Agenda packet — South Lake Tahoe City Council, January 27, 2026 (part 2 of 3)

For the work involved in this change order, you will accept the agreed lump sum payment of $24,100.87. Payment is full compensation for furnishing the resources and activities to complete the work.

Total cost of extra work at agreed lump sum = $24,100.87 A time adjustment is made for the critical delay caused by the work described in this change order. As provided for in Section 8-1.07, "Delays” and Section 9-1.11, “Time-Related Overhead,” in accordance with the Contract Bid Documents and Standard Specifications, you will receive five (5) non-compensable working days for the critical delay. You accept the following payment as full compensation for the time-related overhead expenses during the critical delay of $0.00.

This contract change order constitutes full and complete compensation for all labor, equipment, materials, tools, jobsite and home office overhead, profit, all indirect costs and contract time adjustment to perform the above described change. All other costs are non-compensable.

ACCEPTED BY:

Dawood Kavosh 11/07/25
Dawood Kavosh (Jul 11, 2025 10:21 PDT)
Contractor: Dawood Kavosh Date
APPROVED BY:
11/07/25
Stephen Anderjack: Project Manager Date
Anush Nejad 11/07/25
Anush Nejad (Jul 11, 2025 10:37 PDT)
Anush Nejad, Director of Public Works Date
272
“Reviewed for Code Compliance”
Job Copies shall be kept at the site of work and shall be open to inspection by the building official or a duly authorized representative.

Permit# 25010084 Plans Examiner D. CHAPMAN Date 04/15/2025

EXISTING FOG
LINE
4' - 6' WIDTH EXISTING AC PAVEMENT

REMOVE AND REPLACE TO MATCH EXISTING

EXISTING

FLOW LINE REMOVE EXISTING AC DIKE
4' WIDTH NEW AC PAVEMENT

PROPOSED

FLOW LINE AC DIKE
3 C7.1
3' (TYP.)

PROPOSED FLOW LINE

OF VEGETATED DITCH

WIDTH VARIES (SEE PLANS)

GRADE TO EXISTING

SURFACE OR PROPOSED

RETAINING WALL (REFER

TO PLANS)
FL

LEVEL LINE
1'
R=1"
1'-4"
R=1"

VARIOUS
3840 EL DORADO HILLS BLVD., STE. 301
EL DORADO HILLS, CA 95762
TEL: 916.980.8228
WWW.LUMOSINC.COM
[email protected]
EXISTING ROAD (PROTECT 3 CALTRANS E1 ASPHALT DIKE © LUMOS & ASSOCIATES, INC.: THIS DRAWING IS

AND PRESERVE
1 TYPICAL SECTION, STA 7+29.43 - STA 8+41.48

EP (PER GRADING PLAN)

PROPOSED VEGETATED DITCH, SEED IN
ACCORDANCE WITH TRPA HANDBOOK. 1

INSTALL RIPRAP IN AREAS PROPOSED
PER PLAN.

C7.1 SCALE: N.T.S.

GENERAL STRUCTURAL RETAINING WALL NOTES:

1. CONCRETE
A. PROVIDE CLASS OF CONCRETE AS SHOWN BELOW. EXCEPT AS INDICATED, ALL CONCRETE WORK SHALL BE PRODUCED, PLACED, CONSOLIDATED, CURED AND FINISHED IN CONFORMANCE WITH AMERICAN CONCRETE INSTITUTE STANDARD 301 THE PROPERTY OF LUMOS & ASSOCIATES, INC..

USE OR REPRODUCTION OF THIS DRAWING, IN

WHOLE OR IN PART, WITHOUT THE WRITTEN
PERMISSION OF LUMOS & ASSOCIATES, INC. IS
STRICTLY PROHIBITED. THIS DRAWING ISNOT

TO BE USED FOR ANY PROJECT OTHER THAN
THE PROJECT FOR WHICH IT WAS PREPARED.

C7.1 SCALE: N.T.S.

EXISTING ROAD
(PROTECT AND

PRESERVE

EXISTING FOG
LINE
4' - 6' WIDTH EXISTING AC PAVEMENT

REMOVE AND REPLACE TO MATCH EXISTING

EXISTING

FLOW LINE REMOVE EXISTING AC DIKE
4' WIDTH NEW AC PAVEMENT

PROPOSED

FLOW LINE AC DIKE
3 C7.1
3' (TYP.)

PROPOSED FLOW LINE

OF VEGETATED DITCH

WIDTH VARIES (SEE PLANS)

GRADE TO EXISTING

SURFACE OR PROPOSED

RETAINING WALL (REFER

TO PLANS)
“SPECIFICATIONS FOR STRUCTURAL CONCRETE FOR BUILDINGS”, STANDARD 305 “HOT WEATHER CONCRETING”, AND STANDARD 306 “COLD WEATHER CONCRETING”. CALCIUM CHLORIDE, SALT OR OTHER MATERIALS CREATING A CORROSIVE ENVIRONMENT IN THE CONCRETE SHALL NOT BE USED FOR ANY REASON.

A.1 CONCRETE PIERS - TO MEET REQUIREMENTS OF ACI 318-14 EXPOSURE CLASS F2  COMPRESSIVE STRENGTH F'C = 4,500 PSI MIN. @ 28 DAYS
 CEMENT ASTM C150, TYPE II
 CONCRETE AGGREGATE ASTM C33 (HARDROCK)
 MAXIMUM AGGREGATE SIZE 3/4 INCH DIAMETER
 WATER CEMENT RATIO 0.45
 AIR ENTRAINMENT 6% +/- 1.5%
 SLUMP 4 INCHES +/- 1 INCH MAXIMUM PRIOR TO THE ADDITION OF WATER-REDUCING COMPOUND B. THE WATER-SOLUBLE CHLORIDE ION CONTENT IN THE CONCRETE SHALL NOT EXCEED 0.15 PERCENT BY WEIGHT OF CEMENT PER ACI 318.

C. WATER FOR CONCRETE MIXES SHALL CONFORM TO ASTM C1602. 2 TYPICAL SECTION, STA 8+41.48 - STA 9+25.97

EP (PER GRADING PLAN)

PROPOSED VEGETATED DITCH, SEED IN

ACCORDANCE WITH TRPA HANDBOOK

INSTALL RIPRAP IN AREAS PROPOSED
PER PLAN.
3' (TYP.)
1 D. CONCRETE SHALL CONTAIN A PRE-APPROVED INTEGRAL CRYSTALLINE WATERPROOFING ADMIXTURE SUCH AS BASF MATERLIFE 300D. THE ADMIXTURE SHALL BE DISPENSED AND MIXED IN ACCORDANCE WITH THE MANUFACTURER'S WRITTEN INSTRUCTIONS.

E. POZZOLANS CONSISTING OF NEVADA CLASS N, OR FLY ASH - CLASS C OR F, CONFORMING TO THE REQUIREMENTS OF ASTM C618 MAY BE USED IN THE ABOVE MIX DESIGN. WHEN USED IN MIX DESIGNS, SUPPLEMENTARY CEMENTITIOUS MATERIALS SHALL COMPRISE NO MORE THAN 20% OF THE MIX DESIGN'S TOTAL CEMENTITIOUS MATERIAL, BY WEIGHT.

F. CONCRETE MIX DESIGNS SHALL BE SUBMITTED FOR REVIEW A MINIMUM OF TWO WEEKS PRIOR TO THE FOUNDATION CONSTRUCTION. PROPORTIONING OF THE CONCRETE MATERIALS SHALL BE BASED ON TRIAL MIXTURES OR FIELD EXPERIENCE IN ACCORDANCE WITH ACI 318. MIX DESIGNS WHICH DO NOT MEET ACI 318 MAY BE REJECTED.

C7.1 SCALE: N.T.S.

G. CONCRETE SHALL BE CURED IN ACCORDANCE WITH ACI 308. AS A MINIMUM, CONCRETE SHALL BE MAINTAINED ABOVE 50 DEGREES F AND IN A MOIST CONDITION FOR AT LEAST THE FIRST 7 DAYS AFTER PLACEMENT UNLESS ACCELERATED CURING TECHNIQUES ARE EMPLOYED.

H. ALL ITEMS TO BE CAST IN CONCRETE SHALL BE SECURELY POSITIONED IN THE FORMS BEFORE CONCRETE PLACEMENT.

I. RETAINING WALLS SHALL NOT BE BACKFILLED UNTIL THE CONCRETE PIER HAS ATTAINED THE MINIMUM DESIGN COMPRESSIVE STRENGTH AND HAS REACHED A MINIMUM AGE OF SEVEN DAYS.

H:\Autocad files\title sheets and blocks\citylogo1.bmp
4x12 GROUND CONTACT

PRESSURE TREATED
DOUGLAS FIR NO. 2 BOARDS
8x8 GROUND CONTACT

PRESSURE TREATED DOUGLAS
FIR NO. 2 POST AT 4'-0" O.C.
(2) ROWS 1/4"Ø X 10" SDWS
SCREWS AT 5-3/4" O.C.

BOW (PER
PLAN)

TOW (PER
PLAN)

FREE-DRAINING BACKFILL
CLASS C OR D - EXTEND 8"

BEHIND WALL
FABRIC (MIRAFI 180N OR
APPROVED EQUIV.)

NON-WOVEN GEOTEXTILE

NATIVE BACKFILL
4"Ø PERFORATED

PVC PIPE - SLOPE

TO DRAIN

2. CONCRETE REINFORCING STEEL
A. REINFORCING STEEL SHALL CONFORM TO ASTM A615, GRADE 60. REINFORCING STEEL SHALL BE FABRICATED IN CONFORMANCE WITH THE AMERICAN CONCRETE INSTITUTE STANDARD 318.

A. ALL REINFORCEMENT SHALL BE SECURELY TIED IN PLACE PRIOR TO CONCRETE PLACEMENT.

B. COORDINATE PLACEMENT OF CAST-IN-PLACE EMBEDDED ITEMS. SECURELY ATTACH EMBEDDED ITEMS TO FORMWORK OR REINFORCING.

C. MAINTAIN THE FOLLOWING CONCRETE COVERAGE FOR REINFORCING STEEL UNLESS NOTED OTHERWISE:

CONCRETE CAST AGAINST AND PERMANENTLY EXPOSED TO EARTH: 3” CONCRETE EXPOSED TO EARTH OR WEATHER:

NO. 5 AND SMALLER 1½“

3. RETAINING WALLS
A. RETAINING WALLS SHALL BE CONSTRUCTED AS INDICATED. MAXIMUM WALL HEIGHTS SHALL NOT EXCEED THE HEIGHTS SHOWN ON THE DETAIL.

B. WALL BACKFILL MATERIALS SHALL MEET THE REQUIREMENTS OF "THE STANDARD SPECIFICATIONS FOR PUBLIC WORKS CONSTRUCTION".

C. RETAINING WALLS SHALL NOT BE BACKFILLED UNTIL THE CONCRETE DESIGN STRENGTH IS ATTAINED AND THE CONCRETE HAS REACHED A MINIMUM AGE OF SEVEN DAYS.

4. WOOD
A. SAWN LUMBER FRAMING SHALL COMPLY WITH THE LATEST EDITION OF THE GRADING RULES OF THE WESTERN WOOD PRODUCTS ASSOCIATION (WWPA) OR THE WEST COAST LUMBER INSPECTION BUREAU (WCLIB). ALL LUMBER SHALL BE STAMPED WITH THE GRADE MARK OF THE APPROVED LUMBER GRADING AGENCY.

B. ALL LUMBER DESIGN, MATERIALS, FABRICATION AND CONSTRUCTION SHALL CONFORM TO THE CBC 2022 EDITION AND THE NATIONAL DESIGN SPECIFICATION FOR WOOD CONSTRUCTION, 2018 EDITION, ALONG WITH ITS SUPPLEMENT OF WOOD DESIGN VALUES.

C. UNLESS NOTED OTHERWISE, SAWN LUMBER FRAMING SHALL HAVE THE MINIMUM GRADE AS FOLLOWS:
 POSTS PRESSURE TREATED DOUGLAS FIR NO. 2 OR BETTER
 BACKING BOARDS PRESSURE TREATED DOUGLAS FIR NO. 2 OR BETTER NOTE: FRAMING MATERIALS MAY NOT BE CHANGED WITHOUT THE WRITTEN APPROVAL OF THE ENGINEER.

D. ALL SAWN LUMBER FRAMING MATERIALS WITH A GRADE OF NO. 2 OR BETTER SHALL HAVE MOISTURE CONTENT AT THE TIME OF PLACEMENT OF 19% OR LESS.

E. EXPOSED LUMBER SHALL BE INSTALLED IN A FINISH-LIKE MANNER.

F. USE FRAMING CONNECTORS WHERE SHOWN OR AS REQUIRED FOR POSITIVE CONNECTION OF ALL MEMBERS. CONNECTORS SHALL BE AS MANUFACTURED BY SIMPSON STRONG-TIE, OR PRE-APPROVED EQUAL. INSTALL CONNECTORS IN ACCORDANCE WITH THE MANUFACTURER'S WRITTEN INSTRUCTIONS.

NOTE: SIMPSON CONNECTORS IN CONTACT WITH ACQ PRESERVATIVE TREATED WOOD SHALL BE SIMPSON ZMAX (OR EQUAL) OR HOT DIP GALVANIZED PER ASTM A153.

JA RETAINING WALL REV PER BLDG DEPT 3/31/25 1
BAR IS 1 INCH ON ORIGINAL DRAWING
#3 TIES AT 12" O.C.

G. WOOD MEMBERS SHALL NOT BE CUT, BORED, OR NOTCHED UNLESS OTHERWISE APPROVED IN WRITING. 0 1"

5. SCREWS
4 ROLLED CURB & GUTTER
24" Ø MIN.

CONCRETE

FOUNDATION
5 TIMBER RETAINING WALL
#4 LONGITUDINAL
BAR, TYP. OF (4)
A. SCREWS SHALL BE STRONG-DRIVE SDWS CONNECTOR SCREWS AS MANUFACTURED BY SIMPSON STRONG-TIE OR PRE-APPROVED EQUAL WITH SIZE AND SPACING AS INDICATED IN THE DETAIL.

B. SCREWS IN CONTACT WITH ACQ PRESERVATIVE TREATED WOOD SHALL BE SIMPSON ZMAX (OR EQUAL) OR HOT DIP GALVANIZED PER ASTM A153.

IF NOT ONE INCH ON THIS SHEET,

ADJUST SCALES ACCORDINGLY
C7.1
C7.1 SCALE: N.T.S. C7.1 SCALE: N.T.S.

DRAWN BY:

CHECKED BY:
1 JOB NO.:

JA
CJ/JA
CJ
11102.000
12 THE ISSUANCE OR GRANTING OF A PERMIT SHALL NOT BE CONSTRUED TO BE A PERMIT FOR, OR AN APPROVAL OF, ANY VIOLATION OF ANY OF THE PROVISIONS OF THIS CODE OR OF ANY OTHER ORDINANCE OF THE JURISDICTION. PERMITS PRESUMING TO GIVE AUTHORITY TO VIOLATE OR CANC EL THE PROVISIONS OF THIS CODE OR OTHER ORDINANCES OF THE JURISDICTION SHALL NOT BE VALID. THE ISSUANCE OF A PERMIT BASED ON CONSTRUCTION

DOCUMENTS AND OTHER DATA SHALL NOT PREVENT THE BUILDING OFFICIAL FROM REQUIRING THE CORRECTION OF ERRORS IN THE CONSTRUCTION DOCUMENTS AND OTHER DATA. THE BUILDING OFFICIAL IS AUTHORIZED TO PREVENT OCCUPANCY OR USE OF A STRUCTURE WHERE IN VIOLATION OF THIS CODE OR OF ANY OTHER ORDINANCES OF THIS JURISDICTION. (R105.4 VALIDITY OF PERMIT).

Approval Based on Revision/Delta 03/31/2025

REV DATE DESCRIPTION BY CITY OF SOUTH LAKE TAHOE

PIONEER TRAIL - EDNA AVE

SAFETY IMPROVEMENT PROJECT
DETAILS 100% CDS

ISSUED FOR CONSTRUCTION
MARCH 21, 2024

CITY OF SOUTH LAKE TAHOE EL DORADO COUNTY CALIFORNIA
273
From: Globe Engineering Development (Contractor)
Subject: Request for Time Extension
Project: Pioneer Trail HSIP Project
Project Owner: City of South Lake Tahoe
Attention to: Mr. Stephen Anderjack
Globe Engineering Development is requesting an additional 20 working days for a time extension, as broken down below. Supporting documents are attached for reference.

CCO #1 – Retaining Walls (Total: 5 Additional Working Days)

1. Pile Reinforcement – 1 Working Day
Reinforcement for 17 piles included circular ties and longitudinal bars. The configuration required significantly more time for tying due to the complex shape and density of the steel.

2. Excavation and Post Installation – 1 Working Day
The original design called for small, shallow foundations. However, the revised scope required the installation of heavy 8" × 8" posts, each 10 feet long.

Excavation and placement of these posts demanded additional labor, equipment, and time.

3. Holiday Schedule Disruption – 2 Working Days
A concrete pour with a pump was originally scheduled for Thursday afternoon, June 19, with inspection requested for Thursday morning. We were later informed that Thursday was a City holiday, although it was not listed in the City’s specifications. Due to the unavailability of the concrete pump, the pour was rescheduled for Tuesday. Additionally, the City inspector did not appear on Monday and only arrived on Tuesday morning, contributing to the delay.

4. New Activities in Updated Plan – 1 Working Day
Installation of geotextile fabric, 4" PVC pipe, and crushed rock behind the wall were added under CCO #1. These items were not part of the original design drawings and required additional time for installation.

CCO #2 – Custom Precast Boxes and Grates (Total: 12 Additional Working Days) 274

1. Fabrication Delay Due to Custom Sizing – 11 Working Days The original 36" × 24" precast boxes were standard sizes. Following the City's RFI response and approval to change the box and grate dimensions, we requested Jensen to provide revised engineering details. This process took 5 days. Additionally, due to the unavailability of standard grates, frames, and boxes, and the need to custom-fabricate all components, significant delays were incurred. We have attached the delivery schedule provided by Jensen to support this timeline.

2. Field Core Work – 1 Working Day
One additional day is required for core drilling of pipe openings. The custom precast boxes do not include pre-formed holes for the 22" OD HDPE pipes. A coring subcontractor is scheduled to be on site on Monday, July 7, to complete this work.

Unforeseen Delays (Total: 3 Additional Working Days)
We are requesting 3 additional working days due to unforeseen items, including waiting time and delays caused by the response time to the RFI, as well as weatherrelated impacts. Rain prevented us from performing trenching and DI location excavation during that period.

Please see all supporting documents attached.
275
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F. USE FRAMING CONNECTORS ',',/I-IERE SHOWN OR AS REQUIREDFOR POSITIVE CONNECTIONOF ALL I.IEI.IBERS. CONNECTORS SHALL BE AS MANI.A'ACTURED BY SI...PSON STRONG-TIE, OR PRE-APPROVED EOIJAL. INST/\LL CONNECTORS IN Aca:>RDANCE WITHTHEMANUFACTURER'S\',/RITTENINSTRUCTlONS
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276
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0.CONCRETESHAllCO<TAflAPRE-APPROVEOflTEGRAlCRYSTAllflEWATERPROOF1NGAOMt,;T1.JRESUCH/ASB.ASFMATERLIFE ;o(JD.TJ<EAOMt,;T1.JRESHAllBEDISPENSEDANDMl><EOflACCORON<CEW1T>tTJ<EMANUFACTIJRER'Sl"fR!TTENINSTRUCTIONS E. PDZZDlAHSCONSIST�GOFNEVADACLASSN,ORFLYASH-CLASSCORF,CONmR.. INGTDTHEREOUIREMENTSOFASTMC�18 MAYBEUSED�THEABOVEldl<DESIGN. v.t<ENUSED�r.tl><DESIGNS,SUPPLEMENT.o.RYCEMENTITIOUSMATERIALSSHALL COMPRISENOMORETJ<AN20%0fTJ<EMl><DESIGN'STDTALCEMENTITIOUSMATERW.,BYWEIG>iT F. CONCRETEMIXDESIGNSSHAllBESUBr.tlJTEOFORREVIEWAMfllr.,JMOFTWOWEHSPRIORTOTJ<EFOONDATION CONSTRUCTION.PROPORTIONflGOFTl<ECONCRETE ......... T"ERIALSSHAllBEBASEDONTRIALMIXTIJRESORFIELODPERIENCEfl ACCORDAACEl'MH ACIJ1EI.MIX pESIGNSWllCH DQNDT MEEJACIJ1�,.._y BE REJECTED G. CONCRETESHA.l.lBECUREDINACCORD/oJICE"'17l<ACl308.IASAMINlr.tUM,CONCRETESHAl.lBEr.tA.�TA�EDABO'vE50 DEGREESFANDINAMOISTCONDITIONFORATLEASTTl<EFIRSTIDAYSAFTERPLACEMENTUNLESSACCELERATEDCUR�G TECHNIOJESAAEEMPlOYED
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FOUNDATION J. RETAININGWAl.lSSHAllNDTBE8AC<flLLEDUNTILTl<ECONCRETEPIER"'-SATTAI-IEDTJ<EM�IMUMDESIGNCOMPRESS'-'E STRENGTl<AAD"'-SREACHEDAM�lr.,JMAGEOFSEVENOAYS
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CCO1 - Original Plan for Retaining Wall
277
King, Jr Day - third Monday in January; Presidents' Day - third Monday in February; Memorial • The remaining 10% of the payment for TRAFFIC CONTROL will be made in the final payment to the Contractor. Under no circumstance will any more than 90% of the bid item be paid for until the final payment to the Contractor.

Traffic Control Fee:

Should the Contractor fail to provide adequate traffic control or other temporary traffic control systems and devices, and in the event a responsible individual cannot be located or refuses to perform, the Owner will, at its option, place needed devices and/or engage a private firm to provide traffic control and/or place and maintain said systems and devices. All costs incurred by the Owner, including labor and material together with the cost and expense of any repairs as may be deemed necessary, shall be borne by the Contractor. If a private firm is engaged, all charges will be directly billed to the Contractor, plus fifteen percent (15%). 10-1.18 MAINTAINING TRAFFIC
Attention is directed to Sections 7, "Legal Relations and Responsibility to the Public" and 12, "Temporary Traffic Control" of the Standard Specifications, and other applicable sections of these Special Provisions. Nothing in these Special Provisions shall be construed as relieving the Contractor from their responsibility as provided in said Section 7.

During construction, temporary parking shall be provided by the Contractor for construction personnel within staging areas. No on-street parking shall be allowed for.

In the event the Contractor's operations impact the existing bus/transit stops within the project area the Contractor shall provide for a temporary bus/transit stops to address the potential temporary loss of the bus/transit stops [if present in the project area].

The full width of the traveled way and all business/residence driveway accesses and parking shall be open for use by public traffic on Saturdays, Sundays, designated legal holidays, after 12:00 noon on Fridays and the day preceding designated legal holidays; except as described in the Contractor's accepted traffic control plan, as stated in Section 10-1.08, "Cooperation" of these Special Provisions, and approval of the Engineer.

The City's designated legal holidays are: New Year's Day - January 1st; Martin Luther stmas Day - December 25th. When a
designated legal holiday falls on a Saturday, the preceding Friday shall be the designated holiday. When a designated legal holiday falls on a Sunday, the following Monday shall be the designated holiday.

Pedestrian and bicycle access and facilities shall be provided through the project area, and be clearly described in the Contractor's traffic control plan. At all times the Contractor is required to make provisions for and safely provide emergency, business, residential, bicycle, and pedestrian access through the project area or along a designated access facility. 01000

Page 235 ends

Day - last Monday in May; Independence Day - July 4th; Labor Day - first Monday in September; Columbus Day - second Monday in October; Veterans Day - November 11th; Thanksgiving Day - fourth Thursday in November; Chri
CCO1 - Listed Holidays in Project Specification
278
Dawood Kavosh
From: [email protected]
Sent: Friday, June 6, 2025 10:29 AM
To: Garrett Yost; [email protected]; [email protected] Cc: Kupono Ke A
Subject: Re: Quote kk052225AR4
Hi Garrett,
I wanted to confirm that all submittals are approved please proceed with fabrication and further process.

I will be appreciate to know the delivery/completion date for ourschedule.

Thank you
From: [email protected] <[email protected]>
Sent: Friday, June 6, 2025 8:58 AM
To: Garrett Yost <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>
Cc: Kupono Ke A <[email protected]>
Subject: Re: Quote kk052225AR4
DI Blank are submitted yesterday, I aw waiting for approval I will update you soon.

Thank you
From: Garrett Yost <[email protected]>
Sent: Friday, June 6, 2025 8:49 AM
To: [email protected] <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>
Cc: Kupono Ke A <[email protected]>
Subject: Re: Quote kk052225AR4
Thank you for the revised PO. Just to have it in writing, isthe preliminary cutsheet of the DI blank approved? Best,
Garrett Yost
Project Coordinator, Jensen Infrastructure
1 CCO2 - Immediate Order after the same day of shop drawing approval 279
Order Confirmation K143235
625 Bergin Way
Sparks NV 89431
(800) 648-1134
Order Date:

Customer No:

PO Number:

Project Name:
6/6/25
153114
PIONEER TRAILS HSIP-1737YM

PIONEER TRAILS HSIP
Coordinator: Dulce Khoshaba Sales Rep: Payment Terms: Cash On Delivery Customer Address: Delivery Address:

YSMC, INC dba Prime Supply 1 PIONEER TRAILS HSIP
12393 Doherty St 3159 PIONEER TRAIL
Riverside CA 92503 SOUTH LAKE TAHOE CA 96150
Group Part No Description
Est. Delivery
Date Unit Weight Qty Unit Unit Price Net Amount
100001194 Drop Inlet Riser 3636x12 6/24/25 1,041.31 lbs 4 PCS 559.00 2,236.00 100039688 DROP INLET FRAME 3636 STEEL GALV EZ
FV-1-3636-R1G DL
8/8/25 4 PCS 1,030.00 4,120.00
100035029 DROP INLET GRATE 3636 STEEL TRF HEEL PROOF
D&L
7/31/25 4 PCS 3,317.00 13,268.00
100005621 Grade Ring D2434x03 Manhole 6/25/25 115.16 lbs 2 PCS 77.00 154.00 100001670 MANHOLE FLAT TOP D4858x09.25 24C 6/25/25 1,256.69 lbs 2 PCS 440.00 880.00 100013648 JOINT SEALANT CONSEAL 1" DIA. X 14.5' LONG
CS-102
6/25/25 6.75 lbs 2 PCS 18.00 36.00
100005818 CAST IRON COVER A-1032-02 24" VENT HOLES

STORM DRAIN DOMESTIC DL
6/25/25 125 lbs 2 PCS 216.00 432.00
100006866 CAST IRON FRAME A-1032-R1 24" FLANGE DOWN

DOMESTIC DL
6/25/25 100 lbs 2 PCS 267.00 534.00
DELIVERY DELIVERY & HANDLING 6/25/25 1 PCS 1,025.00 1,025.00 100001190 Drop Inlet Bottom 3636X48 Knockouts 7/1/25 4,224.22 lbs 3 PCS 877.00 2,631.00 Net Total: 25,316.00
Total Tax: 2215.15
Gross Total: 27,531.15
This document acknowledges your order subject to the terms and conditions of Jensen Infrastructure.

Please refer to https://www.jensenprecast.com/terms-of-service/ for complete terms and conditions which are hereby incorporated into this document by reference.

Please review the information presented here and advise us of any errors or omissions at your earlient convenience. For information of your order refer to order number K143235 in all communications. Thank you for choosing Jensen Infrastructure.

Page 1 ends

CCO2 - Delivery Schedule by Supplier
280
Order Confirmation K143235
625 Bergin Way
Sparks NV 89431
(800) 648-1134
Order Date:

Customer No:

PO Number:

Project Name:
6/6/25
153114
PIONEER TRAILS HSIP-1737YM

PIONEER TRAILS HSIP
Payment Terms: Cash On Delivery
YSMC, INC dba Prime Supply 1 Signature Date
YSMC, INC dba Prime Supply 1 PO
Jensen Signature Date

Page 2 ends

281
Created: 2025-07-11
By:

Status:

Transaction ID:

Stephen Anderjack ([email protected])
Signed
CBJCHBCAABAAPFHnww2H2wC1d57jN2x7foew4rZn0dSa
PTHSIP - CCO 001
Final Audit Report 2025-07-11
"PTHSIP - CCO 001" History
Document created by Stephen Anderjack ([email protected]) 2025-07-11 - 5:17:24 PM GMT
Document emailed to Dawood Kavosh ([email protected]) for signature 2025-07-11 - 5:17:37 PM GMT
Document emailed to Stephen Anderjack ([email protected]) for signature 2025-07-11 - 5:17:37 PM GMT
Document emailed to Anush Nejad ([email protected]) for signature 2025-07-11 - 5:17:37 PM GMT
Email viewed by Stephen Anderjack ([email protected]) 2025-07-11 - 5:20:45 PM GMT
Document e-signed by Stephen Anderjack ([email protected]) Signature Date: 2025-07-11 - 5:20:58 PM GMT - Time Source: server Email viewed by Dawood Kavosh ([email protected])
2025-07-11 - 5:21:05 PM GMT
Document e-signed by Dawood Kavosh ([email protected]) Signature Date: 2025-07-11 - 5:21:57 PM GMT - Time Source: server Email viewed by Anush Nejad ([email protected])
2025-07-11 - 5:36:13 PM GMT
Document e-signed by Anush Nejad ([email protected])
Signature Date: 2025-07-11 - 5:37:14 PM GMT - Time Source: server Agreement completed.
2025-07-11 - 5:37:14 PM GMT
282
Public Works Department
Pioneer Trail HSIP
PWC: 30150038
Federal Project No.: HSIPL-5398(016)

CONTRACT CHANGE ORDER
Date: July 24, 2025
Contract Change Order No.: 02 CCO Name: Drop Inlet Boxes and Grates To: Globe General Engineering:

You are hereby directed to make the herein described changes to the plans, and specifications or do the following described work not included in the plans and specifications of the contract to construct the Pioneer Trail HSIP Project. All new work herein described shall be performed in accordance with the applicable provisions of the plans and specifications, except as specifically modified by this contract change order (CCO).

Note: This CCO is not effective until approved by the Owner, or until an authorized Field Directive is executed.

This CCO is requested by: Globe Engineering Development DECREASES IN BID ITEM AT BID ITEM PRICE:

In accordance with Section 9-1.06, “Changed Quantity Payment Adjustments,” of the 2023 Standard Specifications, you will receive no additional payment for the change in quantity on the following items as authorized by the Engineer:

Bid Item No. 32, “Drain Inlet (Supply of Structure Only)”: -2.00 EA (-100 %) at $2,500/EA = -$5,000.00 (-100%) Bid Item No. 34, “Interceptor (Supply of Structure Only)"”: -1.00 EA (-100 %) at $5,000/EA = -$5,000.00 (-100%) Bid Item No. 36, “Drop Inlet - 24" X 36"”: -1.00 EA (-100 %) at $3,000/EA = -$3,000.00 (-100%) Decreases in bid items at bid item prices = -$13,000.00 PAYMENT AT AGREED LUMP SUM:

In accordance with section 4-1.05B, "Changes and Extra Work", of the Contract Bid Documents and Standard Specifications, provide labor, material, equipment, and incidentals to compensate the contractor for additional work related to change in drain inlet sizes to accommodate the existing HDPE pipe.
1740 D Street │ South Lake Tahoe, CA 96150 │ (530) 542-6030 │www.cityofslt.us 283

Page 2 ends

Additional work includes but not limited to the following:

1. Procurement of Drop Inlet Riser, Drop Inlet Bottom 36” x 36” x 48”, Drop Inlet Frame 36” x 36”, Drop Inlet Grate 36” x 36”.

