Summer 2006 Newsletter
VISION Imagine the Lake Tahoe of your dreams— its unrivaled beauty preserved for future generations. It’s possible with community collaboration, collective vision, and a plan. One lake. One vision. One path to the future. www.pathway2007.org
The beauty of a “vision” is that it embraces not just what we can see in front of us, but also what we are able to imagine and manifest for our future. When we look at Lake Tahoe, we see a magnificent lake with crystal-clear water amid snow-capped mountains. It is the same vision the Washoe Indians have seen for untold generations. But much has changed since the Washoe were the sole inhabitants of this spectacular place. Cars, roads, businesses, houses, casinos, golf courses, boats and other reminders of our civilization have made their mark on the Jewel of the Sierra. The lake's famed clarity has been decreasing at an average rate of nearly one foot per year. Runoff of fine sediment, much of it resulting from land disturbances such as roads and homes, accounts for more than half of the loss. Left unchecked, such intrusions will alter the very beauty that drew us to Tahoe in the first place.
Pathway Partners: TAHOE REGIONAL PLANNING AGENCY
Lahontan Region
Preserving Lake Tahoe's pristine water and scenic shores is why the Tahoe Regional Planning Agency (TRPA) and its partner agencies—USDA Forest Service, the Lahontan Regional Water Quality Control Board and the Nevada Division of Environmental Protection—have created Pathway 2007.
Pathway 2007 is Charting a 20-Year Vision The idea behind Pathway 2007 is to create a collective “vision” for the Tahoe Basin by seeking the input of those with a stake in Tahoe's future. Residents, visitors, environmentalists, businesses, scientists, and all people in between are being invited to share visions and ideas with Tahoe's public agencies as they coordinate to rewrite their regional plans and regulations. The vision of individual communities will be woven into environmental objectives to create a viable plan for a sustainable future. This unprecedented public outreach process will form the backbone of future growth, as well as the benchmark for environmental preservation. For many years, decisions affecting Lake Tahoe were made based on one of two factors, often at odds with each other: the economy or the environment. Profitable projects worked for investors, but many proved environmentally damaging or degrading. On the other hand, stringent environmental controls dampened economic viability and sometimes resulted in urban blight. Now, the Pathway agencies are
2 | Pathway 2007
www.pathway2007.org
The pathway to our future is in our hands now. discussing a new approach to solving the problems of the past: The Triple Bottom Line.
Triple Bottom Line The Triple Bottom Line is an approach to sustainable growth and development that takes three criteria into equal consideration: the environment, the economy and the community’s quality of life.
The Environment We all acknowledge that what is unique about Lake Tahoe is its stunning beauty and pristine environment. In fact, our greatest economic assets are: • our pristine lake and spectacular scenery • unparalleled outdoor recreation
Our approach is to embrace projects that: • beautify the area • provide greater public access to the lake • encourage walkable and bikable
communities that reduce emissions • foster environmental stewardship
The Economy As Tahoe remains one of the most popular vacation destinations, it’s important that we promote quality redevelopment that respects our outstanding natural resources. Adopted in the 1980s when many vacant parcels existed in the Tahoe Basin, TRPA’s current regional plan focuses on new development restrictions. Now that we’re approaching buildout of vacant properties, we need to revitalize existing development and invigorate the economy.
Our approach is to focus more on: • eco-tourism activities such as green
building and low impact technology companies
• a communications system that allows
e-based businesses to flourish Additionally, the revised forest plan will keep the best aspects of management for national forest lands and strategic directions for resources and uses.
Quality of Life Community involvement and participation is the key to the Triple Bottom Line. Those who live in the Tahoe Basin are invited to map out their future communities. What will our neighborhoods look like 20 years from now? How do we keep our businesses viable? How will people of all income levels afford to live at Lake Tahoe? These are the critical questions facing community members involved in Pathway.
Public Involvement in Pathway 2007 Pathway is a collaborative process based on science, public input and the legal parameters public agencies operate under at Lake Tahoe. A public citizen’s advisory committee called the Forum is a group of 43 citizens who are providing input to Tahoe’s public agencies. The work of the Pathway Forum is being enhanced by what is called Place-Based Planning. Place-Based Planning is a grassroots effort to involve local communities in charting the 20-year vision for Lake Tahoe. Rather than relating to lands through “issues,” we relate to lands in more personal, recreational and inspirational ways.
Place-Based Planning Volunteers are: • looking at each community individually • focusing on affordable housing,
community character, transportation and other pressing challenges
• assisting public land managers to develop
updates for land uses across the Basin
Where is Placed-Based Planning Happening? Four working groups have been formed within our communities: • Placer County—North Shore communities • Public Lands and Waterways managed by the USDA Forest Service, state parks and other entities • South Shore—City of South Lake Tahoe, El Dorado and Douglas counties • Washoe County—Incline Village and Crystal Bay The planning working groups, along with the public at large during a series of workshops, will be exploring what we value in our communities and how local investment can result in a healthier region—in essence, how we achieve the “Triple Bottom Line” where the environment, the economy and the community all win. Place-Based Planning reflects a new partnership between individuals, local governments, and the Pathway agencies around the Tahoe Basin. The pathway to our future is in our hands now. Pathway 2007 is a vision we can all share because we can all contribute. Pathway 2007 is the road to a sustainable future that allows us to enjoy all this wonderful place has to offer while preserving it for future generations. Pathway 2007 is our vision for Lake Tahoe’s future. How limited we would be if our vision of Lake Tahoe were only what we can see today. We’re thinking big and urge you to get involved.
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Place-Based Planning Workshops During the weeks of March 27 and May 22, more than 1,000 people attended community workshops in the Place-Based Planning process of Pathway 2007. Workshops were held for the areas of Public Lands and Waterways, Placer County, South Shore Partnership, and Washoe County/Incline Village/Crystal Bay. The workshop process has explored what participants value about the Tahoe Basin and the future they desire. Based on these workshops and local Planning Working Group and agency staff input, an overall set of preliminary principles has been prepared. On the following pages, each area’s concepts are outlined. This information will be the basis for the Pathway 2007 Vision Summary documents which will guide future Tahoe planning.
PUBLIC LANDS AND WATERWAYS
1.
Public Lands Planning Working Group Members Bob King bking@fs.fed.us Chuck Greene chukgreene@aol.com Dave Fournier dfournier@fs.fed.us Dave Hamilton hamiltonda@ltcc.edu Denise Downie dedownie@fs.fed.us Heidi Hill Drum heidi@h2dcomm.org Jamie Greenough jgreenough@ltusd.org Jenny Scanland jscanland@parks.nv.gov Jim Lawrence lawrence@lands.nv.gov Lisa O’daly lodaly@trpa.org R. Don Michaely rdonm@jps.net Ray Lacey rlacey@tahoecons.ca.gov Rex Norman rnorman@fs.fed.us Shane Romsos sromsos@fs.fed.us Taira Byrne taira_byrne@yahoo.com Wayne Fisher tahoewayne@nvbell.net
Public lands play an important role at Lake Tahoe. More than 80 percent of the Tahoe Basin is managed by the Forest Service or state entities. Public concern over catastrophic fire, lake quality and the overall scenic quality and natural beauty of the Lake Tahoe Basin is shared by both visitors and residents.
Overall Planning Themes: • Improve existing and add new facilities to help
preserve and enhance the quality and diversity of the recreational experience. • Provide site-specific access consistent with the
desired recreation experience. • Restore and manage public lands and waterways
to the highest environmental standards while maintaining a quality user experience. • Pursue flexible land management to maintain the
quality experience and health of the Tahoe Basin’s natural environment. • Provide visitors and residents with educational
materials on the importance of public lands and waterways for recreation, environmental protection, and long-term quality of life.
to recreation sites. • Protect and feature scenic vistas. • Increase lake access opportunities.
Principle 2: Capacity The issue of capacity came up as primarily a seasonal/peak time issue in highly-used areas such as Emerald Bay. Design and Planning Features: • Cap the number of visitors to highly impacted
areas, especially during peak times. • Expand options to reduce congestion and over-use. • Encourage use of less-impacted areas to disperse
crowds at high-peak times. Principle 3: Recreation Recreation is a primary activity for residents and visitors around the Basin. It is important to allow for a range of activities—both motorized and non-motorized as well as urban and rural options. Design and Planning Features: • Provide diverse year-round recreation.
Preliminary Principles: Principle 1: Access Access to public lands and waterways was deemed critical for both residents and visitors. Problems exist in areas viewed as “focal points” around the lake such as Emerald Bay. Alternative transportation options discussed include: public transit, boat ferries, pedestrian and bike trails, and improved parking. Design and Planning Features: • Plan appropriate sized parking areas at highly
desired destinations. Charge for parking where appropriate. • Provide public transportation to highly congested
4 | Pathway 2007
• Build bike and pedestrian trails with access points
areas and promote its use.
