-owned land coverage per parcel shall be at no cost to commercial/industrial projects for installation of EV charging stations, bicycle racks, pedestrian walkways and other amenities that promote the use of alternative transportation and walking that are not otherwise required.
iv Seventy (70) City banked Tourist Accommodation Units are set aside and may only be used for converting to Residential Units of Use and sold at no cost for the construction of new Accessory Dwelling Units or the construction of new multi-family rental units (2 or more units) projects.

Should an approved residential, commercial, mixed-use, or industrial project later choose to subdivide the land (pursuant to the Subdivision Map Act), all previously required deed restrictions will remain in force, or the developer shall reimburse the City the full market rate for said development rights/land coverage at the time of subdivision.

3.50.370.

F. Commercial Floor Area shall only be provided or sold to a commercial project and shall not be converted to other development right types.

4. The City Council adopts the following implementation strategy for the distribution and sale of development rights and land coverage:
880
Resolution 2025-XXX September 9, 2025 Page 5 of 7
A. The Development Services Department will have an appraisal prepared by a California licenses appraiser, analyzing the sale of each development right (potential residential units of use (PRUs), single and multi-family residential units of use (RUUs), tourist accommodation units (TAUs), commercial floor area (CFA); and land coverage, for the preceding calendar year. i. The appraiser shall prepare the above-described report for presentation to the City Council on or before February 1 of each calendar year. a. The report shall describe the methodology used in determining the value of each development right category, including commercial floor area, and b. The report shall contain recommendations for each development right category, including land coverage; and
c. The report shall also include a recommended tiers rate structure to address variances based on the scale of the project.
ii. The City Council reserves the right to annually set the price point for each development right type and/or land coverage; and
a. The established cost per category, shall be based upon one-third of the recommended appraisal rate.
iii. A developer/applicant shall have one-year from the date of the approved development right/land coverage request to submit and obtain a building permit, issued through the City. If this milestone is unachievable the applicant may apply for an extension or relinquish the City granted development rights and land coverage.
iv. One, one-year extension for the retention of approved development rights/ land coverage may be granted by the City Manager, based on the project continuing to meet the distribution policy and proceeding in a diligent manner, or relinquish the City granted development rights and land coverage.
v. The sale and transfer of development rights/land coverage shall be completed prior to the issuance of a Certificate of Occupancy. vi. If any of the associated City Planning, Building and/or TRPA permits expire, the allocated development rights/land coverage shall be returned to the City. The City shall also reimburse the developer/applicant for the cost of those development rights/land coverage, less the City's administrative processing fee.
vii. Should the project parcel(s) change ownership the development rights may be transferred to a new owner so long as the project is constructed 881
Resolution 2025-XXX September 9, 2025 Page 6 of 7
as approved. Any change to an approved project (e.g., elevations, building siting, interior configuration) may result in the revocation of prior reservation and/or allocated development rights and/or land coverage. viii. When approved development rights/land coverage is banked on a sending parcel, the developer/applicant shall obtain TRPA Transfer of Development Rights approval prior to the issuance of a Certificate of Occupancy.
ix. The proceeds from the sale of city-owned development rights/land coverage shall be dedicated to the City's Workforce Housing Fund to support the City's affordable housing initiatives.

South Lake Tahoe City CouncilSeptember 9, 2025

South Lake Tahoe City Council
September 9, 2025