2. Labor associated with the new Drain Inlets
All work shall be performed in accordance with the approved shop drawings, project plans, and Specifications.

For the work involved in this change order, you will accept the agreed lump sum payment of $39,625.00. Payment is full compensation for furnishing the resources and activities to complete the work.

Total cost of extra work at agreed lump sum = $39,625.00 The total net cost of this change as a result of Decrease in Bid Item at Bid Item Price and Extra work at agreed lump sum = ($39,625.00 - $13,000.00) = $26,625.00 A time adjustment is made for the critical delay caused by the work described in this change order. As provided for in Section 8-1.07, "Delays” and Section 9-1.11, “Time-Related Overhead,” in accordance with the Contract Bid Documents and Standard Specifications, you will receive eleven (11) non-compensable working days for the critical delay. You accept the following payment as full compensation for the time-related overhead expenses during the critical delay of $0.00.

ACCEPTED BY:

Dawood Kavosh
Dawood Kavosh (Jul 24, 2025 16:30:50 PDT)
Contractor: Dawood Kavosh Date
APPROVED BY:

Jul 24, 2025
Stephen Anderjack: Project Manager Date
Anush Nejad Jul 25, 2025
Anush Nejad (Jul 25, 2025 06:43:14 PDT)
Anush Nejad, Director of Public Works Date
Jul 24, 2025
284
Created:

By:

Status:
2025-07-24
Kelli Durocher ([email protected])
Signed
Transaction ID: CBJCHBCAABAARqQYyTou8983lIfpMjMc77GxdDgdSyKX Contract Change Order: GLOBE

ENGINEERING CONTRACT CHANGE ORDER
Final Audit Report 2025-07-25
"Contract Change Order: GLOBE ENGINEERING CONTRACT
CHANGE ORDER" History
Document created by Kelli Durocher ([email protected]) 2025-07-24 - 10:20:39 PM GMT
Document emailed to [email protected] for signature 2025-07-24 - 10:21:30 PM GMT
Email viewed by [email protected]
2025-07-24 - 11:29:59 PM GMT
Signer [email protected] entered name at signing as Dawood Kavosh 2025-07-24 - 11:30:48 PM GMT
Document e-signed by Dawood Kavosh ([email protected]) Signature Date: 2025-07-24 - 11:30:50 PM GMT - Time Source: server Document emailed to Stephen Anderjack ([email protected]) for signature 2025-07-24 - 11:30:51 PM GMT
Email viewed by Stephen Anderjack ([email protected]) 2025-07-25 - 0:36:58 AM GMT
Document e-signed by Stephen Anderjack ([email protected]) Signature Date: 2025-07-25 - 0:37:08 AM GMT - Time Source: server Document emailed to Anush Nejad ([email protected]) for signature 2025-07-25 - 0:37:09 AM GMT
Email viewed by Anush Nejad ([email protected])
2025-07-25 - 1:42:40 PM GMT
285
Document e-signed by Anush Nejad ([email protected])
Signature Date: 2025-07-25 - 1:43:14 PM GMT - Time Source: server Agreement completed.
2025-07-25 - 1:43:14 PM GMT
286
Public Works Department
Pioneer Trail HSIP
PWC: 30150038
Federal Project No.: HSIPL-5398(016)

CONTRACT CHANGE ORDER
Date: September 29, 2025
Contract Change Order No.: 03 CCO Name: Cost Balancing
To: Globe Engineering:

Note: This CCO is not effective until approved by the Owner, or until an authorized Field Directive is executed.

This CCO is requested by: City of South Lake Tahoe
CONTRACT CHANGE ORDER AMOUNT: For the work involved in this change order, you will accept the quantity overruns and underruns that total $10,500.00 over the original contract value. Payment is full compensation for furnishing the resources and activities to complete the work.

REASON FOR CHANGE: Upon final completion and closeout of the Pioneer Trail HSIP Project, a cost reconciliation is performed to account for any differences between actual and estimated quantities. This process determines whether any additional payments or deductions are required from the original contract amount. Refer to the diagram below for a breakdown of how this amount was calculated.
1740 D Street │ South Lake Tahoe, CA 96150 │ (530) 542-6030 │www.cityofslt.us 287

ITEM ITEM DESCRIPTION UNIT ESTIMATED

QUANTITY UNIT PRICE ITEM TOTAL ACUTAL

QUANTITY

ADDITION/

DEDUCTION
COST
1 Mobilization/Demobiliation LS 1.00 $ 20,000.00 $ 20,000.00 1.00 - $ - 2 Traffic Control LS 1.00 $ 16,000.00 $ 16,000.00 1.00 - $ - 3 Temporary BMP's - Fiber Rolls LF 99.00 $ 5.00 $ 495.00 99.00 - $ - 4 Temporary BMP's - DI Protection EA 12.00 $ 500.00 $ 6,000.00 12.00 - $ - 5 Temporary BMP's - Construction Fencing LF 300.00 $ 8.00 $ 2,400.00 300.00 - $ - 6 AC Pavement Sawcut and Removal SF 2,358.00 $ 12.00 $ 28,296.00 2358.00 - $ - 7 Riprap Removal SF 1,028.00 $ 10.00 $ 10,280.00 1028.00 - $ - 8 AC Dike Removal LF 200.00 $ 8.00 $ 1,600.00 200.00 - $ - 9 Curb and Gutter Removal LF 91.00 $ 15.00 $ 1,365.00 91.00 - $ - 10 Removal of CMP Pipe (18''-24'') LF 371.00 $ 25.00 $ 9,275.00 491.00 120.00 $ 3,000.00 11 Grading: Cut (F) LS 1.00 $ 10,000.00 $ 10,000.00 1.00 - $ - 12 Grading: Fill (F) LS 1.00 $ 10,000.00 $ 10,000.00 1.00 - $ - 13 4'' AC Over 6" AB SF 3,251.00 $ 20.00 $ 65,020.00 3426.00 175.00 $ 3,500.00 14 Install Curb and Gutter LF 119.00 $ 150.00 $ 17,850.00 119.00 - $ - 15 Install Valley Gutter LF 35.00 $ 200.00 $ 7,000.00 0 (35.00) $ (7,000.00) 16 AC Dike Install LF 200.00 $ 25.00 $ 5,000.00 200.00 - $ - 17 18'' HDPE Pipe LF 305.00 $ 200.00 $ 61,000.00 305.00 - $ - 18 24" HDPE Pipe LF 4.00 $ 2,000.00 $ 8,000.00 5.5 1.50 $ 3,000.00 19 Cement Clurry Backfill CY 62.00 $ 250.00 $ 15,500.00 62.00 - $ - 20 Tree Removal EA 1.00 $ 4,000.00 $ 4,000.00 0 (1.00) $ (4,000.00) 21 4" Double Yellow Striping LF 1,041.00 $ 25.00 $ 26,025.00 1041.00 - $ - 22 4" White Line Stripping LF 1,115.00 $ 15.00 $ 16,725.00 1,115.00 - $ - 23 12" White Line Stripping LF 27.00 $ 500.00 $ 13,500.00 27 - $ - 24 Ground Strippnig Symbols (Arrows, STOP, Bicycle) EA 8.00 $ 2,300.00 $ 18,400.00 8 - $ - 25 Signs EA 10.00 $ 1,000.00 $ 10,000.00 10 - $ -
26 Radar Detection Sign EA 2.00 $ 17,500.00 $ 35,000.00 2 - $ - 27 Remove and Relocate Drainage Features - DI EA 2.00 $ 3,000.00 $ 6,000.00 2 - $ - 28 Remove and Relocate Drainage Features -
Sediment Trap EA 2.00 $ 3,000.00 $ 6,000.00 1 (1.00) $ (3,000.00) 29 Remove and Relocate Drainage Features -
Interceptor W/ New Grate EA 1.00 $ 3,000.00 $ 3,000.00 1 - $ - 288

ITEM ITEM DESCRIPTION UNIT ESTIMATED

QUANTITY UNIT PRICE ITEM TOTAL ACUTAL

QUANTITY

ADDITION/

DEDUCTION
COST
30 Remove and Relocate Drainage Features - Manhole EA 1.00 $ 3,000.00 $ 3,000.00 1 - $ - 31 48" Stormdrain Manhole, Frame and Cover EA 1.00 $ 2,500.00 $ 2,500.00 1 - $ - 32 Drain Inlet (Supply of Structure Only) EA 2.00 $ 2,500.00 $ 5,000.00 1 (1.00) $ (2,500.00) 33 Sediment Trap (Supply of Structure Only) EA 2.00 $ 2,500.00 $ 5,000.00 1 (1.00) $ (2,500.00) 34 Interceptor (Supply of Structure Only) EA 1.00 $ 5,000.00 $ 5,000.00 1 - $ - 35 Concrete Collar EA 18.00 $ 500.00 $ 9,000.00 18 - $ - 36 Drop Inlet - 24" X 36" EA 1.00 $ 3,000.00 $ 3,000.00 1 - $ - 37 Transverse Drain EA 1.00 $ 2,500.00 $ 2,500.00 1 - $ - 38 0-3' Timber Retaining Wall SF 129.00 $ 200.00 $ 25,800.00 179 50.00 $ 10,000.00 39 Potholing of Existing Utilities EA 5.00 $ 2,000.00 $ 10,000.00 10 5.00 $ 10,000.00 Base Contract Total $ 504,531.00
CCO 1 $ 24,100.87
CCO 2 $ 26,625.00
CCO 3 $ 10,500.00
Contract Total with CCO's $ 565,756.87
289

Page 2 ends

COST OF CHANGE: Total cost of extra work at agreed lump sum = $10,500.00 This contract change order constitutes full and complete compensation for all labor, equipment, materials, tools, jobsite and home office overhead, profit, all indirect costs and contract time adjustment to perform the above described change. All other costs are noncompensable.

ACCEPTED BY:

Dawood Kavosh
Dawood Kavosh (Sep 30, 2025 09:14:08 PDT)
Dawood Kavosh: Contractor Date:

APPROVED BY:

Steve Anderjack Sep 30, 2025
Steve Anderjack (Sep 30, 2025 09:33:07 PDT)
Stephen Anderjack: Project Manager Date:

Sep 30, 2025
John Dickinson: Interim Director of Public Works Date:

Sep 30, 2025
290
CCO: PTHSIP - CCO 003
Final Audit Report 2025-09-30
"CCO: PTHSIP - CCO 003" History
Document created by Kelli Durocher ([email protected]) 2025-09-30 - 3:46:09 PM GMT
Document emailed to [email protected] for signature 2025-09-30 - 3:46:18 PM GMT
Email viewed by [email protected]
2025-09-30 - 3:47:30 PM GMT
Signer [email protected] entered name at signing as Dawood Kavosh 2025-09-30 - 4:14:06 PM GMT
Document e-signed by Dawood Kavosh ([email protected]) Signature Date: 2025-09-30 - 4:14:08 PM GMT - Time Source: server Document emailed to [email protected] for signature 2025-09-30 - 4:14:10 PM GMT
Email viewed by [email protected]
2025-09-30 - 4:32:45 PM GMT
Signer [email protected] entered name at signing as Steve Anderjack 2025-09-30 - 4:33:05 PM GMT
Document e-signed by Steve Anderjack ([email protected]) Signature Date: 2025-09-30 - 4:33:07 PM GMT - Time Source: server Document emailed to John Dickinson ([email protected]) for signature 2025-09-30 - 4:33:09 PM GMT
Email viewed by John Dickinson ([email protected]) 2025-09-30 - 4:33:38 PM GMT
Created: 2025-09-30
By:

Status:

Transaction ID:

Kelli Durocher ([email protected])
Signed
CBJCHBCAABAAS5ZgLcZjgCBs7VqXLdzaAw8TcA6rOZXW
291
Document e-signed by John Dickinson ([email protected]) Signature Date: 2025-09-30 - 4:33:48 PM GMT - Time Source: server Agreement completed.
2025-09-30 - 4:33:48 PM GMT
292
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: January 27, 2026
Agenda Item #:9
Agenda Item:

Old Colony Inn Residences Tentative Subdivision Map for Condominium Purposes, 3794 Montreal Road, APN 029-720-007, File #TSM25-001
Executive Summary: On September 19, 2024, the Planning Commission approved a 30-unit multifamily project located at 3794 Montreal Road (Planning Commission Resolution 2024-021). The applicant has submitted an application for a Tentative Subdivision Map proposing to subdivide the units into 30 air space residential condominiums and one air space commercial condominium. The commercial condominium will function as an office to manage the properties. According to the California Subdivision Map Act, the subdivision of five (5) or more units requires approval of a Tentative Subdivision Map as well as a Final Subdivision Map and Condominium Plan. On November 13, 2025, the Planning Commission adopted Resolution No. 2025-017 by a vote of 3-0 (Feiger recused and Imhoff absent) recommending that City Council approve the Tentative Subdivision Map.

Requested Action / Suggested Motions: Pass a Resolution: 1) finding The Old Colony Inn Residence Tentative Subdivision Map for Condominium Purposes is exempt from CEQA pursuant to Section 15332, Class 32: 2) finding the Tentative Subdivision Map is consistent with the Subdivision Map Act; and, 3) approving the Old Colony Inn Residence Tentative Subdivision Map for Condominium Purposes.

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 - 3794 Montreal Tentative Map.docx
02 - Resolution 2024-021.pdf
03 - Old Colony Inn Residences Tentative Subdivision Map.pdf 04 - Caltrans Reservation of Easement 1970-14227.pdf
05 - Abandonment Letter to Caltrans.pdf
06 - Resolution - 3794 Montreal Tentative Map.docx
07 - PC Resolution 2025-017_Tentative Subdivision Map, 3794 Montreal Road, File #TSM25- 001.pdf
08 - Tribune Proof.pdf
09-Proof of Mailing_Redacted.pdf
293
City Council Agenda Report- January 27, 2026 Page 1
City of South Lake Tahoe
Report to City Council
Meeting Date: January 27, 2026
Title: Old Colony Inn Residences Tentative Subdivision Map for Condominium Purposes, 3794 Montreal Road, APN 029-720-007, File #TSM25-001
Location: 3794 Montreal Road
Responsible Staff Members: John Hitchcock, Planning Manager (530) 542-7472 Background:

On September 19, 2024, the Planning Commission approved a 30-unit multi-family project located at 3794 Montreal Road (see Attachment 02, Planning Commission Resolution 2024- 021). The applicant has applied for a Tentative Subdivision Map proposing to subdivide the units into 30 airspace residential condominiums and one airspace commercial condominium.

The commercial condominium will function as an office to manage the properties. According to the California Subdivision Map Act, the subdivision of five (5) or more units requires approval of a Tentative Subdivision Map as well as a Final Subdivision Map and Condominium Plan.

On November 13, 2025, the Planning Commission adopted Resolution 2025-017, recommending that the City Council approve the Tentative Subdivision Map for the Old Colony Inn Residences.

Issue and Discussion:

MAP REVIEW
The Tentative Map (Attachment 03) will subdivide a total of nine buildings into condominium air space as depicted on the subdivision map. The nine (9) buildings shown on the map depict the proposed footprints of each building, which may be further subdivided into individual condominium units by recording a condominium map. Areas outside of the condominium units are shown as a common area.

The parcel also has a public utility and incidental purpose easement recorded by Caltrans in 1970 (see Attachment 04) when the property was purchased and transferred to Crescent V.

Lands, Inc. The purpose of the easement is unclear and may have been tied to the proposed realignment of U.S. Highway 50 in the 1970s. The applicant is requesting that the easement be abandoned.

Pursuant to the Subdivision Map Act 66434(g), any public streets or public easements to be left in effect after the subdivision shall be adequately delineated on the map. The filing of the final map shall constitute abandonment of all public streets and public easements not shown on the map, provided that a written notation of each abandonment is listed by reference to the recording data or other official record creating these public streets or public easements and certified to on the map by the clerk of the legislative body or the designee of the legislative body approving the map.
294
City Council Agenda Report- January 27, 2026 Page 2
Before a public easement vested in another public entity may be abandoned pursuant to this section, that public entity shall receive notice of the proposed abandonment. No public easement vested in another public entity shall be abandoned in accordance with this section if that public entity objects to the proposed abandonment. Development Services sent a letter on October 24, 2025, to the California Department of Transportation Headquarters and California Department of Transportation District 3, notifying the state that the City intends to abandon the easement (See Attachment 05)
Once the Tentative Map is approved, a Final Subdivision Map for condominium purposes must be submitted to the City within 24 months, unless extended pursuant to the Subdivision Map Act. The Final Subdivision Map will be accompanied by a condominium plan describing the legal boundaries of each airspace unit. The Final Subdivision Map will be reviewed by the Public Works Department in collaboration with the El Dorado County Surveyor for consistency with the Subdivision Map Act prior to consideration and adoption by the City Council.

Common Interest Developments (CID) such as proposed here are subject to compliance with the Davis-Stirling Common Interest Development Act (California Civil Code sections 4000 et seq.). This Act is intended to provide homeowners with a system of self-government and dispute resolution through a homeowner's association. The California Department of Real Estate will review the legal framework of the proposed CID to ensure compliance with the Subdivided Lands Law as part of the public report application process before homes are offered for sale to the public.

FINDINGS
Section 66474 of the Subdivision Map Act requires that the proposed subdivision be consistent with the following findings:

1. The project is consistent with the General Plan as specified in Government Code Section 65451.

The General Plan directs the City to utilize the Plan Area Statements (PAS), Community Plans, and Area Plans to guide land use policies and address land use issues. The proposed project is located in the Tourist Core Area Plan Mixed-Use District, where single-family and multi-family residential are allowed uses. With the approval of the project by the City Planning Commission on September 19, 2024, the proposed uses were determined to be consistent with allowed uses in this area plan.

2. The design or improvement of the proposed subdivision is consistent with applicable general and specific plans.

The Tourist Core Mixed-Use District is zoned for higher-density residential development at 25 units per acre. The proposed project includes 30 units on 3.79 acres, which equals 8 units per acre. As part of the project approval on September 19, 2024, the Planning Commission made findings that the project design is consistent with the City-Wide Design Standards and the Tourist Core Area Plan Design Standards. 295
City Council Agenda Report- January 27, 2026 Page 3

3. The site is physically suitable for the type of development.

With the approval of the project by the City Planning Commission on September 19, 2024, the proposed use was determined to be consistent with the Tourist Core Area Plan policies and standards as well as the City-Wide Design Standard. Moreover, the site is an infill site verified by TRPA to be suitable for development (i.e., Land Capability District Class 7), and existing utilities (e.g., sewer, water, and electricity) are found adjacent to the property.

4. The site is physically suitable for the proposed density of development.

The Tourist Core Mixed-Use District is zoned for higher-density residential development at 25 units per acre. The proposed project includes 30 units on 3.79 acres, for a density of 8 units per acre.

5. The design of the subdivision is not likely to cause substantial environmental damage or substantially and avoidably injure fish or wildlife or their habitat.

On September 19, 2024 the City Planning Commission made the finding that the project is categorically exempt from CEQA under Section 15332, Class 32, Infill Development, which consists of projects characterized as infill development on 1) parcels less than five acres in size located within the city limits, 2) is consistent with applicable general plan designations, policies and zoning designations, 3) has no value, as habitat for endangered, rare or threatened species, 4) would not result in any significant effects relating to traffic, noise, air quality, or water quality, and 5) is adequately served by all required utilities and public services.

The site was formerly developed with a motel constructed in the 1960s, which was subsequently demolished. TRPA conducted a site assessment of the parcel and determined it to be substantially disturbed and that the portion of the site where the project is to be located does not exhibit any qualities associated with a stream environment zone or riparian habitat.

6. The design of the subdivision is not likely to cause serious public health problems.

With compliance with all City, County, State, TRPA, and Federal regulations, the project will not likely cause public health problems. The project must install water quality best management practices, mitigate potential air quality impacts, and be built to meet all fire and defensible space standards for the high fire hazard zone.

7. The design of the subdivision will not conflict with easements, acquired by the public at large, for access through or use of, property within the proposed subdivision.

The tentative map submitted by the applicant indicates a public utility easement, including a snow storage easement in favor of the City of South Lake Tahoe, and is shown on the Tentative Map.

Section 66474.02 of the Subdivision Map Act requires a local legislative body to make the following findings for submissions located in a high fire hazard zone:
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City Council Agenda Report- January 27, 2026 Page 4

1. A finding supported by substantial evidence in the record that the subdivision is consistent with regulations adopted by the State Board of Forestry and Fire Protection pursuant to Sections 4290 and 4291 of the Public Resources Code or consistent with local ordinances certified by the State Board of Forestry and Fire Protection as meeting or exceeding the state regulations.

The proposed Tentative Map is consistent with Sections 4290 and 4291 of the State Board of Forestry and Fire Protection. The underlying project was reviewed for consistency with the state fire safety regulations, including but not limited to defensible space requirements, construction materials, emergency access, signage, and water supply for construction in a very high fire hazard severity zone. Moreover, all new construction in the City of South Lake Tahoe is required to install an internal sprinkler system. Pursuant to Section 4291, the City follows the State's mandate requiring all development within the City to implement defensible space, and the proposed project's defensible space plan was approved by the City Fire Inspector on February 24, 2024.

2. A finding supported by substantial evidence in the record that structural fire protection and suppression services will be available for the subdivision through any of the following entities:
a. A county, city, special district, political subdivision of the state, or another entity organized solely to provide fire protection services that is monitored and funded by a county or public entity.

The proposed subdivision is located within the City of South Lake Tahoe, which provides full-time fire protection services. The City of South Lake Tahoe Fire and Rescue is an allrisk fire department serving the City and the surrounding region. There are three fire stations located within the City, with Fire Station #1 located at Pioneer Trail and Ski Run Boulevard, which is located within one mile of the project site. Moreover, the City has a mutual aid agreement with the Lake Valley Fire Department and Cal Fire, which provide fire protection services to the unincorporated portion of El Dorado County adjacent to the subject parcel.

Environmental Analysis:

California Environmental Quality Act (CEQA)
The proposed project is exempt from CEQA pursuant to Section 15332, Class 32, which consists of projects characterized as infill development meeting the following conditions:

1. The project is consistent with the applicable general plan designation and all applicable general plan policies as well as with applicable zoning designation and regulations.

The project is consistent with the General Plan, which designates the parcel as a Tourist Center, where intensive land uses are encouraged, including major commercial/visitor centers and mixed-use residential. The TCAP encourages high-density residential uses mixed with tourist uses and allows multi-family dwellings at 25 units per acre.

2. The proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses.
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City Council Agenda Report- January 27, 2026 Page 5
The project site is a vacant property located within the city limits of South Lake Tahoe and is 3.79 acres in size.

3. The project site has no value, as habitat for endangered, rare or threatened species.

The project site has no known value as a habitat for endangered, rare, or threatened species.

The portion of the parcel that is being developed has been verified by TRPA as highcapability land (Class 7). There are portions of the parcel that are designated stream environment zones on the parcel that could provide suitable habitat for endangered, rare, or threatened species. However, no development is proposed on that portion of the parcel, and Design Review Permit #24-107 requires the installation of a fence to prohibit encroachment on the stream environment zone.

4. Approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality.

The proposed project would not result in any significant effects relating to traffic, noise, air quality, or water quality. The City/TRPA Permits have been conditioned to require the project to install Best Management Practices and treat all runoff onsite. The project's traffic impact was evaluated using TRPA's Project Impact Assessment tool, which determined that the VMTs generated (224 VMTs) are below the threshold of significance; however, the applicant must submit a mobility mitigation fee of $45,440.64.

The proposed project would likely create lower noise levels than surrounding commercial and tourist accommodation uses, which are located adjacent to the parcel.

The site is adequately served by the required utilities. South Tahoe Public Utility District, which provides water and sewer, has a mainline on Monreal Road. Electricity is provided by Liberty Utilities, which has existing power poles located within the City right-of-way along the property frontage and a substation located adjacent to the parcel.

Police and Fire services would be provided by the City of South Lake Tahoe Police Department and City of South Lake Tahoe Fire and Rescue. Moreover, the City has a mutual aid agreement with the Lake Valley Fire Department and Cal Fire, which provide fire protection services to the unincorporated portion of El Dorado County adjacent to the subject parcel.

Public Notice:

Notice of this public hearing was provided to the public by a publication in the Tahoe Tribune on January 9, 2026, and to all property owners within 300 feet of the subject area by mail. No comments have been received as of the date of this report.

Financial Implications:

Approval of a Tentative Map will allow the units to be subdivided into individual condominiums, enabling the collection of property taxes once constructed. 298
City Council Agenda Report- January 27, 2026 Page 6
Policy Implications:

The development of the proposed multi-family/condominium dwelling project is consistent with the City Council's strategic priorities to provide a spectrum of housing needs and ensure housing availability for people of all economic, physical, social, and employment circumstances. 299
Resolution 2024- 021
Adopted by the City of South Lake Tahoe
Planning Commission
September 19, 2024

APPROVE THE DESIGN REVIEW PERMIT AND TRPA MULTI-FAMILY PERMIT FOR THE HVR ACQUISTIONS LLC PHASE 2 MULTI-FAMLY RESIDENTIAL PROJECT, FILE #24-107, EL DORADO COUNTY, APN 029-720-007

BACKGROUND
A. On September 19, 2024, the City of South Lake Tahoe Planning Commission held a duly noticed public hearing toconsider a City Design Review Permit and a TRPA MultiFamily Residential Permit for the construction of 12 multi-family residential dwelling units at 3794 Montreal Road, APN 029-720-007.

B. The project applicant, HVR Acquisitions, is seeking approval for Phase 2 of a previously approved multi-family project to add 12 multi-family units for a total of 30 onsite units.

C. A public notice was mailed to property owners within 300 feet of the project on September 6, 2024. A public notice was published in the Tahoe Daily Tribune on September 6, 2024.

D. The City of South Lake Tahoe Planning Commission conducted a public hearing, received public comments, considered evidence in the record, and deliberated.

BASED ON THE FACTS SET FORTH IN THE BACKGROUND, BE IT RESOLVED, thatthe City of South Lake Tahoe Planning Commission:

1. Finds the City Council has adopted Resolution 2024-048, adopting a Mitigated Negative Declaration, concluding theproposed project would not have aneffect onthe environment, provided the applicable mitigation measures are implemented.

2. Finds the TRPA Governing Board has adopted Ordinance 2024-06 adopting an Initial Environmental Checklist and making a Finding of No Significant Effect for the proposed project.

3. Make the TRPA Findings and the Finding of No Significant Effect (FONSE) attached to this Resolution as Exhibit 1.

4. Finds the proposed project, as conditioned, is consistent with the Airport Land Use Compatibility Plan, the City of South Lake Tahoe General Plan, the City-Wide Design Standards, the Tourist Core Area Plan, the TRPA Code of Ordinances, TRPA Rules of Procedures, and the TRPA Regional Plan.

5. Approves the City Design Review Permit #24-107 and the TRPA Commercial Project Permit #24-107, subject to the standard and special conditions therein.

Resolution 2024- 021 September 19, 2024 Page 1 of 2
300
Adopted by the City of South Lake Tahoe Planning Commission at a meeting on September 19, 2024, by the following vote:

Yes: Wieczorek, Howard, Lucksinger
Absent (recused): Feiger, Realo
Date: _________
Natalia Wieczorek, Chair
Attest:

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

Resolution 2024- 021 September 19, 2024 Page 2 of 2
Susan Blankenship (Sep 24, 2024 14:42 PDT)
Natalia Wieczorek (Sep 24, 2024 16:45 CDT)
Sep 24, 2024
301
EXHIBIT 1
TRPA Findings
HVR Acquisitions LLC Multi-Family Project, 3794 Montreal Road, APN 029-720-007, File # 24-107
TRPA Findings
Chapter 3: Environmental Documentation
Finding 3.2.2.A: The proposed project could not have a significant effect on the environment and a finding of no significant effect shall be prepared in accordance with Rules of Procedure Section 6.6.

Rationale: The TRPA Governing Board, on April 23, 2024, adopted Ordinance 2024-06 making a Finding of No Significant Effect ( FINSE) pursuant to Rules of Procedures Section 6.6. The FONSE
concluded the rezoning and the project to add multi-family units on the rezoned portion of the subject parcel would not have an effect on the environment.

Chapter 4: Required Findings
Finding 4.4.1.A: The project is consistent with and will not adversely affect implementation of the Regional Plan, including all applicable Goals and Policies, plan area statements and maps, the Code, and other TRPA plans and programs.

Rationale: The FONSE adopted by the TRPA Governing Board concluded the rezone and the proposed project would not adversely affect the implementation of the Regional Plan, including all applicable Goals and Policies, plan area statements and maps, the Code, and other TRPA plans and programs.

Finding 4.4.1.B: The project will not cause the environmental threshold carrying capacities to be exceeded.

Rationale: The adopted FONSE concluded project will not cause environmental thresholds to be exceeded. It has been designed to comply with TRPA Code site development standards to ensure threshold attainment and maintenance. The permit is conditioned to require the installation of BMPs to pre-treat all water onsite.

The TRPA Permit has been conditioned to require the permitee to offset the 224 VMT by paying the applicable mobility mitigation fee.

The TRPA Permit has been conditioned to require the permittee to 302
2 of 4
offset existing land coverage pursuant to the TRPA Code of Ordinance.

Finding 4.4.1.C: Wherever federal, state, or local air and water quality standards apply for the region, the strictest standards shall be attained, maintained, or exceeded pursuant to Article V(d) of the Tahoe Regional Planning Compact.

Rationale: The project does not negatively impact air or water quality standards. The property will install BMPs consistent with TRPA’ s water quality standards to pre-treat onsite. The TRPA Permit has been conditioned to require the permittee to offset the 224 VMT by paying the applicable mobility mitigation fee. The TRPA Permit has been conditioned to require the permittee to offset existing land coverage pursuant to the TRPA Code of Ordinance.

Chapter 30: Land Coverage
Finding 30.4.2.B.1: Unless otherwise provide in subparagraph A, the maximum land coverage ( base plus transferred coverage) allowed on a parcel within a Center of a Conforming Area Plan shall be: b) further than 300 fee tof the High Water Line of Lake Tahoe and those aeras landward of State Highways in the Tahoe City and Kings Beach Town Centers, maximum land coverage shall be 70 percent of the roject area that is located within Land Capability Districts through 7, inclusive.

Rationale: The proposed project will result in a total of 34,879 square feet of relocated land coverage. No new land coverage is created beyond that verified by the TRPA in the amount of 64,810 square feet 32,247 square feet of 1b land coverage and 32,563 square feet of Class 5 land coverage). Pursuant to Chapter 30 of the TRPA Code of Ordiances, the exces land coverage shall be mitigated pursuant to Section 30.6.