• Improve access to recreation through alternative
transportation. • Provide appropriate facilities at trailheads, urban
recreation sites, and improved rural access points. Principle 4: Restoration Protect and restore public lands and waterways. Design and Planning Features: • Restore areas such as meadows and wetlands
currently damaged by over-use. • Improve eroded trails and facilities. • Reduce wildfire risks and improve forest health
in the wildland urban interface areas.
1. 2. 3. 4.
2.
Placer Planning Working Group Members
PLACER COUNTY
Bill Combs bcombs@placer.ca.gov Cindy Gustafson cindyg@tcpud.org Dave Wilderotter dave@tahoedaves.com Duane Whitelaw whitelaw@ntfire.net Jan Brisco jbrisco@ltol.com Jeff Rose nsrri@msn.com Jennifer Merchant jmerchan@placer.ca.gov John Friedrich john@keeptahoeblue.org Keith Norberg knorberg@trpa.org Lydia Altick laltick@rtdarch.com Mike Bernard mike@mhdstudio.org Pam Jahnke pam@ntbamainstreet.org Paul Vatistas vatistas@yahoo.com Rachelle Pellissier rachelle@whatt.org Ron McIntyre rmcconsulting@sbcglobal.net Ron Treabess ron@puretahoenorth.com Steve Rogers srogers@ntpud.org Sylvia Ambriz syambriz@kbfrc.com
Overall Planning Themes: • Revitalize and reinvest in Placer’s Tahoe communities
with a mix of uses, affordable housing, and commercial services; • Improve the image and vitality of gateway areas; • Improve transit and non-motorized access for
residents, visitors, and employees; and • Approach water quality and other environmental
improvements as part of an area-wide solution.
Preliminary Principles: Principle 1: Reinvest in and Revitalize Existing Centers Reinvestment and revitalization should take place in Placer’s existing community centers; this would be preferred to creating news ones. Planning and Design Features: • Encourage reinvestment in community centers to
eliminate blight and diversify the local economy. • Include affordable housing in communities. • Enhance the image of communities through
• Emphasize the arrival in Tahoe rather than at a
typical commercial intersection. • Plan gateways with attention to highway design,
landscape, architecture, signage, and visitor information. Principle 3: Improving Connections Public and private investments in Placer County should contribute to improving vehicular and non-motorized connections. Highway design should improve economic vitality and pedestrian safety and comfort. Planning and Design Features: • Improve connections to create better transportation
systems (i.e., bus transit, water transit, and bicycle routes). • Complete regional systems of trails, bike routes,
parking, and transit services. • Improve pedestrian interest, safety, and comfort
in public roadway and private roadside projects. • Plan community centers at a district scale for
improved parking management.
public and private investment. • Emphasize the town centers of Kings Beach and
Tahoe City as mixed-use places with visitor accommodations, retail services, housing, and recreational activities. • Enhance connections and community interface
with adjacent neighborhoods and recreational opportunities. • Encourage investment in communities to reflect
unique scale and character; “clean up the junk” and “keep the best buildings.” Principle 2: Enhance Placer’s Basin Gateways Investment in Placer County Basin gateways should improve the image and vitality of this integral part of the Lake Tahoe travel experience. Planning and Design Features: • Acknowledge the gateway roles of Kings Beach,
Tahoe City, Highway 89 at the Truckee River corridor, and the southern part of west shore.
Principle 4: Area-wide Environmental Improvements Solutions for safeguarding and improving water quality and other environmental improvements should be approached at the broader, area-wide scale, rather than one parcel at a time. Planning and Design Features: • Plan roadways and parking areas and the
placement of buildings based on a larger, comprehensive strategy for managing storm water runoff. • Incorporate water quality control projects, such
as multi-use swales into new development plans. • Support comprehensive area-wide strategies that
improve the Basin’s environment. • Improve water quality and other environmental
conditions immediately with future projects and projects currently under design.
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Latino Community Workshops
3.
South Lake Planning Working Group Members Ari Makinen tina@laketahoeadventures.com Barbara Childs bc@barbarachilds.com Carol Daum designscapes@webtv.net Daryl Schue snowschue@aol.com Dave Carneggie dcarneggie@aol.com Deb Howard deb@realtordeb.com Del LaFountain dellafountain@sbcglobal.net Gail Jaquish jaquish@jurix.com Gary Midkiff gary@midkiffandassoc.com Gina Hunter ghunter@co.el-dorado.ca.us Glen Smith glentsmith@juno.co Heather Bovat hbovat@co.douglas.nv.us Jim Beattie jcbt@etahoe.com John Hitchcock jhitchcock@trpa.org Joy Curry jjcmail@aol.com Katey Fagan mohicanslt@sbcglobal.net Maria Luquin mluquin@ltusd.org Mike Bradford mikeb@lakesideinn.com Nathan Rouse nathan@tahoesnow.com Norma Santiago norma.santiago@edcgov.us Sue Novasel novasel@aol.com Teri Jamin jamin@ci.south-lake-tahoe.ca.us
SOUTH SHORE PARTNERSHIP Overall Planning Themes:
Design and Planning Features:
• Reinvest in South Shore gateways and
• Connect pedestrian and bicycle facilities.
commercial areas to create gathering places that can be efficiently served by transit;
• Improve water quality through new transportation
investments.
• Improve mobility for residents and visitors;
• Make transit access a central feature.
• Create workforce housing; and
• Support peak (seasonal) access needs with
• Improve natural places and environments.
Preliminary Principles: Principle 1: Gateways Gateways should enhance the economic vitality and image of the Basin’s southern and eastern entries. Design and Planning Features: • Plan and design entries in a way that welcomes
visitors to the Tahoe experience. • Improve the “curb appeal” at gateways and
along Highway 50. • Protect and feature scenic vantage points
and vistas and natural gateways (i.e., Kingsbury Grade, Echo Summit, and Spooner Summit). • Increase transportation capacity, add sidewalks,
and improve water quality. • Consolidate commercial uses into well-conceived
focal points and gateways.
pedestrian safety improvements along Highway 50 and Kingsbury Grade. • Build workforce housing within walking distance
of transit centers, bus stops, and sidewalks. Principle 4: New and Enhanced Places Planning for the future should enhance commercial gateway areas. Planning and Design Features: • Reinvent the Meyers commercial area as a
gateway and social/economic center. • Consider Meyers part of the South Shore
mixed-mode transportation solution. • Provide public access to the Lake and a center
for civic/cultural activities at a new “Bijou Center.” • Connect community resources, visitor facilities,
recreation and the Lake with reinvestment in Stateline/Douglas County.
Principle 2: Gathering Places Places for gathering should create active centers that provide social and economic focal points.
Principle 5: Community Facilities Consolidation of schools and construction of new community centers and facilities should be planned and designed as social activity centers.
Design and Planning Features:
Design and Planning Features:
• Create “a sense of place.” • Include workforce housing in mixed-use
development. • Use open spaces as focal points in new projects. • Design commercial properties to support
gathering places. Principle 3: Mixed-mode Corridors and Centers New investment should improve pedestrian, bike, and transit access and reinvent Highway 50 as a mixed-mode transportation corridor.
6 | Pathway 2007
*
No public process in Lake Tahoe would be complete without the participation of the Latino Community. This understanding led to the creation of workshops on each end of the lake geared specifically toward the Latino community. Issues raised included: the desire for more urban parks and recreational facilities, the need for more street lighting, and pedestrian improvements such as bus shelters and sidewalks. Results and a schedule of upcoming workshops are available on the website: www.regionalplanningpartners.com
• Consolidate school locations and programs to allow
for integration into the surrounding community. • Locate public facilities to create gathering places
and to improve existing neighborhoods. Principle 6: Restoring Natural Settings New investment should contribute to the restoration of watersheds, meadows, and forests. Design and Planning Features: • Reinvest in and restore natural places including
the Upper Truckee River Watershed to improve lake clarity, provide recreational opportunities, and support natural habitat.
4.
Washoe Planning Working Group Members Barbara Perlman-Whyman bpwhyman@sbcglobal.net Bea Epstein boobeatahoe@netscape.net Brenda Hunt bhunt@trpa.org Dan Salerno dsalern@aol.com David Zeigler d.zeigler@sbcglobal.net Diane Severane sevgroup@nvbell.net Ed Gurowitz egurowitz@gurowitz.com Eva Krause ekrause@washoecounty.us Gene Brockman gbrock91@earthlink.net Gene Murrieta gene@buildersnet.com Guy Burge gincline@nvbell.net Jacquie Chandler earthgym@yahoo.com Jim Nowlin flyersnest@yahoo.com Joe Kubo tahoe911@msn.com Roger Norman roger@crystalbayclubcasino.com Tom Bruno tombruno@tanager.net
WASHOE COUNTY/INCLINE VILLAGE/CRYSTAL BAY Overall Planning Themes: • New investments in Washoe County’s Tahoe
communities should enhance and expand recreational experiences and related facilities; • Consider the rural and community settings as
part of the entire travel experience, and create a sense of arrival within the Basin; • Redesign Washoe/Incline community centers to
allow for better commercial services and gathering places for people of all ages; and • Provide housing and services that support families.
