Agenda packet — South Lake Tahoe City Council, February 24, 2026 (part 2 of 2)

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Quotation Number 229165639
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361
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: February 24,
2026
Agenda Item #:8
Agenda Item: Appointment of a Student or At Large Member to the Arts, Culture, & Tourism Commission
Executive Summary: On January 13, 2026 the City Council provided direction to the City Clerk to solicit for student applicants to fill the student (or at large) position on the Ars, Culture, & Tourism Commission.

The City Clerk contacted the Lake Tahoe Community College and South Tahoe High School administration to post the Solicitation. As of the February 17 deadline, no student applicants applied.

There remain two applicants on the eligible list for the At Large position. Council may appoint from the eligible list or direct the City Clerk to continue solicitations.

Requested Action / Suggested Motions: Pass a Motion appointing a student or at large member to the Arts Culture & Tourism Commission.

Responsible Staff Member: Susan Blankenship, City Clerk Reviewed and Approved By: Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney Attachments:
01-Staff Report-Appointment of Student or At Large Member to the ACT Commission.docx 02-ACT Commission - Student Representative Solicitation.pdf Gonzales- ACT Commission_Redacted.pdf
Morali- ACT Commission_Redacted.pdf
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Council Agenda Report February 24, 2026 Page 1 of 1
City of South Lake Tahoe
Report to City Council
Meeting Date: February 24, 2026
Title: Appointment of a Student or At Large Member to the Arts, Culture, & Tourism Commission
Location: Citywide
Responsible Staff Member: Susan Blankenship, City Clerk Background: On January 13, 2026, City Council made Citizen Appointments to the various Citizen Boards and Commissions. Council provided directions to the City Clerk to continue to solicit a student representative to the Arts, Culture & Tourism Commission. The City Clerk contacted administration of the Lake Tahoe Community College and South Tahoe High School to post the Solicitation.

Issue and Discussion: The deadline for submission for a student representative was February 17, 2026. No student applications were received.

The City Clerk contacted applicants on the eligible list notifying them of the February 24 appointment for the student or at large seat. One applicant withdrew their application leaving two applicants from the eligible list.

Arts, Culture, and Tourism Commission: Two applications were received for one (1) student or at-large member. (term expires 2/2028).
o Ayana Morali (incumbent)
o Robert Gonzales
Financial Implications: Costs associated with staff support of the individual commissions/boards have been budgeted for within the department who oversees the commission.

Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies) Policy Implications: The solicitation and appointment of citizens to various boards and commissions meets the requirements set forth in Resolution 2024-016 and conforms to City Council Protocols.
363
City of South Lake Tahoe
Notice of Solicitation of Applicants
Arts, Culture, and Tourism Commission, Student Representative NOTICE IS HEREBY GIVEN that the City Council of the City of South Lake Tahoe is soliciting for applications for appointment to the following City Commission:

Arts, Culture, & Tourism(ACT) Commission:

The City Council will be appointing one (1) student representative or at-large member to serve a two-year term on the Arts, Culture, & Tourism Commission. Applicants must reside within the Tahoe Basin portion of El Dorado County.

The ACT Commission: 1) Act in advisory capacity to the City Council and no express authority or power to act on behalf of the City is hereby delegated. 2) Review proposed policies on Arts, Culture andTourismprograms andreportfindings.3) Review proposed public arts projects and make recommendations for appropriation of funds for specific projects.

The Arts, Culture, & Tourism Commission meets once a month on Thursdays from 1-3 p.m. at City Hall, City Council Chambers, 1901 Lisa Maloff Way. The 2026 Calendar is as follows:

February 5
March 5
April 2
May 7
June 4
July 2
August 6
September 3
October 1
November 5
December 3
Applications
Applications may be obtained at City Hall located at 1901 Lisa Maloff Way, South Lake Tahoe, between 8:00 a.m. and 4:00 p.m., Monday through Friday. Applications can also be downloaded from the City's website at www.cityofslt.us, or emailed to interested parties upon request to the City Clerk's Office. Completed applications must be returned to the City Clerk's Office (email preferred [email protected]) no later than 4:00 p.m., on Tuesday, February 17, 2026.

The City Council will be making the appointments at the regularly scheduled meeting of February 24, 2026, 5:30 p.m. or as soon thereafter.

For questions, please contact Assistant City Clerk, Michelle Davis at 530-542-6004 or via email at [email protected]
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365
366
State Water Resources Control Board
January 20, 2026
SOLICITATION FOR CLEAN WATER ACT SECTION 205(J)

WATER QUALITY PLANNING PROJECT PROPOSALS
Dear Water Quality Planning Partners,
The State Water Resources Control Board (State Water Board) Division of Water Quality (DWQ) Standards & Assessment Section will be applying for California’s annual Clean Water Act (CWA) Section 205(j) Water Quality Management Planning Grant from the U.S. Environmental Protection Agency (U.S.

EPA) this coming Summer, 2026. Grant funds are administered to support water quality planning and assessment activities, such as waterbody monitoring, assessments, studies, and plans that identify water quality problems and chart paths to solutions. The grant is intended to fund development of the plans, data, and analyses needed for such activities.

As part of the Water Board’s application process, we are soliciting proposals for projects to fund through this grant. If you are interested in seeking sub-award funding for a project, please fill out the Funding Application to submit your proposal(s) by Friday, February 20, 2026.

Project Proposal Details
There is no minimum or maximum amount of funds you can request per proposal, though we recommend it be enough to make the proposal and project worth your time and effort to develop, execute, and manage. We anticipate having approximately $2 million available for distribution across all selected projects, although the final amount will be determined upon receipt of the federal award.

Eligible Projects
A broad range of water quality planning activities may be funded, including but not limited to • Conducting water quality monitoring and data collection • Developing watershed management plans or watershed assessments • Creating source water protection plans
• Conducting water quality studies and technical analyses (e.g., pollution source identification, load assessments)
• Developing stormwater management plans or nonpoint source pollution control strategies 367
- 2 - January 20, 2026
• Conducting regional water quality needs assessments
• Facilitating stakeholder engagement and public outreach for water quality planning • Mapping and inventorying water quality conditions or pollution sources Note: Funds may not be used for the implementation of restoration or control measures (e.g., construction, installing best management practices, etc.).

Preferred Projects & Prioritization Criteria
Projects identified as a high priority by the State Water Board or by a Regional Water Quality Control Board and projects that cross regional boundaries or serve multiple agencies are more likely to be funded.

Project Management & Implementation
If selected, you may receive federal pass-through funds as a subrecipient, subject to execution of a grant agreement with the State Water Board and be responsible for either conducting the work with your own staff, or contracting with another entity to perform the work. Tasks include:

Scope Development: Defining the scope of work, deliverables, schedule, and budget, and submit any additional information or documentation requested by DWQ to support agreement development and execution;
Subaward Execution with the State Water Board: Drafting and executing an agreement in coordination with the State Water Board;
Agreement Execution: If contracting for services, drafting, executing, and managing an agreement with the contractor in compliance with local, state, and federal requirements (2 CFR Part 200); Project Oversight: Tracking the progress of the project, ensuring budgetary compliance, and reviewing and submitting or approving project invoices and deliverables (if using a contractor); Compliance & Reporting: Providing updates and documentation according to the terms outlined in the agreement between you and the State Water Board; and Submitting Required Documentation: Providing quarterly reports, invoices, and scheduled deliverables to the State Water Board.

As a rough estimate, this workload may require one quarter to one half of a full-time person’s time, depending on the complexity of the scope of work.

Implementation Options
In-House Implementation: Your agency uses its own staff to conduct the work. Federal cost principles and documentation requirements apply to personnel costs.

Contracting for Services: Your agency may contract with another entity to perform the work. All contracting must comply with federal standards under 2 CFR sections 200.318-327. Additional state and local contracting requirements may apply based on your agency type. 368
- 3 - January 20, 2026
Applicants will be required to certify that they have complied with all applicable contracting requirements. If conducting a competitive procurement process for services, factor this into your project timeline (for example, add an additional 6-12 months).

Legal Compliance Requirements
Requirements will include, but are not limited to
• Federal cost principles (2 CFR Part 200) - costs must be reasonable, allocable, and necessary • Financial management and documentation requirements
• Your agency must not be suspended or debarred
• Record retention requirements (3 years after final expenditure) • Single Audit requirements of the federal Single Audit Act, 2 CFR part 200, subpart F, and 2 CFR section 200.302, and any updates or revisions thereto, as applicable • Any requirements under the U.S. EPA federal award applicable to subrecipients, including U.S.