Finding 30.4.4.A: Relcoation of TRPA-Verified Existing Land Coverage Rationale: The project site is highly disturbed due to previous tourist accommodation use. All 1b coverage and Class 5 coverage will be located in verified Class 6 and Class 7 lands. The proposed project does not encroach on the delineated SEZ found in the project area.

A City/TRPA Permit condition requires the permittee to install a visually permeable fence between the project site and the delineated SEZ.

Chapter 32: Basic Servies
303
3 of 4
The proposed project will be served by existing sewer, water, and electrical lines that are found within the Montreal Road right-of-way.

Chapter 33: Grading and Construction
The proposed grading for the project site, with the exception of the swimming pool, is less than five feet in depth. A TRPA Permit condition requires the applicant to submit a soils/hydrology for the swimming pool to TRPA for review and approval.

Chapter 34: Driveway and Parking Standards
The proposed project includes a new driveway 24 feet in width. The driveway complies with the City-Wide Design Standards for driveway width.

Chapter 35: Natural Hazard Standards
The proposed project is located outside the 100 year floodplaing.

Chapter 37: Height
The proposed height for the residential structures is 56 feet. The maximum height permitted in the Tourist Center Mixed-Use District is 56 feet. The proposed height is consistent with the adopted height standard.

Chapter 50: Allocation of Development
TRPA has verified 11 banked residential units of use and ten tourist accommodation units of use on the site. The applicant proposes to convert the ten tourist accommodation units of use to 10 residential units of use for a total of 21 residential units of use. An additional nine residential units of use are required to be transferred to the site.

The TRPA Permit has been conditioned to require the applicant to transfer the remaining balance of development rights to the parcel.

Chapter 61: Vegetation and Forest Health
Phase 2 of the project will result in the removal of three trees greater than 30 inches in diameter at breast height. The removal of the trees was reviewed for consistency with Chapter 61, Vegetation and Forest Health of the TRPA Code of Ordinances, and the TRPA Revised Guidance for Large Tree Retention in the Urban Areas as outlined in the July 16, 2002 guidance memo from TRPA staff to TRPA MOU partners. The propose project has been found to be consistent with the theTRPA guidance memo and Section

61.1.4.B of the TRPA Code of Ordinances.

Chapter 67: Historic Resource Protection
304
4 of 4
There are no known historic or cultural resources within the subject parcel. Pursuant to California state law, if any artifacts or bones are discovered during construction, construction shall cease immediately, and the appropriate agencies shall be notified.

Chapter 66 Scenic Quality
Finding 66.1.3. Roadway and Shoreline Unit Scenic Quality. The project shall not cause a decrease in the numerical ratings assigned to roadway or shoreline units, including the scenic quality rating of the individual resources within each unit, as recorded in the 1982 Scenic Resources Inventory and shown in Tables 13-3, 13-5, 13-8, and 13- 9 of the Study Report for the Establishment of Environmental Threshold Carrying Capacities, October 1982. The criteria for rating scenic quality as identified in the referenced study report shall be used to determine if a project will cause a decrease in the numerical rating.

Rationale: Not applicable. The project site is not visible from a Roadway Unit Scenic Resource.

Finding 66.1.4. Roadway and Shoreline Unit Travel Routes. The project shall not cause a decrease in the 1982 roadway or shoreline travel route ratings as shown in Tables 13-6 and 13-7, respectively, of the Study Report for the Establishment of Environmental Threshold Carrying Capacities, October 1982. The criteria for rating travel routes as identified in the referenced study report and as further explained in the report entitled A Scenic Analysis of Principle Travel Routes In The Lake Tahoe Region, 1970, shall be used to determine if a project will cause a decrease in the numerical rating.

For projects in the shoreland, Section 66.3 shall be used to determine if it will contribute to a decrease in the numerical rating for a shoreline travel route rating.

Rationale: The project is not visible from the Roadway Travel Route.

Findings 66.1.5. Public Recreation Areas and Bicycle Trails. The project shall not cause a decrease in any numerical subcomponent threshold rating or total threshold rating assigned to a scenic resource identified in the 1993 Lake Tahoe Basin Scenic Resource Evaluation. Prior to approving a project that may potentially affect an identified scenic resource, TRPA shall find that the project is consistent with applicable recommendations for preserving scenic quality of the affected recreation area or bicycle trail found in the 1993 Lake Tahoe Basin Scenic Resource Evaluation.
305
5 of 4
Rationale: The project is not visible from any designated Public Recreation Area or designated Bicycle Trail.
306

TRPA FINDING OF NO SIGNIFICANT EFFECT
PROJECT DESCRIPTION: On July 11, 2024, HVR Acquisitions submitted a Major Design Review Application for the construction of a new multi-family residential development. The proposed project is Phase 2 of the HVR Acquisitions LLC Multi-Family Project, previously approved by the City on a parcel known as the “Colony Inn” parcel. This Phase of the project was on hold pending the successful rezoning of a portion of the subject parcel from Recreation to Tourist Center MixedUse District.

The amendment to rezone the property was adopted by the City Council on April 23, 2024 and by the TRPA Governing Board on June 26, 2024.

The proposed project consists of the construction of 12 additional multi-family units in the southern portion of the parcel, an associated driveway, and a hammerhead turnaround for emergency vehicle access. At full buildout, the project will have 30 units in total, including two units deed restricted to TRPA- designated achievable units.

APN: 029-720-007
ADDRESS: 3794 Montreal Road
FILE NUMBER: 24-107
PERMITEE( S): HVR Acquisitions LLC
Staff Analysis: In accordance with Article VI of the Tahoe Regional Planning Compact, Section

6.4 of the TRPA Rules and Regulations of Practice and Procedure, and Section 3.3.2 and Section

3.5 of the TRPA Code of Ordinances, City staff has reviewed the information submitted with the subject project. On the basis of this initial environmental checklist, City staff has found that the subject project will not have a significant effect on the environment.

Determination: Based on the above- stated finding, the subject project is conditionally exempt from the requirement to prepare an Environmental Impact Statement. The conditions of this exemption are the conditions of permit approval.

September 3, 2024
CSLT Development Services
Director/Designee
Date
307
Resolution 2024-021_MDR App and TRPA MFD
Application #24-107
Final Audit Report 2024- 09-24
Created: 2024- 09-24
By: Yvette Miranda ( ymiranda@cityofslt. us)
Status: Signed
Transaction ID: CBJCHBCAABAAjwmr0iq0vgKNwf1f6b5UNO- jrLOy5XuI Resolution 2024-021_MDR App and TRPA MFD Application # 2 4-107" History
Document created by Yvette Miranda ([email protected]) 2024- 09- 24 - 9:30:11 PM GMT
Document emailed to Susan Blankenship ([email protected]) for signature 2024- 09- 24 - 9:30:49 PM GMT
Email viewed by Susan Blankenship ( sblankenship@cityofslt. us) 2024- 09- 24 - 9:42:38 PM GMT
Document e-signed by Susan Blankenship ([email protected]) Signature Date: 2024- 09-24 - 9:42:46 PM GMT - Time Source: server Document emailed to [email protected] for signature 2024- 09- 24 - 9:42:47 PM GMT
Email viewed by [email protected]
2024- 09- 24 - 9:44:45 PM GMT
Signer [email protected] entered name at signing as Natalia Wieczorek 2024- 09- 24 - 9:45:11 PM GMT
Document e-signed by Natalia Wieczorek ([email protected]) Signature Date: 2024- 09-24 - 9:45:13 PM GMT - Time Source: server Agreement completed.
2024- 09- 24 - 9:45:13 PM GMT
308
UP
BLDG A
BLDG B
BLDG C
BLDG D
BLDG E
BLDG F
BLDG G

3.45%
FF GAR: 6297.6
FF GAR: 6296.0

2.0% 0.4% 2.9%

2.4% 0.3% 3828 MONTREAL ROAD HVR ACQUISITIONS LLC DOC# 2019-0035757 JOHN S. JR & JANICE C.

GRAHAM TRUST
3766 MONTREAL RD.

JOHN S. JR & JANICE C.

GRAHAM TRUST
1091 FERN RD.

CALIFORNIA PACIFIC

ELECTRIC COMPANY
933 ELOISE AVE.

CALIFORNIA TAHOE CONSERVANCY
3770 MONTREAL RD.

DOC#2000-R0066683

MONTREAL ROAD
15' SNOW STORAGE EASEMENT
PER DOC. 2021-0029156 30' SIERRA POWER COMPANY EASEMENT BK 487 PG 1 BK 373 PG 479 BK 376 PG 375

PRIVATE ACCESS EASEMENT, PUBLIC UTILITY

EASEMENT, EMERGENCY ACCESS EASEMENT
RECORDED NOVEMBER 10, 2022 IN BOOK 52
PAGE 83 AND CERTIFICATE OF CORRECTION,
DOCUMENT NO. 6389, RECORDED MARCH 12, 2025.

SEZ 10' SETBACK LINE SEZ LINE

BASIS OF BEARINGS

CALIFORNIA PACIFIC

ELECTRIC COMPANY
3770 MONTREAL ROAD PUBLIC UTILITY AND INCIDENTAL

PURPOSES EASEMENT
PER DOC# 1970-0014227
(TO BE ABANDONED)

GRAPHIC SCALE
30 0 15 30 60
8" AGGREGATE BASE COMPACTED
TO 95% MDD

2.0%

AC PAVEMENT
(4" AC ON 8" AB)

TYPICAL ROAD SECTION
24" PCC REINFORCED

VALLEY GUTTER
N.T.S.

24.0'

ROADWAY FINISHED

20.0' GRADE

26.0'

EASEMENT

THE BASIS OF ELEVATION FOR THIS SURVEY WAS ESTABLISHED ON THE NORTH AMERICAN VERTICAL DATUM OF 1988 (NAVD88) USING USGS INFORMATION CONTOURS SHOWN HEREON AT A 1 FOOT INTERVAL.

THE BASIS OF BEARINGS FOR THIS SURVEY WAS ESTABLISHED FROM THE

EASTERLY RIGHT OF WAY LINE OF MONTREAL ROAD ALSO BEING THE WESTERLY PROPERTY LINE OF LOTS 3 & 4, WHICH BEARS NORTH 29°28'00" EAST FOR A DISTANCE OF 858.07' FROM THE MAP OF CRESCENT "V" SUBDIVISION, FILED MARCH 23, 1962 IN BOOK "C" OF MAPS, PAGE 89, THE OFFICE OF THE RECORDER, EL DORADO COUNTY, CALIFORNIA.

1. CRESCENT "V" SUBDIVISION MAP BY JACK JOHNSON ENGINEERS DATED MARCH 23, 1962 FILED AS DOCUMENT NO.1962-0003887
BOOK 'C' PG 89 EL DORADO COUNTY OFFICIAL RECORDS

2. PARK AVENUE SUBDIVISION PHASE 1 BY TURNER ASSOCIATES DATED JUNE 27,2000 FILED AS DOCUMENT NO 2000 - 031858 I MAPS 68 EL DORADO COUNTY OFFICIAL RECORDS

3. CERTIFICATE OF MERGE DATED JUNE 2021 FILED AS DOCUMENT NO. 2021-0039544 EL DORADO COUNTY OFFICIAL RECORDS

4. OLD COLONY PARCEL MAP DATED NOVEMBER 10, 2022 FILED IN BOOK 52 OF PARCEL MAPS, PAGE 83 EL DORADO COUNTY

OFFICIAL RECORDS

5. PRELIMINARY TITLE REPORT ISSUED BY CHICAGO TITLE
COMPANY, TITLE COMMITMENT NO. FWAC-5912401172-R, DATED
DECEMBER 5, 2024.

APN 029-720-007
3794 MONTREAL ROAD, SOUTH LAKE TAHOE CA

3.79 ACRES

HVR ACQUISITIONS LLC
P.O. BOX 803
ZEPHYR COVE, NV 89448
(530) 314-9569
ALL PROPOSED STRUCTURES WILL HAVE FIRE SPRINKLERS. CALIFORNIA NEVADA KINGS
BEACH
TAHOE

KEYS SOUTH
LAKE
TAHOE
PLACER CO.

EL DORADO CO.

DOUGLAS CO.

WASHOE CO.

CARSON CITY
LAKE
TAHOE

INCLINE

VILLAGE
50 50 EMERALD

BAY MEEKS
BAY McKINNEY
BAY
TAHOE
CITY
89 89

CALIFORNIA NEVADA
431
207
50 267
50 CARSON CITY
28 28

ELKS POINT
ROAD
UTILITY CONTACT INFORMATION:

HVR ACQUISITIONS LLC
P.O. BOX 803
ZEPHYR COVE, NV 89448
(530) 314-9569
PARCEL 1, AS SHOWN ON MAP ENTITLED "OLD COLONY - PARCEL MAP" FILED FOR RECORD IN THE OFFICE OF THE EL DORADO COUNTY RECORDER ON NOVEMBER 10, 2022, IN BOOK 52 OF PARCEL MAPS, AT PAGE 83, RECORDS OF SAID COUNTY. 15"SS
24"SS

PROPOSED STORM DRAIN LINE

PROPERTY LINE

PROPOSED SS OR SD MANHOLE

EXISTING VALVE COVER

EXISTING POWER POLES

EXISTING MANHOLE

EXISTING FIRE HYDRANT

EDGE OF PAVEMENT

EXISTING FEATURES

PROPOSED FEATURES
8"W

PROPOSED WATER LINE

PROPOSED SANITARY SEWER LINE

PROPOSED GV

PROPOSED FIRE HYDRANT ASSEMBLY

PROPOSED SANITARY SEWER CLEANOUT

EXISTING WATER LINE

EXISTING CONTOUR MAJOR

EXISTING CONTOUR MINOR
EXISTING 15" SANITARY SEWER
EXISTING 24" SANITARY SEWER

PROPOSED ELECTRICAL SEE NV ENERGY PLANS

PROPOSED JOINT TRENCH

PROPOSED GAS LINE

EXISTING GAS LINE
G
WV
LEGEND:

PROPOSED WATER SERVICE STUB

WITH SPECIAL CONSTRUCTION

PROPOSED SANITARY SEWER LATERAL

WITH SPECIAL CONSTRUCTION
SSCO
8"W

PROPOSED WATER MAIN

WITH SPECIAL CONSTRUCTION
PROPOSED CLASS 5 STORM DRAIN LINE
24"SS
24"SD
24"SD

PROPOSED TRANSFORMER AND ACCESS PAD

PROPOSED DOUBLE PIT SETTER WATER METER

PROPOSED GAS METERS

GV PROPOSED ELECTRICAL VAULT

PROPOSED STORM DRAIN DROP INLET

PROPOSED FIRE DEPARTMENT CONNECTION

1. SCOPE OF WORK: DEVELOPMENT OF 30 MFD UNITS, ACCESS DRIVE, PARKING, BMPS AND LANDSCAPING.

2. PROPOSED BUILDING HEIGHT: NOT TO EXCEED 56’.

3. CITY OF SOUTH LAKE TAHOE LAND USE: TOURIST CENTER - MIXED USE.

4. ZONING: "TOURIST COMMERCIAL"

5. RESTRICTED TO BUILDING SETBACKS OF: FRONT=10', REAR=10', SIDE=10'.

6. THIS PARCEL OF LAND LIES WITHIN THE FLOOD ZONE DESIGNATION OF ZONE X PER F.I.R.M.

MAP NUMBER 06017C0380F DATED APRIL 3, 2012.

7. THE EXISTING ZONING FOR THESE PARCELS IS "VACANT RESIDENTIAL 1-3 UNITS" AND IS RESTRICTED TO BUILDING SETBACKS OF: STREET FRONTAGE=50' FROM EDGE OF RIGHT OF WAY PAVEMENT, REAR=10', SIDE=10'.

8. THE SUBJECT PROPERTY LIES WITHIN THE TAHOE REGIONAL PLANNING AGENCY "TOURIST CORE AREA PLAN".

9. AN EASEMENT FOR THE PURPOSE OF WATER, GAS AND POWER LINES RECORDED FEBRUARY 13, 1940 IN BOOK 175, PAGE 352 OF OFFICIAL RECORDS. NOT PLOTTABLE

10. AN EASEMENT FOR THE PURPOSE OF POLE LINES RECORDED DECEMBER 22, 1955 IN BOOK 373, PAGE 479 OF OFFICIAL RECORDS IN FAVOR OF SIERRA PACIFIC POWER COMPANY.

11. AN EASEMENT FOR THE PURPOSE OF POLE LINES RECORDED FEBRUARY 14, 1956 IN BOOK 376, PAGE 375 OF OFFICIAL RECORDS IN FAVOR OF SIERRA PACIFIC POWER COMPANY.

12. AN EASEMENT FOR THE PURPOSE OF POLE LINES RECORDED OCTOBER 23, 1959 IN BOOK 487, PAGE 1 OF OFFICIAL RECORDS IN FAVOR OF SIERRA PACIFIC POWER COMPANY AND PACIFIC TELEPHONE AND TELEGRAPH COMPANY.

13. AN EASEMENT FOR THE PURPOSE OF WATER SYSTEM AND PIPELINES RECORDED JANUARY 16, 1967 IN BOOK 818, PAGE 705 OF OFFICIAL RECORDS IN FAVOR OF TAHOE-SIERRA WATER COMPANY. NOT PLOTTABLE

14. AN EASEMENT FOR SNOW STORAGE RECORDED APRIL 28, 2021, DOCUMENT 2021-0029156 OF OFFICIAL RECORDS IN FAVOR OF THE CITY OF SOUTH LAKE TAHOE.

I HEREBY STATE THAT THIS TENTATIVE SUBDIVISION MAP ACCURATELY DEPICTS THE LOCATION,

WIDTH, TYPE AND RECORDING INFORMATION OF ALL RECORDED EASEMENTS LISTED IN THE PRELIMINARY TITLE REPORT ISSUED BY CHICAGO TITLE COMPANY, TITLE COMMITMENT NO.

FWAC-5912401172-R, DATED DECEMBER 5, 2024. ALL EASEMENTS PROPOSED TO BE ABANDONED OR EXISTING ARE IDENTIFIED. EASEMENTS THAT CANNOT BE LOCATED FROM RECORD INFORMATION OR ARE NOT PLOTTABLE ARE LISTED IN THE NOTES.

EXISTING OVERHEAD UTILITY
BUILDING 1 = 1 UNIT 4 STALLS
BUILDING 2 = 1 UNIT 4 STALLS
BUILDING 3 = 6 UNITS 10 STALLS
BUILDING 4 = 10 UNITS 10 STALLS
COMM. = 1 UNIT 4 STALLS
BUILDING 5 = 1 UNIT 4 STALLS
BUILDING 6 = 9 UNITS 16 STALLS
BUILDING 7 = 2 UNITS 6 STALLS
SURFACE PARKING 6 STALLS
TOTAL = 31 UNITS 64 STALLS
APRIL 2025

EL DORADO COUNTY CALIFORNIA
SHEET 1 OF 1

HVR ACQUISITIONS LLC

OLD COLONY INN RESIDENCES

FOR CONDOMINIUM PURPOSES
T.13N., R.18E., M.D.B.&M.

A PORTION OF SOUTH 1/2 OF SECTION 27 &
A PORTION OF THE NORTH 1/2 OF SECTION 34

TENTATIVE SUBDIVISION MAP
APN 029-720-007

ENGINEERING - PLANNING - SURVEYING
Brunner-Hagen, Inc . 8175 S. Virginia Street #850
PMB 397
Reno, NV 89511
DAVID L. HAGEN, LS 8631 DATE
REGISTRATION EXPIRES 12/31/2025
TENTATIVE SUBDIVISION MAP NOTE:

THE PURPOSE OF THIS TENTATIVE SUBDIVISION MAP IS TO CREATE (30) RESIDENTIAL AND (1) COMMERCIAL CONDOMINIUM UNITS.
309
310
311
312
Development Services Department  1052 Tata Lane, South Lake Tahoe, CA 96150 Development Services
October 24, 2025
California Department of Transportation
P.O. Box 942873
Sacramento, CA 94273-0001
CALTRANS EASEMENT ABANDONEMENT, 3794 MONTREAL ROAD, APN 029-720-007 The City of South Lake Tahoe has received a Tentative Map application for a parcel that has received approval from the City of South Lake Tahoe to construct a multi-family project on Assessor Parcel Number 029-720-007, located in the City of South Lake Tahoe. The parcel’s address is 3794 Montreal Road.

It has come to the City’s and the property owner’s attention that the parcel has an easement created in 1970 and held in reserve for the State of California. I have enclosed the reservation easement document (DOC 1970-14227) and the tentative subdivision map depicting the right-ofway easement. It is our understanding that this right-of-way easement was created when the State of California transferred property to Crescent V. Lands, Incorporated. The purpose of the right-of-way easement is unknown, but it may have been for a potential realignment of US Highway 50.

Before a public easement vested in another public entity may be abandoned pursuant to this section, that public entity shall receive notice of the proposed abandonment. No public easement vested in another public entity shall be abandoned in accordance with this section if that public entity objects to the proposed abandonment.

Please consider this letter as the City’s notice to the State of California of its intent to abandon the right-of-way easement as part of the subdivision map approval process.

If you have any questions on this matter, please do not hesitate to contact me at (530) 542-7472, via email at [email protected], or via mail at Development Services Department, 1052 Tata Lane, South Lake Tahoe, CA 96150
313
City of South Lake Tahoe  Development Services Department  1052 Tata Lane, South Lake Tahoe, CA 96150 Respectfully,
John Hitchcock, Planning Manager
Planning Division
(530) 542-7472
[email protected]
cc California Department of Transportation, District 3
Kara L. Thiel, Feldman Thiel LLP
314
Resolution 2026-XX January 27, 2026 Page 1 of 4
Resolution 2026-XX
Adopted by the City of South Lake Tahoe
City Council
January 27, 2026
Approving a Tentative Subdivision Map for the Old Colony Inn Residences, 3794 Montreal Road, APN 029-720-007

BACKGROUND
A. On September 19, 2024, the City of South Lake Tahoe Planning Commission adopted Resolution 2024-021, approving Design Review Permit #24-107, for the construction of a multi-family project at 3794 Montreal Road.

B. On April 1, 2025, the City received a Tentative Subdivision Map application from HVR Acquisitions LLC to subdivide the units in air space condominiums.

C. On November 13, 2025, the City of South Lake Tahoe Planning Commission held a duly noticed public hearing to consider a Tentative Subdivision Map (File #TSM25-001) for the Old Colony Inn Residences located at 3794 Montreal Road, APN 029-7220-007.

D. The City of South Lake Tahoe Planning Commission conducted a public hearing to receive public comments, considered evidence in the record, and deliberated.

E. The Planning Commission reviewed the Tentative Subdivision Map and found that the project is consistent with the City General Plan, the Tourist Core Area Plan, and the CityWide Design Standards and meets the findings required by the California Subdivision Map Act, and adopted Resolution 2025-017, recommending that the City Council approve the Tentative Subdivision Map for the Old Colony Inn Residences.

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

1. Finds that the Tentative Subdivision Map is categorically exempt from CEQA pursuant to Section 15332, Class 32, Infill Projects:
a. The project is consistent with the applicable general plan designation and all applicable general plan policies, as well as with applicable zoning designation and regulations.
b. The proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses. 315
Resolution 2026-XX January 27, 2026 Page 2 of 4
c. The project is located on a formerly disturbed site and has no value as habitat for endangered, rare, or threatened species.
d. Approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality.
e. The site can be adequately served by all required utilities and public services.

2. Finds the Tentative Subdivision Map is Consistent with Section 66474 of the Subdivision Map Act.
a. Finds that the project is consistent with the City of South Lake Tahoe General Plan.
b. Finds that the design of the proposed subdivision is consistent with the City of South Lake Tahoe General Plan and the Tourist Core Area Plan. c. Finds that the site is physically suitable for the type of development. d. Finds that the site is physically suitable for the proposed density of development.
e. Finds that the design of the subdivision is not likely to cause substantial environmental damage or substantially and avoidably injure fish or wildlife or their habitat.
f. Finds that the design of the subdivision is not likely to cause serious public health problems.
g. Finds the design of the subdivision will not conflict with easements, acquired by the public at large, for access through or use of, property within the proposed subdivision

3. Finds that the Tentative Map is Consistent with Sections 4290 and 4291 of the Public Resources Code.

4. Approves the Tentative Subdivision Map for Old Colony Inn Residences based on the analysis in the staff report, the findings required by CEQA, the findings required by the California Subdivision Map Act, and subject to the following conditions of approval:
a. The initial life of the Tentative Map is 24 months unless otherwise extended as described in Government Code §66452.6.
b. The owner may file multiple Final Maps prior to the expiration of the Tentative Map as long as:
i. The subdivider gives notice to the City of its intent to do so; and ii. After filing the Tentative Map, the subdivider and City concur in the filing of multiple Final Maps (Government Code §66456.1). c. The Final Map shall include all information and statements required by Article 4 of the Subdivision Map Act.
d. The Final Map shall be prepared by or under the direction of a registered civil engineer or licensed land surveyor and shall conform to the provisions in §66434 of the Subdivision Map Act.
e. The City Council shall approve the Final Map per Section § 66440 of the Subdivision Map Act.
316
Resolution 2026-XX January 27, 2026 Page 3 of 4
f. If Declaration of Covenants, Conditions, and Restrictions are recorded with the Department of Real Estate, the applicant shall provide a copy of such document to the City Planning Division.
g. Any amendment or modification to said document shall also be provided to the City Planning Division.
h. The Final Map shall be in substantial compliance with Major Design Review #24-107.
i. The Final Map shall include the following overflight notification language:
i. “The parcel may be subject to annoyances and inconveniences associated with the flight of aircraft to, from, and around the Lake Tahoe Airport per the Lake Tahoe Airport Land Use Compatibility Plan dated August 2019.”
ii. “The Lake Tahoe Land Use Compatibility Plan and City of South Lake Tahoe Ordinance 2020-1142 identify a Lake Tahoe Airport Influence Area. Properties within this area are routinely subject to overflights by aircraft using this military airport and, as a result, residents may experience inconvenience, annoyance, or discomfort arising from the noise of such operations. State law (Public Resource Code Section 21670 et seq.) supports the importance of military airports in protecting the public interest of the people of the United States and the state of California. Residents of property near such airports should therefore be prepared to accept the inconvenience, annoyance, or discomfort from normal aircraft operations. Residents also should be aware that the current volume of aircraft activity may increase in the future in response to federal military needs. Any subsequent deed conveying this parcel or subdivision thereof shall contain a statement in substantially this form.”
j. The Final Map shall include easements, dedications, and cite cross access agreements and recorded deed restrictions to assure legal access to all parcels and condominium parcels to the public right-of-way as required by the Subdivision Map Act and as directed and approved by the City.

Adopted by the City of South Lake Tahoe City Council at a meeting on January 27, 2026, by the following vote:

Yes
No
Absent
Abstain
________________________ Date:_________
Cody Bass, Mayor
Attest:
317
Resolution 2026-XX January 27, 2026 Page 4 of 4
________________________
Susan Blankenship, City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
318
Resolution 2025- 017 November 13, 2025 Page 1 of 4
Resolution 2025- 017
Adopted by the City of South Lake Tahoe
Planning Commission
November 13, 2025

RECOMMENDING CITY COUNCIL APPROVE THE TENTATIVE
SUBDIVISION MAP FOR THE OLD COLONY INN RESIDENCES, 3794 MONTREAL ROAD, APN 029-720-007

B. On April 1, 2025, the City received a Tentative Subdivision Map application from HVR Acquisitions LLC to subdivide the units into air space condominiums.

C. On November 13, 2025 the City of South Lake Tahoe Planning Commission held a duly noticed public hearing to consider a Tentative Subdivision Map (File #TSM25- 001) for the Old Colony Inn Residences located at 3794 Montreal Road, APN 029- 720-007.

D. The City of South Lake Tahoe Planning Commission conducted a public hearing to receive public comments, considered evidence in the record and deliberated.

E. The Planning Commission has reviewed the Tentative Subdivision Map and found that the project is consistent with the City General Plan, the Tourist Core Area Plan, and the City-Wide Design Standards and meets the findings required by the California Subdivision Map Act.

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

1. Finds that the tentative subdivision map is categorically exempt from CEQA pursuant to Government Code section 15332, Class 32, Infill Projects:
319
Resolution 2025- 017 November 13, 2025 Page 2 of 4
a. Finds the project is consistent with the applicable general plan designation and all applicable general plan policies as well as with applicable zoning designation and regulations.
b. Finds the proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses. c. Finds the project site has no value, as habitat for endangered, rare or threatened species.
d. Finds the approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality. e. Finds the project site can be adequately served by all required utilities and public services.

2. Makes the following Subdivision Map Act findings pursuant to Government Code Section 66474:
a. Finds that the project is consistent with the City of South Lake Tahoe General Plan.
b. Finds that the design of the proposed subdivision is consistent with the City of South Lake Tahoe General Plan and the Tourist Core Area Plan.
c. Finds that the site is physically suitable for the type of development. d. Finds that the site is physically suitable for the proposed density of development.
e. Finds that the design of the subdivision is not likely to cause substantial environmental damage or substantially and avoidably injure fish or wildlife or their habitat.
f. Finds that the design of the subdivision is not likely to cause serious public health problems.
g. Finds that the design of the subdivision will not conflict with easements acquired by the public at large, for access through or use of, property within the proposed subdivision.

3. Recommends that the City Council approve the tentative subdivision map for 3794 Montreal Road, based on the analysis in the staff report, the findings required by the California Subdivision Map Act, all other findings set forth in this Resolution, and subject to the following conditions of approval:
a. The initial life of the Tentative Map is 24 months unless otherwise extended as described in Government Code section 66452.6. 320
Resolution 2025- 017 November 13, 2025 Page 3 of 4
b. The owner may file multiple Final Maps prior to the expiration of the Tentative Map as long as:
i. The subdivider gives notice to the City of its intent to do so; and ii. After filing the Tentative Map, the subdivider and City concur in the filing of multiple Final Maps (Government Code section 66456.1.)
c. The Final Map shall include all information and statements required by Article 4 of the Subdivision Map Act.
d. The Final Map shall be prepared by or under the direction of a registered civil engineer or licensed land surveyor and shall conform to the provisions in the Subdivision Map Act, Government Code section 66434.
e. The City Council shall approve the Final Map per Subdivision Map Act, Government Code section 66440.
f. If Declaration of Covenants, Conditions, and Restrictions are recorded with the Department of Real Estate, the applicant shall provide a copy of such document to the City Planning Division.
g. Any amendment or modification to said document shall also be provided to the City Planning Division.
h. The Final Map shall be in substantial compliance with Major Design Review #24-107.
i. The Final Map shall include the following overflight notification language:
i. “ The parcel may be subject to annoyances and inconveniences associated with the flight of aircraft to, from, and around the Lake Tahoe Airport per the Lake Tahoe Airport Land Use
Compatibility Plan dated August 2019.”
ii. “ The Lake Tahoe Land Use Compatibility Plan and City of South Lake Tahoe Ordinance 2020-1142 identify a Lake Tahoe Airport Influence Area. Properties within this area are routinely subject to overflights by aircraft using this military airport and, as a result, residents may experience inconvenience, annoyance, or discomfort arising from the noise of such operations. State law Public Resources Code section 21670 et seq.) supports the importance of military airports in protecting the public interest of the people of the United States and the state of California.