Preliminary Principles: Principle 1: Recreational Opportunities Integrate new investments with the natural setting in a sustainable way to enhance and expand recreational experiences. Planning and Design Features: • Connect recreational facilities and natural areas
by a variety of transit modes. • Complete trail systems and connections to the
Rim Trail, creeks, lakefront, and community facilities (i.e., golf, skiing, tennis and boating). • Plan recreational facilities and experiences as
integral parts of living in a “low key” Tahoe community for people of all ages.
Principle 2: Travel Experience The rural and community settings should be considered part of the entire travel experience, creating a sense of arrival within the Basin and announcing the civic presence of communities. Planning and Design Features: • Enhance existing gateways and focal points. • Design the travel experience for comfort, safety
(of pedestrians), and seasonal differences. Principle 3: Design of Community Centers Treat Highway 28 as Washoe County Basin communities’ “main street.” Planning and Design Features: • Enhance pedestrian connections, access, and safety
along Highway 28 and adjacent neighborhoods. • Create a welcoming and successful village center
with reinvestment focused on parking management, pedestrian connections, streetscape, and architectural improvements. • Improve the mix and quality of commercial
activities. • Create a village center that has inter-connected
gathering places, opportunities for cultural activities, and workforce housing. Principle 4: Supporting Families Planning for Washoe’s communities should address the recreational, educational, housing, and economic needs of families.
You’re Invited to Community Workshops Your Community. Your Chance to Make a Difference.
Other Placed-Based Workshops Around the Lake July 2006 July 18, 6–9pm Placer County North Tahoe Conference Center, Kings Beach, CA July 20, 6–9pm Public Lands North Tahoe Conference Center, Kings Beach, CA July 19, 6–9pm South Lake Tahoe Partnership Harveys Lake Tahoe, Stateline, NV
Washoe/ Incline Village/ Crystal Bay Workshop July 17, 6–9pm The Chateau Incline Village, NV This event is hosted by Washoe County, IVGID and the Tahoe Regional Planning Agency.
www.pathway2007.org
For more information contact: Brenda Hunt / bhunt@trpa.org / 775-588-4547, ext. 225
For more detailed findings from the workshops or for future meetings, please visit: www.regionalplanningpartners.com
Planning and Design Features: • Incorporate affordable family housing into village
centers and other areas. • Anticipate the recreational facility needs of
families and children. • Integrate schools as activity centers into their
natural and community settings.
or
• Support the needs of families with appropriate
www.pathway2007.org
commercial services and quality health care.
www.pathway2007.org | 7
LOCAL INTERESTS
NEVADA INTERESTS
Interest groups/constituencies located fully or partially within the Lake Tahoe Basin.
Washoe County: Adrian Freund; 775.328.3606
Transportation/Transit: Jennifer Merchant; 530.546.1952
State Non-Regulatory Agency Rep.: Kay Scherer; 775.684.2700
Real Estate Interests: Sharon Kerrigan; Sharon@STAOR.org • Primary Residents: Elise Fett; 775.833.3388 • Seasonal Homeowners: Jim Crowley; jcrowley@brwncald.com
Forum Membership The PATHWAY 2007 Forum is a public collaborative group made up of representatives from around the Lake Tahoe region to represent various interests. These individuals are your primary contacts for information about the PATHWAY 2007 process. Use this chart to find the person who represents your interests and let them know your thoughts about the future of Lake Tahoe. Their contact information is also available online at: www.pathway2007.org/forum.aspx
P.O. Box 5310 Stateline, NV 89449
Printed on recycled paper.
Douglas County: John McCall; 775.588.6468
CALIFORNIA INTERESTS Placer County: Jennifer Merchant; 530.546.1952 El Dorado County: Bill Hetland; 530.621.5392
Labor: Michael Berg; 530.544.4754
City of South Lake Tahoe: David Jinkens; 530.542.6045
Community Business: Steve Teshara; stevet@PureTahoeNorth.com
State Non-Regulatory Agency Rep.: Patrick Wright; 530.542.5580
Tourism Business: Mike Bradford; mikeb@lakesideinn.com
REGIONAL INTERESTS
Community Sustainability: Nancy Marzocco; nancylh@stanford.edu
Interest groups/constituencies primarily located within the broader Nevada/California region.
Environmental/Conservation: Rochelle Nason; 530.541.5388
Community Business: Carl Ribaudo; 530.541.2462
Washoe Tribe: Mahlon Machado; 530.694.2170
Environmental/Conservation: Laurel Ames; 530.541.5752
Education K-12: Margaret (Anga) Rebane; 775.831.9456
Community Sustainability: seat open
Education Post-12: Paul Stangl; 775.784.4762 Non-Governmental Social Services: Robert Patrick Heffernan; 775.588.8399 Community Recreation: Jerome Evans; 530.541.3450 Motorized Recreation: Carol Chaplin; 775.588.5678 Non-Motorized Recreation: David Hamilton; 530.577.1814
NORTH TAHOE California Public Utility Districts: Steven Rogers; 530.546.4212 Nevada General Improvement Districts: Bill Horn; 775.832.1206 At-Large Seats: Bruce McNulty; 775.833.0136; (one seat open)
Built Environment: Lew Feldman; 775.588.5311 Non-Governmental Social Services: seat open Transportation/Transit: Gordon Shaw; gordonshaw@lsctahoe.com Recreation: Barbara Perlman-Whyman; www.keeptahoefun.com At-Large Seat: seat open
NATIONAL INTERESTS Interest groups with national constituencies beyond the Lake Tahoe Basin, Nevada, and California. Recreation Providers: Blaise Carrig; 775.586.2312 Environmental/Conservation: Michael Donahoe; 775.588.5466 Non-Motorized Recreation: Ellen Lapham; 530-265-6424 Motorized Recreation: Greg McKay; 775.831.7657
SOUTH TAHOE California Public Utility Districts: Dennis Cocking; 530.543.6208 Nevada General Improvement Districts: Glen Smith; glentsmith@juno.com At-Large Seats: Steven D. Leman; 530.541.0769; (one seat open)
www.pathway2007.org
PO Box 5310 Stateline, NV 89449
august 2006
south lake tahoe partnership
vision summary Vision from 2027
South Lake Tahoe Partnership Communities: A 2027 Story
Purpose and Process
South Lake Tahoe has become national story–successful
Values and Opportunities
because communities and public agencies made a concerted effort to invite investment that improved the region’s competitive position and image. Hwy 50 has been transformed into an interconnected series of com-
Guiding Principles
pact mixed-use districts served by transit and connected to adjacent neighborhoods. Meyers, Zephyr Cove and the Kahle neighborhoods strengthen their communities while contributing to the vibrancy of the South Shore economy.
Key Planning Concepts
South Shore’s Communities: A Story from 2027 Overall Planning Themes: • Invest in South Lake Tahoe Basin gateways and commercial areas to create popular (mixeduse) gathering places that are efficiently served by transit; • Improve mobility for residents, visitors and employees; • Create a variety of mixeduse and mixed income housing; and • Continue to improve South Shore’s natural places and environments.
South Lake Tahoe has become a national story in 2027–successful because communities and public agencies made a concerted effort to invite investment that improved the region’s competitive position and image. Hwy 50 has been transformed into an interconnected series of compact mixed-use districts served by transit and connected to adjacent neighborhoods. Three things have made this transformation possible. The local economy has diversified increasing the quality and variety of employment, new housing now more closely meets the needs of all the communities, and new public and private investment has improved water quality, reduced air pollution and created more social opportunities. All these changes attract more year-round residents.
2027–There is a vibrant and vital local and regional economy. Our community character, unique surroundings and diverse recreational opportunities are important to our success.
At the center of the South Shore’s renaissance has been a strong and growing economy. It has given the communities the capacity to support social and environmental objectives and maintain a high quality of life. The transformation of Hwy 50’s commercial strip character has been fueled by the cooperative efforts of local government, TRPA and private investors who shared the vision for a prosperous and healthy region.
2027–New investment has reinvigorated the economy and supports the restoration of watersheds, meadows and forests.
The Upper Truckee River watershed is a priority project whereby the channeled portions are replaced by a restored natural stream. Improved access to the area for bird watching and walking contributes to its popularity. Mending the natural interface with the forest and Lake Tahoe has been a component of every public improvement and private development project over the last 20 years. A significant reduction of surface parking in the Basin has also improved water quality and made it possible to reintroduce trees into areas that were cleared for suburban auto-oriented developments.
2027–New housing developments have enhanced the feasibility of transit while improving corridors, centers, and neighborhoods. Housing types and styles are suitable for a variety of family needs and incomes. 2 | place-based
New housing is helping diversify and stabilize the economy by supporting the needs of local businesses and their employees. Housing is an integral part of the revitalization of the Hwy 50 corridor where mixed-use and mixed income developments are contributing to the creation of lively gathering places, a sense of community and the identity of neighborhoods.