EPA General Terms and Conditions incorporated in the award • All other terms and conditions included in the subaward with the State Water Board, including but not limited to the general terms and conditions at
https://www.waterboards.ca.gov/water_issues/programs/grants_loans/docs/gtc_2019_nov.pd f.

Important: Section 205(j) funds are for planning activities only. Funds may not be used for procurement of equipment, supplies, or implementation of physical projects.

If your project involves contracting for services, the project manager should be familiar with your agency's service contracting requirements and federal grant compliance.

Timeline
The following are key dates for allocation of funds, agreement execution, and spending the funds:

Date/Timeframe Milestone Description
February 20, 2026 Proposal Submission
Deadline
Submit project proposals to DWQ's Standards & Assessment Section
March 2026 Internal Review DWQ selects anticipated projects for funding (subject to EPA grant award and workplan approval)
April 2026 Applicant Notification Selected applicants notified of funding decisions June 2026 Grant Application DWQ submits 205(j) grant application to U.S. EPA Aug/Sept 2026 EPA Award Notification U.S. EPA Notifies State Water Board of Application Approval (anticipated)
October 2026 Federal award Estimated grant award to State Water Board 369
- 4 - January 20, 2026
Summer/Fall 2026
–
Spring/Summer 2027
Agreement Execution
Period Subaward agreement development and execution process Summer/Fall 2027
–
May 2031
Project Performance
Period Work conducted
May 1, 2031 Work Completion
Deadline All project work must be completed
June 1, 2031 Final Invoice Deadline All final invoices must be submitted We recommend roughly dedicating the first year to scope, draft, and execute the sub-award agreement; two and a half years to complete the work; and the final year for final invoicing and disbursement. Timing may be less, depending on the project’s magnitude.

Selection Process
Proposals will be reviewed by DWQ’s Standards & Assessment Section staff in consultation with U.S.

EPA and DWQ management to determine final recommendations. DWQ staff will inform all applicants which projects were selected for submission to USEPA around March or April 2026. Final approval of the workplan is expected around August or September 2026 with U.S. EPA’s anticipated award of the Grant to California—however, inclusion of your proposal on the workplan is not a guarantee of funding. Grant funds will not be available unless and until a funding agreement is executed between your organization and the State Water Board, subject to all terms and conditions of the agreement.

If you are interested in funding a project, please fill out the Funding Application to submit your proposal(s) by Friday, February 20, 2026.

Please reach out if you have any questions, and we look forward to receiving your proposals soon! Thank you,
Joseph Westhouse
Division of Water Quality
Planning Standards & Implementation
[email protected]
(916) 341-5283
370
Council Agenda Report February 24, 2026 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: February 24, 2026
Title: Drainage Master Plan Update
Location: Citywide
Responsible Staff Member: Brianna Greenlaw, Senior Civil Engineer Background: When the City incorporated in 1965, many of the neighborhood subdivisions had already been approved by El Dorado County and developed, often without drainage systems or easements for future drainage systems to convey stormwater and flooding out of the new urban neighborhoods. Residential roads were often unpaved and lacked comprehensive drainage. At the time, the Tahoe Regional Planning Agency (TRPA) and stream environmental zone (SEZ) restrictions did not exist, and residential lots were created without consideration of local drainage patterns. The result is that many roads, neighborhoods and homes are built in areas that were historically wet and subject to seasonal flooding and soil saturation and have inadequate or antiquated infrastructure.

Many of the drainage and water quality improvements installed within the City since incorporation have been funded through grants from federal and state sources focused on protecting the clarity of Lake Tahoe. With the assistance of these grants, the City has been successful in meeting regulatory requirements to protect Lake Tahoe. This has been accomplished by improving road operations and securing grants to implement projects to remove sediment and nutrients from urban stormwater runoff as required by the Lake Tahoe Total Maximum Daily Load (TMDL) and the Lake Tahoe Environmental Improvement Program (EIP) lead by the TRPA.

In 2008, the City hired Kennedy/Jenks Consultants to prepare a Drainage Master Plan. It evaluated citywide watershed hydrology, drainage problem areas, and identified potential projects to address prioritized drainage problems. The presentation to City Council in August 2009 noted that building and maintaining a comprehensive storm drain system provides flood prevention, reducing damage to roadways and private property, improves neighborhoods and the quality of life for residents.

The City has completed several priority projects identified in the 2008 Drainage Master Plan, primarily relying on grant funding such as Bijou Commercial Core Erosion Control Project, Lower Bijou Park Creek (Wholefoods), a portion of Upper Bijou Park Creek (Rockwood to Blackwood Drainage Improvements and Aloha Basin), and the Tahoe Valley Stormwater and Greenbelt Improvement Project. (Phase 2 to be completed by the end of the 2026 construction season.) These projects were competitive for grant funding since they are primarily focused on reducing sediment that discharged directly into Lake Tahoe. Other needed projects that are hydrologically disconnected from Lake Tahoe (through large natural buffer areas) are not as competitive or likely to be funded by grants focused on protecting Lake Tahoe. Similarly, maintenance of existing systems is not eligible for grant funding. Obtaining funding focused on neighborhood flood relief is often very difficult to obtain; however, the City was successful in obtaining a Prop 68 grant for Urban Flood Protection from California Natural Resources Agency to construct the Barton and 2nd Drainage Improvements Project.
371
Council Agenda Report February 24, 2026 Page 2 of 4
Many areas of the City still lack adequate drainage, and the Public Works Department receives many complaints from residents related to uncontrolled runoff ponding and flooding in driveways.

The City keeps a log of these complaints to inform a drainage master plan update and grant applications. Flooding severity ranges from nuisance puddles and ice in driveways to seasonal flooding of houses and garages. While the City tries to help alleviate this flooding by vactoring during storms and installing open bottom inlets, these efforts do not substitute the needs for formal underground drainage systems and treatment and detention basins.

In April 2021, a Drainage Master Plan/Pipe Replacement Update was presented to City Council, discussing the need to develop a data-driven approach to storm drain repair and replacement. The update recommended creating a systematic method to inventory, rank, and repair underground storm drainpipes, focusing on the highest risk infrastructure constructed of corrugated metal pipe (CMP). This effort resulted in a focused Condition Assessment of underground stormwater infrastructure.

In February 2025, an Annual Road Rehabilitation Program and Drainage Replacements Update was presented to City Council discussing the need to implement annual drainage replacement projects, preferably one in the location of the annual road rehabilitation project and another in a high priority area where there is a high probability of failing storm drains such as the Tahoe Keys.

In May 2025, the 2025-2030 Strategic Plan was published which includes strategic priority 6 – Protect the Natural Environment. Two of the items identified that will help to reach the goal of protecting the natural environment include 6.1) updating the storm water and drainage master plan and 6.2) identifying areas that are suitable to serve as drainage basins. Including this within the Strategic Plan exemplifies the City’s commitment to maintaining the water quality in Lake Tahoe and improving the drainage conditions within the City.

Issue and Discussion: The City has several components of stormwater management to balance.

Neighborhood Flood Relief: Inadequate drainage and associated flooding directly impact residents in areas that do not have conveyance systems or experience failure of existing underground drainage systems. Many areas within the City do not have adequate drainage infrastructure to protect the natural and built environment. Projects that install adequate underground infrastructure and basins offering neighborhood benefit often are millions of dollars, take years to plan, design, and obtain funding for.

Road Rehabilitation Projects: Of the total miles of roadways in the City, it is roughly estimated that 57% lack adequate drainage systems. In this context, “lacking drainage systems” means there is not sufficient existing drainage infrastructure (inlets, ditches, underground pipes and culverts) to prevent ponding of water on the roadways. When there is not sufficient drainage infrastructure, water will penetrate the subgrade of the roadway, causing freezing and thawing repeatedly. The expanding ice pushes the road surface up and weakens the subgrade when the ice melts, leading to cracks, potholes, and instability of the road structure.

Water Quality/Erosion Control Projects: The City is responsible for meeting the Lake Tahoe TMDL.

Each year the City needs to receive a designated number of credits, evidencing that the implemented projects and maintenance practices are reducing sediment and nutrients carried in urban stormwater runoff to meet regional lake clarity goals. The City is part of the Lake Clarity Crediting Program and is committed to maintaining and continuing to work to improve the water 372
Council Agenda Report February 24, 2026 Page 3 of 4
quality and clarity of Lake Tahoe.