Residents of property near such airports should therefore be 321
Resolution 2025- 017 November 13, 2025 Page 4 of 4
prepared to accept the inconvenience, annoyance, or
discomfort from normal aircraft operations. Residents also should be aware that the current volume of aircraft activity may increase in the future in response to federal military needs. Any subsequent deed conveying this parcel or subdivision thereof shall contain a statement in substantially this form.”
j. The Final Map shall include easements, dedications, and cite cross access agreements and recorded deed restrictions to assure legal access to all parcels and condominium parcels to the public right-ofway as required by the Subdivision Map Act and as directed and approved by the City.
k. A Tentative Subdivision Map recommendation of approval by the Planning Commission does not constitute Final Map approval.

Adopted by the City of South Lake Tahoe Planning Commission at a meeting on November 13, 2025, by the following vote:

Yes: Wieczorek, Lucksinger, Williams
Absent (recused): Feiger

Absent: Imhoff
Date:_________
Natalia Wieczorek, Chair
Attest:

Michelle E. Davis, Assistant City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.

Natalia Wieczorek (Nov 18, 2025 16:44:27 PST)
Nov 18, 2025
322
Resolution 2025-017_Tentative Subdivision
Map, 3794 Montreal Road, File #TSM25-001
Final Audit Report 2025- 11-19
Created: 2025- 11-18
By: Yvette Miranda ( ymiranda@cityofslt. gov)
Status: Signed
Transaction ID: CBJCHBCAABAAkFb08ztRmYK1Bi3tlH3OabChdBpfMoRI Resolution 2025-017_Tentative Subdivision Map, 3794 Montrea l Road, File #TSM25-001" History
Document created by Yvette Miranda ([email protected]) 2025- 11- 18 - 11:40:39 PM GMT
Document emailed to Michelle Davis ([email protected]) for signature 2025- 11- 18 - 11:41:18 PM GMT
Email viewed by Michelle Davis ( medavis@cityofslt. gov) 2025- 11- 19 - 0:43:04 AM GMT
Document e-signed by Michelle Davis ([email protected]) Signature Date: 2025- 11-19 - 0:43:17 AM GMT - Time Source: server Document emailed to [email protected] for signature 2025- 11- 19 - 0:43:19 AM GMT
Email viewed by [email protected]
2025- 11- 19 - 0:43:59 AM GMT
Signer [email protected] entered name at signing as Natalia Wieczorek 2025- 11- 19 - 0:44:25 AM GMT
Document e-signed by Natalia Wieczorek ([email protected]) Signature Date: 2025- 11-19 - 0:44:27 AM GMT - Time Source: server Agreement completed.
2025- 11- 19 - 0:44:27 AM GMT
323
City Council Jan 27 2026 Meeting - Page 2 of 2
324

CITY OF SOUTH LAKE TAHOE

DEVELOPMENT SERVICES DEPARTMENT - PLANNING DIVISION

NOTICE OF A PUBLIC HEARING

CITY OF SOUTH LAKE TAHOE PLANNING COMMISSION
Proof of Service by Mail
SUBJECT: Old Colony Inn Residences Tentative Subdivision Map ADDRESS: 3794 Montreal Road
APN: 029-720-007
DATE OF HEARING: January 27, 2026

TIME AND LOCATION OF
HEARING:
5:30 p.m. at City Council Chambers, 1901 Lisa Maloff Way, South Lake Tahoe, CA 96150

STATE OF CALIFORNIA

COUNTY OF EL DORADO

CITY OF SOUTH LAKE TAHOE
I am an employee of the City of South Lake Tahoe, Development Services Department.

On January 5, 2026, I served the attached notice pursuant to Section 6.55.640 of the South Lake Tahoe Municipal Code and Government Code Sections 65090 and 65091 (Planning and Zoning Law) on the persons named thereon or attached thereto by placing a true copy thereof with postage thereon fully prepaid in the United States mail. I declare, under penalty of perjury, that the foregoing is true and correct.

Signature
Executed on 1/5/2026 , by John Hitchcock, Planning Manager Development Service Department
1052 Tata Lane
South Lake Tahoe, CA 96150-6251
325
326
327
328
329

CA PACIFIC ELECTRIC CO LLC
933 ELOISE AVE
SOUTH LAKE TAHOE CA 96150

UNITED STATES OF AMERICA &

U S FOREST SERVICE
PO BOX 731002
SOUTH LAKE TAHOE CA 96158

CA PACIFIC ELECTRIC CO LLC
933 ELOISE AVE
SOUTH LAKE TAHOE CA 96150

CALIFORNIA TAHOE

CONSERVANCY
2161 LAKE TAHOE BLVD #2
SOUTH LAKE TAHOE CA 96150

STATE OF CALIFORNIA & CAL

IFORNIA TAHOE
1061 3RD ST
SOUTH LAKE TAHOE CA 96150

STATE OF CALIFORNIA & CAL

IFORNIA TAHOE
1061 3RD ST
SOUTH LAKE TAHOE CA 96150

SHEMSS CA INC SHEMSS CA INC

WEALS DONNA C & ROBERT D
MALONE

MICHAEL J & MELISSA H

WISCHMEYER CA PACIFIC ELECTRIC CO LLC
933 ELOISE AVE
SOUTH LAKE TAHOE CA 96150

MICHAEL J & MELISSA H

WISCHMEYER

FERN STREET APTS A NV LLC

NORMANDY APARTMENTS A NV
LLC

SHARON & JOHNSON SIOBHAN

MCSWEENEY

SHARON & JOHNSON SIOBHAN

MCSWEENEY

GOLDEN OAK INVESTMENTS

INC & CA CORP

GOLDEN OAK INVESTMENTS

INC & CA CORP

GUSTAVO A & AMERICA I

SOMARRIBA CA PACIFIC ELECTRIC CO LLC
933 ELOISE AVE
SOUTH LAKE TAHOE CA 96150

HVR ACQUISITIONS CA LLC

STATE OF CALIFORNIA & CAL

IFORNIA TAHOE
1061 3RD ST
SOUTH LAKE TAHOE CA 96150

STATE OF CALIFORNIA
2161 LAKE TAHOE BLVD
SOUTH LAKE TAHOE CA 96150-

TAHOE CRESCENT CA LLC

HVR ACQUISITIONS CA LLC HVR ACQUISITIONS CA LLC HVR ACQUISITIONS CA LLC

HVR ACQUISITIONS CA LLC HVR ACQUISITIONS CA LLC
330
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: January 27, 2026
Agenda Item #:10
Agenda Item: Selection of Executive Search Firm for City Manager Recruitment Executive Summary: City Manager Joe Irvin has resigned effective February 17, 2026. To ensure a seamless transition, staff issued an RFP on December 23, 2025, for executive search firm services, receiving 15 proposals. In an effort to narrow down the list for consideration, and after thorough review of all proposals, staff recommends the top 8 firms for City Council consideration. The Council is requested to review the recommended proposals, conduct interviews as needed, and authorize the Mayor to execute a professional services agreement with the selected firm. The anticipated cost of $25,000 - $63,000 is currently available within the Human Resources budget, with any necessary adjustments to be addressed during the mid-year budget review. This process aligns with City procurement policies and best practices to recruit a highly qualified successor.

Requested Action / Suggested Motions: Pass a Motion authorizing and directing the Mayor to execute a professional service agreement with the selected executive search firm.

Responsible Staff Member: Ember Buckman CGHR-CP, Human Resources Manager Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report Executive Search Firm - City Manager Recruitment.docx 02 -RFP Executive Recruitment Firm for City Manager Recruitment.pdf 03 - Bob Murray Assoc CSLT City Manager Proposal.pdf
04 - CPS HR Proposal for CSLT Exec Search CM.pdf
05 - JGA Proposal for RFP City Manager Recruitment.pdf
06 -Koff Assoc SLT City Manager Proposal.pdf
07 -Prothman Lake Tahoe City Manager Recruitment Proposal.pdf 08 -Ralph Anderson Proposal SLT City Manager.pdf
09 - SGR Proposal SouthLakeTahoeCA CM.pdf
10 - WBCP Proposal City of South Lake Tahoe City Manager.pdf 11 -Altiora Consulting Proposal for RFP Executive Recruitment Firm.pdf 12 - Arndt South Lake Tahoe City Manager Proposal.pdf
13 - Duffy Group CSLT Proposal RFP Response City Manager.pdf 14 - MGT PROPOSAL City of South Lake Tahoe City Manager.pdf 15 -Netsynk Executive Recruitment Firm Proposal.pdf
16 -Raftelis Proposal.pdf
17 - Recruiting Source International RFP The City of South Lake Tahoe.pdf 331
Council Agenda Report January 27, 2026 Page 1 of 3
City of South Lake Tahoe
Report to City Council
Meeting Date: January 27, 2026
Title: Selection of Executive Search Firm for City Manager Recruitment Location: Citywide
Responsible Staff Member: Ember Buckman, Human Resources Manager (530) 542-6050 Background:

City Manager Joe Irvin has submitted his resignation, effective February 17, 2026. In response, staff has initiated a recruitment process for the selection of an executive search firm to work with the City Council to find the next City Manager. To facilitate this, staff has been tasked with preparing a Request for Proposals (RFP) to solicit bids from qualified executive search firms to conduct the City Manager recruitment. The selected firm will be responsible for managing the recruitment process, including candidate outreach, screening, and evaluation, to ensure that the City identifies highly qualified candidates who meet the needs of the community and the City Council.

Issue and Discussion:

On December 23, 2025, staff issued a Request for Proposals (RFP) for professional services from executive search firms to assist with the City Manager recruitment process (Attachment 1). The City received an exceptionally strong and large response to the RFP for executive search services. In total, the city has received 15 responses to the RFP. The following firms have submitted proposals for consideration:
 Altiora Consulting and Staffing
 Arndt Municipal Support
 Bob Murray & Associates
 CPS HR Consulting
 Duffy Group
 Jacob Green & Associates
 Koff & Associates
 MGT
 Netsynk Inc.
 Prothman
 Raftelis
332
Council Agenda Report January 27, 2026 Page 2 of 3
 Ralph Anderson
 Recruiting Source International
 SGR
 WBCP, Inc
In an effort to narrow down the list for further consideration, staff has completed an initial comprehensive review of all proposals received. This preliminary evaluation was conducted to identify a top group of firms that best align with the City’s needs and priorities for the City Manager recruitment. The evaluation was based on the following key evaluation criteria as outlined in the RFP:
 Completeness and quality of response
 Ability to meet required service needs
 Experience with executive recruiting
 Expertise and availability of key personnel
 Total cost to the City of South Lake Tahoe
 Satisfaction of other clients
Based on this initial review, staff have identified a strong shortlist of 8 firms that are recommended for further consideration. These firms offer the best combination of experience, approach, team strength, and value for the City Manager recruitment process. The recommended firms to consider are as follows:
 Bob Murray & Associates
 CPS HR Consulting
 Jacob Green & Associates
 Koff & Associates
 Prothman
 Ralph Anderson
 SGR
 WBCP, Inc
These proposals will provide the City Council with a range of options to identify a qualified executive search firm to manage the recruitment.

Staff recommends that the City Council review the recommended proposals, conduct interviews as appropriate, and consider a motion to authorize and direct the Mayor to execute a professional services agreement with the selected executive search firm. This approach will ensure a professional and thorough recruitment process for the selection of a new City Manager 333
Council Agenda Report January 27, 2026 Page 3 of 3
Financial Implications: Staff anticipates a financial impact of $25,000 - $63,000 based on the firm selected for this recruitment. Human Resources has budget available for this purpose.

However, if adjustments are needed, a request will be made during the mid-year budget review.

Environmental Considerations:The selection of an Executive Search Firm is not a project subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative activities such as personnel-related actions).

Policy Implications: The selection of an Executive Search Firm to conduct the City Manager recruitment is consistent with the City's procurement policy and best practices. 334
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REQUEST FOR PROPOSALS
City of South Lake Tahoe
Executive Recruitment Firm
City Manager Recruitment
RFP #2026-1-16
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SUMMARY
The City of South Lake Tahoe invites Executive Recruiting firms to participate in this competitive solicitation for pricing, delivery in terms of services being requested for the executive search for the position of City Manager. The City of South Lake Tahoe is managed under the council – manager form of government.

The Executive Recruiting firms should specialize in recruitment for executive level management positions in city government.

To be eligible for consideration, the proposing firm must demonstrate that it, or the principal(s) assigned to the project, has successfully completed similar services to those specified in this request for proposal with municipalities similar in size and complexity. Proposals must contain evidence of the proposer’s experience and abilities directly related to the proposed services below.

All proposers shall provide profiles and resumes of the staff to be assigned to the project. Proposals will be evaluated by the City Council in a duly noticed City Council meeting.

The council will review the proposals and consider the following criteria for selection:
• Completeness and quality of response
• Ability to meet required service needs
• Experience with executive recruiting
• Expertise and availability of key personnel
• Total cost to the City of South Lake Tahoe
• Satisfaction of other clients
Description of services
A successful proposal will be responsible for the following activities, including, but not limited to:
• Assisting with the position description/profile
• Testing and screening applicants
• Development of the search strategy
• Marketing, advertising and announcements
• Candidate assessment and conducting candidate interviews • Providing reports of candidate assessment and recommending the most qualified candidates for interview opportunities with the City Council Please provide a cost for the service services, including an estimated timeline.

Proposals are due on or before 1/16/2026 no later than 12:00 p.m. (Pacific Standard Time).

Proposals received after the deadline will not be accepted. Proposals and required copies must be submitted by Planet Bids on-line portal.
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Read this RFP document carefully as the award will be given to the most “qualified or best value” Proposer responding to this RFP. The City of South Lake Tahoe reserves the right to accept or reject any or all proposals or to make no award at all, to extend the period for accepting proposals, to advertise the RFP at any time and to waive any minor irregularities in any proposals.

In the opinion of the City of South Lake Tahoe, this RFP is complete and without need of explanation. However, if you have questions, or should you need any clarifying information, please use the Q&A feature that is found within Planet Bids, where the RFP is posted.

Please note that no information given will be binding upon the City unless such information is issued in writing as an official addendum to this RFP.

TIMELINE OF CRITICAL DATES
Release of RFP December 23, 2025
Deadline for Question Submittal via Planet
Bids
January 09, 2026
RFP submittals DUE January 16, 2026; no later than 12:00 p.m.

City Council Review and Interviews January 27, 2026
Anticipated Award Date January 27, 2026
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SUBMITTAL PROCEDURES

1. Register with the City
All Proposers must register through the Vendor Portal in the PlanetBids Vendor Portal to be entered in the City of South Lake Tahoe Vendor Database, which is required to submit a proposal. Proposers will be notified by the City of any addenda that may be issued to this Request for Proposal (RFP). Proposers must register in the City’s Vendor Database to be notified of such addenda.

To register, go to: https://pbsystem.planetbids.com/portal/14997/portal-home and follow the instructions applicable to Proposer. Following submission, Proposer will receive a confirmation message within 24 hours from the City. Proposers are solely responsible for maintaining up to date and accurate information in the Vendor Database.

2. Public Record
Proposals must be submitted through the Planetbid portal. Proposals not received by the date and time specified in this RFP, will be rejected. Documents submitted in response to this RFP will become the property of the City of South Lake Tahoe and will be regarded as public record under California Public Records Act under Government Code 6250 et seq., and subject to review or release to the public, excluding financial records marked “confidential.”

3. Format
All proposals shall be professionally prepared (no handwritten proposals will be accepted) and shall not exceed 25 single-sided pages. There are no requirements on font size, type or style.

4. Submittal Deadline
Response to this RFP is due on or before 1/16/2026 no later than 12:00 p.m. (Pacific Standard Time) at City offices (address below). Reponses received after the deadline will not be accepted; there are no exceptions. Fax and Electronic-mailed (e-mail) submission will not be accepted.

Submit Proposals online via PlanetBids: https://pbsystem.planetbids.com/portal/14997/portalhome.

5. Selection Process
The City Council will evaluate the submitted proposals. Proposer(s) will be objectively evaluated based on their responses to the project scope outlined in this RFP. The written proposal should clearly demonstrate how the Proposer could best satisfy the requirements of the City. The City Council will utilize the Proposal Content Requirements and Evaluation Method and Criteria described on pages 9 & 10 of this RFP to rate and rank each proposal.

It is anticipated the City Council will invite the Proposers to an Interview at a duly noticed City Council meeting. Upon completion of interviews a decision by the City Council will be made at that time and awarded in accordance with the City of South Lake Tahoe Procurement Policies & Procedures.
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The City of South Lake Tahoe reserves the right to accept or reject any or all proposals or to make no award at all, to extend the period for accepting proposals, to advertise the RFP at any time and to waive any minor irregularities in any proposal.

6. Professional Services Agreement
The Professional Services Agreement with the selected Proposer will begin within 30 days of award of contract. The selected Proposer will be required to sign the City’s Standard Professional Services Agreement. A sample of this Agreement is attached hereto, and the City reserves the right to amend or edit this Agreement however it sees fit.

7. Reservations
a) The City reserves the right to reject any and all proposals, whether or not minimum qualifications are met, and to modify, postpone, or cancel this Request for Proposal, in whole or in part, or decide to award a contract to perform only some of the services outlined in this Request For Proposals, without liability, obligation, or commitment to any party, firm, or organization.
b) In addition, the City reserves the right to request and obtain additional information from any Proposer and to negotiate the final scope of services with the selected Proposer.

The City is not liable for any costs incurred by Proposers prior to issuance of an agreement, contract or purchase order. Costs of developing the proposals, oral presentations or any other such expenses incurred by the Proposer in responding to the RFP are entirely the responsibility of the Proposer and shall not be reimbursed in any manner by the City of South Lake Tahoe.
c) Only the Mayor or the City Manager, after being duly authorized by the City Council, may execute the Agreement with the successful Proposer. Further, it is understood that respondents must independently evaluate the information in this RFP and that the City makes no guarantee of data accuracy.
d) The City reserves the right to waive or permit cure of minor informalities and/or insignificant mistakes such as matters of form rather than substance and to conduct discussions and negotiations with any qualified respondent in any manner deemed necessary by the City to serve its best interests. The City also reserves the right, based on its sole judgment and discretion, to award a contract based upon the written proposals it receives without conducting discussions, interviews or negotiations. e) If, in the opinion of the City, a proposal contains false or misleading statements or references, it may be rejected without notice to Proposer. f) The City reserves the right to obtain written clarification of any point in a Proposer's proposal or to obtain additional information necessary to properly evaluate a particular proposal. Failure of a Proposer to respond to such a request for additional information or clarification may result in rejection of the proposal. 339
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g) The City reserves the right, without qualification, to select a Proposer for further discussions based solely on the content of the RFPs and relevant information obtained from others concerning the respondent's respective records of past performance. h) Proposer agrees that any response submitted to this RFP will remain current and valid for a period of not less than 120 calendar days from the proposal due date.

8. Bidder’s Security
a) When deemed necessary, bidders’ security may be required. Bidders shall be entitled to return of bid security; provided however, that a successful bidder shall forfeit his or her bid security upon his or her refusal or failure to execute that contract within 10 days after receipt of contract.
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INTRODUCTION
Background
The City of South Lake Tahoe invites Executive Recruiting firms to participate in this competitive solicitation for pricing, delivery in terms of services being requested for the executive search for the position of City Manager. The City of South Lake Tahoe is managed under the council – manager form of government.

The Executive Recruiting firms should specialize in recruitment for executive level management positions in city government.

Proposals will be evaluated by the City Council in a duly noticed City Council meeting.

The council will review the proposals and consider the following criteria for selection:
• Completeness and quality of response
• Ability to meet required service needs
• Experience with executive recruiting
• Expertise and availability of key personnel
• Total cost to the City of South Lake Tahoe
• Satisfaction of other clients
Description of services
A successful proposal will be responsible for the following activities, including, but not limited to:
• Assisting with the position description/profile
• Testing and screening applicants
• Development of the search strategy
• Marketing, advertising and announcements
• Candidate assessment and conducting candidate interviews • Providing reports of candidate assessments and recommending the most qualified candidates for interview opportunities with the City Council Please provide a cost for the service services, including an estimated timeline. 341
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SCOPE OF SERVICES
Scope of Work to be Performed
1) Meet with the City Council to facilitate the development of an appropriate candidate profile and list of priorities for the new city manager.
2) Develop a position profile and advertisement.
3) Develop and execute a comprehensive plan for the city manager recruitment (print, web, social media, targeted calls, etc.).
4) Implement a direct networking campaign for top talent that may include national, regional, in-state and local elements as determine
5) ed during the initial meetings with the City Council. 6) Acknowledge receipt of candidates’ application materials and maintain communication with all candidates throughout the recruitment process. 7) Answer questions from candidates and collect application materials. 8) Review the applications received, comparing them to the desired candidate profile. 9) Conduct thorough screening of all applicants, including initial screening interview with the most qualified candidates. Screening shall include background, criminal and credit checks, references, and media checks to ensure the candidates have backgrounds of high integrity.

Prepare a confidential reference report on final candidates. 10) Advise the City Council on the qualifications of the candidates, develop a list of recommended candidates for interviews, provide a written report summarizing the overall candidate pool and the qualifications of those selected to be interviewed, as well as information about why some were not chosen to be interviewed. 11) Assist in scheduling interviews of list of recommended candidates for interviews. Advise the City Council on interview strategies, appropriate questions and evaluation tools. Attend and facilitate the interviews.
12) Assist the City Council in selecting finalist(s) from those interviewed. 13) Provide progress reports at least biweekly. Periodic on-site meetings may be required to discuss ongoing progress.
14) Assist the City Council with employment contract negotiations, as needed. 15) Maintain all correspondence and record-keeping throughout the process. 16) Compile search documentation and prepare a final written summary of all work performed and outreach taken related to developing, conducting and completing the search. 342
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PROPOSAL CONTENT REQUIREMENTS
Proposal Requirements - All proposals must include the following information and shall be organized as described below.

A. Cover Letter
The cover letter shall be addressed to the City Council, and at a minimum, must contain the following:
• Identification of Firm, including name, address and telephone number • Name, title, address and telephone number of contact person during period of proposal evaluation
• A statement to the effect that the proposal shall remain valid for a period of not less than 120 calendar days from date of submittal
• Signed by person authorized to bind the Firm to the terms of the proposal.

B. Executive Summary
The intent of this narrative is to convince the City the Proposer understands the requirements of proposal, the nature of the work, and the level of effort necessary to successfully provide the defined services.

C. Company History, Background and Experience
Describe the Company’s history and organizational structure, including the size of the company, location of office(s) and years in business. Provide resumes for project team members. Also include the Firm’s background, experience, and capacity to undertake the services for the City of South Lake Tahoe in conformity with the requirements of the RFP.

D. Scope of Work/Implementation
Describe the Company’s general approach to managing the services provided including an explanation of the methodology to be followed and specific plans to manage, control, and supervise the services in order to ensure satisfactory provision of services. In developing the work plan, reference should be made to the specific requirements and specifications noted in the Scope of Services (page 8) Provide a delivery schedule designed to meet the requirements of the city. An implementation timeline from the Company is required. Provide description implementation plan considerations, including timeframes and deliverables for various stages of the agreement. 343
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E. Project Budget
Provide a description of the project cost and/or fees itemized according to the RFP proposal. The total all-inclusive maximum price to be bid is to contain all direct and indirect costs, including all out-of-pocket expenses. The City of South Lake Tahoe will not be responsible for the expenses incurred in preparing and submitting the proposal. The Company shall present all costs, fees, taxes, and charges based on achievement of deliverables, which should be outlined in the Company’s cost proposal.

F. Description of Recent Projects/References
Provide a description of accounts/ agreements of a similar nature including at least three (3) recent client references with names and telephone numbers, contact persons.

EVALUATION METHOD & CRITERIA
Proposals will first be reviewed for responsiveness to the requirements. If any information is missing from the required content, the proposal may be deemed non-responsive and returned to proposer and any further review is subject to the City’s discretion (see Reservations, pages 5 &6).

The City Council will make a determination based on the criteria outlined in this Proposal, as well as Proposer interviews. A Professional Service Agreement will be awarded to the Proposer meeting all the requirements of the Proposal along with a successful City Council interview and majority vote to issue award.
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ATTACHMENT 1
SAMPLE

PROFESSIONAL SERVICE AGREEMENT
.
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CITY OF SOUTH LAKE TAHOE

PROFESSIONAL SERVICES AGREEMENT
This Agreement is made and entered into as of the _________day of ________ 202X by and between the City of South Lake Tahoe, a municipal corporation (“City”) and _____________________ (“Consultant”).

RECITALS
A. Consultant is specially trained, experienced and competent to perform the special services which will be required by this Agreement.

B. Consultant possesses the skill, experience, ability, background, certification and knowledge to provide the services described in this Agreement on the terms and conditions described herein.

C. City desires to retain Consultant to render professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the services set forth in this agreement and shall provide said services at the time, place, and in the manner specified in this agreement. Consultant shall have no power or authority by this Agreement to bind City in any respect.

The Consultant agrees that it has satisfied itself by its own investigation and research regarding the conditions affecting the work to be done and labor and materials needed, and that its decision to execute this Contract is based on such independent investigation and research.

All services provided by Consultant pursuant to this Agreement will be provided in accordance with the terms set forth in the Exhibit A, “Scope of Services,” attached hereto and incorporated herein by reference. Exhibit B, “Compensation Schedule,” attached hereto and incorporated herein by reference, outlines the fees and compensation which shall be paid pursuant to this Agreement.

2. Term/Time of Performance. The services by Consultant are to commence upon the execution of the Agreement and continue for _________ years. 346
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3. Compensation. Compensation to be paid to Consultant shall be in accordance with the Schedule set forth in Exhibit B which is attached hereto and incorporated herein by reference. In no event shall Consultant’s compensation, including travel and out-of-pocket expenses, exceed ___________ without additional written authorization from City. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to City at the time of payment. Payment is contingent upon compliance with all terms and conditions of this Agreement, as set forth herein. Consultant shall obtain prior written authorization from the City Project Manager for any costs in excess of budgeted amounts for each line item, task, or obligation under the Scope of Services.

4. Method of Payment. Consultant shall submit monthly billings to City describing the work performed during the preceding month. Consultant’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, the applicable hourly rate, and a description of any reimbursable expenditures. City shall pay Consultant no later than 30 days after approval of the monthly invoice by City staff.

5. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform extra work. As used herein, “Extra Work” means any work which is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, extra work without prior written authorization from City.

6. Termination. This Agreement may be terminated by City or Consultant immediately for cause or without cause upon thirty days (30) days written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination, and City shall be entitled to all work performed to that date.

Termination, revocation, or expiration of this Agreement shall not release either party from liability resulting from an event which occurred prior to such termination, revocation or expiration.
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7. Ownership of Documents.

All plans, studies, documents and other writings, including working notes and internal documents, prepared by and for Consultant, its officers, employees and agents and subcontractors in the course of implementing this Agreement, shall become the property of City upon payment to Consultant for such work, and City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party. Consultant shall, at Consultant’s expense, provide such reports, plans, studies, documents and other writings to City upon written request. All documents prepared by Consultant are confidential and shall be maintained to preserve their confidential nature. Release of any such documents to third parties shall only be made upon written consent of City.

8. Consultant’s Books and Records.
a. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant for services provided pursuant to this Agreement.
b. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from records shall be available at Consultant’s address indicated for the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Manager, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to City for inspection at City offices when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the receipt of notices in this Agreement.
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d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to City and that the records and documents be maintained at City offices. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor-in-interest.

9. Independent Contractor. It is understood that Consultant, in the performance of the work and services agreed to be performed, shall act as and be an independent contractor and shall not act as an agent or employee of City.

Consultant shall obtain no rights to retirement benefits or other benefits which accrue to City’s employees, and Consultant hereby expressly waives any claim it may have to any such rights. All employees, agents, contractors or subcontractors hired or retained by Consultant are employees, agents, contractors or subcontractors of Consultant and not of the City.

City is not required to make any deductions or withholdings form the compensation payable to Consultant under the provisions of this Contract, and is not required to issue W-2 Forms for income and employment tax purposes for any of Consultant’s assigned personnel. Any third party persons employed by Consultant shall be entirely and exclusively under the direction, supervision, and control of Consultant. Consultant hereby indemnifies and holds City harmless from any and all claims that may be made against City based upon any contention by any third party that an employer-employee relationship exists by reason of this Contract.

10. Interest of Consultant. Consultant, (and principals, associates and professional employees of consultant) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.
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Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. Will not serve in a staff capacity and will conduct research and arrive at conclusions with respect to their rendition of information, advice, recommendation or counsel independent of the control and direction of City or of any City official, other than normal agreement monitoring; and,
b. Possesses no authority with respect to any city decision beyond rendition of information, advice, recommendation or counsel. [FPPC Reg. 18700.3(a)].

11. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant’s field of expertise.

12. Compliance with Laws. Consultant shall comply with all applicable federal, state, regional and local laws, codes, ordinances and regulations in carrying out their duties under this Agreement. Consultant shall observe and comply with all applicable laws, ordinances, regulations and codes of federal, state and local governments, and shall commit no trespass on any public or private property in performing any of the work authorized by this Agreement. The City, its officials, officers, elected officials, appointed officials and employees shall not be liable at law or in equity as a result of any failure of Consultant to comply with this section.

In the event it is determined that the Consultant is required to pay prevailing wages for the work performed under this Agreement, the Consultant shall pay all penalties and wages as required by law.

13. Licenses. Consultant represents and warrants to City that it has all licenses, permits, qualifications, insurance and approvals of whatsoever nature which are legally required of Consultant to practice its profession. Consultant 350
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represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession. If Consultant will be physically present in the City of South Lake Tahoe to perform some or all of the services, Consultant shall maintain a City of South Lake Tahoe business license at all times services are performed under this Agreement. Consultant acknowledges that payments made pursuant to this Agreement may be withheld until this provision has been satisfied.

14. Indemnity. Consultant hereby agrees to and shall indemnify and hold harmless City, its elected and appointed boards, officers, agents, employees and volunteers from and against any liability for any and all claims, demands, actions, losses, damages and injuries, direct or indirect (including any and all costs and expenses in connection therein), arising out of this Agreement or caused in any way by Consultant’s negligent performance of this Agreement or its breach of its obligations contained in this Agreement, except for any such claims arising out of the negligence or willful misconduct of the City.

Consultant agrees to defend City from and against any and all losses, damages, claims costs and fees arising out Consultant’s negligent acts, errors, omissions, regarding this Agreement, the Consultant’s work under this Agreement, or the consultant’s Scope of Work.

City does not, and shall not, waive any rights against Consultant which it may have by reason of the aforesaid hold harmless agreement, because of the acceptance by City, or the deposit with City by Consultant, of any of the insurance policies hereinafter set forth.

This hold harmless agreement by Consultant shall apply to all damages and claims for damages, or alleged to have been suffered, by reason of any of the aforesaid operation of Consultant or any subcontractor, regardless of whether such insurance policies shall have been determined to be applicable to any of such damages or claims for damages.