2027–-Meyers is a welcoming mixed-use community at the southwestern entrance to Lake Tahoe. Arriving visitors refresh themselves in eateries and stroll to Meyers’ shops.
Echo Summit still takes your breath away. It marks the entrance to the South Shore communities where the natural setting, views, and vistas are the predominant features. Mixed-use places along the highway provide both the economic and social focus for visitors and nearby residential neighborhoods. Meyers’ families have a new town center and improved access to the Basin’s rich recreational assets.
2027–Hwy 50 has been redesigned as a mixed-mode lifeline for South Shore communities. The completed bike trails, new transit centers and parking management program now provide visitors with a vacation experience without the hassle of traffic jams.
New investment in the southern part of the Tahoe Basin has improved pedestrian, bike and transit access. Hwy 50 has been reinvented as a mixed-mode transportation corridor connecting transit facilities that function as gateways and popular gathering places. The South Shore Trolley has become the most convenient way to move between transit and activity centers and between home and the work place. A popular family activity for visitors is riding the Sawmill Bikeway loop from Meyers to Stateline and taking water-borne or land-based transit to one of the State Parks. Moving about in the Tahoe Basin has become part of the recreational experience for visitors. The basin-wide transportation system brings local residents closer to each other. It is now easy to ride to Homewood for a jazz concert, or invite friends over from Glenbrook. This was made possible by diversifying transportation choices, developing intercept parking areas in and outside the Tahoe Basin, creating parking management programs at a regional and local scale, and more effective cooperation between Lake Tahoe’s public and private transit providers.
2027–Rebirth of the Y as a mixed-use sub-regional center has improved adjacent neighborhoods, introduced housing, and changed the perception and image of the City of South Lake Tahoe. Continued investment in Heavenly’s recreational and commercial areas has added to the magnetism of South Shore as a visitor destination. The Y is not the only area that improved. The Sierra Tract commercial area has mixed-use frontage, the 56-acre Project consolidated civic uses and increased access to recreation at Lake Tahoe via a new transit center, the Bijou Center is an important community-gathering place on the Lake, the Stateline Convention Center complex is a success, and the Kahle Neighborhood thrives around the Community Center and the related transit station.
place-based |
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Vision from 2027
Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Purpose and Process South Lake Tahoe Partnership Planning Working Group Members Ari Makinen tina@laketahoeadventures.com Barbara Childs bc@barbarachilds.com Carol Daum designscapes@webtv.net Daryl Schue snowschue@aol.com Dave Carneggie dcarneggie@aol.com Deb Howard deb@realtordeb.com Del LaFountain dellafountain@sbcglobal.net Gail Jaquish jaquish@jurix.com Gary Midkiff gary@midkiffandassoc.com Gina Hunter ghunter@co.el-dorado.ca.us Glen Smith glentsmith@juno.co Heather Bovat hbovat@co.douglas.nv.us Jim Beattie jcbt@etahoe.com John Hitchcock jhitchcock@trpa.org Joy Curry jjcmail@aol.com Katey Fagan mohicanslt@sbcglobal.net Karen Fink kfink@trpa.org Maria Luquin mluquin@ltusd.org Mike Bradford mikeb@lakesideinn.com Mort Miers Nathan Rouse nathan@tahoesnow.com Sue Novasel novasel@aol.com Teri Jamin tjamin@ci.south-lake-tahoe.ca.us Alternates: Ed Smith Kathleen Fagan
Purpose of Vision Summary The South Lake Tahoe Partnership Vision Summary is an overview of Principles and Concepts framing a desired direction for El Dorado County, South Lake Tahoe and Douglas County Basin communities over the next 20 years. The Vision Summary is the end result of the Tahoe Regional Planning Agency’s Pathway 2007 Placed-Based Planning Process engaging local community members in the development of the next 20 year plan for the Lake Tahoe Basin.
Planning Process
Three community workshops have taken place in the South Shore as part of the Pathway 2007 Place-Based planning effort. The first workshop on March 30, 2006 at the Lake Tahoe Community College invited participants to identify Opportunities for Investing in a sustainable Tahoe Basin. The second community workshop held on May 25, 2006 at Harvey’s Resort and Casino focused on exploring Alternative Futures for South Shore Partnership’s Basin communities. The third workshop was held on July 19, 2006 and focused on Implementation. A preliminary set of Principles and Concepts were derived from this workshop were discussed and subsequently refined with local representatives on the South Lake Tahoe Partnership Place-Based Working Group (PWG). The Place-Based Planning Process has explored what community members value about the Tahoe Basin and what futures they desire. Workshop participants acknowledged the need for a vibrant economy, perverting catastrophic fire, improving water quality and protecting the scenic excellence and natural beauty of the Tahoe Basin which is shared by visitors and residents. Through this process, a comprehensive set of preliminary Principles and Concepts has emerged, based on information collected at the workshops and input from local representatives (PWG). The preliminary principles were discussed and refined in meetings with the PWG and have become the basis for South Lake Tahoe Partnership Vision Summary.
Ex-officio Norma Santiago norma.santiago@edcgov.us
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ABOVE: Over 250 people attended the first two South Shore workshops . Their participation with the guidance of the representative Planning Working Group has been the basis for the principles and concepts.
Local Planning and Place-Based Planning The County Planning Departments and the Planning Department of the City of South Lake Tahoe are charged with both the long range and current local planning. The City of South Lake Tahoe Redevelopment Agency was adopted in 1988 to reduce and eliminate blight and implement local redevelopment objectives. The Principles and Concepts developed in the Place-Based Planning process will help to shape future South Lake Tahoe Partnership investment based on overall community goals.
Future Community Plan Updates
TRPA and the South Lake Tahoe Partners have seven adopted Community Plans: Meyers Community Plan; South Y Industrial Community Plan; Bijou–Al Tahoe Community Plan; Stateline–Ski Run Community Plan; Nevada Stateline Community Plan; Kingsbury Community Plan; and Round Hill Community Plan. The Tahoe Valley (South Y) Community Plan is in progress. Coordinated with the combined efforts of El Dorado County, Douglas County, the City of South Lake Tahoe and TRPA and other interested parties, these plans will be updated over the next two years to reflect new regional planning policies and development codes.
Next Steps: Updating Regional Plans and Policies
Purpose and Process
The Vision Summary will contribute to establishing an overall regional planning framework for the Tahoe Basin. The planning principles and concepts have been included in an interactive workshop with the Forum, an advisory committee representing local, state and national interests in the Basin. They will make recommendations to the Pathway 2007 partners (Tahoe Regional Planning Agency, US Forest Service, Nevada Department of Environmental Protection, and Lahontan Regional Water Quality Control Board) in the coordination of updating their plans and policies. (Find out more about Pathway 2007 at http://www.pathway2007.org)
Values and Opportuni-ties
The Place-Based process will continue to represent the values, vision and interests of local communities in the regional planning process.
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Vision from 2027
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Guiding Principles
Key Planning Concepts
Values and Opportunities Did you know that … …at 39,000 souls, the permanent population of south shore communities represents 64 % of the Tahoe Basin’s year ‘round population. (U.S. Census of 2000)
On March 30, 2006 over 160 people participated in the first of three community workshops in South Lake Tahoe as part of the PlaceBased Planning Process of the TRPA’s Pathway 2007 Regional Plan update. The workshop was held at Lake Tahoe Community College and provided an opportunity for participants to identify valued places in their communities and locations that represent Opportunities for New Investment, Reinvestment and Restoration.
…there are 10,000 hotel/ motel rooms plus additional 1,500 rental condominiums available to visitors of South Shore communities. (Chamber of Commerce)
Lake Tahoe, beaches, and mountains were identified as valued environments. Workshop participants also said natural places were important such as the Truckee River, Emerald Bay, Fallen Leaf Lake and Echo Summit. Other significant places included Heavenly Valley, Lake Tahoe Community College, the casinos and shopping.
…at full occupancy, south shore visitor accommodations hold over 20,000 guests. This represents over half of South Shore communities’ combined permanent population. (RPP) …the length of SR 50 as it passes through South Lake Tahoe between Meyers and State line is just over 10 miles. The four-lane road carries over 50,000 vehicles on an average day. (RPP & TRPA)
Valued Places: The Environments Around the Lake
Areas of Opportunity: The Y, Hwy 50 and Upper Truckee Watershed
Participants identified the Y and Hwy 50 as important opportunity areas for new investment and reinvestment. In terms of restoration, the Upper Truckee River watershed was identified as an area of opportunity. Other areas presented as restoration opportunities included the airport and Meyers Landfill. Participants were divided on the future of the airport, citing the South Shore’s community interests in keeping the airport versus the environmental benefits of restoration.
Greatest Opportunity: Improving the Image, Economy, Environment and Mobility of South Lake
Participants emphasized the multiple benefits of investing in the Y area and significantly upgrading the Hwy 50 corridor through South Lake Tahoe. In addition to economic benefits, these two “project areas” would promise improved image, a variety of mixed-use and mixed-income housing, better pedestrian facilities, including sidewalks and a welcome transit service. Restoration of the Upper Truckee watershed and other areas would create a healthier forest, improve water quality, and would enhance nearby recreation and hiking opportunities. Participants pointed out that a healthier lake and forest would also create economic benefits for the region.