Areawide Treatment Facilities: While the 2008 Drainage Master Plan explored the idea of Regional Stormwater Facilities, in 2024, TRPA made their Phase 2 Housing Amendment effective which provides incentives with coverage if connected to an areawide treatment facility. An areawide treatment facility is a regional, neighborhood-scale stormwater management system designed to treat polluted runoff from multiple properties rather than relying on individual, parcel specific Best Management Practices (BMPs). As part of future stormwater project development, the potential for a facility to be considered an areawide treatment facility should be evaluated during the master planning stage.

The Phase 2 Housing Amendment was revised to incentivize the development of affordable, moderate, or achievable housing in the Tahoe Basin. Within Town Centers, this increases the allowable coverage from a maximum of 70% to no maximum if connected to an areawide treatment facility maintained by the City. Outside of Town Centers, zoned multi-family, this increases the allowable coverage from a maximum of 30% to 70% if connected to an areawide treatment facility maintained by the City. There are other qualifications that must be met such as the property must be deed-restricted and in land capability zones 4 or higher. Changes in coverage requirements in relation to areawide drainage facilities do not currently apply to any properties other than those that meet these qualifications, though TRPA staff have indicated that they are working on another set of policy changes through their housing initiative that could result in additional changes to coverage in early 2027.

The City has a few existing water quality/erosion control projects such as the Tahoe Valley Stormwater and Greenbelt Improvement Project that could potentially become areawide treatment facilities. Several interested parties have reached out to City staff inquiring about how they could connect. Until a formal areawide analysis consisting of modeling and creating a connection mechanism is completed, staff is unable to allow connections and afford additional coverage availability under TRPA’s revised amendment.

Existing Infrastructure: As staff work to fund and implement capital improvement projects to meet flooding, road preservation, and water quality goals, there is also existing infrastructure that has reached or is nearing the end of its useful life and needs replacement. Many of the pipes lack easements, which is an additional cost and process to properly replace or improve this infrastructure.

City Council will consider allocating funding during mid-year budget to begin the drainage master plan update process focusing on the components previously outlined. Following budget allocation, staff will solicit a consultant through a formal Request for Proposals to update the Drainage Master Plan. The proposed outcome is a refreshed document that will thoroughly assess all sub watersheds and neighborhoods for drainage needs with new modeling, combine and expand on efforts from past documents, prepare conceptual plans, cost estimates, priority ranking, and provide extensive public outreach for all proposed projects. Each area will be assessed for water quality/erosion control projects, neighborhood flood relief projects, and potential to incorporate areawide treatment facilities.

Each project will be developed to:
 Inform and plan for future road rehabilitation projects.  Consider existing infrastructure and inform easement purchases and replacements.  Inform coordination with public landowners (prioritizing use of public land for drainage infrastructure over private).
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Council Agenda Report February 24, 2026 Page 4 of 4
 Allow staff to effectively leverage grant opportunities.  Evaluate potential supplemental benefits such as trail connections or viability for parklets.  Budget future anticipated maintenance for proposed facilities.

In January 2026, State Water Resources Control Board Division of Water Quality (DWQ) released a solicitation for Clean Water Act Section 205(J) Water Quality Planning Project Proposals, due February 20, 2026. Grant funds are administered to support water quality planning and assessment activities such as plans that identify water quality problems and chart paths to solutions. The grant is intended to fund development of the plans, data, and analyses needed for such activities. Staff understand there is no match requirement.

Staff requested $200,000 to supplement the overall drainage master planning effort. If successful, this grant would fund a portion of the areawide treatment facility assessment part of the drainage master plan update. Staff is requesting City Council to ratify the application submitted to DWQ.

Staff will be notified in April 2026 if DWQ selected the project. If successful, DWQ will then submit the grant application to U.S. EPA. DWQ will be notified by U.S. EPA in August/September 2026 if the application was approved and the grant will be awarded to DWQ in October 2026. This timeline should not affect that of the drainage master plan update as there are many aspects of the overall work.

Financial Implications: City Council will consider allocating funds during the mid-year budget to allow staff to begin the process of procuring a consultant to develop the drainage master plan update. If mid-year funding is not allocated, staff will return to City Council to reallocate departmental funds to begin the update.

If the grant application submitted to State Water Resources Control Board to support water quality planning is successful, it is anticipated that no additional general funds will be needed for the current drainage master plan update. However, if the grant application is not successful, staff anticipate returning to City Council during annual budget to allocate approximately $200,000 in general funds to fund areawide assessment efforts. Additional funds will also be needed to set up connection mechanisms for the areawide treatment facilities. The cost of this effort is highly variable and cannot be estimated at this stage in the process.

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

Future projects developed as part of the Drainage Master Plan update will be subject to CEQA and potentially National Environmental Policy Act (NEPA) if obtaining federal funding for further design and implementation.

Policy Implications: Beginning this drainage master plan update will help meet the Strategic Priority, Protect the Natural Environment, by meeting goals:

6.1) Update the Storm Water and Drainage Master Plan.

6.2) Identify areas that are suitable to serve as drainage basins.

6.3) Ensure all storm water projects are in compliance with sediment total maximum daily load (TMDL) standards and always improve lake clarity.

Fulfilling mandated TMDL reduction goals will assist with maximizing residential housing allocations under TRPA Code section 50.5.2.E.2 (Distribution and Administration of Residential Allocations – TMDL Implementation).
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City Council Meeting
February 24, 2026
Drainage Master Plan Update
375
Topics of Discussion
• History Timeline
• Guiding Components of the 2026 Update
• Water Quality/Erosion Control Projects
• Areawide Treatment Facilities
• Neighborhood Flood Relief
• Road Rehabilitation Projects
• Existing Infrastructure
• 2026 Update – Proposed Outcome
• Anticipated Budget
• City Council Actions
376 2
History Timeline
Drainage Master Plan first developed by Kennedy/Jenks Consultant.

Conceptual update prepared by City staff to memorialize key areas with inadequate drainage and high environmental benefit.

Condition Assessment of existing drainage infrastructure completed.

TRPA Phase 2 Housing Amendment became effective.

Presentation to City Council on correlation between inadequate drainage and effects on roads.

Strategic Plan 2025-2030 developed and adopted.

Priority 6 - Protect the Natural Environment

6.1 - Update the Storm Water and Drainage Master Plan

6.2 - Identify areas that are suitable to serve as drainage basins Time to update the Drainage Master Plan! 3
2008 >
2021 >
2022 >
2024 >
2025 >
2026 > 377
Guiding Components of the 2026 Update
• Water Quality/Erosion Control Projects
• Areawide Treatment Facilities
• Neighborhood Flood Relief
• Road Rehabilitation Projects
• Existing Infrastructure
378 4
2026 Update – Water Quality/Erosion Control Projects
5 • Direct hydrologic connection to Lake Tahoe
• Environmental Benefit
• Opportunities for use of Public land
- California Tahoe Conservancy
- United States Forest Service
• Grant Funding Opportunities
• TRPA Housing Allocations
Tahoe TMDL/Lake Clarity Crediting Program
379
2026 Update – Areawide Treatment Facilities
6 Areawide Treatment vs. Parcel Best Management Practices (BMPs) • All developed parcels in the
Tahoe Basin have BMP
requirements
• Maintenance issues with private
parcel BMPs
• Multi-benefit green infrastructure
is the best way to treat
constituents of concern
• Areawide facilities can be
utilized in lieu of private property
BMPs if there is proven benefit
380
2026 Update – Areawide Treatment Facilities
7 TRPA Phase 2 Housing
Amendment
Revised to incentivize
development of affordable,
moderate, or achievable housing.

Must be in land capability zones 4-7.

Must be deed-restricted.

Must tie into a City managed facility
that has been proven to treat private
runoff.