Consultant further waives any and all rights to any type of express or implied indemnity or right of contribution from the City for any liability, claims, demands, costs, charges and expenses and causes of action of whatsoever arising out of or in any way connected with this Agreement, and consultant’s work under this Agreement.
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15. Insurance Requirements.
a. Consultant, at Consultant’s own cost and expense, shall procure and maintain, for the duration of the contract, the following insurance policies.
i. Workers’ Compensation Coverage. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for their employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers’
Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California for all of the subcontractor’s employees. Any notice of cancellation of all Workers’ Compensation policies must be received by City at least thirty (30) days prior to such change. Consultant shall provide thirty (30) days written notice of nonrenewal of any Workers’ Compensation policies. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work
performed by Consultant for City.
ii. Commercial General Liability Coverage. Consultant shall maintain commercial general liability insurance no less broad than ISO form CG 00 01 in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. Coverage must be made on
the standard Occurrence form. Claims-Made forms are not acceptable without prior written consent of City. City of South Lake Tahoe must be endorsed as an additional insured for liability arising out of ongoing operation by on behalf of Consultant. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general
aggregate limit shall be at least twice the required
occurrence limit.
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iii. Automobile Liability Coverage. Consultant shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired and nonowned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence. iv. Professional Liability Coverage. Consultant shall maintain professional errors and omissions liability insurance for protection against claims alleging negligent acts, errors or omissions which may arise from Consultant or by its employees, or subcontractors. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single-limit per occurrence basis.
v. Cyber Liability Coverage. Consultant shall maintain cyber liability insurance with limits not less than one million dollars ($1,000,000) per claim, two million dollars ($2,000,000) aggregate. Coverage shall be sufficiently broad to sufficiently broad to respond to the duties and obligations as is
undertaken by Vendor in this agreement and shall include, but not limited to, claims involving security breach; system failure; data recovery; business interruption; cyber extortion; social engineering; infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, and alteration of electronic information. The policy shall provide coverage for breach response costs as well as regulatory fines and penalties, and credit monitoring expenses with limits sufficient to respond to these obligations. Vendor’s policy shall be primary and shall not seek contribution from the City’s coverage, shall contain a waiver of subrogation in favor of the City, and shall be endorsed to provide that City and its officers, officials, employees, agents, and volunteers are additional
insureds. Any failure to comply with the reporting provisions of 353
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the policy by Vendor shall not affect coverage provided to the City. If Vendor maintains broader coverage and/or higher limits than the minimums listed above, City requires and shall be entitled to the broader coverage and/or higher limits maintained by the Vendor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to City.
b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a AM Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional
insured’s under Consultant’s General Liability and Automobile Liability policies with respect to liability arising out of this Agreement and/or work performed by or on behalf of the
Consultant, including materials, parts or equipment furnished in connection with such work or operations.
ii. This policy shall be considered primary insurance as respects City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by City, including any self-insured retention City may have, shall be considered excess insurance only and shall not contribute with it.
iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each,
except with respect to the limits of liability of the insuring Consultant.
iv. The insurer waives all rights of subrogation against City except for Consultant’s Professional Liability and Employers’ Liability policies, its elected or appointed officers, officials, employees or agents.
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v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to City, its elected or appointed officers, officials, employees, agents or volunteers. vi. No policies of insurance carried by Consultant shall be suspended, voided, canceled, or changed in coverage or in limits except after thirty (30) days written notice to the City Attorney by Certified Mail.
c. Deductibles and Self-Insured Retentions. The Consultant shall be responsible for all deductibles in all of Consultant’s insurance policies.

The amount of deductibles for insurance coverage required herein shall be reasonable and approved by the City Attorney.
d. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein. Consultant shall not commence work under this contract until all insurance required under this section has been approved by City as to form, amount and carrier, nor shall Consultant allow any subcontractor to commence work on any subcontract until all similar insurance required and reasonably consistent limits of the subcontractor has been so obtained and approved. Certificates of insurance shall contain no exclusions unless negotiated with the City Attorney and approved, in writing, by the City Attorney.

16. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below.

Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Provide a copy to: City Attorney’s Office
City of South Lake Tahoe
1901 Lisa Maloff Way, Suite 300
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South Lake Tahoe, CA 96150
If to Consultant:

Provide a copy to:

17. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express consent of City. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the written authorization of City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of the subcontractor. Nothing in the Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise required by law.

18. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

19. Dispute Resolution. Any dispute concerning this Agreement will be first submitted to the City Manager or his designee for resolution. If no resolution is reached, such dispute shall be submitted to the City Council. The decision of the City Council shall be final and shall be appealable only to the El Dorado Superior Court pursuant to California Code of Civil Procedure §1094.5, and as provided by law.

20. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in the Superior Courts in the County of El Dorado, South Lake Tahoe Division.

21. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any Consultant or person, other than the independent contractors hired in accordance with Consultant’s standard business practice, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid, nor has it agreed to pay any Consultant or person, other than a bona 356
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fide employee working solely for Consultant or an independent contractor hired as discussed above, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

22. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer, and it shall not discriminate against any subcontractor, employee, or applicant for employment because of ancestry, age, color, disability, genetic information, gender expression, gender identity, marital status, medical condition, military or veteran status, national origin, race, religion, reproductive health decision making, sex/gender, or sexual orientation. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, or termination.

23. Drug-Free Workplace Certification. This certification is only required for Consultants receiving payment from Grant Funding. By signing this Agreement, Consultant hereby certifies under penalty of perjury under the laws of the State of California that the Consultant will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code Section 8355, et seq.) and will provide a drug-free workplace by taking the following actions:
a. Publish a statement notifying employees that unlawful manufacture, distribution dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355(a). b. Establish a Drug-Free Awareness Program as required by Government Code Section 8355(a)(2) to inform employees about all of the following:
i. The dangers of drug abuse in the workplace;
ii. The person’s or organization’s policy of maintaining a drug-free workplace;
iii. Any available counseling, rehabilitation and employee assistance program; and
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iv. Penalties that may be imposed upon employees for drug abuse violations.
c. Provide, as required by Government Code Section 8355(a)(3), that every employee who performs grant activities under this Agreement:
i. Will receive a copy of the Consultant’s drug-free policy statement; and
ii. Will agree to abide by the terms of the Consultant’s statement as a condition of employment on this Agreement.

Failure to comply with these requirements may result in suspension of payments under this Agreement or termination of the Agreement, or both, and Consultant may be ineligible for award of any future City agreements if City determines that any of the following has occurred: the Consultant (1) has made false certification, or (2) violates the certification by failing to carry out the requirements as noted above.

24. Anti-Lobbying Certification. Consultant shall submit to City the Anti-Lobbying Certification contained in Exhibit C. Further, Consultant shall require that the language of the certification in Exhibit C be included in all contracts or subcontracts entered into in connection with this Agreement and that all Consultants and contractors shall certify and disclose accordingly.

25. Debarment, Suspension, Ineligibility and Voluntary Exclusion. By signing this Agreement, Consultant assures that neither it nor its principals, is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participating in covered transactions by any Federal department or agency.

26. Americans with Disabilities Act. By signing this Agreement, Consultant assures the City that it complies with the American with Disabilities Act (ADA) of 1990, (42 U.S.C. 12101, et. seq.), which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to ADA.

27. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney.
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28. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

29. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between City and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

30. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

31. Time is of the Essence. Time is of the essence for this Agreement.

32. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party.

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 ________________________________ City Manager Name, Title
Date __________________________ Date _____________________________

Business License # ___________________
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APPROVED AS TO FORM:

By____________________________ Date ________________________________ City Attorney
ATTEST:

By______________________________ Date ________________________________ City Clerk
Attachments:

Exhibit A – Scope of Services
Exhibit B – Compensation Schedule
Exhibit C - Anti-Lobbying Certification
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EXHIBIT A

SCOPE OF SERVICES
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EXHIBIT B

SCHEDULE OF CHARGES AND TIMELINE
BUDGET
Estimated fees (not to exceed) $________
Hourly Rate: $________/hour
Travel and out-of-pocket expenses $________
(travel is included in the TOTAL (not to exceed amount) TOTAL (not to exceed) $________

TIMELINE
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EXHIBIT C

ANTI-LOBBYING CERTIFICATION
Consultant shall submit to City this certification prior to or at the time of the execution of this Agreement.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U. S. Code. Any person who fails to file the required certification shall be subject to a civil penalty not less than $10,000 and no more than $100,000 for such failure.

The undersigned certifies, to the best of his or her knowledge or belief, that:

1. No federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; and

2. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, cooperative agreement, it will complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying,” in accordance with its instruction.

Consultant:

Name, Title
By:________________________________________
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CALIFORNIA
TEXAS

COLORADO
OHIO

PROPOSAL
City of South Lake Tahoe
Executive Recruitment Services for City Manager
RFP #2026-1-16
Due Date: January 16, 2026
12:00 P.M. PT
Submitted by:

Melissa Asher
Chief of Client Services
CPS HR Consulting, 2450 Del Paso Road, Suite 220, Sacramento, CA 95834 P: (916) 471-3358, [email protected]
Tax ID: 68-0067209
www.cpshr.us
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2450 Del Paso Road, Suite 220 Sacramento, CA 95834 www.cpshr.us Tax ID: 68-0067209 Table of Contents
Cover Letter ............................................................................................1 B. Executive Summary ...........................................................................3 C. Company History, Background and Experience .........................5 About CPS HR Consulting........................................................................ 5 Our Executive Recruiting Team.............................................................. 6 Team Resumes.......................................................................................... 6 D. Scope of Work/Implementation .....................................................8 Our Approach.......................................................................................... 8 Scope of Work .......................................................................................... 9 Phase I: ...................................................................................................... 9 Phase II: ................................................................................................... 10 Phase III:................................................................................................... 10 Timeline.................................................................................................... 11 E. Project Budget..................................................................................12 Professional Services.............................................................................. 12 One-Year Service Guarantee .............................................................. 12 F. Description of Recent Projects/References ................................13 Recruitment Experts............................................................................... 13 References.............................................................................................. 16 Contract and Insurance Exceptions/Notations...............................17 Introduction to Exceptions/Notations.................................................. 17 Appendix A: Sample Brochure ..........................................................18 394
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Cover Letter
January 16, 2026
Mayor Cody Bass and City Council
City of South Lake Tahoe
1901 Lissa Maloff Way
South Lake Tahoe, CA 96150
Submitted via email to: https://pbsystem.planetbids.com/portal/14997/portalhome Subject: Executive Recruitment Services for City Manager Dear Mayor Bass:

CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist the City of South Lake Tahoe (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement. We have 40 years of experience providing human resources services to state and local government agencies and non-profit organizations, and over 20 years of experience placing top executives in public agencies throughout the United States.

We understand that each agency is unique, and our extensive experience allows us to tailor our process to specifically meet your needs. Our work with local government agencies throughout the United States gives us an in-depth understanding of government operations, programs, and services.

CPS HR offers a broad spectrum of human resource services while delivering personalized, results-oriented services, utilizing best practice methods of recruitment and selection strategies from our team of recruitment experts. Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. Once this project begins, we will work with the City to tailor our process to highlight this exciting opportunity and attract the best possible candidates.

We are committed to working in close partnership with your organization to achieve a successful recruitment outcome.

ORGANIZATION IDENTIFICATION INFORMATION
Legal Name and DBA Cooperative Personnel Services dba CPS HR Consulting Main Office 2450 Del Paso Road, Suite 220, Sacramento, CA 95834 *Primary location from which services will be provided.

Main Phone Main: (800) 822-4277; FAX (916) 263-3613
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Regional Offices
20211 Guadalupe Street, Suite 260, Austin, TX 78705
7350 E Progress Pl, Greenwood Village, CO 80111
1968 S. Coast Hwy # 961, Laguna Beach, CA 92651
2014 Champions Gateway, 3rd Floor, Canton, OH 44708
Years in Business Established 1985
Type of Organization Joint Powers Authority (Public Agency) Federal Tax ID#/TIN/EIN 68-0067209

POINTS OF CONTACT
Principal Contact and
Authorized to Execute
Contract Person
Melissa Asher, Chief of Client Services
(916) 471-3358; [email protected]
Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, please do not hesitate to contact me at the phone number and/or email listed above. This proposal is valid for 120 days from the submittal deadline of January 16, 2026. I am duly authorized to bind CPS HR to the contents of this proposal and into contract.

Sincerely,
Melissa Asher
Chief of Client Services
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B. Executive Summary
The City of South Lake Tahoe (City) is seeking a professional, experienced, and highly qualified firm who can provide executive-level recruitment services with proven ability to recruit highly qualified, diverse, and distinguished candidates utilizing best practices of the search firm industry to fill the City’s next City Manager position. CPS HR Consulting (CPS HR) realizes the importance of this leadership position and is prepared to assist the City Council with this endeavor from the initial kick-off meeting to the successful placement of a permanent City Manager.

As detailed in the pages that follow, we are recommending a three-phase work plan summarized below.

Below is a breakdown of the services included in the recruitment process.

Task Description
Phase I - Develop Candidate Profile and Recruitment Strategy 1 Finalize Schedule
2 Hold Key Stakeholder Meetings
3 Develop Candidate Profile
4 Develop Recruitment Brochure
Phase II – Aggressive, Proactive, and Robust Recruitment 1 Place Ads
2 Identify and Contact Potential Candidates
3 Review Application Materials
4 Conduct Screening Interviews
5 Submit Client Report
6 Client Meeting to Select Semifinalists
7 Notify Candidates
Phase III – Selection
1 Prepare Assessment
2 Schedule Candidates; Coordinate Travel
3 Prepare Evaluation manuals
4 Facilitate Finalist Selection Process
5 Conduct Reference and Background Checks
6 Assist in Negotiation (if requested)
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From the onset of the recruitment our team will conduct a thorough review of the City’s needs, culture and goals; the executive search process; and the schedule. CPS HR is prepared to meet with key stakeholders (internal and external) to obtain input in developing the ideal candidate profile and to assist us in understanding key issues and challenges that will face each position.

Activities will include identifying key priorities for the new City Manager; the conditions and challenges likely to be encountered in achieving these priorities; describing the type of working relationship the leadership team; generating lists of specific competencies, experiences, and personal attributes needed by the new leader in light of the discussions above; and discussing recruitment and selection strategies for the leadership team’s consideration to best produce the intended results.

The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with personal contacts with qualified individuals from our extensive database. CPS HR prides itself on the active outreach and research performed by the recruiter during the search process to ensure a strong candidate pool for your positions. Local government has many nuances that current practitioners are well versed in, and CPS HR can ensure that the core skillsets of managing staff, budgets, and programs are in place.

The most intensive resources that we require from the City are largely centered on the development of a recruitment brochure and logistical support. Approved images from your website and other sources are what make the brochure uniquely yours. The brochure text will also largely be derived from approved language and firsthand interviews with stakeholders with whom you would like us to engage.

In order to ensure a favorable candidate experience, well-planned logistics are key. CPS HR will work in concert with City staff to arrange meeting rooms, candidate travel, possible candidate meet and greets, ensure meetings are properly noticed, etc. In addition, should the City desire a robust public engagement process, the scheduling of meeting rooms, media outreach and determining lists of stakeholders in conjunction with staff is crucial.

That being said, we’re also being hired to take as much off your plate as you desire, and we have successfully worked with very busy clients and hiring managers who want us to single- handedly manage the process from start to finish. One of our greatest skillsets is adaptation – we work with some of the largest cities and counties in the nation as well as with the smallest special districts and non-profits. Whatever your work and communication style is, we’ve seen it before and will deliver on your expectations of us.
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C. Company History, Background and
Experience

Main Phone Main: (800) 822-4277; FAX (916) 263-3613
Regional Offices
20211 Guadalupe Street, Suite 260, Austin, TX 78705
7350 E Progress Pl, Greenwood Village, CO 80111
1968 S. Coast Hwy # 961, Laguna Beach, CA 92651
2014 Champions Gateway, 3rd Floor, Canton, OH 44708
Years in Business Established 1985
# of FTEs 111
Type of Organization Joint Powers Authority (Public Agency) About CPS HR Consulting
CPS HR is a client-focused human resources and management consulting firm, dedicated to addressing the unique challenges faced by government and non-profit organizations. Founded in 1985, we have earned a reputation as a trusted advisor by leveraging our in-depth public sector expertise to deliver practical, results-driven solutions. As a Joint Powers Authority, we are a selfsupporting government agency exclusively serving public entities. This gives us a distinct advantage in understanding and meeting the specific needs of clients across all levels of government, including Federal, State, Local, Special Districts, Higher Education and Non-Profit organizations.

Our unwavering commitment to delivering an unparalleled client experience is built on our comprehensive knowledge of the complexities within the public and non-profit sectors. We assist organizations in attracting, hiring, retaining, and motivating top talent, essential for driving organizational excellence in alignment with their vision.

With more than 100 full-time employees and a network of 200+ project consultants and technical experts across the nation, CPS HR has partnered with more than 2,700 public and non-profit clients throughout the United States. Headquartered in Sacramento, CA, with regional offices in Texas, Colorado, Ohio, and Southern California, we are strategically positioned to support your organization's growth and help your employees fulfill the promise of public service. 399
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Our Executive Recruiting Team
CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. Ms. Pamela Derby and Mr.

Erich WonSavage will serve as your dedicated project team throughout this recruitment process.

They will work together to fulfill the City’s needs in a timely and effective manner. We are committed to providing each of our clients the same level of service excellence, and we take great care not to take on more work than this commitment allows. We will not utilize subcontractors for these services. No staff members will be removed or replaced without the prior written concurrence of the City.

Team Resumes
Pamela H. Derby, Manager, Executive Recruitment
Since joining CPS HR Consulting in 2003, Pam Derby has conducted a wide range of recruitments for county, city, special district and association executives including city attorney, executive director, general manager, city manager, assistant and deputy city manager, police chief, community and economic development director, human resource director, finance director, city administrator, registrar of voters, library director, and director of information technology in addition to specialized support positions. Ms. Derby has just completed the City Manager and City Attorney searchesfor the City of Sacramento and is currently conducting the recruitment for the City Manager of the City of Alameda.

Prior to joining CPS HR, Ms. Derby served as the Aide to the Yuba County Board of Supervisors serving as the Board’s liaison to County Department Heads, the community, and the media. This experience provided her with a unique perspective into the special circumstances that exist in a Board/Council-Manager relationship and a keen awareness of the inner workings of local government. She is sensitive to balance the wants of the community with the needs of the client so as to tailor a recruitment process that reaches out to the most appropriate candidates and ensures a diverse group of individuals from which to make a selection. She has successfully employed these techniques in jurisdictions ranging from under 10,000 to 10 million. Moreover, she employs a firmly-held personal philosophy that candidates must be treated with the same respect and careful consideration as her client.

Employment History
 Senior Executive Recruiter, CPS HR Consulting
 Professional Management Consultant, CPS HR Consulting  Administrative Technician, CPS HR Consulting
 Aide to the Board of Supervisors, Yuba County, CA
Education
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 California State University, Chico, major course emphasis – Physical Education/English Erich P. WonSavage, Principal Executive Recruiter, MSM, PHR, SHMR-CP A seasoned and results-driven human resources leader, Erich brings over 20 years of public sector experience driving strategic HR initiatives that enhance organizational performance. With deep expertise across talent acquisition, workforce planning, employee relations, compensation design, and executive coaching, he has led full-cycle recruiting efforts, including executive-level searches, and executed large-scale organizational restructures. From developing leadership academies and succession planning frameworks to mediating complex employee relations issues and designing equitable compensation strategies, Erich is known for crafting sustainable solutions rooted in data, compliance, and employee engagement. His collaborative leadership style and commitment to operational excellence has made him a trusted advisor to senior leadership, guiding culture transformation, performance management, and DEI-focused strategies. Mr. WonSavage is currently completing the City Manager search for the City of Fernley, NV.

Employment History
 Principal Executive Recruiter, CPS HR Consulting 04/2025-Present  Chief Human Resources Officer, Poudre School District 07/2022 – 08/2024  HR Director, WellPower 06/2018 – 07/2022
 HR Director, South Suburban Parks & Recreation, 04/2017 – 06/2018  HR Director, City of Littleton, 02/2008 -04/2017
 HR Director, South Metro Fire Rescue, 03/2006 -02/2008 Education and Certifications
 Master of Science Degree in Management & Human Resources, Regis University  Bachelor’s Degree in Communications & Business, University of St. Thomas  Professional in Human Resources (PHR), HRCI
 SHRM-CP, Society for Human Resources Management (SHRM)  Certificate in Organizational Development, Employer’s Council  Certificate in People Analytics, HRCI
 Certified MBTI (Meyers Briggs) Facilitator, CPP, Inc.  Radical Collaboration Trainer, The Schutz Company
 Certified Mediator, Mars Dixon & Associates
 Certified Plan Sponsor Professional (CPSP), American Retirement Association 401
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D. Scope of Work/Implementation
Our Approach
Key Stakeholder Involvement
The City Council on behalf of the City of South Lake Tahoe must be intimately involved in the search for a new City Manager. Our approach assumes their direct participation in key phases of the search process. At the discretion of the City Council, other key stakeholders may also be invited to provide input for the development of the candidate profile.

The City’s Needs
A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. CPS HR has developed a very effective process that will permit the City Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the qualities required of the City Manager.

Commitment to Communication
Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.).

We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have led to opportunities to assist them with multiple recruitments.

CPS HR’s communication continues once you have selected a candidate, and will contact the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred.

Aggressive, Proactive, and Robust Recruitment
We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates. 402
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We use advertisements, directly email the outreach brochure, post messages and connect with potential candidates on business media such as LinkedIn, and of course, pick up the phone and call qualified individuals and referral sources.

Diversity Outreach
CPS HR strives to attract the most highly qualified, diverse candidate pool possible. We are pleased that our diligent efforts have resulted in more than 57% of our executive level placements being people of color and/or female candidates within the past three years.

We accomplished this by advertising with organizations like the National Forum for Black Public Administrators, the National Association of Asian American Professionals, and the Local Government Hispanic Network in order to reach these specific population groups. We also seek candidate referrals from local subject matter experts and the national leadership of groups like Women Leading Government. By taking the time to directly contact these influential industry experts, we ensure that we capture the maximum number of distinguished candidates – particularly those who are well-known in their industries, but who may not be actively looking for a new job.

Our recruitment process results in an exceptionally diverse candidate pool and a high level of client satisfaction.

Scope of Work
Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager uniquely suited to the City's needs.

Phase I:
 Meet with appropriate the City stakeholder(s) to gather information on the organization and to develop the specifications and ideal candidate profile for the new City Manager.  Coordinate with the City Council on development of recruitment brochure for the City Manager’s position; prepare brochure design.
 Complete recruitment brochure and post brochure on CPS HR website. 403
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Phase II:
 Conduct aggressive outreach by initiating contact with potential applicants and with referral sources (this includes e-mailing appropriate government management professionals from our database, conducting extensive outreach via LinkedIn, and contacting candidates from prior recruitments who may be interested and a good fit for the City Manager’s position).
 Place ads in agreed upon on professional and affiliate websites to attract candidates on a nationwide, regional, local or targeted basis based on the recruitment strategy.  Distribute brochure/job announcement
 Receive all resumes and acknowledge receipt thereof
 Respond to inquiries from applicants and potential applicants  Keep client posted on recruitment progress
 Review application materials and identify candidates for further consideration  Conduct preliminary screening interviews
 Submit “Client Report” (includes resumes, summary of resumes, notes, overview)  Meet with the City Council to discuss the report and the results of the screening interviews in order for the City to identify an appropriate number to interview as finalists (or semi-finalists)
 Notify all applicants of status in the recruitment
Phase III:
 Prepare an assessment process for finalists in coordination with the City  Schedule candidates for participation in finalist assessment; send invitations to candidates and coordinate travel/accommodations.
 Prepare evaluation materials
 Facilitate finalist assessment process in coordination with the City.  Conduct reference and background checks on top identified candidate(s) following assessment process.
 Assist the City in negotiation of terms of employment (if desired). 404
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Timeline
The project team CPS HR has selected is prepared to begin work upon receipt of a fully-executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 14 to 16 weeks. The precise schedule will depend on the placement of advertising on appropriate professional and affiliate websites, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below.
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E. Project Budget
Professional Services
Our professional fixed fee covers all CPS HR services and deliverables associated with Phases I, II, and III of the recruitment process. Travel expenses for candidates who are invited forward in the interview process are not included in our flat fee price; however, an option to make those arrangements can be included in our agreement for a not-to-exceed cost of $5,000.

Professional Fixed Fee*
Professional Services for Full Recruitment (Fixed Flat Fee) $30,000 *Professional fees will be billed and paid at the completion of each phase.

One-Year Service Guarantee
If the employment of the candidate selected and appointed by the City as a result of a full executive recruitment (Phases I, II, and III) comes to an end before the completion of the first year of service, CPS HR will provide the City with professional services to appoint a replacement.

Professional consulting services will be provided at no cost. The City would be responsible only for expenses such as re-advertising, consultant travel, additional background checks, etc. This guarantee does not apply to situations in which the successful candidate is promoted or reassigned within the organization during the one-year period. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort. 406
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F. Description of Recent Projects/References
Recruitment Experts
CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 20 years of placing top and mid-level executives in public agencies throughout the United States.
 Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting executive-level professionals for public agencies across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors.
 Focus on Diversity Recruiting. In the past three years, 57% of the candidates placed by CPS HR were female, members of ethnic minorities or both. To continue this trend, CPS HR is constantly assessing the best methods for reaching the broadest network of possible candidates. To that end, we have just signed a contract with Zoom Info, a new sourcing platform, that includes a diversity sourcing filter.
 Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing executive-level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience.
 Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics.
 Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates.
 Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive-level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals.
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 Satisfied Clients. Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship.  Retention/Success Rate. Our success rate is tied to the longevity of the candidates we place, currently more than 95% of our placements are still in their position after two years.
 Partial list of recruitments. Below is a list of recent executive recruitments to showcase our experience in leading searches of similar scope.

Agency Title Year Completed
City of Alameda, CA City Manager Current
City of Brownsville, TX City Manager Current
City of Fernley, NV City Manager Current
City of Wichita, KS City Manager 2025
County of Washoe, NV County Manager 2025
City of Sacramento, CA City Manager 2025
City of Missouri City, TX Assistant City Manager 2025
City of Oklahoma City, OK Assistant City Manager 2025
City of Arvada, CO City Manager 2025
County of Orange, CA County Administrative Officer 2025 City of Carbondale, IL City Manager 2025
Jefferson County, WI County Administrator 2024
San Joaquin Area Flood Control
Agency, CA
Executive Director 2024
San Diego Ethics Commission, CA Executive Director 2024 California Workforce Association Executive Director 2024 County Welfare Directors
Association of California, CA
Executive Director 2024
City of Simi Valley, CA Deputy & Assistant City Manager, Outreach
2024
City of Farmersville, CA City Manager 2024
County of San Diego, CA Chief Administrative Officer 2024 408
Proposal to the City of South Lake Tahoe
RFP #2026-1-16 Executive Recruitment Services for City Manager Page | 15
Agency Title Year Completed
San Diego Association of
Governments, CA
Chief Executive Officer 2024
City of Arcata, CA City Manager 2024
California Student Aid
Commission, CA
Executive Director 2024
Stanislaus County Housing
Authority, CA
Executive Director 2024
City of Simi Valley, CA City Manager 2024
Contra Costa County Employees’
Retirement Association, CA
Chief Executive Officer 2024
Orange County Power Authority,
CA
Chief Executive Officer 2024
Southern California Public Power
Authority
Executive Director 2024
County of Luis Obispo, CA County Administrative Officer 2024 City of Gillette, WY City Administrator 2023
Sierra Lakes County Water District,
CA
General Manager 2023
Selma-Kingsburg-Fowler County
Sanitation District, CA
General Manager 2023
City of Phoenix, AZ Assistant City Manager 2023
City of Phoenix, AZ Deputy City Manager 2023
City of Baytown, TX City Manager 2023
City of Littleton, CO Deputy City Manager 2023
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References
Provided below is a partial list of clients we have recently worked with in providing similar executive recruitment services. We are confident that these public-sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization’s needs.

Reference 1
Agency: El Dorado Irrigation District, CA
Contact: Jose Perez, Director of Human Resources
Phone/Email: (530) 642-4013 / [email protected]
Address: 2890 Mosquito Road, Placerville, CA 95667
Project: Full Recruitment for General Manager (2025)
Reference 2
Agency: County of Washoe, NV
Contact: Julie Paholke, Human Resources Manager
Phone/Email: 775-328-2089 / [email protected]
Address: 1001 E. 9th Street, Building A, Reno, Nevada 89512 Project: Full Recruitment County Manager (2025) Library Director (Current) Reference 3
Agency: City of Sacramento, CA
Contact: Dennis Rogers, Chief of Staff; Councilmember Rich Jennings, District 7 Phone/Email: (916) 201-8325 / [email protected] Address: 915 I Street, Sacramento, CA 95814
Project: City Manager (2025); City Attorney (2026)
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Contract and Insurance Exceptions/Notations
Introduction to Exceptions/Notations
CPS HR’s Principal Contracts Coordinator has reviewed Attachment 1: Sample Professional Service Agreement included in the RFP. We can accept the terms and conditions set forth the notations listed below, in which we respectfully request and hope the City is amenable to discussion of this language during contract negotiations.

Method of Payment
Invoices will be submitted on a fixed fee basis in milestones upon phase completion. For fixed fee billing, hourly rates, number of hours and staff names are NOT included.

Automobile Liability Coverage
CPS HR does not own autos. Coverage will be for non-owned and hired autos only.

Deductibles and Self-Insured Retentions
The professional liability policy has SIRs in the amount of $50,000 Exhibit B
CPS HR is proposing a fixed fee based on milestones and will be billed upon completion of each phase. Therefore, hourly rates and number of hours for staff members are NOT included.

We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the City of South Lake Tahoe in this important endeavor.
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Appendix A: Sample Brochure
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417

JANUARY
2026
13217 Jamboree Rd. #248
Tustin, CA 92782
888.4.JGA.1ST
JacobGreenAndAssociates.com
Proposal For
RFP #2026-1-16
Executive
Recruitment Firm
City Manager
Recruitment
418

LETTER FROM CEO JACOB GREEN

TABLE OF

CONTENTS

EXECUTIVE SUMMARY

SCOPE OF WORK

COMPANY HISTORY, BACKGROUND, & EXPERIENCE

Page 1 ends

Section
C
Section
B
Section
A
Cover
Letter
Pages 2 - 3
Pages 4 - 8
Pages 9 -14

SOUTH LAKE TAHOECITY OF

PROJECT BUDGET
Section
D
Pages 15 - 16

DESCRIPTION OF RECENT PROJECTS/REFERENCES
Section
E
Pages 17 - 19
419
January 16, 2026
City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
To the City Council of the City of South Lake Tahoe,
On behalf of Jacob Green & Associates (JGA), we appreciate the opportunity to submit this proposal in response to RFP #2026-1-16 for Executive Recruitment Firm services to support the City’s City Manager recruitment. We understand the importance of this appointment to the City’s long-term stability, organizational performance, and relationship between the City Council, executive leadership, employees, and the community.

Selecting a City Manager is one of the most consequential decisions a City Council makes. It requires a recruitment partner who understands not only executive search mechanics, but also the realities of California local government, council–manager governance, public-sector labor environments, and the leadership qualities needed to succeed in complex political and organizational settings. JGA brings that perspective to every executive recruitment we conduct.