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Opportunities
Vision from 2027
Purpose and Process Values and Opportunities
ABOVE: At the first community workshop, participants identified opportunities for investing in the South Shore. They identified places (Hwy 50 frontage–The Y, Meyers, Stateline), environmental opportunities (watersheds, forests, and Lake), and community-wide opportunities (workforce housing, transit, stronger economy).
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Guiding Principles
Key Planning Concepts
Guiding Principles At the June 21, 2006 meeting, the South Shore Partnership Planning Working Group prepared concepts for the southern part of the Tahoe Basin that identified the most desirable changes in the next 20 years. The Working Group identified eight organizing principles emphasizing the importance of a healthy economy, the natural setting, housing, gathering places, community facilities, gateways, mixed-use and transit, and new and enhanced places. Principle 1: Vibrant and Vital Local and Regional Economy Community planning acknowledges the essential and vital role of the economy and promotes our unique role in the Basin.
Principle 2: Restoring Natural Setting Investment should contribute to the restoration of Lake Tahoe watersheds, meadows and forests. Planning and Design Features:
Planning and Design Features: • A revitalization strategy for the Hwy 50 corridor should be prepared and implemented as a coordinated effort by local, state and regional agencies. • Incentives and bonuses should be provided for investment that furthers the goals of diversifying the economy, nurturing local businesses, and creating needed housing while protecting and improving the environment. • Our economy should be based on our unique community character, natural surroundings and diverse recreational experiences. • New employment should provide “livable wages”.
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• Investment in the Upper Truckee River Watershed should improve water clarity, provide recreational opportunities, and support restoration of natural habitat. • If the opportunity presents itself, investing in restoration of natural places (i.e., meadows near Meeks Lumber and Meyers Landfill) should be pursued.
Principle 3: Housing Needs Provide a variety of housing choices in South Shore’s communities that strengthen neighborhoods, contribute to the local economy and support local business.
Planning and Design Features: • Housing should be developed that matches the varied needs of South Shore employers, employees and residents. • A wide spectrum of housing types should be developed that creates choices and increases purchasing power that benefits local businesses. • Housing should be planned and designed to strengthen existing and future neighborhoods and create opportunities for home ownership.
Principle 4: Public Gathering Places Planning concepts should result in places for gathering in South Shore communities. There should be an emphasis on creating active centers that provide social and economic focal points with mixed-use development and housing, civic uses and facilities, and well-managed commercial services. Planning and Design Features:
• All individual development projects should contribute to creating “a sense of place” – as part of a gateway, a central district, or a neighborhood. • Housing should be conceived and function as an integral part of mixed-use places. • Social and cultural uses, such as community centers, libraries, schools and places of worship, should be part of mixed-use complexes, in order to create inviting public gathering places. • Open spaces should be organized focal points in new developments, defined by buildings and connected to the surrounding pedes-
trian networks. • Gathering places should be animated by compatible commercial establishments.
Principle 5: Community Facilities Construction of new community centers and other types of public facilities should be planned and designed as social activity centers. Our local schools should be strengthened. Planning and Design Features: • Existing schools should be strengthened so their programs and facilities are an integral part of neighborhoods and communities. • Public facilities should be located and designed to support gathering places and to improve existing neighborhoods. • Access to community facilities with public transportation should be provided. • Community facilities should include yearround affordable family recreation.
Vision from 2027
Principle 6: Gateways Gateway concepts should enhance the economic vitality and image of the Basin’s southern and eastern entries. This includes enhancements to the travel experience along Hwy 50 through protection of scenic view corridors (views of the Lake and mountains), highway design (rounda-bouts, sidewalks), and private investment (consolidated retail nodes).
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Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Planning and Design Features: • Tahoe Basin’s southern and eastern entries should be deliberately planned in a way that welcomes visitors to the Lake Tahoe experience. Planning should consider land uses and urban design solutions at a gateway district scale. • Planning should improve the “curb appeal” of commercial and visitor-serving facilities at gateways and along the entire length of Hwy 50 as it passes through the Tahoe Basin. • Scenic vantage points and vistas at gateways should be featured in the southern part of the Basin. • Planning for public rights-of-way should enhance the image of South Lake Tahoe’s gateways while increasing transportation capacity, adding sidewalks and improving water quality. • Commercial services should be consolidated at thoughtfully conceived focal points and gateways. • Natural gateways should be preserved and enhanced (i.e., Kingsbury Grade, Echo Summit and Spooner Grade). • Agencies should partner to create visitor centers and public facilities.
Principle 7: Mixed-mode Transportation Centers and Corridors Investment in the southern part of the Tahoe Basin should improve auto, pedestrian, bike and transit circulation throughout the community. Hwy 50 should be transformed into a significant transportation corridor that connects multi-modal transit facilities which function as mixed-use gateways, service centers and gathering places. Planning and Design Features: • Continued investment in transit should result in safe,
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• • •
•
•
•
comfortable, efficient and affordable services and facilities. All new public and private investment should connect to existing and future pedestrian and bicycle facilities. New transportation investment should be designed and planned to improve water quality. Transit stops should be featured at Tahoe Airport, gateways and service hubs in the South Lake Tahoe communities. The Hwy 50 and Kingsbury Grade rights-of-way should be designed to support peak (seasonal) access needs and make pedestrians safer and more comfortable. Workforce housing should be built within walking distance of multi-modal transit facilities (i.e., transit centers, bus stops, bike trails and sidewalks). Roadway investments should result in improved transit flow.
Principle 8: New and Enhanced Places Planning for the future should anticipate enhanced commercial gateway areas as gathering places and create potential for new public places. Wherever possible, the new places should provide public access to Lake Tahoe. Planning and Design Features: • Investment in Meyers’ commercial area should support its evolution toward a social and economic center for the community and into an enhanced gateway to the basin. • Meyers should be connected to South Shore’s mixedmode transportation solution. • A new “Bijou Center” should provide public access to Lake Tahoe and be a center for civic and cultural activities. • Redevelopment in Stateline / Douglas County communities should connect community resources, visitor facilities, recreation and Lake Tahoe.
Key Planning Concepts Planning concepts for South Shore’s communities stress investing in Hwy 50’s existing commercial and hotel areas and creating new opportunities for building community-gathering places. This can be accomplished if public and private investment contributes to the success of communities and Lake Tahoe’s natural places. Concept 1: Restoring South Shore’s Natural Places New investment would contribute to the restoration of Tahoe’s watersheds, meadows and forests.
Concept 2: New and Enhanced Places Land use concepts identify a new role for existing places by adding new uses, improving their accessibility and/or changing their form.
Upper Truckee River Watershed • Efforts to restore the Upper Truckee River Watershed would improve lake clarity, provide recreational opportunities, and support restoration of natural habitat. • If an opportunity presents itself, investing in restoration of other natural places (i.e., meadows near Meeks Lumber) would be pursued. • New transportation and roadway investments adjacent to riparian corridors would be designed and planned to improve water quality.
Meyers • Meyers’ commercial area would be reinvented as a social and economic center for the community as well as an enhanced gateway to the basin.
Other Opportunities for Restoration • If an opportunity presents itself, investing in restoration of Meyers Landfill would be pursued. • Managed consolidation of parking areas would provide an opportunity to restore portions of the woodlands.
The Y • The Y would be transformed into a contemporary commercial service district served by a transit center. • New housing would be located with and and adjacent to commercial uses. Bijou Center • A new “Bijou Center” would provide public access to Lake Tahoe and be a center for commercial, civic and cultural activities. Stateline • Future phases of redevelopment in place-based |
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Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Triple Bottom Line Benefits from achieving Principles and Concepts: Social Investing along Hwy 50 and The Y promises two important social benefits: increasing the opportunity for face-to-face social interaction in the community and providing housing affordable to South Shore residents.
Environmental Major environmental benefits include improved air quality facilitated by reduced automobile traffic; improved water quality achieved through new investment in Hwy 50 and the Y; and more environmentally friendly buildings.
Economic Economic benefits include improved commercial vitality through comprehensive planning and a more competitive visitor destination, new employment opportunities and improved living conditions with new workforce housing.
Stateline / Douglas County communities would create a pedestrian center served by transit that connects community resources, visitor facilities, recreation and Lake Tahoe.
Concept 3: Healthy Economy New investment and economic growth would increase the capacity of South Shore’s communities to improve infrastructure, community facilities and the health of the Lake and forest. Planning and Design Features: • The variety of employment choices and higher wages for South Shore residents would increase the percentage of year-round residents and improve the quality of life for families. • Incentives and bonuses would be provided for investments that diversify the economy, provide needed community facilities, create needed housing, and improve the environment. • Investment would build upon the unique character and aspirations of each community and their natural surroundings and diverse recreational experiences.