Changes in coverage
requirements in relation to
areawide drainage facilities do
not currently apply to any
properties other than those that
meet these qualifications. 381
2026 Update – Areawide Treatment Facilities (cont.)
8 Complexities
• Adequate facilities are needed to get
stormwater from private property to the
treatment basins
• Modeling of existing and future facilities to
determine if they treat runoff from public and
private property
• Development of connection agreement
mechanism with private property owners
Potential for Grant Funding for Areawide
Facilities
• Opportunity with State Water Resources
Control Board for Clean Water Act Section
205(J) Water Quality Planning Project
382
2026 Update – Neighborhood Flood Relief
383 9
10 2026 Update – Neighborhood Flood Relief (cont.)
384
2026 Update – Road Rehabilitation Projects
11 Freeze/thaw cycle
+ Lack of adequate drainage
+ Failing roads
_______________________________________________________________________ Accelerated rate of pavement failure
Image source: https://www.asphaltninjas.com/ninja-blogs/winter-asphalt-damage-repair Neighborhoods with little to no existing drainage infrastructure are often the ones with the worst roads and targeted for annual road rehabilitation projects.
385
12 2026 Update – Road Rehabilitation Projects (cont.)
386
13 Winnemuca Ave/Silver Tip Ave – BEFORE
Barton & 2nd Drainage Project
Winnemuca Ave/Silver Tip Ave – AFTER
Barton & 2nd Drainage Project
2026 Update – Road Rehabilitation Projects (cont.)
387
2026 Update – Existing Infrastructure
14 Estimated Age of Existing CMP
388
2026 Update – Proposed Outcome
• Refreshed document that thoroughly assesses all sub watersheds and neighborhoods for the proposed components, combines efforts from past documents, and prepares conceptual plans, cost estimates, ranking of priority, and extensive public outreach for all proposed projects.
• Each area will be assessed for:
• Water Quality/Erosion Control Projects
• Neighborhood Flood Relief Projects
• Potential to incorporate Areawide Treatment Facilities • Each project will be developed to:
• Inform future Road Rehabilitation Projects
• Consider existing infrastructure and inform easement purchases and replacements. • Inform coordination with public landowners.
• Allow staff to effectively leverage grant opportunities. • Evaluate potential supplemental benefits such as trail connections or viability for parklets.
• Budget future anticipated maintenance for proposed facilities. 389 15 Anticipated Budget
16 • ~ $150,000 for detailed modeling of the entire City. • ~ $25,000/SQ MI for all other master planning components. • For roughly 10 SQ MI of land, cost would be ~$250,000 for analysis of proposed components.

Total Mid-Year Request: $400,000
• ~ $200,000 for areawide modeling (Grant application)
• Additional anticipated cost for development of connection agreements. ________________________________________
Total Anticipated Cost: $600,000
390
City Council Action
• Ratify application submitted to State Water Resources Control Board for Clean Water Act Section 205(J) Water Quality Planning Project grant in the amount of $200,000.
• Direct staff to prepare a Request for Proposals and solicit consultants to engage in a master professional services agreement after securing funds.
391 17
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: February 24,
2026
Agenda Item #:10
Agenda Item: Second Home Regulation and Housing Replacement Policy Executive Summary: At the City Council meeting on November 7, 2023, Councilmember Robbins (seconded by Bass) requested that an item be placed on a future agenda to discuss a potential permitting system and cap on the number of second homes. At the City Council meeting on March 11, 2025, Councilmember Robbins (seconded by Jinkens) requested that an item be placed on a future agenda to discuss a potential requirement that a developer demolishing a building being used as housing build replacement housing units. Given the related nature of these items in that they are both intended to preserve housing stock, they have been combined into one staff report for the purpose of efficiency.

Requested Action / Suggested Motions: Receive report and either: (1) Pass a Motion providing direction to staff on further study of specific issues; or (2) Take no action.

Responsible Staff Member: Heather Stroud, City Attorney Zach Thomas, Director of Development Services
Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Attachments:
01 - Staff Report.docx
392
Council Agenda Report- February 24, 2026 Page 1 of 2
City of South Lake Tahoe
Report to City Council
Meeting Date: February 24, 2026
Title: Second Home Regulation and Housing Replacement Policy Location: Citywide
Responsible Staff Members: Heather Stroud, City Attorney (530) 542-6046 Zach Thomas, Director of Development Services (530) 542-7400 Background: At the City Council meeting on November 7, 2023, Councilmember Robbins (seconded by Bass) requested that an item be placed on a future agenda to discuss a potential permitting system and cap on the number of second homes. At the City Council meeting on March 11, 2025, Councilmember Robbins (seconded by Jinkens) requested that an item be placed on a future agenda to discuss a potential requirement that a developer demolishing a building being used as housing build replacement housing units. Given the related nature of these items in that they are both intended to preserve housing stock, they have been combined into one staff report for the purpose of efficiency.

Issue and Discussion:

Second Home Permitting/Cap
The threshold issue is whether the City has the authority to require a permit to use a dwelling as a “second home,” meaning that it is not the primary residence of the owner. The use of a dwelling for residential purposes, whether it is as a primary or secondary residence, would still be considered a residential use under the City’s zoning, specifically South Lake Tahoe City Code §

6.85.020 (Allowable land uses, adopting by reference the permissible uses contained with the TRPA Code of Ordinances, Chapter 21), and TRPA Code of Ordinances, Chapter 21, Table 21.4- A (List of Primary Uses and Use Definitions). “Single-family dwelling” is defined as:

One residential unit located on a parcel. A single-family dwelling unit may be contained in a detached building such as a single-family house, or in a subdivided building containing two or more parcels such as a town house condominium.

Vacation rentals are included provided they meet the Local Government Neighborhood Compatibility Requirements as defined in this Code. Up to two Accessory Dwelling Units are included; see “Accessory Dwelling Unit.” Regulating the use of dwellings based on whether they are used as a primary residence or second home would risk the same constitutional infirmity found in Measure T. South Lake Tahoe Property Owners Group v. City of South Lake Tahoe, 92 Cal. App. 5th 735, 764-66 (2023) (holding that “Measure T’s permanent resident exception facially discriminates against interstate commerce”).

There does not appear to be a legally permissible way to make this distinction. Staff is not aware of any other jurisdiction in the United States that has adopted a second home permitting system.

Staff does not recommend requiring a permit or establishing a cap for second homes. 393
Council Agenda Report- February 24, 2026 Page 2 of 2
Demolition Requirements to Replace Housing
Demolition permits are generally ministerial, meaning that they are granted if objective criteria are met and there is limited ability to place conditions on their approval. Several cities have adopted ordinances requiring a discretionary permit prior to demolishing an existing lodging structure, but there have been legal challenges. For example, the City of Berkeley adopted an ordinance requiring, as a condition of a demolition permit to demolish an existing residential rental structure, a showing either that the property was unusable or that an equal number of housing units would be constructed. A property owner filed a lawsuit, and the court held that this local ordinance was preempted by the Ellis Act, which guarantees a landlord’s right to withdraw certain residential units from the rental market. First Presbyterian Church of Berkeley v. City of Berkeley, 59 Cal. App. 4th 1241 (1998).

When there is a new project being proposed on a site that contains housing, state law sets forth requirements for replacing existing housing units. The Housing Crisis Act of 2019 requires that for any housing development project, the project must create at least the same number of “residential dwelling units” as those that will be demolished, which is known as the “no net loss” requirement.

Cal. Gov’t Code § 66300.6(a). Additionally, if the project will require the demolition of occupied or vacant protected “residential dwelling units,” the project must replace all of the protected units on site, subject to certain conditions. Cal. Gov’t Code § 66300.6(b). “Protected units” are defined as “residential dwelling units” that were, within the past five years, restricted to or rented by low- or very low-income households or subject to rent control. § 66300.5(h). The term “residential dwelling units” is not defined in this statute. Under the California Building Code, a “dwelling unit” is defined as “[a] single unit providing complete independent living facilities for one or more persons, including permanent provisions for living, sleeping, eating, cooking and sanitation.” Thus motel rooms without these permanent provisions would not qualify as residential dwelling units that trigger the replacement requirements under state law.

City Council is asked to discuss and provide direction on the issues desired to be addressed by this potential regulation.

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

Financial Implications: Receiving this report does not have any financial implications.

Policy Implications: Neither of these potential policy initiatives are included in the City Council’s Strategic Plan 2025-2030.
394
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: February 24,
2026
Agenda Item #:11
Agenda Item: Amendment to FY 25-26 List of Allocated Positions to Increase Police Officer Positions to Staff the Marine Safety Unit
Executive Summary: The Police Department Marine Safety Unit is an important and integral part of the education, enforcement, and rescue component of public safety on the water during the summer season.

The Marine Safety Unit has been historically staffed by Retired Annuitants. CalPERS has recently ruled that these retired annuitants will not be authorized by CalPERS to work after the Summer 2026 boating season. The city executive team determined that the Marine Safety Program must be maintained. The Police Department seeks to amend the employee allocation table to add two full time police officers to staff the Marine Safety Unit allowing for staff training during Summer 2026 and permanent staffing beyond that.