Our approach to executive recruitment is grounded in firsthand experience. JGA’s recruitment team is comprised of former City Managers, Assistant City Managers, Department Directors, and senior publicsector executives who have served as both hiring authorities and candidates. This perspective allows us to design a recruitment process that attracts high-caliber candidates, protects confidentiality, and results in finalists who align with the City’s values, culture, and strategic direction.

This proposal shall remain valid for a period of not less than one hundred twenty (120) calendar days from the date of submittal.

We look forward to the opportunity to partner with the City on this critical recruitment and to deliver a thoughtful, transparent, and effective process that results in the successful placement of the City’s next City Manager.

1.888.4.JGA.1ST | [email protected]
PAGE 1
Jacob Green
Founder & CEO
Contact Information
Legal name:

Contact name:

Address:

Telephone/Fax:

Email:

Sincerely,
Jacob Green & Associates, Inc.

Jacob Green
13217 Jamboree Rd., #248, Tustin, CA 92782
909.238.8536
[email protected]
420

EXECUTIVE

SUMMARY

SECTION A
P AGE 2 421

EXECUTIVE SUMMARY
JGA proposes a comprehensive, confidential, and collaborative executive recruitment process tailored to the City’s specific needs and priorities. Our approach is designed to support the City Council in making one of its most important leadership decisions while ensuring a professional, transparent, and wellmanaged process. Specifically, our recruitment process is intended to:
• Attract a strong and diverse pool of highly qualified City Manager candidates • Protect candidate confidentiality to encourage participation from top-tier executives • Support the City Council through each phase of the recruitment and selection process • Deliver finalists who are technically qualified, culturally aligned, and prepared to lead the organization
Our recruitment process emphasizes proactive outreach, rigorous screening, structured evaluation, and clear, consistent communication with the City throughout the engagement. This approach allows the City to make an informed selection decision with confidence while ensuring the process reflects the City’s values, priorities, and governance expectations.

PAGE 3 422

COMPANY

HISTORY,

BACKGROUND,
& EXPERIENCE

SECTION B
P AGE 4 423

COMPANY HISTORY & BACKGROUND
JGA is a California-based consulting firm specializing in executive recruitment, strategic planning, organizational assessment, and leadership advisory services for public-sector agencies. Founded in 2021, JGA was established by experienced local government executives to provide support to governing bodies and senior leadership teams navigating complex organizational, operational, and governance challenges.

JGA is headquartered in California and operates as a collaborative team of more than 30 senior advisors, each bringing deep experience in city management, public safety leadership, finance, human resources, and organizational governance. Collectively, the JGA team brings over 600 combined years of publicsector service, including service as City Managers, Assistant City Managers, Department Directors, Police Chiefs, Fire Chiefs, and senior municipal executives. This structure allows JGA to assemble project teams with direct, relevant experience aligned to each engagement.

JGA’s executive recruitment practice is grounded in firsthand understanding of the council–manager form of government and the unique leadership demands placed on City Managers. Our advisors have served as hiring authorities, evaluators, and candidates in executive recruitment processes, providing insight into both the technical and relational aspects of successful placements.

JGA has successfully supported executive recruitments for City Manager, Police Chief, Public Works Director, Finance Director, and other senior leadership roles for cities, counties, and special districts throughout California. Our firm specializes in understanding the challenges and requirements of public sector recruitment, ensuring that the candidates we place align with the mission, values, and strategic goals of the agencies we serve.

The work for this engagement will be performed from our office in California, allowing us to maintain close communication with our clients while delivering results in a timely and efficient manner. Our proven track record in recruitment services spans several local governments, where we have successfully placed key leadership and staff positions. This comprehensive experience equips us with the knowledge, network, and processes necessary to deliver superior recruitment outcomes for this engagement.

JGA has the organizational capacity, staffing depth, and project management infrastructure to conduct a confidential, thorough, and timely City Manager recruitment for the City of South Lake Tahoe. Our teambased model ensures continuity, responsiveness, and adherence to schedule while maintaining the discretion required for executive-level searches.

PAGE 5 424
JGA’s Team Video Link: Jacob Green and Associates - JGA - Your First Call

JACOB GREEN, MPA
President & CEO
Jacob is a nationally recognized local government expert in organization and leadership development. As an Assistant City Manager for the City of San Juan Capistrano and the City of Ontario, he has managed hundreds of employees and numerous government departments. As a trainer, keynote speaker, facilitator and coach, Jacob has worked with municipal clients, as well as commercial clients such as Mattel, FedEx, Hyundai Capital, ADP, and many others. In 2019, Jacob distilled his personal and professional experiences into an Amazon bestselling book: See Change Clearly: Leveraging Adversity to Sharpen Your Vision and Build Resilient Teams. Jacob has received numerous awards for his leadership, including the National Caring Award, the Orange County Human Relations Award, the Most Inspiring Student at UC Irvine, and is the youngest recipient of the Gene Lentzner Humanitarian Award. Jacob has his Bachelor of Arts in Social Sciences with a Minor in Management from the University of California, Irvine, his Master of Public Administration (MPA) degree from California State University, Long Beach, and was recently awarded an honorary doctorate from Western University School of Health Sciences.

GREGORY C. DEVEREAUX, JD
Project Lead
Greg Devereaux served in state and local government for 40 years, holding a variety of leadership positions including City Manager of both Fontana and Ontario, and Chief Executive Officer of San Bernardino County. In each of these roles, he partnered with elected officials to implement fiscal discipline, improve operational outcomes, and align organizational direction with community goals.

While serving as CEO, he supported the Board of Supervisors in launching a countywide transformation built on teamwork and long-term planning. He also led the County’s development of the Countywide Vision in collaboration with the San Bernardino Associated Governments. Greg is a Past President of the California Redevelopment Association and has served on numerous committees with the League of California Cities and the California State Association of Counties. In 2015 he became a Fellow of the Congressionally chartered National Academy of Public Administration. At Jacob Green and Associates, Greg applies his high-level public sector leadership experience to support local governments with executive strategy, governance training, and long-range visioning. He brings valuable insight to agencies navigating complex organizational challenges and seeking clear, actionable frameworks for policy implementation and fiscal responsibility.

PAGE 6 425

LAURA NOMURA, CPA, MSOL
Senior Advisor
Laura Nomura, CPA, MSOL, is a seasoned executive with over 35 years of experience in the public and private sectors. She is passionate about helping local government and is considered an expert in Organization and Leadership Development. Laura recently retired from Eastern Municipal Water District (EMWD) as the Deputy General Manager and Treasurer overseeing all administrative functions including finance, human resources, information systems, customer service, purchasing and contract management and fleet services. EMWD is a recognized leader in the water industry throughout California and nationally. Prior to joining EMWD in November 2018, Laura served as the Assistant General Manager for Finance & Administration at Riverside Public Utilities (RPU). Before serving in her role at RPU, she served as the Finance Director for the California cities of Hemet and Irwindale and Controller for the City of Riverside. Before her years in municipal government, Laura worked in public accounting serving public and private industry clients and is a Certified Public Accountant. Laura holds a Bachelor of Arts degree in accounting from California State University, Fullerton, and a Masters in Organizational Leadership from the University of Redlands. Laura is actively involved in the California Society of Municipal Finance Officers Association, served as past president and board member and received their Distinguished Service Award. She also currently serves on the Board of the Association of Women in Water, Energy and Environment.

MICHELLE NEW
Director of Client Services
Michelle New leads the successful delivery of client projects and ensures exceptional outcomes for California’s local government agencies. With 20 years of experience in municipal leadership and consulting, she specializes in operational leadership, strategic project management, team development, and organizational improvement. Michelle is highly regarded for her operational leadership, overseeing internal operations, resource allocation, and productivity targets to ensure efficient project delivery and organizational effectiveness. Her strategic project management experience includes managing multiple complex initiatives, monitoring scope and schedules, tracking performance, and guiding the development of actionable implementation plans.

She excels in team development and collaboration, building and mentoring high-performing teams, fostering accountability, and driving crossdepartmental cooperation. Michelle also brings a strong background in organizational development and continuous improvement, including designing and facilitating workshops, leading succession planning efforts, and implementing process improvements that support organizational transformation. Michelle brings deep expertise in public sector human resources management, succession planning, and talent development, and is a certified Project Management Professional. She holds a Master’s in Public Administration.

PAGE 7 426

STEVEN MERMELL
Senior Advisor
Steve Mermell brings more than 30 years of senior local government leadership experience with the City of Pasadena, including service as City Manager, Assistant City Manager, and Finance Director. Throughout his career, Steve worked closely with elected officials to navigate complex governance challenges, align policy direction with organizational capacity, and strengthen accountability and public trust. His leadership experience includes guiding governing bodies through the passage of multiple voter-approved measures, addressing a $150 million unfunded pension liability, eliminating a structural deficit in the City’s General Fund, and restructuring the Pasadena Public Health Department to improve fiscal sustainability and service delivery.

Since retiring from full-time public service in 2021, Steve has continued to support local governments as a consultant, specializing in board and council governance, strategic planning and goal setting, facilitation of City Manager and City Attorney performance evaluations, and organizational and process assessments. His work reflects a deep understanding of effective governance practices, executive oversight, and the role of governing bodies in setting direction, ensuring accountability, and leading organizations through periods of transition.

PAGE 8

NICOLI HILSCHER
Senior Project Coordinator
Nicoli Hilscher brings over 23 years of expertise in Organizational Development, Leadership Development, Training, Facilitation, and Project Management. A retired Senior Master Sergeant from the United States Air Force, she distinguished herself in the top two percent of the active enlisted force. Nicoli's extensive background includes leading positions internationally, where she drove long-term organizational growth in diverse and fast-paced environments. She excelled in overseeing operations, professional development, and recognition programs for organizations ranging from 20 to 300 personnel. As a Senior Project Manager with Jacob Green and Associates, Nicoli plays a pivotal role in managing Organizational Development projects; such as Teambuildings, Retreats, Leadership Academies, Organizational Assessments, Strategic Planning, and supporting our Work Planning teams.

Known for her ability to keep teams on task and on-time, Nicoli ensures the highest quality of service delivery to all JGA clients. 427

SCOPE OF
WORK

SECTION C
P AGE 9 428
Step 1: Needs Assessment and Position Profile
Development
• JGA will meet with the City Council to facilitate discussion regarding the City’s priorities, leadership expectations, organizational challenges, and desired outcomes for the City Manager recruitment on the ideal candidate profile.
• JGA will identify the preferred management style, personal traits, demonstrated performance criteria, and previous experience and accomplishments of the successful candidate. • JGA will develop a professional recruitment brochure (customized 1-2 pager) that will include information on the City, challenges and issues, the position, and selection criteria. In our experience working with candidates, the customized 1-2 pager solicits attention more effectively than a lengthy brochure.
• Based on input from the City Council, JGA will develop a professional position profile and recruitment advertisement describing the City, the City Manager role, key challenges and opportunities, and desired qualifications.

SCOPE OF WORK
JGA’s executive recruitment process is designed to identify a City Manager who not only brings strong executive leadership experience, but who also aligns with the City’s values, governance structure, and long-term vision. Our approach emphasizes proactive outreach, rigorous screening, confidentiality, and close coordination with the City Council throughout the recruitment process.

Working with the City’s Executive team, JGA begins the recruitment by gaining a clear understanding of the organization’s operational needs, culture, and priorities. Through focused conversations with key stakeholders, we define the leadership qualities, technical competencies, and management style that will ensure success in the City Manager role.

Once the ideal candidate profile is confirmed, JGA develops an engaging recruitment flyer and begins targeted outreach to attract exceptional talent. Our team proactively contacts qualified professionals who may not be actively seeking new opportunities but whose backgrounds and leadership experience align closely with the City’s goals. We conduct in-depth conversations with candidates who demonstrate genuine enthusiasm and strong alignment with the City’s mission, and we perform preliminary background and reference checks to verify professional track records of integrity, collaboration, and public service excellence.

Confidentiality is central to our process. To attract the highest-caliber candidates, particularly those currently serving in senior leadership roles, JGA safeguards all candidate information throughout the recruitment. Resumes, applications, and personal materials are maintained exclusively by our firm until finalists are identified and consent to be presented to the City. This approach consistently results in stronger candidate pools, as top-tier professionals are more willing to participate when confidentiality is guaranteed.

P AGE 10 429
• JGA will acknowledge receipt of candidates’ application materials and maintain communication with all candidates throughout the recruitment process. • JGA will review resumes, cover letters, and applications to ensure minimum qualifications are met.
• JGA will develop a preliminary screening on education, experience, technical knowledge, accomplishments, management style, personal traits, and any other criteria included in the position profile.
• JGA will conduct preliminary interviews to assess candidates’ leadership style, technical expertise, and alignment with the City's culture and goals. • Screening will include background, criminal, credit, reference, and media checks to ensure candidates demonstrate high integrity and professional standing.

Step 3: Evaluating Prospective Candidates
Advertising Plan
• JGA will develop and execute a plan for the recruitment to include appropriate channels such as print, web, social media, etc.

Step 2: Targeted Candidate Outreach
Advertisement
• JGA’s local government executive search team has a vast network, including broad social media reach, which will be used to advertise the position. Advertisements in professional journals, websites, and specialty publications will be handled by the City (posting, etc.) and all costs will be covered by the City.

Pro-Active Outreach
• JGA will conduct one-on-one outreach to prospective candidates that fit the agreed-upon candidate profile. The process may attract top candidates both locally and nationally who best satisfy the requirements and qualifications of the position using methods to ensure that competitive candidates from diverse backgrounds apply. JGA will seek referrals and cold sourcing. We consider our team to be proactive headhunters and City champions.

PAGE 11 430
Step 5: Identification of Top Candidate
• JGA will support and assist the City during all finalist candidate interviews by performing the following actions:
o Arrange candidate interviews and manage all logistics o Design interview questions
o Prepare City and hiring authority for the interviews
o Facilitate the interview process
o Assist with the assessment process
Step 6: Selection of Top Candidate and Transition
Support
• If desired by the City, JGA will assist with the negotiation of an employment agreement, including terms, benefits, and expectations once the top candidate has been identified. • The City Attorney shall be responsible for the creation and final review of the updated employment agreement to ensure legal compliance.

Step 4: Advisory Support & Selection of Candidates
for City Council Interviews
• JGA will advise the City Council on the qualifications of candidates and recommend a list of candidates for City Council interviews.
• JGA will prepare a written report summarizing the overall candidate pool, qualifications of those selected for interviews, and rationale for candidates not advanced.

PAGE 12
Project Management, Reporting, and Documentation
• JGA will provide progress reports at least biweekly to keep the City informed of recruitment status and key milestones.
• JGA will maintain all correspondence, records, and documentation related to the recruitment. • Upon completion of the search, JGA will compile search documentation and prepare a final written summary of all work performed and outreach conducted. 431

TIMELINE
PAGE 1 3
Step Phase Description Key Activities Estimated
Timeframe
Step 1 Needs Assessment & Position
Profile Development
• Meet with City Council to define
priorities and leadership expectations
• Identify preferred management style,
traits, experience, and
performance criteria
• Develop candidate profile, recruitment
brochure (1–2 pager), position profile,
and advertisement
Weeks 1–2
Step 2 Targeted Candidate Outreach
• Launch recruitment materials
• Advertise position using JGA’s executive
network and social media reach
• Conduct proactive outreach, referrals,
and cold sourcing (local, regional,
and national)
Weeks 3–5
Step 3 Evaluating
Prospective
Candidates
• Acknowledge receipt of applications
• Review resumes and applications for
qualifications
• Conduct preliminary screening and
interviews
• Perform background, criminal, credit,
reference, and media checks
Weeks 6–8
Step 4
Advisory Support &
Selection of Candidates for
City Council Interviews
• Advise City Council on candidate
qualifications
• Prepare written summary of candidate
pool and recommendations
• Schedule interviews and prepare
interview strategies and questions
Weeks 9–10
Step 5 Identification of
Top Candidate
• Facilitate finalist interviews
• Manage interview logistics
• Assist with assessment and finalist
evaluation
Weeks 11–12
Step 6 Selection of Top Candidate
& Transition Support
• Assist City Council with finalist selection
• Support employment agreement
negotiations, if requested
• Assist with transition planning as
appropriate
Weeks 13–16
432
Recruitment Commitment
Our firm is committed to maintaining the highest standards of confidentiality and professional ethics in executive recruitment. The integrity of the search process is paramount, not only to attract the highest caliber of candidates but also to protect the reputations and current employment of all applicants. To that end, we respectfully request the City's agreement with the following terms:

Confidentiality of Applicants
All applicant names, resumes, and any identifying information submitted through our recruitment process are strictly confidential. These materials are not to be requested, disclosed, or discussed with City staff, or any other external parties, except for the individuals selected by our firm to be brought forward as finalists for interviews.

No Disclosure of Applicant Pool
At no time will our firm release the complete list of applicants or reveal whether any specific individual has applied for the position. This includes requests such as, "Did John Smith apply?" or "Show us the full list of applicants". Such disclosures compromise the confidentiality of the process and may deter highly qualified candidates from applying.

Exclusive Management of Candidate Materials
All candidate materials remain the property of the firm during the course of the recruitment. Should the City choose to discontinue the use of our services at any point in the process, no applicant names or resumes will be transferred to the City or any third party, in accordance with our confidentiality commitment to the candidates.

Interview Stage Disclosure Only
Only those candidates selected by our firm for interviews will be disclosed to the City Council. These individuals will have been informed of their status and will have consented to the release of their names and resumes for interview purposes.

Mutual Commitment to a Professional Process
The City’s partnership with Jacob Green & Associates, in this executive search includes a mutual understanding that preserving confidentiality is not only an ethical obligation but also a strategic advantage. It protects both the City's reputation and the professional security of all applicants.

PAGE 13 433
• Confidentiality: Maintain strict confidentiality and abide by all JGA confidentiality requirements. • Clear Objectives: Define and communicate project goals, expectations, and deliverables clearly at the project's outset.
• Active Participation: Engage in regular meetings and provide necessary feedback to ensure the project stays on track and aligns with expectations.
• Resource Allocation: Ensure the availability of internal resources, including key personnel, data, and tools, required for the project.
• Open Communication: Maintain open and honest communication with the Consultant, addressing any concerns or changes in scope as soon as they arise. • Decision-Making: Facilitate timely decision-making processes to avoid delays and ensure project progress.
• Access Provision: Provide the Consultant with necessary access to relevant systems, documentation, and facilities.
• Respect Timelines: Adhere to agreed-upon timelines for reviews, approvals, and information requests to maintain project momentum.
• Change Management: Collaborate on managing any changes in project scope, requirements, or timelines, ensuring mutual agreement on modifications.
• Partnership Approach: Foster a collaborative and respectful working relationship, recognizing that successful outcomes depend on both parties' commitment and cooperation. • Timely Payment: Pay invoices pursuant to contract terms and communicate any payment issues promptly with the Consultant.

City of South Lake Tahoe's Project
Commitment
Successful project outcomes rely on a strong partnership between our team and yours. To ensure the best results, we've outlined key client responsibilities that foster effective collaboration and project efficiency. By fulfilling these roles, you actively contribute to the project's success, helping us deliver high-quality work on time and within scope. This mutual commitment not only improves project outcomes but also maximizes the value and impact of our combined efforts.

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PAG E 1 5

PROJECT BUDGET

SECTION D
JacobGreenAndAssociates.com
The costs outlined in this proposal are considered valid and binding for a period of 120 days, commencing from the date of the proposal's issuance. During this timeframe, the provided pricing and estimates for products, services, and associated expenses will remain unchanged, subject to the terms and conditions specified in the proposal document. Any modifications or alterations to the proposal, as well as adjustments to the costs, will require mutual agreement between the involved parties. 435
OUT OF POCKET EXPENSES BREAKDOWN:
• All costs associated with publication and advertisement of the position will be invoiced at cost - $1,000 - $3,000
• All costs associated with interviews, including off-site expenses, will be invoiced at cost or will be the responsibility of the City. - $500 - $1,000
• All costs associated with candidate finalist travel, if necessary, will be invoiced at cost separately - $2,500 - $6,000
• JGA Travel from Southern California will be invoiced at cost - $2,000 - $4,000 PAGE 16
Description Cost
Executive Recruitment $27,600
JGA Travel & Out of Pocket Expenses $14,000

PROJECT BUDGET
INVOICING SCHEDULE FOR RECRUITMENT:

Monthly invoices will be submitted based on a percentage of milestones completed.

LATE PAYMENT FEE:

All invoices are due and payable within 30 days of the invoice date. Any invoice not paid within 30 days will be subject to a late payment fee. A fee of 1.5% per month will be added to the outstanding balance until the invoice is paid in full.

The prices, specifications, and conditions covered within this proposal are satisfactory and hereby accepted. JGA is authorized to do the work as specified.

Signature:_________________________________
Name/Title:_______________________________
Date:_______________________________________
JGA’s fees are all-inclusive and reflect a project-based approach rather than hourly billing. This structure provides the City with cost certainty and ensures our team remains focused on delivering the full scope of services and achieving the intended outcomes. JGA is committed to completing the engagement to the City’s satisfaction, and we remain fully engaged through completion of all agreed-upon services, regardless of the time required to do so.

Total All-inclusive Maximum Price: $31,600
436

DESCRIPTION OF

RECENT PROJECTS/

REFERENCES

SECTION E
P AGE 17 437

RECENT PROJECTS
Similar Engagement with Other Government Entities
JGA has completed a wide range of recruitment projects, including the following:
• City of Fontana – City Manager Recruitment
• City of Hemet – City Manager, Administrative Director, Finance Director, and Community Development Director Recruitments
• City of Santa Ana – Interim City Manager and City Manager Recruitments • City of Tustin – City Manager Recruitment
• City of Menifee – Police Chief Recruitment
• City of Irvine – Housing Development Recruitment
• City of Big Bear Lake – Finance Manager Recruitment
• City of Los Banos – Public Works Director, Assistant Public Works Director, and Public Works Operations Manager Recruitments
• Ontario International Airport Authority – Chief Administrative Officer Recruitment PAGE 18 438
Ontario International Airport Authority
• Atif Elkadi, Chief Executive Officer
• 858.361.9319
• [email protected]
• 1923 East Avion Street, Ontario, CA 91761
• Chief Administrative Officer Executive Search, Contract Negotiations, Successful Placement

REFERENCES
City of Hemet
• Mark Prestwich, City Manager
• 951.765.2301
• [email protected]
• 445 E. Florida Ave, Hemet, CA 92543
• City Manager Search, Administrative Services Director Search, Community Development Director Search
City of Fontana
• Matthew C. Ballantyne, City Manager
• 909.350.7654
• [email protected]
• 8353 Sierra Ave, Fontana, CA 92335
• City Manager Executive Search, Contract Negotiations, Placement PAGE 19
City of Menifee
• Rochelle Clayton, Former Assistant City Manager of the City of Menifee, Acting City Manager of the City of San Bernardino
• 909.384.5122
• [email protected]
• 29844 Haun Road, Menifee, CA 92586
• Police Chief Executive Search, Contract Negotiations, Successful Placement 439
Submittal date: January 16, 2026
Submitted by:

Koff & Associates
2835 Seventh Street
Berkeley, CA 94710
Frank Rojas
Recruitment Manager
[email protected]
510.495.0448
KoffAssociates.com

EXECUTIVE RECRUITMENT SERVICES

CITY MANAGER

CITY OF SOUTH LAKE TAHOE
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
January 16, 2026
Ember Buckman, Human Resources Manager
City of South Lake Tahoe
1901 Lisa Maloff Way
South Lake Tahoe, CA 96150
Dear Ms. Buckman,
Thank you for the opportunity to submit our proposal to assist the City of South Lake Tahoe with Executive Recruitment services. We are excited about the possibility of developing this partnership and supporting the City with the search for its next City Manager Beyond finding your next ideal candidate, we are committed to working with our clients to show candidates “Why City of South Lake Tahoe?” We are responsive and thoughtful in our communications with your applicants, as well as your internal and external stakeholders.

Our unique selling proposition lies in our extensive experience supporting public sector clients in California and throughout the USA. Through our investment in modern recruitment technology, we offer forward-thinking services that not only provide advanced extensive sourcing and outreach but allow us to tell the story of each project through easy-to-understand data and intuitive reports.

Conducting countless executive search efforts has made K&A an expert in identifying, targeting, recruiting, and successfully placing women and minority candidates in many of our recruitments. Our firm has a vast pool of resources at our fingertips to provide outreach on an industry-wide basis to the public and private sector for qualified candidates nationwide. We pride ourselves on transparency, flexibility, and quality work.

Our proposal details our experience, our project approach/methodology as well as identified deliverables throughout the process, our pricing, and all other information we trust demonstrates our commitment and excitement to take on this work and support City of South Lake Tahoe. We will continue our efforts until we find your placement, and we guarantee our placements for 12 months. Our team is available to start this work upon award.

As K&A’s Recruitment Manager, I am available to answer questions about this proposal, as well as our team and recruitment services. You can reach me at (510) 495-0448 or [email protected].

Sincerely,
Frank Rojas
Recruitment Manager
441
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | KoffAssociates.com Table of Contents
Executive Summary / Company History, Background & Experience 1 Scope of Work/Implementation 2
 Project Team 7
Project Budget Proposal 9
Description of Recent Projects/References
 Recent Successful Recruitments 10
 References 15
Professional Services Agreement Acknowledgement 16
Signature Page 17
Attachment: Sample Brochure
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
1 EXECUTIVE SUMMARY / COMPANY HISTORY, BACKGROUND AND EXPERIENCE Koff & Associates (“K&A”) was founded by Gail Koff in 1984 as a full spectrum, public-sector human resources and recruiting services firm to assist cities, counties, special districts, other public agencies, and non-profit organizations.

With over 40 years of HR experience, K&A knows public sector employment inside and out. We are familiar with public sector organizational structures, agency missions, operational and budgetary requirements, staffing needs, legal requirements, and cultural expectations. Our team is ready to support you throughout the process– using our expertise to run a successful full-cycle recruitment through the very start of your search through the start date of your next City Manager.

Our long list of clients indicates our firm’s reputation as a quality organization that produces comprehensive, sound, and cost-effective results. K&A is “hands on” and responsive with the ability and expertise to identify the ideal candidate(s) for the City of South Lake Tahoe.

We use our vast network to leverage recommendations and referrals of past clients in combination with modern sourcing techniques and technology to build the best candidate pools in the market. We are a team of true recruiters with over 60 years of combined experience. Our work speaks for itself: we provide professional and technical consulting assistance with integrity, honesty, and a commitment to excellence.

As of April 30, 2021, we merged with Arthur J. Gallagher and are now officially a Gallagher Division. Our headquarters are in Berkeley, CA, and we have satellite offices in Southern California, the Central Valley, the Sacramento Region, and the Western US Region. GALLAGHER BENEFIT SERVICES, INC. is our legal name. It is a Delaware company, and the FEIN is 36-4291971.

Now part of Gallagher Benefits Services, the K&A recruitment team continues to provide top-tier recruitment services, now with a huge network of internal partners to support this work as needed, from our original public sector classification and compensation team to wide range of Talent and HR Consulting services, details at:
www.ajg.com/services/human-resources-compensation-consulting/.

K&A provides personal attention to and creates long-term relationships with our clients. Because we care about and understand your organization’s people, culture, leadership, and unique needs, we identify highly qualified candidates to support your goals.

We build enduring
relationships
With our focus on inclusion, networking, and advertising with minority-based associations, we source top talent and our placements reflect the Agencies we serve.

We value strength in
diversity
K&A identifies candidates which traditional recruiting strategies may miss.

We leverage innovative sourcing methodologies and technologies for a robust and advanced sourcing strategy that will attract hard-to-find, passive job seekers.

We leverage innovative
search technology
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
2 SCOPE OF WORK/IMPLEMENTATION
Our philosophy ensures thorough, thoughtful, and strategic sourcing, evaluation, selection, and vetting of candidates. We reach out directly to potential candidates, referral sources, professional associations, and user groups, etc. by using business media, outreach emails, general advertising, and most importantly picking up the phone and actively calling passive applicants. This strategy also includes focused advertising on websites and in publications specific to women and minority candidates.

K&A will provide weekly progress reports to the City and participate in conference calls and onsite meetings as requested. These reports can include data on all new candidates as the sourcing period progresses, as well as work undertaken by the Project Team.

We are responsible for ensuring compliance, adhering to, and maintaining all legally mandated documentation throughout the process.

Step 1: Ideal
Candidate Profile
Step 2: Five
Week Window of
Application and
Sourcing
Step 3:

Recommendation
of Candidates
Step 4: Interview
Facilitation
Step 5:

Background,
References, and
Offer
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
3 Step 1: Ideal Candidate Profile
Developing the profile for the ideal job candidate for the position is crucial for a successful search process.

We will coordinate with the City in identifying and developing:
 The various needs, vision, mission, goals, strengths, challenges, opportunities, and culture of the organization and specific departments involved;
 Position competency requirements, i.e., knowledge, skills, and abilities;  Personal and professional attributes required of and priorities for the new incumbent;  Type of working relationship senior leadership desire with the new incumbent;  Advertising strategies in conjunction with a national and/or regional outreach campaign;  Compensation levels; and
 Precise schedule of deliverables from K&A.

After meeting(s) with the City, there will be a consensus of the key qualifications and characteristics of the position and the process, action plan, and timetable to be utilized for the recruitment process.

Deliverable: Brochure (Design & Posting)
Following the development of the candidate profile, a recruitment brochure will be professionally produced in coordination with the City’s feedback. The brochure will highlight the strengths of the City of South Lake Tahoe and the surrounding community. The brochure will feature the organizational structure and services of the City, its mission and goals, pertinent facts regarding the position, and necessary and desirable candidate qualifications, alongside eye-catching photographs of the City’s staff, local attractions, and landscape.

Step 2: Five Week Window of Application & Sourcing
K&A, at the request of the City, will facilitate community surveys or community outreach forums to encourage feedback from residents. A report of these resident comments will be provided to the City prior to brochure development, or prior to first-round interviews.

Our effort include a variety of activities designed to build the best available candidate pool. Our techniques and methodologies allow us to source from extensive pools of potential candidates and referral sources. We utilize a highly trusted advertising partner to identify and optimize our posts to the best job boards and business media to find candidates who may not otherwise be looking.

In coordination with the City, K&A will:
 Identify prospects;
 Provide each potential candidate with access to the recruitment brochure;  Capture interested candidates in our recruitment project database; and  Provide representative data to the City.
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
4 Step 3: Recommendation of Candidates
K&A will complete ourscreening process,specifically designed to assess the personal and professional attributes that the City has identified. This screening will focus on each candidate’s ability, technical competency, and fit with the City’s values, culture, and needs. Our assessment will consist of:
 Experience and qualifications;
 Cultural fit based on our understanding of essential intangibles;  Clarity of any issues identified in the submitted documents;  Reasons for position interest,
 The level of commitment to the position and the organization; and  Other issues, including salary requirements.