Concept 4: The Design of Gateways Enhance the economic vitality and image of the Tahoe Basin’s southern and eastern entries. Improvements to the travel experience along Hwy 50 12 | place-based
through protection of scenic corridors (views of Lake Tahoe and mountains), highway design (roundabouts, sidewalks), and private investment (consolidated retail nodes). Natural Gateways • Scenic vantage points and vistas at gateways into the southern part of the Tahoe Basin would be protected. • Natural gateways (i.e., Kingsbury Grade, Echo Summit, and Spooner Grade) would be preserved and enhanced. Meyers’ Center • The current auto-oriented pattern in Meyers’ commercial area between SR89 and Pioneer Trail would be reconfigured as a village center. • A transit facility with bike, bus and trail connections would be planned as part of the regional transportation system and as an economic development opportunity for Meyers. • The SR89 intersection would maintain its rural character. The “Y” • Existing auto-oriented commercial uses would be redeveloped and consolidated into managed street-oriented mixed-use developments. • The SR89 and Hwy 50 approaches to the Y would include distinctive gateways consisting of strategic grouping of land uses, site planning, roadways design and signage that announce entrance to the South Shore communities.
Concepts
Vision from 2027
Land Use
Purpose and Process Values and Opportunities Guiding Principles
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Key Planning Concepts
• Where appropriate, maintaining the existing trees and providing opportunities for reforesting in the Y area would be included in investment planning. • Highway rights-of-way would be enhanced to increase transportation capacity, adding sidewalks and improving water quality. Kingsbury Grade • Commercial investment in the SR207 and Hwy 50 intersection area would increase landscaping, move parking out of sight and reflect a more distinctive regional architecture. • The gateway from Douglas County’s historic towns of Genoa, Minden and Gardnerville would be featured as part of the region. • Hwy 50 from the Nevada State Capital and Carson City would present a clear gateway to South Shore in the Kahle Drive area of lower Kingsbury.
Concept 5: Mixed-mode Corridors, Centers and Gathering Places Places for gathering in South Lake Tahoe’s communities would be created by comprehensively investing in the Hwy 50 corridor. Creating active centers would provide social and economic focal points that include mixed-use development with housing, civic uses and facilities and better-managed commercial activities.
Mixed-use Activities • Each project would contribute to creating “a sense of place” – as part of a gateway, central district, or neighborhood activated by compatible commercial land uses. • Open spaces would be focal points in new developments, defined by buildings and connected to surrounding pedestrian networks. • Social and cultural uses, such as community centers, libraries, schools and places of worship, would be part of a mixed-use approach to creating gathering places.
Variety of Housing • A variety of housing types would function as integral parts of mixed-use places. • Housing would be part of master planned projects that consider the relationship to existing neighborhoods, transit and pedestrian facilities. • The restoration or investment in existing housing would be approached in the context of planning for mixed-use districts. Mobility and Transit • Transit centers would be located in Meyers, The Y, 56Acre Project and Kahle Community Center. The transit centers would connect regional buses, trolleys, local shuttles, bike trails and pedestrian facilities (year-round sidewalks, bus shelters and lighting). • Seasonal transit service for recreation destinations would connect to transit centers in Sugar Pine Point and Emerald Bay. • Seasonal water transit would be accommodated at Bijou Center, Emerald Bay, and Sugar Pine Point Recreation Area. • Bike trails along the CalTrans right-of-way between Meyers and Stateline, Sawmill Bike Path between Meyers and The Y, and bike facilities between Emerald Bay and Sugar Pine recreation areas would be completed. • The Hwy 50 and Kingsbury Grade rights-of-ways would be designed to support peak (seasonal) access needs and make pedestrians safer and more comfortable. Future Community Facilities • Schools and libraries would be planned so their locations, programs and facility improvements would integrate them into the surrounding community. • Public facilities would be located and designed to support the creation of gathering places and to improve existing neighborhoods. • Private non-profit clubs, places of worship, and publically accessible commercial meeting/event places would be planned as part of the community.
Pathway 2007 • Place-Based Visioning • www.regionalplanningpartners.com 14 | place-based
PO Box 5310 Stateline, NV 89449
august 2006
washoe county | incline village | crystal bay
vision summary place-based planning Vision from 2027
Incline Village/Crystal Bay 2027: A Look into the Future
Purpose and Process
Incline Village / Crystal Bay is known as a lowkey place as it was in 1997. The communities are relaxed, social and provide a rich mix of recreational, commercial, economic and cultural choices. Incline is a mountain community that blends into the landscape and has a walkable and connected village center where the community gathers informally and for special events. Most importantly, it’s a place for families who value small schools, active living, ethnic diversity, and a strong sense of community.
Values and Opportunities Guiding Principles
Key Planning Concepts
Incline Village/Crystal Bay 2027: A Look into the Future Overall Planning Themes: • New investment in Washoe County’s Tahoe Basin communities should enhance and expand recreational experiences and related facilities; • The rural and community settings should be considered as part of the entire travel experience, creating a sense of arrival within the Tahoe Basin, announcing the civic presence of communities; • Washoe / Incline Village centers should be redesigned and provide better commercial services and gathering places for people of all ages; and • Housing and services should be provided that support families.
Incline Village / Crystal Bay is known as a low-key place as it was in 1997. The communities are relaxed, social and provide a rich mix of recreational, commercial, economic and cultural choices. Incline is a mountain community that blends into the landscape and has a walkable and connected village center where the community gathers informally and for special events. Most importantly, it’s a place for families who value small schools, active living, ethnic diversity, and a strong sense of community. In 2027–Incline Village and Crystal Bay are integrated into the lakeside and forest providing recreational opportunities and design that fits into their natural setting. The easy-going lifestyle of Incline Village has been improving over the past 20 years. Recent investment in infrastructure, up-scaled visitor facilities, community structure and services, health services and top of the line educational facilities reflects the climate, natural setting and desired community character defined 20 years earlier. For residents, the connectedness to many recreational opportunities on Lake Tahoe, hiking trails and community facilities continues to make living in Incline Village and Crystal Bay an exceptional experience. 2 | place-based
In 2027–Traveling through Washoe County’s Basin communities provides a seamless experience where views of the Lake, mountains, forest and communities are connected. Every roadway, facility and private sector investment over the past 20 years has contributed to protecting the environment and being an integral part of the natural setting. Traveling along Hwy 28 and Hwy 431 reveals both the expansive and intimate beauty of the North Shore. The walking trails interconnect natural and social places where the forest and Lake Tahoe visually trump urban activities. A regionally coordinated multi-modal transportation system has reduced automobile traffic for residents, employees and visitors.
In 2027–Incline Village has a definable, social and economically sustainable center.
Incline Village has transformed first generation auto-oriented commercial development into a walkable and connected village center area. The Incline Village commercial center now faces Hwy 28 and one gets a sense of driving through the community instead of past it. The highway has been redesigned to accommodate pedestrians and include bike facilities. Buildings cluster around community places, activating them and creating a sense of place. A variety of commercial services meet the needs of the community in the village center. Many residents now live in the new mixed-use village center and they continue to contribute to its vitality and safety.
In 2027–The vitality of Washoe’s communities is reflected in the life of its families.
Healthcare, housing, quality schools, a college, performing arts facility, cultural center, recreation, and year-around residents have made Incline Village a great place for families. School enrollment has increased, and is an indicator of how the new global economy has changed where and how people work as well as the community’s success in maintaining a supply of housing attainable for all types of families.
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Vision from 2027
Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Purpose and Process Washoe Planning Working Group Members Barbara Perlman-Whyman bpwhyman@sbcglobal.net Bea Epstein boobeatahoe@netscape.net Brenda Hunt bhunt@trpa.org Dan Salerno dsalern@aol.com David Zeigler d.zeigler@sbcglobal.net Dianne Severance sevgroup@nvbell.net Jacquie Chandler earthgym@yahoo.com Ed Gurowitz egurowitz@gurowitz.com Eva Krause ekrause@washoecounty.us Gene Brockman gbrock91@earthlink.net Gene Murrieta gene@buildersnet.com Guy Burge gincline@nvbell.net Jim Nowlin flyersnest@yahoo.com Joe Kubo tahoe911@msn.com Roger Norman roger@crystalbayclubcasino.com Tom Bruno tombruno@tanager.net
Purpose of Vision Summary The Washoe County Vision Summary is an overview of principles and concepts framing a desired direction for Washoe County’s Lake Tahoe Basin communities over the next 20 years. The Vision Summary is the result of the Pathway 2007 Partners’ (Tahoe Regional Planning Agency, US Forest Service, Lahontan Regional Water Quality Control Board, and Nevada Department of Environmental Protection) Place-Based Planning Process to engage local community members in the development of the next 20 year plan for the Lake Tahoe Basin.