Requested Action / Suggested Motions: Pass a Resolution authorizing an amendment to the FY 25- 26 List of Allocated Permanent Positions increasing Police Officers (excluding cannabis officer) from 31 FTE to 33 FTE to staff the Marine Safety Unit.

Responsible Staff Member: Jeff Roberson, Chief of Police and Dan Bardzell, Assistant City Attorney Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Director of Finance Heather Stroud, City Attorney
Attachments:
01-Staff Report - Marine Safety Unit.docx
02-Resolution - Two New Permanent Police Officer Positions to Marine Safety Unit.docx 03-Position Allocation FY 25-26 Feb 2026 (Exh. A to Resolution) rv.pdf 395
Council Agenda Report- February 24, 2026 Page 1 of 4
City of South Lake Tahoe
Report to City Council
Meeting Date: February 24, 2026
Title: Amendment to FY 25-26 List of Allocated Positions to Increase Police Officer Positions to Staff the Marine Safety Unit
Location: Citywide
Responsible Staff Member: Jeff Roberson, Chief of Police, and Dan Bardzell, Assistant City Attorney
Background: For at least 25 years, the South Lake Tahoe Police Department has fielded the police boat and Marine Safety Officers for education, enforcement, and rescue on Lake Tahoe. During that period the police boat was historically manned by California Public Employee’s Retirement System (CalPERS) retirees (otherwise known as retired annuitants); sometimes up to four officers. Retired annuitants include officers who have retired from full-time service at a CalPERS agency, such as the City of South Lake Tahoe, and then come back to work on a limited basis with special skills to fill these positions as extra help. This work is limited by the guidelines, rules, and laws as they relate to CalPERS.

Pursuant to California law, post-retirement employment by a CalPERS retired annuitant with a CalPERS contracting agency, such as City of South Lake Tahoe, is prohibited with limited exception. Under the Public Employees’ Retirement Law, a retired member who returns to work for a CalPERS agency is required to reinstate from retirement and resume active CalPERS membership unless the employment falls within a specific statutory exception authorizing postretirement work. (Gov. Code, §§ 21220, 21221, 21224.) The City has a long-term practice of staffing its boat patrol with retired annuitants, under a statutory exception which allows for annuitants to provide temporary extra help to the City.

Specifically, under Government Code section 21224, a retired annuitant may be employed [. . .] in limited circumstances such as to (1) fill a need for specialized skills, (2) perform work of limited duration, (3) assist with a special project, or (4) perform functions during an emergency to prevent a stoppage of public business, all subject to the statute’s requirements and limitations. (Gov.

Code, § 21224.) CalPERS has explained that this exception is not meant to be a permanent staffing solution.

The City is aware of increasing enforcement action by CalPERS regarding retiree employment rules which, in the past, went unchallenged. The City has communicated with CalPERS about the viability of the City’s boat patrol staffing framework. CalPERS responded that:

1. It is concerned with the City’s usage of retired annuitants on a continuous basis. The work performed by extra help retirees should supplement regular staff efforts and should not be considered permanent solutions to business needs and the positions should ultimately be filled with non-retirees.
396
Council Agenda Report- February 24, 2026 Page 2 of 4

2. CalPERS also took issue with the City’s practice of re-hiring the same retired annuitants year after year. Although the City has done so based on a lack of other qualified applicants, CalPERS indicated that repeat seasonal hires under the same appointment can trigger a higher level of scrutiny for compliance with retirement rules.

CalPERS informed the City of South Lake Tahoe Human Resources Department on Jan 29, 2026 that while CalPERS is concerned with one of our retired annuitant’s compliance with the limited duration requirement, they will approve that officer to work the 2026 boating season. However, they will not approve that officer to work beyond this upcoming boating season. The Human Resource Department is still waiting to hear the status of the other retired annuitant Marine Safety Officer; however, CalPERS will likely take a similar stance.

If a retired annuitant is employed in violation of the statutory rules, CalPERS may determine that the retiree was improperly employed and require reinstatement from retirement. (Gov. Code, §§ 21220, 21224.) If CalPERS determines the engagement is improper, the consequences can affect both the City and the retiree. This includes audit findings against the City, required backpay of CalPERS contributions by the City, required termination/correction of the position, potential recovery of pension overpayments from CalPERS to the retiree, and risk to the retiree’s continued eligibility to receive pension benefits while working.

By making a change now towards staffing the boat patrol with non-retirees, it protects the City and involved annuitants from this serious financial risk. Additionally, it resolves a potential future public safety issue caused by the inability to provide marine safety on the south shore as a result of an adverse CalPERS determination.

Issue and Discussion: Significantly, a CalPERS sanction to the City for the use of retired annuitants in South Lake Tahoe Police Marine Safety Program using the current model would also impact the retired annuitants with the potential of a life altering financial burden. The police boat is a significant pillar of, and an absolute necessity for, public safety on the water of the South Shore and beyond.

Working quickly against several time constraints, the police department recognized that for the current season we will have to readily identify two currently employed officers to work the 2026 boating season. Once identified, these officers will need to be sent to basic marine safety training before this boat season starts about May 15th. In addition, consideration will have to be made for the roles these two officers currently hold within the police department, it is likely that a staffing shuffle will leave either patrol or detectives short staffed during the summer of 2026. It is also critical that these two officers be identified individually as the window for their on-water training in Tahoe with our experienced Marine Safety Officers is quickly closing. These selected officers will then be our only Marine Safety Officers for summer 2027 with at least a three-year commitment, until we have others trained to supplement these roles.

This request for the addition of two police officers to the permanent position allocation table was not taken lightly. Consideration was given to other options, notably other retired annuitants and part time police officers. The South Lake Tahoe Police Department has in the recent past attempted to recruit other retired annuitants, this reporting was provided to CalPERS as part of their analysis of our current situation. The police department has not been successful in recruiting other annuitants to this program, explaining why we only have two marine safety officers when historically we’ve had four; which then allowed for near seven day a week coverage. Our experience is that few people apply for this program, and those that have come and gone note two 397
Council Agenda Report- February 24, 2026 Page 3 of 4
things; 1-they were not up to the physically demanding task or 2-the job is more proactive than expected. We now recognize that this disallowance of our retired annuitant officers requires that we replace them with full-time officers into the future because of this seismic paradigm shift in how CalPERS allows retired annuitants to work
In considering the impact of the police boat on the water; recall the most recent high-profile rescues and recoveries on June 21, 2025. While the events of that day represent a heavy loss, one must remember that the police boat was on the water, not launched in response to calls coming into dispatch for help. Our Marine Safety Unit was actively engaged in rescue operations during a time when innumerable boaters called into police dispatch for rescue and other boaters abandoned their boats on shore to get out of the storm and off the water.

The police boat provides a means by which the police department can engage in boater safety education, water safety enforcement (including boating under the influence), and water rescue operations. The Marine Safety Officers share many stories of rescues where, if not for their efforts, other lives would have been lost from drowning or blood loss.

This position is highly specialized and requires not only formal outside training but extensive training while working on the water in Tahoe under the tutelage of our experienced retired annuitant boat officers.

Financial Implications: The attached resolution would amend the Allocated Permanent Position table to increase sworn police officer positions from 31 to 33 (not including the Police Officer position assigned to the Cannabis program). The estimated fully burdened annual cost for the two additional officers is approximately $408,940.

Funding for a partial fiscal year (approximately $204,470) will be included as part of the mid-year budget adjustments at an upcoming City Council meeting. Ongoing funding in future fiscal years is anticipated to include a combination of the following sources:
 A portion of the annual Boating and Waterways grant (currently $56,464 for FY 2026/27)  El Dorado County Vessel Property Tax revenues (estimated at $59,508 for FY 2026/27)  Potential use of Measure S and/or Proposition 172 Public Safety Sales Tax revenues; and  General Fund support, as needed.

Staff is actively exploring options to minimize the impact on the General Fund. These options include potential expanded cost-sharing arrangements with the Lake Tahoe Unified School District for the School Resource Officer (SRO) program by adding an additional SRO and structuring seasonal scheduling (summer and winter) to allow one of the new positions to support both programs, if feasible.

Additional funding strategies under evaluation include boating-related fee adjustments (such as a modest Marine Safety Fee dedicated to boat patrol and enforcement), adjustments to boat launch fees (subject to Division of Boating and Waterways limitations and approval), including potential non-resident differentials or seasonal public safety assessments during peak boating months. Staff will also pursue supplemental seasonal patrol grants and other boating safety and enforcement grants and opportunities.
398
Council Agenda Report- February 24, 2026 Page 4 of 4
Further options may include allocating a defined percentage of Transient Occupancy Tax (TOT) growth above certain baseline threshold to marine public safety and exploring public safety contribution agreements with the Tourism/Business Improvement Districts.