Deliverable: Client Report
After the sourcing period has closed and our screening process has been completed, K&A will prepare a Client Report of the leading candidates. This report serves to further narrow the pool to the most highly qualified and helps establish the best organizational fit of each recommended candidate. The Client Report contains standardized resume summaries of all presented candidates; cover letters, resumes, references submitted by each candidate; and notes on each screening interview, with comments from the Project Team. These materials are assembled into an intuitive and user-friendly report, emailed as an easily navigable single document.

Step 4: Interview Facilitation
We will advise and develop interviewing strategies and a menu of questions that will help analyze candidates’ qualifications and management/work styles. We will facilitate all necessary communications with the City and candidates to ensure everyone is well prepared.

Interview questions will elicit information about each candidate’s technical skill set, experience, leadership skills, adaptability, political astuteness, self-awareness, and other important aspects of the ideal candidate profile.

The Project Manager will coordinate interviews, interview schedules, and finalize the process. We will provide oversight during the panel interview process and facilitate a focused discussion with the City at the beginning and conclusion of the interviews to identify the most qualified candidate(s) for final interviews.

Deliverable: Candidate Evaluation Materials
After candidates have been scheduled, K&A will prepare a packet of Candidate Evaluation Materials. Meant to provide comprehensive interview support to both internal and external panelists, this report contains the schedule of activities; a summary of the candidate qualifications as identified in the brochure; standardized resume summaries of all candidates interviewing; cover letters, resumes, references submitted by each candidate; and instructions for evaluation tools agreed to by the City, as well as an additional document with the panel/City’s chosen interview questions. These materials are assembled into intuitive and user-friendly interview packets, emailed as fillable/easily navigable documents or bound and mailed at the City’s request. 446

RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
5 Step 5: Background, References, and Offer
K&A provides a thorough and quality reference and background check process for our clients. We start by calling candidates’ employment and professional references and having an in-depth discussion, covering their strongest business characteristics, work style, interpersonal skills, and position-specific knowledge.

Background checks are conducted in coordination with a third-party firm to verify educational degrees and employment records, and confirm clear driving records, criminal records, and financial history/credit. Reports can be tailored to clients’ needs upon request. Safety for clients and their communities is our priority, so rest assured that we, as well as our background contract firm, meet or exceed relevant reporting requirements.

K&A can facilitate and lead the negotiations of the final terms and conditions of employment, such as the compensation package, benefits, and other perquisites (perks). We will notify all candidates not selected as finalists for the position.

Deliverables: Background Report & Reference Summary
All references will be documented in a Reference Summary and presented in a concise, user-friendly manner.

The Background Check will be forwarded from our third-party vendor upon completion.

Project Schedule
The following is a typical schedule for conducting recruitment efforts. Search efforts for executive recruitments generally take twelve to fourteen (12-14) weeks to complete, allowing enough time for all steps of the process and client schedules.

Weeks 2 4 6 8 10 12 14
Step 1
Step 2
Step 3
Step 4
Step 5
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
6 Inclusion and Diversity Statement
We source candidate pools that are representative of our clients’ communities, and we present highly achieved slates of finalists. We use a variety of industry-specific diversity advertising to source a diverse and representative population of candidates. For example, a Fire Chief advertising campaign may include posts to International Association of Women in Fire & Emergency Service - Women in Fire, International Association of Black Professional Fire Fighters, Inc., National Association of Hispanic Firefighters, and International EMS & Firefighters Pride Alliance. In 2024, 72% of our placements were women or people of color.

Inclusion and diversity (I&D) is a core part of our (AJG, as well as GBS and K&A) business, and it’s embedded into the fabric of our organization. For more than 95 years, Gallagher has led with a commitment to sustainability and to support the communities where we live and work. Gallagher embraces the diverse identities of our employees, including race, ethnicity, sex, gender identity, sexual orientation, age, veteran status, religion, and visible or invisible disabilities, among many others.

We believe that by valuing and appreciating these unique qualities, experiences and talents, we can provide exceptional service to our clients and make a positive impact in our communities. We see inclusion as a conscious commitment and diversity as a vital strength. By embracing diversity in all its forms, we live out The Gallagher Way (www.ajg.com/about-us/the-gallagher-way/) to its fullest.

To read more, please see: https://www.ajg.com/about-us/inclusion-diversity/. 448

RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
7 PROJECT TEAM
Frank Rojas
Recruitment Manager
LinkedIn: https://www.linkedin.com/in/frank-rojas-41529418/ Frank brings more than thirty (35) years of recruiting experience from the highly competitive direct placement and contracts labor industries and the corporate environment. He has significant experience placing corporate leaders, executive, professional, and technical staff, including individual contributors for the government sector, non-profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation, and private industry.

Frank began his career in Contract Labor. Over the next 30+ years, he launched seven start-up offices in several states and locations, providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment, managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media.

In addition to recently completing recruitments for the City of Millbrae, City of La Mesa, City of Visalia, City of Lynwood, and Alameda County Transportation Commission, recent successful efforts include positions of City Manager, Finance Director, Chief Deputy Director, Director of Human Resources, Administrative Services Director, Fire Chief and Director-level hires for Information Technology, Social Services, Public Works, Community Development, Community Services, Animal Services, and Division/Site General Managers.

Frank has been named in the top 1% viewed profiles on LinkedIn and has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork.

Chelsea Freeman
Recruiting Supervisor
LinkedIn: https://www.linkedin.com/in/chelsealane1/
Chelsea’s professional experience includes over 20 years in Human Resources which includes both the public and private sectors. She began her HR journey in private-sector manufacturing and then later transitioned to the public sector. Her previous role was as the Classification, Compensation, and HR Operations Manager at California State University, Monterey Bay, where she was responsible for developing and implementing a compensation philosophy for staff and faculty, as well as implementing process improvement efforts within the HR operations. She provided ongoing consultation to executives relating to organizational effectiveness, recruiting, and best practices in hiring which included Diversity and Inclusion training and properly classifying and compensating employees.

Since joining K&A, a Gallagher company, Chelsea has partnered her classification and compensation experience, marketing skills, and recruitment experience to bring a full-service experience to all clients. She currently manages full-cycle recruitments for California public sector agencies including cities, counties, and special districts. She provides supervisory oversight for technical, professional, and management recruitments.

In addition to recently completing recruitments for the City of Palo Alto, City of Lomita, City of Gilroy, City of Palmdale, and West Valley Water District, recent successful efforts include positions of Economic Development 449

RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
8 Director, IT Project Manager, Finance Director, Principal Engineer, and Director-level hires for Information Technology, Public Works, and Community Development.

Chelsea earned her B.A. degree in Communications from Sonoma State University.

Lady Hernandez
Associate Recruiter
LinkedIn: https://www.linkedin.com/in/lady-laura-hernandez-697aa169/ Lady brings over thirteen years of experience working in both the public and private sectors.

She worked for the California State University system for six years and spent seven years in the private sector in management.

Lady spent seven years in management, refining skills in team leadership, operations oversight, and driving organizational success. Transitioning into higher education, she gained experience in full-cycle recruitment, employment compliance programs, and compensation and classification. This unique blend of expertise across education and management exemplifies her ability to navigate complex challenges and deliver impactful results.

Lady earned her B.S in Business Administration from San Diego State University.

Ember Plummer
Recruitment Coordinator/Project Support
Ember supports the Koff & Associates team as a Recruiting Coordinator/Project Support. Since joining K&A, they have helped to develop efficient processes to streamline recruiting services. They support the recruiting team in a broad range of administrative needs and in preparing reports and documentation for clients. Ember earned their B.A. in English Language & Literature and World Literature from Smith College in Northampton, MA. 450

RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
9 PROJECT BUDGET PROPOSAL
• City Manager
• Total not-to-exceed professional fee of $26,000, which includes all professional services and expenses, including brochure development and design, advertising, printing and shipping, associated consultant travel if required, and background.
• Invoices will be billed monthly in four equal increments of $6,500.

Note: Expenses do not include candidate travel.

Optional: Recruitment Video
In addition to the standard recruitment brochure, K&A can develop a Recruitment Video to better highlight the positive elements of the organization and community. These videos have proven to attract more job seekers and effectively expand the talent pool. Videos run approximately three-minutes in length and highlight the workplace environment, local landscape, and include interviews with selected staff. This video is optional and costs $4,000.

Placement Guarantee
K&A is committed to recommending only the most qualified candidates who meet all the necessary requirements and qualifications and are also a cultural fit for the City. We proactively recruit for each search effort until a successful candidate is placed.

Therefore, we promise to present to the City a selective pool of candidates that met or exceeded our standards during the thorough screening processes and have been identified as ideal matches for the position. Should the City disapprove of all final candidates or should none pass the final interview and reference check process, we will work to find a new slate of candidates for the City Manager at no added cost, with the exception of necessary advertising. Cases where the job description or title change substantially may require additional fees.

In addition, for full-cycle recruitments for executive and mid-management positions, should the incumbent leave the position or be terminated from employment within 12 months of hire, we commit to conducting a one-time additional executive search to identify a replacement and only charge related expenses as described in the Pricing Proposal.
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
10 RECENT SUCCESSFUL RECRUITMENTS
Below is a partial list of executive recruitments (complete or current) conducted by K&A’s recruitment team.

Most relevant recruitments and/or clients have been highlighted.

Brochures for nearly all positions can be found at www.koffassociates.com/opportunities (current recruitments at link; to view more, click “More Past Recruitments” at the bottom of the page).

Agency Title
City of Calexico City Manager, Police Chief
City of Coalinga City Manager
City of East Palo Alto City Manager, Assistant City Manager, Chief of Police City of Lynwood City Manager
City of Oceanside City Manager, Director of HR & Risk Management, Risk Manager City of Palm Springs City Manager; Airport Deputy Director, Planning & Engineering; Senior Civil Engineer; Fire Chief
City of San Bernardino City Manager, Deputy Director of HR (Risk), Director of HR, Chief of Police, Director of Public Works
City of Sanger City Manager
City of Santa Fe Springs City Manager
City of Signal Hill City Manager
City of Soledad City Manager
City of Chula Vista Deputy City Manager, Deputy Director of Development Services City of Rialto
Assistant City Manager, City Engineer, Director of Finance, Assistant Director of Finance, Director of Community Development, Director of Engineering Services/City Engineer
City of Tulare Assistant City Manager, HR Director, Chief Financial Officer City of Vista Assistant City Manager, Director of Engineering, Director of Community Development, Fire Chief
Bay Area Water Supply and
Conservation Agency Chief Executive Officer/General Manager East Valley Water District General Manager/Chief Executive Officer Greater LA County Vector
Control District General Manager
Rincon del Diablo Municipal
Water District General Manager (current)
South Tahoe Public Utility
District General Manager
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
11 Stinson Beach County Water
District General Manager
Valley Sanitary District General Manager
West Valley Water District General Manager, Assistant General Manager, Chief Financial Officer, Director of Engineering,
Contra Costa Water District Assistant General Manager (Water Resources, Operations, & Maintenance), Assistant General Manager (Engineering & Construction), Director of Finance Bakersfield-Kern Regional
Homeless Collaborative Executive Director
California Assoc. - Local
Agency Formation
Commissions
Executive Director
California Utilities
Emergency Association Executive Director
Alameda Housing Authority Administrative Manager
California Association of
Sanitation Agencies Manager of Association Services
City of Avalon Public Works Director
City of Berkeley Director of Information Services, Director of Engineering City of Carson Director of Finance, Public Works Operations Manager City of Cherry
Hills Village, CO Chief of Police
City of Chico Public Works Director
City of Commerce Public Works Director
City of El Monte Public Works and Utilities Director, Director of HR, Chief of Police City of Gilroy City Engineer/Transportation Engineer, Public Works Director, Utilities Director, Fire Division Chief, Finance Manager, Fleet Superintendent
City of Glendale Water Engineering Manager
City of Hayward Accounting Manager
City of La Mesa Assistant Community Development Director, Risk Manager, Director of HR City of Lawndale Director of Public Works / City Engineer, Director of Finance / City Treasurer City of Leavenworth City Administrator
City of Lomita Public Works Director, Water Systems Superintendent City of Long Beach Data Center Officer, City Treasurer
City of Los Altos Housing Manager
City of Los Banos Finance Director, Assistant Public Works Director, Assistant Fire Chief City of Manhattan Beach Fire Chief
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
12 City of Menlo Park Assistant Administrative Services Director (Finance), HR Manager City of Millbrae Director of Community Development, Public Works Director City of Modesto Engineering Division Manager – Utilities, Wastewater Division Manager City of Ontario Budget Administrator, Accounting Supervisor, Assistant Community Development Director
City of Oroville Chief of Police
City of Oxnard
Housing Director, Assistant Chief Financial Officer, Library Manager, Associate Traffic Engineer, Chief Financial Officer, Environmental Resources Division Manager, Safety Training Officer, Planning & Environmental Manager, Budget Manager, Senior Planner, City Traffic Engineer, Assistant Director of Housing, Assistant Public Works Director (Water Utilities), Controller, Public Works Director
City of Palmdale Director of Community & Economic Development, Finance Manager, Deputy Director of HR
City of Palo Alto Assistant Director of IT, IT Project Manager (Senior Technologist), Water Treatment Plant Manager, Water Quality Control Plant Assistant Manager City of Pasadena Director of Parks, Recreation and Community Services; Director of Library & Information Services; Chief of Police; Controller
City of Patterson Fire Chief, Director of Recreation & Community Services, Director of Finance City of Pittsburg Water Utilities Manager, Assistant City Engineer City of Pomona Development Services Director
City of Rancho Palos Verdes
HR & Risk Manager, Principal Engineer, Associate Engineer – Utilities (Capital Projects), Associate Engineer – Utilities (Operations), Senior Engineer – Transportation/Traffic (Operations), Senior Engineer – Civil/Roadway (Capital Projects) City of Redlands Director of HR
City of Richmond
Senior Civil Engineer, Director of Finance, Information Technology Manager, Deputy Director of Community Resources, Employment and Training; Budget Administrator and Accounting Manager
City of Riverside Utilities General Manager, Deputy Finance Director, Debt & Treasury Manager, Budget Manager
City of Salinas Planning Manager, Assistant Finance Director, Senior Civil Engineer, Chief of Police, Finance Director
City of San Diego Director of Transportation
City of San Jose Deputy Director of Animal Care and Services, Deputy Director of Technical Services (Police Department), Assistant Chief Information Officer, Chief Information Officer City of San Leandro Assistant Finance Director
City of Santa Monica City Engineer, Director of Transportation City of Scottsdale, AZ Economic Development Director
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
13 City of Seaside Senior Civil Engineer, Assistant Public Works Director, Assistant Civil Engineer, Associate Planner, Assistant Planner
City of Stockton Chief Financial Officer
City of Tracy City Attorney
City of Victorville Assistant Director of Water
City of Visalia Administrative Services Director
City of West Hollywood Economic Development Director
City of Woodland Deputy Director of Public Works – Utilities City of Woodland Park, CO Chief of Police
Coachella Valley Water Dist. Director of Environmental Services County of Butte Assistant Public Works Director (2)
County of Imperial Director of Social Services
County of Riverside Director of Animal Services, Director of HR, Department Public Information Officer I, DEI (Diversity, Equity, and Inclusion) Officer, County Counsel County of San Bernardino County Labor Relations Chief, Chief of Homeless Services County of Santa Clara Deputy Director of Parks & Recreation, Director, CEPA; Planning Services Manager County of Sonoma Deputy Director – Engineering & Maintenance Dublin San Ramon Services
District
Wastewater Treatment Plant Operator-in-Training, Electrician I/II, HR Analyst II, Wastewater Treatment Plant Operations Superintendent
East Bay Regional Park
District
Fire Chief, Chief of Interpretive & Recreation Services, Chief of Design & Construction, Chief Information Officer
First 5 Alameda County HR Director
Fresno Irrigation District Senior Civil Engineer
Hayward Area Recreation
and Park District Administrative Services Director, Parks and Facilities Maintenance Director Irvine Ranch Water District Collections Manager, Accounting Supervisor, Senior HR Analyst, HR Analyst King County, WA Regional Animal Services Manager
Marin/Sonoma Mosquito &
Vector Control District District Manager
Metro Parks Tacoma Chief Financial and Administrative Officer Metropolitan Water District
of Southern CA
Safety, Security, and Protection Group Manager; Controller; Conveyance and Distribution Group Manager; Integrated Support Services Group Manager; Treatment and Water Quality Group Manager
Mid-Peninsula Water Dist. Administrative Services Manager Mtn. House Community
Services District Utilities Manager
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
14 Mtn. View Sanitary Dist. Chief Plant Operator/Wastewater Operations Manager North County Transit Dist. Chief People Officer, Chief Executive Officer Ontario Municipal Utilities
Company Utilities Customer Service Director
Orange Co. Mosquito &
Vector Control District Director of HR
Port of Long Beach Director of Security
San Bernardino County
Transportation Authority Chief Financial Officer
San Bernardino Superior
Court HR Business Partner
San Mateo County
Transportation
Auth./Transit District
Executive Officer, Transportation Authority; Manager, Real Estate Capital Project Support and Property Management; HR Manager; District Surveyor, Real Estate; Deputy Director, Transportation Authority; Executive Officer for Civil Rights, Employee & Labor Relations, and HR
Santa Barbara Metropolitan
Transit Dist. Director of Finance and Administration, Director of HR and Risk Santa Clarita Valley Water
Agency Controller
Solano County Director of General Services
Solano Transportation
Agency
Finance and Budget Manager, Director of Projects, Senior Accountant, Program Coordinator
South San Joaquin Irrigation
District Telemetry System Supervisor, Finance and Administration Manager Stanislaus Animal Services
Agency Director of Animal Services
State Bar of CA Operational and Digital Transformation Lead, Chief Information Officer Tahoe Regional Planning
Agency Director of HR & Organizational Development
Transportation Corridor
Agencies Chief Capital Program Officer
Yolo Transportation District Director of Finance & Administration 456

RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
15 REFERENCES
We are proud of our past recruitment work with clients to successfully place candidates to meet their organization’s needs.

Recruitment & Agency Contact
City of Riverside
DEI (Diversity, Equity, and Inclusion) Officer, Debt & Treasury Manager, Budget Manager
Edward Enriquez
CFO
(951) 826-5972
[email protected]
3900 Main St,
Riverside, CA 92501
City of Palm Springs
Fire Chief, City Manager
Stephanie George
Director of Human Resources
(760) 323-8217
[email protected]
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
City of Pasadena
Director of Library & Information Services, Chief of Police, Controller, Director of Parks Recreation and Community
Services
Tiffany Jacobs-Quinn
Human Resources Director
(626) 744-4126
[email protected]
100 Garfield Ave,
Pasadena, CA 91101
City of Lomita
Public Works Director
Debora Dixon
HR & Risk Manager
(310) 325-7110
[email protected]
24300 Narbonne Ave,
Lomita, CA 90717
City of Pomona
Development Services Director
Rene Anderson
Human Resources/Risk Management Director
(909) 650-2291
[email protected]
505 S. Garey Street
Pomona, CA 91766
Bakersfield-Kern Regional Homeless Collaborative
Executive Director
Anthony Valdez
Assistant City Manager (City of Bakersfield)
(661) 326-3029
[email protected]
1600 Truxtun Ave
Bakersfield, CA 93306
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
16 PROFESSIONAL SERVICES AGREEMENT ACKNOWLEDGEMENT
We will be pleased to sign the City’s professional services agreement for recruitment services, however we respectfully request that the City will allow for a period of negotiation of certain terms in the professional services contract related to liability, indemnity, insurance, and other terms. We have found that we have always come to an agreement with all of our clients in the past and appreciate the City’s flexibility in reviewing certain terms in a collaborative fashion between our legal counsels.

INSURANCE ACKNOWLEDGEMENT
Gallagher shall at all times during the term of this Agreement and for a period of two (2) years thereafter, obtain and maintain in force the following minimum insurance coverages and limits at its own expense:
 Commercial General Liability (CGL) insurance on an ISO form number CG 00 01 (or equivalent) covering claims for bodily injury, death, personal injury, or property damage occurring or arising out of the performance of this Agreement, including coverage for premises, products, and completed operations, on an occurrence basis, with limits no less than $2,000,000 per occurrence;  Workers Compensation insurance with statutory limits, as required by the state in which the work takes place, and Employer’s Liability insurance with limits no less than $1,000,000 per accident for bodily injury or disease. Insurer will be licensed to do business in the state in which the work takes place;  Automobile Liability insurance on an ISO form number CA 00 01 covering all hired and non-owned automobiles with limit of $1,000,000 per accident for bodily injury and property damage;  Umbrella Liability insurance providing excess coverage over all limits and coverages with a limits no less than $10,000,000 per occurrence or in the aggregate;
 Errors & Omissions Liability insurance, including extended reporting conditions of two (2) years with limits of no less than $5,000,000 per claim, or $10,000,000 in the aggregate;  Cyber Liability, Technology Errors & Omissions, and Network Security & Privacy Liability insurance, including extended reporting conditions of two (2) years with limits no less than $2,000,000 per claim and in the aggregate, inclusive of defense cost; and
 Crime insurance covering third-party crime and employee dishonesty with limits of no less than $1,000,000 per claim and in the aggregate.
 All commercial insurance policies shall be written with insurers that have a minimum AM Best rating of no less than A-VI, and licensed to do business in the state of operation. Any cancelled or non-renewed policy will be replaced with no coverage gap, and a Certificate of Insurance evidencing the coverages set forth in this section shall be provided to Client upon request.
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RECRUITMENT SERVICES FOR CITY OF SOUTH LAKE TAHOE
17 SIGNATURE PAGE
We thank you for your consideration of our proposal. We are committed to providing high-quality service and investing in a long-term partnership.

This proposal is valid for ninety (90) days.

Respectfully submitted,
By: KOFF & ASSOCIATES
State of California
Frank Rojas Date: January 16, 2026
Recruitment Manager
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This is a unique opportunity for an experienced, forward-thinking and community-minded leader to join a dedicated staff in managing water, wastewater and security services for an exceptional master planned community.

CITY OF LYNWOOD, CALIFORNIA
City
Manager
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THE COMMUNITY
The City of Lynwood is an ethnically diverse, multicultural, and youthful community with a population of over 60,000 residents.

This Gateway City encompasses 4.9 square miles within Los Angeles County and is ideally situated near Highway 105 and 710 corridors, adjacent to the cities of South Gate and Downey. Since Lynwood’s incorporation in 1921, the city has developed and expanded as a community with a path of progressive economic development and is expected to continue attracting new
businesses and industry.

GOVERNANCE
The City of Lynwood is a contract, general law city pursuant to California law and operates under the Council-Manager form of government. Five City Council members are elected at large to alternating four-year terms. Their peers select the Mayor and Mayor Pro Tem for one-year terms. Other elected officials include the City Clerk and City Treasurer. While most of the municipal operations and services are encompassed within the City, Lynwood contracts with the County for public safety services through the Los Angeles County Sheriff and Fire Departments. The County also operates the popular Lynwood Library located within the Civic Center. In addition, City Attorney services are provided contractually by a private firm specializing in local government.

The City Council is supported by the five Commissions and Boards: Community Development Block Grant Advisory Board, Citizen Oversight Committee, Personnel Board, Planning
Commission, and the Public Safety / Traffic & Parking Commission.

Lynwood’s FY 2025 budget total is $174.2mil. The City has a workforce of over 175 employees represented by two
associations/bargaining groups, the Lynwood Employees’
Association (LEA) and the Lynwood Employees Management
Group (LEMG).

The City of Lynwood is an inclusive community known for its civic pride and stability.

Mission Statement: It is the mission of the City of Lynwood to create and maintain a clean, safe, attractive, well-informed, self-reliant and pride-filled community that provides access to outstanding social, cultural, recreational, educational and economic opportunities for residents and businesses.

THE POSITION
The City Manager provides professional leadership in the management of the city and is responsible for the coordination of municipal programs and the executive supervision of all City departments and agencies. The City Manager’s principal duties and responsibilities include assisting members of the City Council in formulating policies and responding to City Council issues and concerns, either directly or through various City staff members, to recommend options and potential solutions. The City Manager attends all meetings of the Mayor and City Council and carries out City Council policy as a guide to daily assignment of City operations. As Executive Director, the City Manager also attends all meetings of various commissions and is responsible for the submission and implementation of the City’s budget.

The City Manager administers the affairs of the City and directs staff in the implementation of the City Council’s priorities which include but are not limited to the following:
» Oversee the proper application and enforcement of City laws and ordinances, including the Brown Act.
» Analyze contracts, leases, reports, purchase bids, and other matters requiring comprehensive analysis to authorize
administrative action.
» Provide overall daily supervision, management, and direction to City departments.
» Build and maintain relationships with City employees to ensure accountability and a high level of public service to the community.
» Create an open environment which encourages resident and business input on City operations and programs.
» Establish effective management relationships with surrounding city, special districts, county, state, and federal agencies. 461
» Coordinate and provide timely and accurate information to the City Council and the public and media regarding City events and activities.
» Oversee departmental operations and expenditures; supervise the preparation and administration of the annual budget, and direct the development of program objectives, definitions, directions, and priorities.
» Assist in General and Strategic Plan updates.
» Perform other related work as required by the Mayor and City Council.

THE IDEAL CANDIDATE
The ideal candidate will be a visionary, strategic, and high-energy leader who can work with city council, staff, and key stakeholders to achieve economic growth and improve quality of life for a diverse community. The successful candidate will have wellrounded skills in all facets of public sector governance, a proven track record in successful community development, and solid financial acumen. The ideal candidate leads by setting a positive example of being proactive and organized; provides clear and consistent direction; and can assess talent, mentor, and develop a team-oriented, high-performing and accountable working environment. Excellent communication and interpersonal
skills are required to manage the City as it moves to improve and promote new business ventures, as well as building and maintaining effective and collaborative relationships with regional and national business partners, staff, the school district, and elected officials. A candidate that demonstrates the ability to work positively and effectively with staff and promote positive morale and team building in the organization is highly valued, as is their desire to embrace and be a part of the City of Lynwood.

The City Manager is expected to provide diplomatic yet candid feedback to both Council and management staff in addressing the interest and concerns of the entire City Council. This position requires an innovative problem solver with a background addressing issues around public safety, homelessness, working with various populations, and knowledge of municipal finance and infrastructure, CIP, and community & economic development.

Key Attributes and Characteristics
» An individual with the highest personal and professional integrity.
» A successful track history at building collaborative business and community-oriented working relationships.
» An enthusiastic, inspiring, and engaged communicator. An active listener.
» A strong leader who shares the vision of the council and community, and can advocate, articulate, and implement that vision.
» The ability to deliver information and comprehensive research to City Council in a balanced and unbiased manner, and to provide options and solutions with different sides to an issue with strengths, weaknesses, opportunities, and risks for each alternative.
» A manager who can blend innovation and creativity, think outside the box, and creatively move the city in a positive direction while acknowledging and responding to its
challenges.
» A solid, optimistic leader and role model with a positive presence, who demonstrates initiative, is action oriented, treats others with respect, and is collaborative and approachable. » A strong leader able to use sound judgement and wisdom and maintain flexibility, who is politically astute, while remaining apolitical.

The next City Manager will join a relatively new City Council that is motivated and eager to start the transition to a brighter, more stable future, with improved quality of life and economic vitality.

This will require an ability to understand and relate to Lynwood as a highly urbanized, densely populated, bi-cultural, and socioeconomically challenged community. The expectation is for the City Manager to be active and engaged within the community and be aware of resident interests and concerns. Past experience working in a contract city and negotiating contracts and services is helpful.
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QUALIFICATIONS
» Experience as a public sector executive along with a BS/BA degree in Public or Business Administration or related field is required.
» Several years at the senior/Director level in municipal government is required. Experience as a City Manager or Assistant City Manager is highly desirable.
» MS/MA degree in Public Administration, Business
Administration or related field preferred.
» Experience working within a multi-cultural community
environment and/or bilingual skills are highly desirable.

SALARY AND BENEFITS
The salary for this position is $275,000 - $325,000 depending on qualifications.

The City of Lynwood provides a competitive benefits package that includes:
» Retirement – Effective January 1, 2013, new members
to CalPERS or an agency with CalPERS’ reciprocity will be subject to the provisions of the Public Employees’ Pension Reform Act of 2013 (PEPRA) and will receive 2% @ 62 benefit formula. Employees who are current members of CalPERS or an agency with CalPERS’ reciprocity, or who have less than a six-month break in service between employment in a CalPERS (or reciprocal) agency and employment with the City will be enrolled in the 3% @ 60 benefit formula. All employees are required to pay the full employee contribution to CalPERS. » 8% EPMC – All employees are required to pay the 8% CalPERS member contribution.
» Medical Insurance – The City pays up to $1128.40 per month towards any medical plan selected by the employee and his/ her eligible dependents.
» Dental/Vision Insurance – The City will contribute up to 80% of the family premium for dental and vision insurance.
» Life Insurance – $50,000 Life, AD&D covered at 100% by the City.
» Long-Term Disability – covered at 100% by the City.
» Short-Term Disability – covered at 100% by the City.
» Deferred Compensation – The City offers a choice of two deferred compensation providers.
» Vacation – Accrued at two weeks each year with increases based on years of service.
» Sick Leave – 96 hours annually.
» Management Leave – 90 hours annually.
» Other Leave – 11 paid holidays and 4 days floating holiday leave annually.
» Car Allowance – $500/month. Employees must satisfy
personal auto insurance coverage limits to become eligible for allowance.
» 4-10 Work Schedule (City Hall is closed on Fridays)
» Additional Benefits may include Longevity Pay, Education Incentive Pay, Bilingual Pay, an Employee Assistance Program, Electronic Media allowance and opportunities for Citywide Training and a flexible schedule

APPLICATION AND RECRUITMENT PROCESS
The final filing date is Tuesday, November 11, 2025.

To be considered, please submit a resume, cover letter, and five work-related references (who will not be contacted in the early stages of the recruitment) to:
https://koffassociates.com/lynwood-city-manager/
Resumes should reflect years and months of positions held.

For additional information, please contact:

Frank Rojas
(510) 495-0448
[email protected]
Website: https://koffassociates.com/
Resumes will be screened based on the criteria outlined in this brochure. Candidates with the most relevant qualifications will be given preliminary interviews by the consultant. Koff & Associates will report the results to the City. The City will then select candidates to participate in panel interviews. First round interviews with the City Council will take place Saturday, December 6. Final interviews with finalists chosen from the first round will be the evening of Tuesday, December 9. Extensive reference and background checks will be completed on the selected candidate.
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Leadership is Key to the Sustainability of Any Organization Great leaders invest in their teams, build trust and create an environment where employees don’t just work - they contribute and grow.

Finding great leaders is what we do!
Proposal
for
Recruitment Services
Executive Recruitment
Interim Staffing. Application Software. Job Board.
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2 Cover Letter
Dear Council Members,
Thank you for the opportunity to submit the enclosed City Manager recruitment proposal. A trusted leader in public sector executive recruitment since 2002, Prothman Company has provided recruitment services to the City of South Lake Tahoe since 2019, successfully completing full recruitments for the City Attorney and City Manager positions, and later conducting sourcing and outreach recruitments for the Parks & Recreation Director, Human Resources Analyst, and the Building Official positions. We take pride in the exceptional customer service and quality candidate pools we have provided the City of South Lake Tahoe over the years.

What makes Prothman stand out?
A Proven Track Record
After 24 years of successfully leading over 1,200 recruitments, Prothman Company has listened and learned along the way, continually improving and creating a recruitment process that works.