Planning Process
Three community workshops took place in Incline Village as part of the Pathway 2007 Place-Based Planning Process. The first workshop on March 27, 2006, invited participants to identify Opportunities for Investing in a sustainable Tahoe Basin. The second community workshop held on May 22, 2006 focused on exploring Alternative Futures for Washoe County’s Tahoe Basin communities. The third workshop was held on July 17, 2006 and focused on Implementation. A preliminary set of Principles and Concepts were derived from these workshops and subsequently refined with local representatives, the Washoe County Place-Based Working Group (PWG). The Place-Based Planning Process explored what participating community members value about the Tahoe Basin and what futures they desire. Workshop participants acknowledged the well documented public concern over catastrophic fire, water quality and the overall scenic excellence and natural beauty of the Tahoe Basin which is shared by both visitors and residents. A comprehensive set of preliminary Principles and Concepts has emerged based on information collected at the workshops and input from the local representatives (PWG). The preliminary Principles and Concepts were discussed and refined in meetings with the Washoe County PWG and have become the basis for the Washoe County Vision Summary.
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Initiated on November of 2005, Incline Vision began as an effort by the Incline Village
ABOVE: Over 150 people attended the first two workshops at The Chateau in Incline Village. Their participation, guided by the representative Planning Working Group has been the basis for the Principles and Concepts.
General Improvement District (IVGID) to craft a community-wide strategic vision for the Incline Village/Crystal Bay community. Incline Vision identified 11 key areas of concern to focus its planning efforts and formed a committee for each area, comprised of volunteer community members. The committees include Community Governance, Demographics, Education, Environment, External Relationships, Health and Social Services, History, Arts and Culture, Planning/Community Infrastructure, Public Safety, Recreation, and Technology. The committees are tasked with identifying important issues, compiling information and supporting data, and making informed suggestions. As an important partner in the Place-Based Planning Process, IVGID had a genuine interest in building upon what has been accomplished to date as it provides an opportunity to harness the momentum of the Incline Vision process and move into a higher level of planning.
Future Community Plan Updates
TRPA and Washoe County have four adopted Community Plans. Community Plans are detailed and have a greater focus on implementation. Community Plans in Washoe County include: Incline Village Commercial Community Plan; Incline Village Tourist Community Plan; Ponderosa Community Plan; and North Stateline Community Plan (which is a collaborative effort between Washoe and Placer Counties). Coordinated with the combined efforts of the Incline Village/Crystal Bay Community Plan Team, Washoe County, TRPA and other interested parties, these plans should be updated over the next two years to reflect new regional planning policies and development codes as well as the changing needs of the communities.
Next Steps: Updating Regional Plans and Policies
The Vision Summary will contribute to the establishment of an overall regional planning framework for the Tahoe Basin. The planning principles and concepts were included in an interactive workshop with the Forum. The Forum is an advisory committee representing local, state and national interests within the Basin. They will make recommendations to the Pathway 2007 partners (Tahoe Regional Planning Agency, US Forest Service, Nevada Department of Environmental Protection, and Lahontan Regional Water Quality Control Board) in the coordination of updating their plans and policies. (Find out more about Pathway 2007 at http://www.pathway2007.org) The Place-Based process will continue to represent the values, vision and interests of local communities in the regional planning process.
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Vision from 2027
Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Values and Opportunities Did you know that … …there are 833 hotel rooms plus several dozen other guest accommodations located in Washoe County’s Basin communities. (Incline Village Chamber) …in Washoe County’s Basin communities the permanent population grew by 2096 souls since 1990. – This represents an annual growth rate of 1.79 per cent, 53 per cent higher than the average growth rate in Tahoe Basin. (Washoe County) …Sand Harbor has over 3,000 daily visitors at peak attendance. This is over 30% higher than the beach park’s planned capacity. (Nevada State Parks) …average annual daily traffic volumes on Hwy 28 have increased at an annual rate of 0.3%. (TRPA) …school enrollment in Incline Village dropped by 17% between 2000 and 2004. Most of the loss is in lower grades. (Washoe County Planning)
On March 27, 2006 over 80 people attended the first of three community workshops in the Place-Based Planning Process of the Pathway 2007 Regional Plan update. The workshop was held at The Chateau in Incline Village and provided a chance for participants to identify valued places in their communities and locations that represent opportunities for investment, reinvestment and restoration.
Valued Places: Our Natural Setting
The most important and valued places identified by participants in the workshop involved natural places such as the shoreline, trails, and recreational areas. In addition to natural places, the Incline Village’s community facilities were viewed as high value places. Schools, health clinic, town center, cultural center and recreational facilities were mentioned as important features.
Areas of Opportunity: Enhancing Central Places
The desire to reinvest in Incline Village’s commercial center was a popular objective among attendees. Teams at the workshop defined this opportunity in different ways. Some called it the Town Center or Village Center. Some treated it as a corridor stretching from Village Boulevard at Lake Tahoe Boulevard to North/Southwood at Tahoe Boulevard. Others focused on reinvestment in and expansion of the existing Village Center. Development opportunity sites identified outside the Village Center included the old Tahoe Mariner site, industrial area, the Ponderosa Ranch site, and the former elementary school site. In addition to development sites, some teams identified recreational opportunities at Incline Lake, Diamond Peak, and beach access for Crystal Bay.
Greatest Opportunity: Reinvesting in Incline’s Community Center
All the teams identified the central district of Incline as a desirable place for reinvestment; they noted the opportunity to take advantage of its central location and available land. Here the community could consolidate commercial and community services in a way that improves the image of the central district of Incline Village. Participants thought the initial improvements to the central area would create a “ripple effect” of new investment because they believe the community would benefit from a hub served with improved transit, pedestrian and bike access.
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Opportunities
LEFT: In the first community workshop participants identified opportunities for improving Washoe County’s Basin communities. They identified Places: • Incline Town Center • Crystal Bay Environments: • Lakes • Mountains • Healthy forests • Improved water quality Connections: Vision from 2027 • Hwy 28 with sidewalks and landscaping • Trails • Bike connections between commuPurpose and nities and to Process parks
Values and Opportunities Guiding Principles
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Key Planning Concepts
Guiding Principles At the June Planning Working Group workshop, teams prepared concepts for the Washoe County / Incline Village area of the Tahoe Basin that identified the most desirable changes envisioned for the next 20 years. Teams highlighted four types of such desired changes. These included investing in recreational facilities, improving the image of development along travel routes, enhancing the image and performance of the commercial centers, and supporting families. These ideas were translated into preliminary guiding Principles and Concepts. These Principles and Concepts were reviewed and discussed by the PWG. Principle 1: Recreational Opportunities New investment in Washoe County’s Basin communities should be interwoven with the natural setting in a sustainable way so as to enhance and expand recreational experiences. Planning and Design Features: • Recreational facilities and natural areas should be connected by a variety of transit modes. • Investments should be made toward completing trail systems and connections to the Rim Trail, creeks, lakefront, recreation center and community facilities (i.e., golf, skiing, tennis and boating). • Recreational facilities and experiences
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should be planned as integral parts of living in a relaxed Tahoe community for people of all ages.
Principle 2: Travel Experience The rural and community settings should be considered part of the entire travel experience, creating a sense of arrival within the Basin, announcing the civic presence of communities. Planning and Design Features: • Investment toward better gateways and focal points should be envisioned as enhancements to existing places, not as investment in creating new ones outside existing communities.
• The travel experience should include residents’ and visitors’ interest, comfort and safety (as pedestrians). • The travel experience should acknowledge the seasonal differences in the Basin.
Principle 3: Design of Community Centers Hwy 28 should be treated as Washoe County Basin communities’ “main street” by presenting walkable environments and an image compatible with the natural setting and their village scale. Planning and Design Features: • Each project should contribute to enhancing pedestrian connections along Hwy 28 and adjacent neighborhoods. • The roadway design of Hwy 28 as it passes through community centers should support pedestrian access and safety needs of the adjacent uses. • Reinvestment in existing commercial developments should be conceived as part of a larger village center plan. Land uses, parking, pedestrian connections, building placement and green design, open space, streetscape, and architectural image all should make contributions toward creating a welcoming, sustainable and successful village center. • New investment should contribute to improv-
ing the mix and quality of commercial activities. • Opportunities to include housing in new community center developments should be considered. • New public and private investment in the village center should contribute to the creation of a system of inter-connected gathering places. • Community center planning should create opportunities for engaging cultural activities.
Principle 4: Supporting Families Planning for Washoe’s communities should address the recreational, educational, housing and economic needs of families.
Vision from 2027
Planning and Design Features:
Purpose and Process
• Housing attainable to families should be incorporated into village centers and other areas. • Recreational facilities and experiences should anticipate the needs of families and children. • Schools should be integrated into their natural and community settings – connected and programm as activity centers. • Commercial services should support the needs of families. • Investment should continue to support quality healthcare services for families.
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Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Key Planning Concepts Triple Bottom Line Benefits from achieving Principles and Concepts: Social Social benefits will include attainable housing for families, availability of public gathering places that provide more interactive social experiences of living in Incline Village and Crystal Bay.
Environmental The most important environmental benefit will be an accelerated rate of meeting environmental thresholds powered by reinvestment. Additional environmental benefits include sustainable/green development, walkable and transit-friendly communities, improved air and water quality, and the resulting healthier communities and natural environment.