Environmental Considerations: This is not a ‘project’ subject to review under the California Environmental Quality Act (CEQA) under CEQA guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies).

Policy Implications: This contract amendment supports City Strategic Priority Three:

Ensure Public Safety.
399
Resolution 2026-XXX February 24, 2026 Page 1 of 3
Resolution 2026-XXX
Adopted by the City of South Lake Tahoe
City Council
February 24, 2026
Approval of update to 2025-2026 list of Allocated Permanent Positions, for the addition of two police officer position

BACKGROUND
A. The South Lake Tahoe Police Department currently operates and staffs the Marine Safety Unit (police boat) using Retired Annuitants. The current staffing model of the Police Marine Safety Unit using those Retired Annuitants has been disallowed by the California Public Employee’s Retirement System. Summer 2026 will be the last season allowed by CalPERS for our current retired annuitants.

B. The Marine Safety Unit has shown itself to be a crucial component of water safety for South Lake Tahoe, the south shore, and beyond. This critical component contributes to education, enforcement, and rescue, providing those services to the local population as well as our visitors.

C. By removing our retired annuitants as Marine Safety Officers, CalPERS has eliminated the police department’s ability to provide water safety on the lake during the peak summer season. The option to move police officers from patrol for police boat staffing, at current patrol staffing levels, negatively impacts our ability to provide those patrol services within the city.

D. To provide a Marine Safety service level equal to that of our current capacity requires the addition of two full time police officers. Consideration for additional retired annuitants, part time officers, and reserved were considered. Historically and currently, the recruitment of other retired annuitants to our Marine Safety Program has yielded no viable candidates.

This specific circumstance has prevented the Police Department from upstaffing to provide weeklong boating coverage.

E. Fielding a Marine Safety Unit for the 2026 summer season will occur using our current retired annuitants. This season will be critical in training replacement boat officers for continuing operations beyond the summer of 2026. To provide the new Marine Safety officers with hands on training from senior officers who have robust experience combining the police boat equipment, familiarity with Lake Tahoe, operational considerations with other agencies on the lake, educational processes, enforcement procedures, and rescue operations; we must replace the outgoing retired annuitants with full time officers who will be placed in and stay in this position for at least three year period. 400
Resolution 2026-XXX February 24, 2026 Page 2 of 3
F. The adoption of this resolution reinforces the police department and the City’s commitment to the Marine Safety Unit (police boat) by providing full time police officers who, as a standalone team, will staff the police boat starting summer 2027.

G. The adoption of this resolution authorizes the increase of the following classification:

Police Officer 33 positions
H. Funding for the two new Police Officer positions for a partial year will be included in the mid-year budget adjustments to be presented to City Council at an upcoming City Council meeting. Ongoing funding for these positions will be incorporated into future fiscal year budgets and supported through a combination of available special revenue sources and General Fund appropriations, as determined by the City Council.

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

1. Resolves that the above recitals are true and a substantive part of this resolution.

2. Authorizes amendment to the FY 2025/2026 List of Allocated Permanent Positions, attached hereto as Exhibit A, increasing authorized Police Officers (non-cannabis) positions from 31.0 FTE to 33.0 FTE.

Adopted by the City of South Lake Tahoe City Council on February 24, 2026 by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
Cody Bass, Mayor
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signatures certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
401
Resolution 20
26-XXX February 24, 2026 Page 3 of 3
402
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 24/25 Adopted thru June'25 25/26 Adopted thru Feb'26 25/26 Budget

CITY COUNCIL
Council Member (Elected) Department Total 5.00 5.00 5.00 5.00 0.00

CITY CLERK
City Clerk (Elected) 1.00 1.00 1.00 1.00
Assistant City Clerk 1.00 1.00 1.00 1.00
Department Total 2.00 2.00 2.00 2.00 0.00

CITY TREASURER
City Treasurer (Elected) Department Total 1.00 1.00 1.00 1.00 0.00

CITY MANAGER DEPARTMENT
City Manager 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
Communications and Project Specialist 1.00 1.00 1.00 1.00 Data and Innovation Program Manager 1.00 1.00 1.00 1.00 Sustainability Coordinator 1.00 1.00 1.00 1.00
Transportation Manager 0.00 0.25 0.00 0.00

5.00 5.25 5.00 5.00
Human Resources
Human Resources Manager 1.00 1.00 1.00 1.00
Principal &/or H.R. Analyst 2.00 2.00 2.00 2.00
Total 3.00 3.00 3.00 3.00 0.00
Department Total 8.00 8.25 8.00 8.00 0.00

CITY ATTORNEY
City Attorney 1.00 1.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00
Risk Manager 1.00 1.00 1.00 1.00
Paralegal 1.00 1.00 1.00 1.00
Department Total 4.00 4.00 4.00 4.00 0.00

FINANCE DEPARTMENT
Director of Finance 1.00 1.00 1.00 1.00
Administrative Assistant I, II 0.00 0.00 1.00 1.00
Total 1.00 1.00 2.00 2.00 0.00
Financial Services
Financial Services Supervisor 1.00 1.00 1.00 1.00
Accountant I, II 1.00 1.00 1.00 1.00
Accountant I / Payroll Coordinator 1.00 1.00 1.00 1.00
Accountant (Transit JPA) 0.00 0.25 0.00 0.00
Principal Management Analyst - Purchasing and Grants 1.00 1.00 1.00 1.00 Total 4.00 4.25 4.00 4.00 0.00
Revenue
Accounting Technician I, II 2.00 2.00 2.00 2.00
Supervising Accounting Technician 1.00 0.00 0.00 0.00
Assistant Management Analyst 0.00 1.00 1.00 1.00
Accountant I/II 1.00 1.00 1.00 1.00
Total 4.00 4.00 4.00 4.00 0.00
Information Systems
Information Systems Supervisor 1.00 0.00 0.00 0.00
Information Systems Manager 0.00 1.00 1.00 1.00
Network Systems Administrator 1.00 1.00 0.00 0.00
IT Analyst / Sr. IT Analyst 0.00 0.00 1.00 1.00
Information Systems Technician I, II 1.00 1.00 2.00 2.00 Total 3.00 3.00 4.00 4.00 0.00
Department Total 12.00 12.25 14.00 14.00 0.00
1 of 3
403
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 24/25 Adopted thru June'25 25/26 Adopted thru Feb'26 25/26 Budget

DEVELOPMENT SERVICES DEPARTMENT
Director of Development Services 1.00 1.00 1.00 1.00
Administrative Clerk I, II 1.00 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00 0.00
Planning
Planning Manager/Environmental Planner 1.00 1.00 1.00 1.00 Associate Planner, Assistant Planner 2.00 2.00 2.00 2.00 Sr. Planner 1.00 1.00 1.00 1.00
Development Services Technician 0.00 0.00 0.00 0.00 1.00 Total 4.00 4.00 4.00 4.00 1.00
Housing
Housing Manager 1.00 1.00 1.00 1.00
Associate Planner, Assistant Planner- Housing 1.00 1.00 1.00 1.00 Associate Management Analyst 1.00 1.00 1.00 1.00
Program Coordinator 1.00 1.00 1.00 1.00

4.00 4.00 4.00 4.00 0.00
Building and Safety
Building Official 1.00 1.00 1.00 1.00
Pr Bldg & Sr Bldg Inspector, Bldg Inspector, Hsng Insp. 4.00 4.00 3.00 3.00 Sr. Permit Center Technician, Permit Center Technician 2.00 2.00 2.00 2.00 Total 7.00 7.00 6.00 6.00 0.00
Department Total 17.00 17.00 16.00 16.00 1.00