We are proud of the trust we have built with our diverse range of clients, both large and small, ranging from 1 FTE to 14,000 FTEs. No matter the size or complexity of your recruitment challenge, we have the experience and solutions to help you succeed.

A Strong Core Team - Exceptional Customer Service
Successful organizations invest in their teams, and for the past 18 years, Prothman has maintained the same dedicated in-house team, providing an unmatched level of expertise and process flow. Led by Sonja Prothman, our tight-knit group brings deep industry knowledge and experience, ensuring consistent, high-quality service for every client we serve.

The entire Prothman Company team believes in our mission to serve local government organizations and their communities with integrity and commitment. Driven by our passion for local government, we are always on call and do what we do because we love helping organizations find great leaders.

Quality Candidate Pools
We lead the industry in placement and retention by doing more than filling roles - we find the right leaders who excel and stay. Our tailored interview questions, combined with proven assessment techniques honed over years of experience, uncover not only technical competencies but also the values and interpersonal strengths that drive long-term success. This comprehensive approach ensures every hire is a lasting fit.

Sonja Prothman
Owner / CEO
Prothman Company
206.605.0415; [email protected]
700 NW Gilman Blvd., Suite E103, Issaquah, WA 98027
Submittal date: 1/16/2026
This proposal shall remain valid for one year from the submittal date. 465
3 Executive Summary, Company History and Current Projects Incorporated in Seattle in 2002, Prothman Company has successfully completed over 1,200 recruitments, including placing over 200 city managers and administrators in organizations ranging in size with a population of 447 (City of Maupin, OR) to a population of 223,100 (City of Tacoma, WA). We understand politics, council dynamics and community passion, and we are experts in facilitating. We have designed our recruitment process so that all stakeholders and community members are included, listened to, and treated with respect. Our company takes pride in our customer service reputation, and we are confident in our ability to recruit experienced and qualified candidates who will be the perfect “fit” for your organization and community.

Our lead consultants have dedicated their lives to local government and joined Prothman upon retiring from their distinguished careers. Prothman’s 24+ years of recruiting experience, combined with each of our consultants’ 35+ years of local government experience, provides our clients with a solid and effective team that can handle any senior level or highly specialized position recruitment.

Prothman Team Current Recruitments
City Manager – City of Tacoma, WA
City Manager – City of Clatskanie, OR
City Manager – City of Gresham, OR
City Manager – City of Bainbridge Island, WA
County Administrator – Lincoln County, OR
Chief Executive Officer – Greater Valley Health Center, MT Chief Financial Officer – Missoula County, MT
City Attorney – City of Pasco, WA
Human Resources Director – City of Tacoma, WA
Human Resources Director – City of Edmonds, WA
Public Works Director – City of Tacoma, WA
Executive Director – Urban Flood Safety and Water Quality District, OR Executive Director – Housing Authority of Skagit County, WA Fire Chief – Fort Lupton Fire Protection District, CO
Fire Chief – Monument Fire District, CO
Fire Chief – Lewis County Fire District #6, WA
Finance Director – City of Forest Grove, OR
Fire Chief – Burney Fire Protection District, CA
Public Works Director – Pend Orielle County, WA
Health & Human Services Director – Tillamook County, OR Airport Manager – City of Kenai, AK
City of Tacoma, WA – City Manager (in progress), Public Works Director (in progress), HR Director (recently completed), Assistant City Manager Contact: Keith Gulley, Talent Acquisition Manager
[email protected]; 253.290.2530
City of Clatskanie, OR – City Manager (in progress), Finance Manager, Public Works Director Contact: Greg Hinkelman, City Manager
[email protected]; 503.728.2622
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4 Project Team
Steve Worthington – Senior Consultant, Project Lead
Steve joined Prothman in 2012, bringing with him over 35 years of accomplished leadership in local government. Steve recently finished his third term as a council member for the City of University Place, Washington. Before retiring as City Manager for the City of Fife, Washington, a position he held for six years, Steve served as Fife’s Community Development Director for six years and previously held the same role for nine years at the City of Cheney, Washington. Steve has been actively involved in regional policy and development, serving as a member of the Association of Washington Cities Legislative Task Force and as a Trustee for the Economic Development Board of Tacoma-Pierce County. Steve holds a Bachelor of Arts degree in Speech Communications from the University of Washington and a Master of Public Administration degree from Eastern Washington University.

Since joining Prothman, Steve has successfully managed over 50 executive management recruitments and 135 mid-level (department director) recruitment processes, demonstrating the experience and facilitation skills essential for successful outcomes. With more than 35 years in local government management, Steve brings not only deep sector knowledge, but also an unparalleled network - enabling him to effectively reach both active and passive candidates in a way few consultants or recruitment firms can match.

Steve Worthington 2025 / 2026 Recruitments
City of Gresham, OR – City Manager – in progress
City of Oregon City, OR – City Engineer – just starting Urban Flood Safety and Water Quality District, OR – Executive Director – in progress Lincoln County, OR – County Administrator – in progress City of King City, OR – City Manager – just completed
City of Dundee, OR – City Administrator – just completed Columbia River Economic Development Council, WA – Executive Director – just completed Thurston Regional Planning Council, WA – Executive Director – just completed City of Bremerton, WA – Director of Public Works & Utilities – in progress Washington State Transit Insurance Pool, WA – Executive Director Clackamas County, OR – County Counsel
City of La Pine, OR – Public Works Director
City of Oregon City, OR – Parks & Recreation Director
Jefferson County, OR – Community Development Director
Synchrous Risk Management, WA – Executive Director
Vashon Park District, WA – Executive Director
A Sample of Steve Worthington’s Executive Management Recruitments Tahoe Reg. Planning Agency, NV - Exec. Dir.

EDC of Mason County, WA - Exec. Dir.

City of Madras, OR - City Administrator
Hood River County, OR - County Admin.

City of Dillingham, AK - City Manager
Manchester Water Dist., WA - Gen. Mgr.

El Dorado County, CA - Chief Admin. Officer
City of Grandview, WA - City Administrator
City of Spokane Valley, WA - City Manager
Jefferson County, WA - County Administrator
City of Monmouth, OR - City Manager
City of Wood Village, OR - City Manager
City & County of Broomfield, CO -
Deputy City/County Manager
City of Roseburg, OR - City Manager
City of Yachats, OR - City Administrator
University Development Assoc., WA - CEO
Spokane Reg. Clean Air Agency, WA - Exec. Dir.

Housing Kitsap, WA - Executive Director
Port of Benton, WA - Executive Director
Clatsop County, OR - Director of Public Health
Clatsop County, OR - County Manager
City of Centralia, WA - City Manager
Clackamas County, WA - County Administrator
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5 Project Team (Continued)
Sonja Prothman – Project Co-Lead
As owner and CEO, Sonja directs the day-to-day operations of the Prothman Company and has over 20 years of experience in local government recruiting, interim placements, and organizational assessments. Sonja is a former councilmember for the City of Normandy Park, Washington, and brings to Prothman the “elected official” side of government – a vital perspective for understanding our clients’ needs. Sonja also brings private sector expertise, having worked with the Boeing Company where she was on the start-up team as lead negotiator for schedules and deliverables for the first 777 composite empennage. A Seattle native, Sonja earned a bachelor’s degree in Communications from the University of Washington.

Jared Eckhardt – Project Support
Jared is responsible for profile development and candidate outreach. Jared works one-on-one with the client for position profile development and works with Sonja and the lead consultant on each client’s outreach strategies. Jared also functions as recruitment support as a secondary lead consultant on recruitments and special projects. Jared graduated from the University of Washington, earning his BA in Communications.

Barry Gaskins – Project Support
Barry provides client and candidate management, and administrative support to Sonja. His attention to detail and understanding of timeliness to the customer and candidates is remarkable.

Barry works with the lead consultant with scheduling interviews, arranging candidate travel, managing candidate application packets, and assembly of candidate information to give to the client. Barry came to us from the Bill & Melinda Gates Foundation where he served as a Program Assistant for four years in the US Library Program. Barry earned his bachelor’s degree from California State University in Los Angeles.

Madison Lindquist – Project Support
Madison is responsible for Prothman's social media, direct mail outreach, website development and Online Application Service support. Madison works one-on-one with the client to ensure optimal outreach in all available social networking resources and works with clients who choose to use the Online Application Service. Madison also functions as recruitment support. Madison graduated from the University of Washington, earning her BA in Communications.

References with Steve Worthington as Project Lead
City of Dundee, OR – City Administrator – just completed Contact: David Ford, Mayor
[email protected]
503.449.6957
City of King City, OR – City Manager – just completed
Contact: Rachel Kazmierski, Mayor
[email protected]
503.639.4082
Columbia River Economic Development Council, WA – President – just completed Contact: Sarah Laughlin, Board Member
[email protected]
360.818.9434
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6 SCOPE OF SERVICES
General Approach: Prothman Company employs a structured, proactive and client-focused approach to managing the services we provide to our clients. We strive to provide consistent, accountable and professional service while meeting or exceeding our client expectations. Each recruitment is managed by a dedicated recruiting manager and each engagement begins with a planning process to ensure clarity and set expectations for all stakeholders. We understand that no two organizations or recruitments are alike so we adjust the process to fit your needs. We always provide full transparency and accountability throughout the recruitment process and we believe that clear and consistent communication is central to a successful partnership with our clients. We truly enjoy helping local government thrive and look forward to performing all the services represented in this proposal.

1. Develop a Tailored Recruitment Strategy
Project Review
The first steps will be:
♦ Review of the recruitment strategy
♦ Review of the draft recruitment schedule
Information Gathering and Research (Soliciting Input)
We will travel to South Lake Tahoe and spend as much time as it takes to learn everything we can about your organization. Our goal is to thoroughly understand the values and culture of your organization, as well as the preferred qualifications and personality you desire in your next City Manager. We will:
♦ Meet with City Council
♦ Meet with Leadership Team
♦ Meet with other Staff, as directed
♦ Meet with Partner Agencies, as directed
♦ Meet with other Stakeholders, as directed
♦ Facilitate a Community Forum, as directed
♦ Review of all documents related to the position
Position Profile Development (Identifying the Ideal Candidate) We will work with you and develop a detailed and compelling profile of your ideal candidate.

Once the Position Profile is approved by you, it will serve as the foundation for our determination of a candidate’s "fit" within the organization and community. Profiles include the following:
♦ A description of the ideal candidate’s qualifications • Years of related experience
• Ideal personality traits
♦ Organization-specific information
• Description of the organization, position and key responsibilities • Priorities and challenges facing the organization
♦ Community-specific information
♦ Compensation package details
♦ Information on how to apply
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7 2. Identify, Target, and Recruit Viable Candidates
Outreach and Advertising Strategy (Locating Qualified Candidates) We recognize that often the best candidates are not actively looking for a new positionthis is the person we want to reach and recruit. We have an aggressive multi-channel sourcing strategy which involves the following:
♦ Print and Internet-based Ads placed regionally and nationally in professional publications, journals, and related websites.
♦ Targeted Direct Mail Brochures sent directly to hundreds of city/county management professionals who are not actively seeking a new position. ♦ Focused Candidate Outreach via personal contacts and thousands of personal emails sent directly to city and county management professionals. ♦ Posting the Position Profile on Prothman’s Facebook and LinkedIn pages, and on the Prothman website, which receives over seven thousand visits per week from potential candidates.

3. Conduct Preliminary Screening
Candidate Screening (Narrowing the Field)
Once the application deadline has passed, we will conduct an extensive candidate review designed to gather detailed information on the leading candidates. The screening process has 3 key steps:
1) Application Review: We will screen the candidates for qualifications based on the resumes, applications, and supplemental question responses. After the initial screening, we take the yes’s and maybe's and complete a second screening where we take a much deeper look into the training, work history and qualifications of each candidate.
2) Internet Publication Background Search: We conduct an internet publication search on all semifinalist candidates prior to their interviews. If we find anything out of the ordinary, we discuss this during the initial interview and bring this information to you.
3) Personal Interviews: We will conduct in-depth videoconference or in-person interviews with the top 6 to 14 candidates. During the interviews, we ask technical questions to gauge their competency, and just as importantly, we design our interviews to measure the candidate's fit within your organization.

Candidate Presentation (Choosing the Finalists)
We will prepare and send to you candidate packets which include each candidate's application materials and the results of the personal interviews and publication search.

We will travel to South Lake Tahoe or meet via Teams and advise you of the candidates meeting the qualifications, our knowledge of them, and their strengths and weaknesses relative to fit within your organization. We will give you our recommendations and then work with you to identify the top 2 to 5 candidates to invite to the final interviews.

We will discuss the planning and design of the final interview process during this meeting.
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8 4. Prepare Materials and Process for Final Interviews Final Interview Process (Selecting the Right Candidate) The design of the final interviews is an integral component towards making sure that all stakeholders have the opportunity to learn as much as possible about each candidate. ♦ Elements of the design process include:
• Deciding on the Structure of the Interviews
• Deciding on an Evening Reception
• Deciding on Candidate Travel Expenses
♦ Background Checks
Background checks include the following:
• References from 8 - 12 current and past employers and colleagues • Education Verification, Criminal History, Driving Record and Sex Offender Check
♦ Candidate Travel Coordination
After you have identified the travel expenses you wish to cover, we work with the candidates to organize the most cost-effective travel arrangements. ♦ Final Interview Packets
The Final Interview Packets include sample interview questions and the candidates' application materials and are the tool that keeps the final interview process organized.
♦ Final Interviews with Candidates
We will travel to South Lake Tahoe and facilitate the interviews. The interview process typically begins with a morning briefing during which we will review the schedule and outline the process with everyone involved. Each candidate will then participate in a series of one-hour interview sessions, with a one-hour break scheduled for lunch.
♦ Candidate Evaluation Session
After the interviews are complete, we will facilitate the evaluation process and support the decision makers in reaching consensus.
♦ Facilitate Employment Agreement
Once the top candidate has been selected, we offer any assistance needed in developing a letter of offer and negotiating the terms of the employment agreement.

5. Warranty
Repeat the Recruitment
If you follow the major elements of our process and a top candidate is not chosen, we will repeat the recruitment with no additional professional fee, the only cost to you would be for the expenses.

6. Guarantee
Replacement Recruitment
Prothman will guarantee that if the selected finalist is terminated for cause or resigns within one year from the employment date, we will conduct one replacement search with no additional professional fee, the only cost to you would be for the expenses. 471
9 AVAILABILITY, COMMUNICATION & PROPOSED SCHEDULE
We are ready to start when you are!
One of our first tasks will be to coordinate and commit to a schedule.

We will provide you with our cell phone numbers and emails so that you have direct access to your lead consultant and support staff, and we will communicate and update you as often as you desire.

We understand that each recruitment is unique, and we are flexible to adjust the recruitment schedule to fit your needs.

Draft Schedule
Blue highlighted / bolded events represent meetings with the client.

Date Topic
Weeks of February 2 & 9, 2026
Gather information for position profile. Travel to
South Lake Tahoe for stakeholder interviews.

Send profile for review and edits. Get profile
approval.

February 16, 2026 Post the position and start advertising February 25, 2026 Send direct mail brochures and first round of emails
March 22, 2026 Application closing date
Weeks of March 23 & 30, 2026 Prothman screens applications & interviews top 6 - 14 candidates
Week of April 6 - 10, 2026 Work Session to review semifinalists and pick finalists, and design final interviews
Week of April 20 or April 27, 2026
Travel to South Lake Tahoe for Final Interview
Process which may include an evening
reception and next day interviews
This supports a mid to late June 2026 start date.
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10 FEE, EXPENSES & GUARANTEE
Professional Fee
The fee for conducting a City Manager full recruitment with a one-year guarantee is $17,500, with a contract not to exceed of $24,450. The professional fee covers all Prothman staff time required to conduct the recruitment. This includes all meetings and correspondence with the client, writing and placing the recruitment ads, development of the candidate profile, creating and processing direct mail letters, creating and coordinating the email campaign, reviewing resumes, coordinating and conducting semifinalist interviews, coordinating and attending finalist interviews, coordinating candidate travel, conducting background checks and professional references on the finalist candidates and all other search related tasks required to successfully complete the recruitment.

The professional fee is billed in three equal installments throughout the recruitment, one at the beginning, at the halfway point, and upon completion of the final interviews.

Expenses
Expenses vary depending on the design and geographical scope of the recruitment. We do not mark up expenses and work diligently to keep expenses at a minimum and keep records of all expenditures. The City of South Lake Tahoe will be responsible for reimbursing expenses Prothman incurs on your behalf. Expenses will be capped at $6,950 and include:
• Trade journal, LinkedIn, and associated website advertising ($1,900) • Direct mail announcements ($1,700)
• Consultant travel: Airfare, rental car, lodging ($650 per trip x 3 trips = $1,950) • Interview Packets and Shipping ($400)
• Background checks performed by Sterling (approx. $200 per candidate x 5 = $1,000) Other Expenses
Candidate travel: We cannot approximate candidate travel expenses because they vary depending on the number of candidates, how far the candidates travel, length of stay, if spouses are included, etc. If you wish, we will coordinate and forward to your organization the candidates’ travel receipts for direct reimbursement to the candidates.

Cancellation
You have the right to cancel the search at any time. Your only obligation would be the fees and expenses incurred prior to cancellation.

Guarantee
Prothman will guarantee that if the selected finalist is terminated for cause or resigns within one year of the employment date, we will conduct one replacement search with no additional professional fee, the only cost to you would be for the expenses.

Equal Opportunity
We can assure you that we recognize the importance and wisdom of a diverse rich candidate pool and for every recruitment we conduct, we have made it our mission to reach out to and attract the most qualified and diverse candidate pool as possible for our clients. If we are chosen to be your executive recruiting partner, we will do so with the common goal of finding the agency a diverse and qualified pool of candidates.
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EXAMPLE OF POSITION PROFILE
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CITY ADMINISTRATOR
$120,000 - $150,000 DOQ
Plus Excellent Benefits
Apply by
November 16, 2025
Open Until Filled
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C I T Y O F D U N D E E , O R E G O N ♦ C I T Y A D M I N I S T R A T O R 2 | P a g e

THE COMMUNITY
Dundee is a vibrant
community of just over
3,200 residents, located
in Yamhill County in the
heart of Oregon’s renowned Willamette Valley, only 30 miles southwest of Portland.

The city offers the best
of both worlds: small-town charm with easy access
to the amenities of the Portland metropolitan area.

Dundee is nationally recognized as a gateway to
Oregon wine country. The city sits at the center
of the Dundee Hills American Viticultural Area
(AVA), where distinctive red volcanic soils produce world-class Pinot noir and other varietals.

The wine industry is a defining feature of the local
economy and community identity, drawing visitors
from around the globe.

In addition to its wineries, Dundee offers abundant scenic beauty. Rolling hills, fertile farmland, and the nearby Willamette River provide opportunities for hiking, paddling, cycling, and year-round outdoor recreation. The community also takes
pride in its historic Dundee Community Center
and a growing downtown district, where restaurants, tasting rooms, and boutique shops create a welcoming and walkable environment.

Over the next decade, the community is poised
for significant transformation. Downtown development is underway, including $130 million in hotels that will reshape the city’s core and serve as a catalyst for further investment. Population
growth is expected to double, and major plans for
the Riverside District will bring new residential,
commercial, and recreational opportunities, creating a more vibrant and connected community.

These changes will redefine the city’s character,
expanding its economic base, enhancing cultural
and social amenities, and positioning it as a regional hub for growth and activity.

With an exciting future, strong sense of place,
rich agricultural heritage, and commitment to
quality of life, Dundee provides an exceptional
setting for residents, visitors, and businesses
alike. It is a community that values its rural roots
while embracing thoughtful growth and investment in the future.

THE CITY
The City of Dundee operates under a Council/City
Administrator form of government. The governing
body consists of a Mayor, elected to two-year
terms, and six Councilors elected to staggered fouryear terms. Together, the Council provides policy direction, while the City Administrator oversees
day-to-day operations and implements Council priorities. The organization is structured into three divisions: Administration, Public Works, and the Fire Department. Law enforcement services are provided through a contract with the City of Newberg for the Newberg–Dundee Police Department. The City
also contracts for planning, engineering, and legal
services to support its operational needs.

The City employs 13 full-time staff and maintains a
strong volunteer base of approximately 22 volunteer firefighters. City Hall includes the City Administrator and three office staff members; Public Works consists of five full-time employees; and the Fire
Department is staffed by five full-time personnel in
addition to volunteers. The total adopted budget for
FY 2025/2026 is $13,195,300, supporting municipal
operations, public safety, infrastructure, and community services. The City also manages an Urban Renewal District along Highway 99W, which encompasses the business district and supports economic development and revitalization efforts. 476
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THE POSITION
The City Administrator is responsible for carrying
out the policies of the City Council and overseeing
the day-to-day operations of the organization. This
position manages all city departments, supervises
staff, advises the Council on policy and operational
matters, prepares and administers the city budget,
ensures fiscal accountability, and acts as the primary liaison between elected officials, staff, and the community.

It is expected that in five to ten years, this will be a fundamentally different position than it is today.

This role will grow and change alongside the community as development accelerates, revenue expands, City staffing levels increase, operations become more complex, and the scope of responsibilities evolve. The City Administrator will play a vital role in helping to shape the future of the community, which demands a candidate with strategic vision, adaptability, and leadership to navigate growth while maintaining organizational excellence.

The successful candidate will not only manage the
present but also play a central role in shaping the
systems, policies, and culture that will sustain the
community’s prosperity in the years to come.

OPPORTUNITIES & PRIORITIES
Digital Communication and Engagement
The next City Administrator will have the opportunity to leverage technological advancements to improve communication and build organizational efficiencies. This includes focusing on outreach strategies that effectively reach both long-term residents and younger families who rely heavily on digital platforms, ensuring that communication meets the diverse technological preferences of Dundee’s
multigenerational community.

Community Presence
The City Administrator will be expected to demonstrate strong public contact skills and maintain a consistent, visible presence at community events
and external meetings. This individual will serve as
an effective voice and face for both City Hall and
the Dundee community when the Mayor or Councilors are unavailable. Success in this area will require the ability to use both diplomacy and direct communication styles and to discern when each
approach is most appropriate.

Financial Management and Forecasting
A key priority for the incoming City Administrator
will be to manage the City’s budget and finances
with precision. This includes applying financial
forecasting skills to keep programs within budget,
monitoring revenue streams, and anticipating and
preparing for potential financial challenges to ensure the City’s long-term fiscal stability.

Advance the Destination Dundee Vision
The City Administrator will be responsible for carrying the Destination Dundee Vision as the cornerstone for City programs and projects. This includes clearly articulating where Dundee is headed and
how it will achieve its goals, as well as developing
and implementing strategies that bring this community vision to life. 477
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EDUCATION & EXPERIENCE
A bachelor’s degree from an accredited college or
university in a related field is required. A master’s
degree in related field is desired. Experience with
Main Street Programs is also desired.

The ideal candidate will be a collaborative and
communicative leader who is enjoyable to work
with and brings strong technological skills to manage communication effectively. This individual will demonstrate political astuteness while maintaining
professional neutrality and will possess a solid understanding of governmental finance. Familiarity with land use regulations and Oregon’s development processes will be important, as will leadership that promotes collaboration by sharing information up and down the organization to motivate staff and build a sense of ownership.

The ideal candidate will be a forward-thinking and
adaptable leader with the strategic vision, financial
acumen, and organizational leadership skills to
guide day-to-day operations while shaping the
systems, policies, and culture needed to support a
rapidly growing and evolving community.

This person will be deeply committed to public
transparency and will ensure that the Mayor and
Councilors remain fully and equally informed about
major city initiatives.

COMPENSATION & BENEFITS
➢ $120,000 - $150,000 DOQ
➢ City pays 100% of employee health insurance
premiums and 80% of dependents/family portion
of premiums.
➢ Monthly City-paid contribution to HRA VEBA
(contribution amount according to adopted matrix).
➢ City Recognized Holidays include New Year’s
Day, MLK Day, Presidents Day, Memorial Day,
Juneteenth, Independence Day, Labor Day,
Veterans Day, Thanksgiving Day, Day after
Thanksgiving, Christmas Eve (1/2 day, starting at
noon), Christmas Day, New Year’s Eve (1/2 days
starting at noon).
➢ Oregon PERS retirement (City pays
employee’s contribution).
➢ Vacation pursuant to city policy (6.67 hours (80
hours annually) for 0-5 years of tenure.

For more information on
the City of Dundee, please visit:
www.dundeecity.org
The City of Dundee is an Equal Opportunity Employer. All qualified candidates are strongly encouraged to apply by November 16, 2025 (open until filled). Applications, supplemental questions, resumes and cover letters will only be accepted electronically. To apply online, go to www.prothman.com and click on "Open Recruitments", select “City of Dundee, OR – City Administrator”, and click “Apply Online”, or click here. Resumes, cover letters and supplemental questions can be uploaded once you have logged in.

If you are a veteran and wish to request veterans' preference credit, please indicate that in your cover letter, and complete and submit the veterans' preference form posted on the website as instructed on the form.
www.prothman.com
206.368.0050
478

EXAMPLE OF INVITE LETTER
479
Dear Colleague,
Prothman is currently recruiting for the City Manager position for the City of Tacoma, Washington.

We invite you to review the position details on the back page. If you find that this position is not right for you, we kindly ask you please pass this on to other professionals you know who may be ready for this next step in their career.

Thank you for your consideration and help!

CITY MANAGER
$309,566 - $376,500 DOQ
Plus Excellent Benefits
Apply by:

December 19, 2025
(First Review, Open until filled)
Apply at www.prothman.com

WASHINGTON
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CITY OF TACOMA, WASHINGTON ♦ CITY MANAGE R

THE COMMUNITY
Tacoma is centrally located
just 32 miles south of the city
of Seattle and 31 miles north
of the state capital, Olympia,
and is home to the Port of Tacoma; one of the largest container ports in the United States. Tacoma is surrounded by beautiful nature, giving residents
many opportunities for outdoor adventures. Largely
suburban in nature with a small, but dense, urban
core, Tacoma is home to many institutes of higher
learning that attract students from across the globe.

The University of Washington Tacoma, Pacific Lutheran University, University of Puget Sound, a satellite campus of the Evergreen State College, three community/technical colleges, and several trade
and business schools are within Tacoma's geographic area. Downtown's Cultural District is the site of theatres, the Washington State History Museum, the Museum of Glass, the Tacoma Art Museum, and America's Car Museum. The city has been recognized numerous times as one of the nation’s most livable cities.

THE CITY
The City operates under a Council- Manager form
of government. The City Council consists of a
mayor, five district representatives, and three atlarge representatives. All are elected to serve staggered four-year terms. Appointed by the City Council, the City Manager administers the City's day-today operations. With a population of approximately 222,000 residents, the City is the third largest municipality in the state. Tacoma serves as the center of business activity for the South Sound region with
a population of approximately one million people.

Tacoma Public Utilities operates under direction of
the Public Utility Board with the Director of Utilities a peer to the City Manager. The City currently has
around 4,000 FTEs and a total 2025-2026 biennial
budget of $4.7 billion.

A COMMITMENT TO EQUITY & DIVERSITY
At the City of Tacoma, we are committed to making
our workforce as diverse and inclusive as the community we serve. We actively seek out candidates from a wide range of backgrounds and cultures.

Join our team at the City of Tacoma and help us
build a more vibrant, inclusive, and equitable community for all.

THE POSITION
The City Manager (CM) is the Chief Executive Officer of the City of Tacoma, the third largest City in Washington State. The CM is responsible for directing the operations of departments within General Government including administrative departments
that supply services to TPU (Finance, Purchasing,
IT, Legal and Human Resources). The CM assists
with development and ensures compliance with
policies established by the City Council within limits
of the City Charter and State and federal laws. The
CM oversees citywide staff of more than 4,000, with
direct reporting relationships for several key department Directors and administrative staff, and a biennial citywide budget of approximately $4.7 billion.

This position is appointed by and reports to the
Mayor and eight City Council Members, and is the
sole employee of the Tacoma City Council. The CM
is responsible for carrying out the policy and strategic direction of the City Council through leadership and management of City of Tacoma's staff, line and operating departments and functions, including some that provide services to Tacoma Public Utilities. This position will make interpretive decisions on behalf of the organization regarding the means for executing the goals established by the
City Council, subject to constraints imposed by
available technology and resources. The CM also
manages and directs the department financial activities including budget development and procurement; monitors and administers budgets, revenues and expenditures from multiple sources and for
multiple activities.

To review the full position profile and benefits package, and to learn more about Prothman,

© 2025 Prothman. All Rights Reserved. Follow Us On Facebook & LinkedIn @ProthmanCo To See New Jobs! 481 5800 Stanford Ranch Road
Suite 410
Rocklin, California 95765
916.630.4900
w w w . r a l p h a n d e r s e n . c o m
January 16, 2026
Mayor Cody Bass and
Members of the City Council
City of South Lake Tahoe
1901 Lisa Maloff Way, Suite 206
South Lake Tahoe, California 96150
Via Electronic Submittal through PlanetBids
RE: Proposal – City Manager Recruitment Services
Dear Mayor Bass and Members of the City Council:

We are pleased to submit this Proposal to recruit for the position of City Manager for the City of South Lake Tahoe. We will facilitate this recruitment process and add professional value throughout the entire recruitment and selection process. Additionally, this proposal shall remain valid for 120 days from the date submitted.

Our proposal outlines the firm’s experience in conducting City Manager recruitments, the methodology/work plan and timeline to accomplish the search tasks, and the cost to conduct a comprehensive search process. If selected, Mr. Wilson will be available to begin work on this project within 10 days (or sooner) after the City provides a contract or an official notice to proceed.

As a former City Manager with over 30+ years of experience, including 20 years serving as a City Manager in different communities, Mr. Wilson is highly qualified to lead this search and is available to start the project and attend on-site client meetings, as necessary. Mr. Wilson has completed over 35 City Manager recruitments with Ralph Andersen & Associates primarily focused in California.

As the primary consultant and lead for this recruitment Mr. Wilson’s contact information is as follows:

Mr. Fred Wilson, Senior Consultant
Ralph Andersen & Associates
Office: (916) 630-4900
Cell: (714) 421-3258
Email: [email protected]
We are proud of how we market and represent our clients. All of the design and graphics of our marketing material are done in-house so we can control the quality and production timing. To see samples of our recruitment brochures and learn how we market our clients digitally, please visit the Career Opportunities page of our website at www.ralphandersen.com.

Ralph Andersen & Associates serves a nationwide clientele through its Corporate Office in the Sacramento area.

Ms. Heather Renschler, President/CEO, is the firm's principal shareholder and legally authorized to bind the firm. Should Ralph Andersen & Associates be selected to conduct the search, Ms. Renschler will sign the consulting engagement agreement.
482
Should you need any clarification, please feel free to call Mr. Wilson at (916) 630-4900 (office) or (714) 421-3258 (cell). Additionally, I am also available to respond to any questions, as needed. I am best reached at (916) 804-2885 (cell).

Thank you very much for your consideration of this proposal.

Respectfully Submitted,
Heather Renschler
President/CEO
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South Lake Tahoe City CouncilJanuary 27, 2026

South Lake Tahoe City Council
January 27, 2026