PUBLIC WORKS DEPARTMENT
Director of Public Works 1.00 1.00 1.00 1.00
Capital Program and Facilities Program Manager 1.00 1.00 1.00 1.00 Office Manager 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00 0.00
Engineering
Complete Streets Program Manager 1.00 0.50 0.00 0.00
GIS Analyst 0.00 0.00 0.00 0.00
Resident Engineer / Resident Inspector 0.00 0.00 0.00 0.00 Associate Civil Engineer, Associate Architect 4.00 4.00 0.00 0.00 Associate Civil Engineer, Sr. Civil Engineer 0.00 0.00 2.00 2.00 Associate Planner, Assistant Planner (Transportation) 0.00 0.50 1.00 1.00 Engineering Technician I, II 1.00 1.50 2.00 2.00
Engineering Project Manager 0.00 0.00 2.00 2.00
Total 6.00 6.50 7.00 7.00 0.00
Maintenance Operations / Snow Removal
Maintenance Manager 2.17 2.17 2.00 2.00
Lead Maintenance Technician 3.00 3.00 3.00 3.00
Maintenance Technician I, II, III, IV, V 15.00 15.00 15.00 15.00 Total 20.17 20.17 20.00 20.00 0.00
Fleet Maintenance
Maintenance Manager - Fleet 1.00 1.00 1.00 1.00
Equipment Mechanic I, II, III 6.00 6.00 6.00 6.00
Fleet Control Specialist 1.00 1.00 1.00 1.00
Total 8.00 8.00 8.00 8.00 0.00
Airport
Airport Manager 1.00 1.00 1.00 1.00
Airport Maintenance Supervisor 1.00 1.00 1.00 1.00
Administrative Assistant I, II 1.00 1.00 1.00 1.00
Maintenance Technician I, II, III, IV, V 1.00 1.00 1.00 1.00 Total 4.00 4.00 4.00 4.00 0.00
Department Total 41.17 41.67 42.00 42.00 0.00
2 of 3
404
Allocated Permanent Positions
Authorized/ Authorized/ Authorized/ Authorized/ Authorized/ Appropriated Appropriated Appropriated Appropriated Frozen Positions Positions Positions Positions Positions
Department/Positions 24/25 Adopted thru June'25 25/26 Adopted thru Feb'26 25/26 Budget

PARKS AND RECREATION DEPARTMENT
Director of Parks and Recreation 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00
Recreation
Administrative Assistant I, II 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00
Maintenance Manager - Recreation 1.00 1.00 1.00 1.00
Maintenance Technicians I, II, III, IV,V 0.00 0.00 2.00 2.00 Recreation Supervisor - Acquatics 0.00 0.42 1.00 1.00
Recreation Supervisor - Programs 0.00 0.00 1.00 1.00
Events Coordinator 1.00 0.50 0.00 0.00
Marketing and Events Coordinator 0.00 0.50 1.00 1.00
Recreation Program Coordinator 1.00 1.00 1.00 1.00
Head Pool Lifeguard 1.00 1.42 2.00 2.00
Total 6.00 6.84 11.00 11.00
Parks
Maintenance Manager - Parks 1.00 1.00 1.00 1.00
Lead Maintenance Technician 1.00 1.00 1.00 1.00
Maintenance Technicians I, II, III, IV,V 7.00 7.00 7.00 7.00 Total 9.00 9.00 9.00 9.00
Department Total 16.00 16.84 21.00 21.00 0.00

FIRE DEPARTMENT
Fire Chief 1.00 1.00 1.00 1.00
Fire Division Chief (Grant Funded) 1.00 1.00 1.00 1.00
Fire Deputy Chief 0.00 0.00 1.00 1.00
Fire Marshall 1.00 1.00 0.00 0.00
Fire Battalion Chief 3.00 3.00 3.00 3.00
Fire Captain 9.00 9.00 9.00 9.00
Fire Engineer 9.00 9.00 9.00 9.00
Firefighter, Paramedic 9.00 9.00 9.00 9.00
Firefighter, Paramedic (Meas. S, prev. SAFER Grant) 7.00 7.00 7.00 7.00 Fire Safety Inspector I, II 1.00 1.00 1.00 1.00
Executive Assistant to the Fire Chief 1.00 1.00 1.00 1.00 Department Total 42.00 42.00 42.00 42.00 0.00

POLICE DEPARTMENT
Chief of Police 1.00 1.00 1.00 1.00
Police Lieutenant 3.00 3.00 3.00 3.00
Police Sergeant 6.00 6.00 6.00 6.00
Police Officer* 31.00 31.10 31.00 32.00
Police Officer (cannabis) 1.00 1.00 1.00 1.00
Public Safety Dispatch Supervisor 1.00 1.00 1.00 1.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Community Service Officer Supervisor 1.00 1.33 2.00 2.00 Public Safety Dispatcher 9.00 9.00 9.00 9.00
Senior Police Records Tech, Police Record Tech 2.00 2.00 2.00 2.00 Administrative Assistant I 1.00 1.00 1.00 1.00
Senior Evidence/Prop Tech, Evidence/Prop Tech 2.00 2.00 2.00 2.00 Sr Community Svcs Officer, Community Svcs Officer 4.00 5.67 8.00 8.00 Parking Ambassador 4.00 4.00 4.00 4.00
Code Compliance Investigator 1.00 1.00 1.00 1.00
Administrative Assistant II 1.00 1.00 1.00 1.00
Department Total 69.00 71.10 74.00 75.00 0.00
Total City Employees 217.17 221.11 229.00 230.00 1.00
*FY 25/26 thru Feb'26 reflects mid-year adjustments for a partial year allocation of 2 Police Officer position FTEs (equal to 1.0 total FTE for a partial year) 3 of 3
405
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: February 24,
2026
Agenda Item #:12
Agenda Item: Establishment of a Temporary Retired Annuitant Extra Help Position Executive Summary: City Council will consider creation of a temporary part-time Retired Annuitant Extra Help position to ensure appropriate oversight and support of City functions is continuous while the City Manager position is vacant and the Assistant City Manager is also serving as the Interim City Manager.

Requested Action / Suggested Motions: Pass a Resolution authorizing the establishment of a temporary position, Retired Annuitant Extra Help, and the related salary table.

Issue and Discussion: During the Interim City Manager term, Mrs. Roverud will be providing oversight and direction to a span of employees typically undertaken by both the City Manager and Assistant City Manager. In order to ensure that appropriate oversight and support of City functions is continuous, the request is to establish a temporary position, to be filled by an experienced retired annuitant.

California Government Code section 21224 permits a retired annuitant to be employed in an “extra help” capacity to provide services in limited circumstances such as to (1) fill a need for specialized skills, and (2) perform work of limited duration. Based on the above, the City has a need for specialized skills including human resources oversight, as well as oversight of other employees within the City Manager’s office. The Retired Annuitant Extra Help shall perform work of limited duration, specifically until the City has completed its City Manager recruitment and returned to full staffing of the City Manager and Assistant City Manager positions. The City anticipates this will occur in six months or less. The Retired Annuitant Extra Help position would be filled part-time, up to 20 hours/week.

The job duties to be performed by the Retired Annuitant Extra Help shall include:
a. Providing delegated staff supervision and coordination of activities within the City Manager’s office (Communications, Sustainability, and Human Resources); b. Providing leadership in implementation of City goals and objectives in assigned functional areas;
c. Providing mentorship and guidance for staff in assigned functional areas; d. Providing the City Manager with recommendations on appropriate service and staffing levels for assigned functions;
407
Council Agenda Report February 24, 2026 Page 2 of 2
e. Providing the City Manager with budget recommendations related to the assigned functional areas;
f. Providing the City Manager with support in performing the City Manager’s duties related to labor negotiations.

Financial Implications: The salary table for the Retired Annuitant Extra Help position would be the same as the current Assistant City Manager salary table. The cost of this position is estimated at not to exceed $55,000. Salary savings from the City Manager position vacancy would be utilized to fund this temporary position
Environmental Considerations: This is not a “project” subject to review under the California Environmental Quality Act (CEQA) under CEQA Guidelines section 15378(b)(2) (continuing administrative or maintenance activities, such as purchases for supplies).

Policy Implications: The City’s 2025-2030 Strategic Plan includes a variety of priorities and action items that require continuous oversight to achieve within the timeframe of the workplan. 408
Resolution 2026-XXX February 24, 2026 Page 1 of 3
Resolution 2026-XXX
Adopted by the City of South Lake Tahoe
City Council
February 24, 2026
Establishing a Temporary Position, Retired Annuitant Extra Help, and the Related Salary Table

BACKGROUND
A. As of February 18, 2026, the City has a vacancy in the position of City Manager. The City is conducting a recruitment to fill the vacancy.

B. During the recruitment process, Assistant City Manager Hilary Roverud is employed as the Interim City Manager. For the limited duration of the recruitment process, Roverud is filling both the role of Assistant City Manager and Interim City Manager.

C. In order to ensure that the necessary functions of both Interim City Manager and Assistant City Manager are adequately fulfilled during this recruitment process, the City desires to establish a temporary position, Retired Annuitant Extra Help, to provide Roverud with extra help in supervising and providing guidance to the City Manager’s office, including the Human Resources Division which is contained within same.

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

1. Approves the new temporary position, Retired Annuitant Extra Help, based on the needs described in the Background section of the foregoing Resolution as well as the related staff report.

2. Authorizes the addition of the salary table for this position to the City Salary Schedule (attached hereto as Exhibit A.)

3. Directs the Finance Director take all steps necessary to implement the terms of this Resolution pertaining to the Fiscal Year 2025-2026 budget.

Adopted by the City of South Lake Tahoe City Council on February 24, 2026, by the following vote:

Yes:

No:

Absent:

Abstain:
________________________ Date:_________
409
Resolution 2026-XXX February 24, 2026 Page 2 of 3
Cody Bass, Mayor
Attest:
________________________
Susan Blankenship, City Clerk
The presence of electronic signature certifies that the foregoing is a true and correct copy as approved by the South Lake Tahoe City Council.
410
Resolution 2026-XXX February 24, 2026 Page 3 of 3
Exhibit A
City of South Lake Tahoe
Salary Table Updates Effective 02/24/2026
XXXX Retired Annuitant - Extra Help
Index Key Value Hourly Monthly
9900/XXXX/01 92.11965 15,967
9900/XXXX/02 96.72563 16,765
9900/XXXX/03 101.56190 17,604
9900/XXXX/04 106.64001 18,484
9900/XXXX/05 111.97201 19,408
411
City of South Lake Tahoe
Agenda Item Executive Summary
Joe Irvin, City Manager
__________________________________
Meeting Date: February 24,
2026
Agenda Item #:12
Agenda Item: Establishment of a Temporary Retired Annuitant Extra Help Position Executive Summary: City Council will consider creation of a temporary part-time Retired Annuitant Extra Help position to ensure appropriate oversight and support of City functions is continuous while the City Manager position is vacant and the Assistant City Manager is also serving as the Interim City Manager.

Requested Action / Suggested Motions: Pass a Resolution authorizing the establishment of a temporary position, Retired Annuitant Extra Help, and the related salary table.

Responsible Staff Member: Hilary Roverud, Interim City Manager Reviewed and Approved By: Susan Blankenship, City Clerk Olga Tikhomirova, Finance Director Heather Stroud, City Attorney
Attachments:
01-Staff Report - Retired Annuitant.docx
02-Resolution - Retired Annuitant.docx
412
2026 Agenda Planning Calendar (Updated 02 19 2026)
Agenda Item Agenda Section
March 10, 9 a.m. Airport FAA Grant Application Runway Maintenance Consent City Attny VHR Ordinance (First Reading) PH
City Manager Chateau Update UB
Dev Services PLHA Loan To SPV Phase 2B NB
CDBG Closeout NB
CTC Land Exchange Consent
Finance Snow Removal Equipment Financing NB
IT Surplus Disposal Consent
Citywide User Fee Study Presentation NB
2025-2026 Master Fee Schedule PH
Ski Run BID Annual Report and Budget NB
Fire Right of Entry for Cole Property Project
Consent
Police PD Annual Report Consent
Douglas County Mutual Aid MOU Consent
SMD Ordinance (First Reading) NB
413
2026 Agenda Planning Calendar (Updated 02 19 2026)
AB 481 Report Consent
Patrol Tahoe Purchase Consent
Public Works Award Bijou Park Connector Consent
March 24, 5:30 p.mAirport Contract Amendment with Woolpert for Runway Project Consent City Attny VHR Ordinance (Second Reading) Consent
City Manager Economic Development Program Update UB
CM/Parks & Rec Recreation JPA Amendment #3 to Agreement NB CM/CA Old Recreation Center Re-Use NB
Dev Services Annual Planning Report Consent
El Dorado Transit AHSC Grant Subrecipient Agreement Consent Finance Fiscal Year 2025-2026 Mid-Year Budget Review NB Police SMD Ordinance (Second Reading) Consent
Public Works El Dorado Beach Update NB
March 31, 2026 1-4 p.m., City Hall, Special City Council Meeting-Protocols + Ethics April 18, 2026, 10 a.m., Rec Center, Special City Council Meeting- Recreation and Aquatic Center Grand Opening Ceremony April 21, 5:30 p.m. City Manager LTCC Fire Training Center Coverage Agreement NB 414
2026 Agenda Planning Calendar (Updated 02 19 2026)
Finance 2025 Annual Comprehensive Financial Report (ACFR) Consent 2025-2026 Master Fee Schedule Adoption Consent
Fire RFP Contract Award Cole Property project
Consent
Fuels Division Report Presentation NB
Police Ca State Boating & Enforcement Aid Program Grant Acceptance Consent Bear Report NB
Public Works Acceptance of Tahoe Fund Grant and Award of Bid Tahoe Valley Phase 2 Consent Amendment to Stantec’s PSA - Tahoe Valley Phase 2 Consent May 5, 9 a.m. City Manager Legislative Agenda UB
Dev Services Quarterly Housing Report Consent
Terminology workforce, affordable, employee housing by City/TRPA Consent Inclusionary Housing Ordinance Annual Report Consent
Tahoe Living Housing and Mobility Fees UB
Evaluate Feasibility - Res. Area Plan/SB9 & Remove Tourist Accomodation NB Finance Ski Run BID to Levy Assessment for Business License year 2026/2027 PH Fire LVFD MOU update for data sharing
Consent
415
2026 Agenda Planning Calendar (Updated 02 19 2026)
Parks & Rec Ice Arena Concessionaire Agreement NB
May 19, 5:30 p.m. Finance Quarterly Budget and Financial Status Report as of March 2026 Consent Investment Portfolio Report as of March 2026 Consent
Fire Right of Entry Agreements for EVAC route fuels work Consent
Parks & Rec Future of Senior Center NB
June 2, 9 a.m. City Clerk Pride Resolution Update Consent City Manager 2026 National Community Survey Report NB
Dev Services Mid Town Area Plan Adoption PH
Sign Ordinance Amendments (Sub Committee Recos) UB
STR Delinquency Report PH
June 16, 5:30 p.m.City Clerk Resolution Consolidating Election with EDC Consent

CC-STRSA
Finance Direct Charge of Mello-Roos Special Tax for CFD 1995-1 for FY 2026-27 Consent Annual Special Tax for CFD 2001-1 Series 2015 Special Tax Refunding Bon Consent Police SRO Agreement for 2026-2027 School Year Consent
June 18, 2026, 5 p.m., LTCC, Special City Council Meeting-State of the City Address Unscheduled/Pending
416
2026 Agenda Planning Calendar (Updated 02 19 2026)
City Attorney Ethics Policy Revisions
City Clerk Ordinance Increasing City Council Compensation (October 2026) City Council Protocols Special Meeting
City Manager Grants/Funding for Undergrounding Utilities Dev Services Performance Bond as a Condition of Demolition Discussion: Second Home Cap/Permit Options
Finance Disolution STJPPFA
Fire MOU Ratification of Auto Aid with TDFD Consent
CTC Land Access Agreement for Airport project Consent
Parks & Rec Events and Facitilies Naming Rights Discussion South Tahoe Parks Foundation Fundraiser Donation Agreement Update Purchase of Parks Equipment and Additional Funds Request Regan Beach Environmental & Design RFP
Regan Beach Statewide Park Program Grant Application
El Dorado Boat Ramp Replacement Purchase
Police Barton Community Health Needs and Harm Reduction Update AB109 MOU
417
2026 Agenda Planning Calendar (Updated 02 19 2026)
Heavenly Village Employee Discount Parking Passes
Ratification of Application for CalOES DVRT
Massage Ordinance Update/Amendments
Parking Garage Rate Increase
Police/PW Bike Paths/Speed Bumps, Bike Parking, Vehicle Parking 2026 Update to Parking Fees in the Bellamy Parking Garage Public Works Geothermal Use Discussion Item
Paving Policy Prioritixation of Total Users
Award of PD Roof Replacement
Eloise Bike Path Enhancements
Adjustment to 2026 Paving Program
TTD US 50 Plans Presentation
Award Lakeview and Ski Run Electrical Upgrades
Facilities Condition Assessment
Award PS&E for Sugar Pine Bike Path Project
418

South Lake Tahoe City CouncilFebruary 24, 2026

South Lake Tahoe City Council
February 24, 2026