Economic By consolidating commercial uses, there are opportunities for more profitable operation of commercial centers offering higher quality commercial services. Other economic benefits would include less pronounced seasonal variations of commercial sales and services.
Planning Concepts for Washoe County’s Basin communities build on past investment while tasking new investment with supporting environmental, social and economic goals. Concept 1: Improve Lake Access, Trail Connections and Cultural and Educational Facilities Recreation is an integral part of the Washoe Basin community lifestyle. New investment would provide enhanced access and facilities. Lake Access • Limited access to the Lake at Crystal Bay would be enhanced. • Trail and walking connections between uplands neighborhoods and beach facilities would be improved. • Transit access would be greatly improved to Sand Harbor and East Shore Beaches, within its capacity to accommodate visitors. Trail Connections • Bikeway connections to Sand Harbor would be improved. • Trail access to expanded recreational opportunities (Marlette Lake, Mount Rose, and others) would be completed. • Local Incline multi-use trail systems would be enhanced and connected from the upper neighborhoods to the village center and local beaches.
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Cultural and Educational Facilities • The Country Club Drive area would continue to provide opportunities to expand cultural, recreational and civic offerings, potentially including a new performing arts center. The former elementary school site and other mixeduse opportunity sites would potentially include cultural uses. • Phase 2 of the new school in Incline Village would be programmed and designed as an important place in the community.
Concept 2: Improve Mobility and Travel Experience
Planning concepts for Washoe County’s Basin communities provide more transportation choices for visitors and residents, reduce environmental impacts of driving, and protect the scenic quality of travel. Transit Centers • A multi-modal transit center accommodating buses, bicycles, short-term parking, and other potential future nonpolluting transit would be planned as an integral part of a coordinated regional transportation system. • Planned as part of a coordinated
Concepts
Vision from 2027 Land Use
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Key Planning Concepts
regional transit system, and pending adequate funding, a water transit stop would be located east of the Hyatt with shuttle, trail and bike connections. • A water and bus transit center would be planned for the Sand Harbor State Park. • Transit connections to Carson City and Reno would be improved. Hwy 28 • The highway would be designed as a mixed-mode street as it passes through Incline and Crystal Bay with pedestrian and bicycle facilities being accommodated in the right-of-way. • The design of Hwy 28 would support the seasonal transit, parking and bikeway access needs of Sand Harbor State Park. Hwy431/Hwy 28 Regional Gateway • Thoughtful planning of the junction of these two highways could lead to the desired arrival experience at Lake Tahoe. • The roadway, signage and buildings would be designed to treat the intersection as part of the rural travel experience in the Tahoe Basin. Incline/Crystal Bay Village Gateways • Incline Village’s east gateway would introduce travelers to a mixed-mode Hwy 28 as it passes through Incline Village. Community and regional bike trails and pedestrian facilities would merge at this point. • Incline Village’s west gateway would include adaptive reuse of the old Orbit gas station as a visitor/welcome center and small-scale commercial use that can take advantage of both the location’s visibility and wooded setting. • Hwy 28 in Crystal Bay would shift from a rural highway to a village street as it passes through the California Nevada State Line commercial and visitor district. • Gateways would include locations for public art.
Concept 3: Improve Village Centers
All new investment, both public and private, would contribute to more connected and active village center districts for Incline and Crystal Bay. Incline Village Center • Incline Village center would be master planned as a sustainably designed district, rather than a set of individually zoned parcels. This would include creation of a deliberate design plan for parks and gathering places, and placement of green buildings so they frame and activate public places. • Sites of older existing commercial centers and buildings would be redeveloped as community gathering places, with a mix of uses, cultural uses, higher quality commercial services, and greater attention paid to pedestri-
an connectivity and comfort. • New investment would promote a mix of compatible, mutually supportive uses, including housing built for the workforce and for families. • Parking would be planned as a shared resource, and would be located behind or next to buildings. • Reinvestment on individual parcels along Hwy 28 would have a “main street” orientation, with a mix of uses, connecting storefronts, sidewalks and parking. • Cultural, commercial, recreational and civic facilities in the Country Club Drive area would function as an extension of the Village Center. Crystal Bay • Reinvestment in the Stateline area of Crystal Bay would contribute to the Hwy 28 commercial and visitor area by orienting towards the street and providing an interesting storefront walking experience. • New investment along Hwy 28 should connect pathways and enhance lake access.
Concept 4: Supporting Families
Land use and facility concepts are geared to maintaining cultural diversity and enhance family life in Incline Village and Crystal Bay. Attainable Housing • Existing housing attainable to families would be protected and improved. • Attainable housing would be included in the Village Center and other larger opportunity sites in Washoe County’s Basin communities. • Housing that is attainable and accessible to low and middle income families would be developed as part of new projects. Schools and Facilities • Programming for and investment in recreation facilities would reflect the needs and desires of families. • Year around programming and services such as childcare, education, and entertainment, would be provided for and funded by both public and private sources. • New school facilities would support youth programs and services. • Places for teens and seniors would be included in community facilities. Connections to Global Economy • Availability of high-speed data access, small-scale offices, and support of home businesses would be assured in order to allow businesses and entrepreneurs to stay in thearea rather than be seasonal residents. • The community would expand and encourage opportunities for individuals to work and live in Incline Village/Crystal Bay.
Pathway 2007 • Place-Based Visioning • www.regionalplanningpartners.com 12 | place-based
PO Box 5310 Stateline, NV 89449
august 2006
placer county
vision summary A 2027 Story: Placer’s Basin Communities Whether it’s a first glimpse of deep blue water, or the daily grind of a snow-covered commute, arriving in one of the North Shore’s main street beach towns instills a sense of
Vision from 2027
Purpose and Process
anticipation and desire to experience Lake Tahoe’s natural places. These communities function well for visitors and residents. People gravitate to alluring restaurants, imaginative storefronts, beachside neighborhoods and diverse
Values and Opportunities
accommodations. Visitors stay overnight by the beach, bike through vibrant town centers, and hike on mountain trails. Residents thrive in healthy, prosperous communities
Guiding Principles
and are united in the common goal of environmental stewardship. It’s easy to get around, there is a variety of housing choices and a strong sense of community–all in a wellplanned place.
Key Planning Concepts
Overall Planning Themes: • Revitalize and reinvest in Placer County’s Tahoe Basin communities with a mix of uses, updated tourist accommodations, workforce housing and “functional commercial”; • Improve the image and vitality of gateway areas; • Improve transit and nonmotorized access for residents, visitors and employees; and • Approach water quality and other environmental improvements as part of an area-wide solution.
Placer County’s Basin Communities: A 2027 Story Whether it’s a first glimpse of deep blue water, or the daily grind of a snow-covered commute, arriving in one of the North Shore’s main street beach towns instills a sense of anticipation and desire to experience Lake Tahoe’s natural places. These communities function well for visitors and residents. People gravitate to alluring restaurants, imaginative storefronts, beachside neighborhoods and diverse accommodations. Visitors stay overnight by the beach, bike through vibrant town centers, and hike on mountain trails. Residents thrive in healthy, prosperous communities and are united in the common goal of environmental stewardship. It’s easy to get around, there is a variety of housing choices and a strong sense of community–all in a wellplanned place.
2027–North Lake Tahoe’s welcoming gateway communities benefit from the concerted efforts to coordinate the design of roadways, new buildings, recreational and community facilities.
Whether arriving in the Tahoe Basin on SR89 in Tahoe City or on SR267 in Kings Beach, you know where you are. Kings Beach and Tahoe City are distinct places in history and by design. Their downtown districts have evolved, taking advantage of their unique histories, traditions, and natural settings. The evolution happened when their downtowns were revitalized to function as mixed-use districts. Each and every public and private investment contributes to their shared success.
2027–Reinvestment in Tahoe City, Kings Beach and other smaller mixed-use places around Lake Tahoe has greatly enhanced the communities’ appearance and created social focus. This enhanced appearance and redeveloped lodging properties have been accomplished while improving water quality, increasing public use of transit and leading to a stable and growing year round local economy. 2 | place-based
A key reason for the environmental, economic and social success of Placer County’s North Lake Tahoe area has been the commitment to reinvest in existing community centers, rather than in building new places. Appropriately scaled mixed-use infill reflects local character and seems familiar to the historic main streets of Kings Beach and Tahoe City, while adding vitality, better visitor accommodations and workforce housing. Historic buildings are prominently featured, new small open spaces enrich shopping streets, and shared parking reduces the visual impact of parking lots. Walking along Hwy 28’s traditional beach towns is now a delightful "postcard experience".
2027–The most popular ways of experiencing North Lake Tahoe are not by car. Traveling along the completed bike trail connecting Kings Beach and Tahoe City and traveling between communities by water borne transit are a favorite day-trip for visitors and residents.
Hwy 28 has become a versatile and effective mixed-mode thoroughfare that connects the North Shore’s communities with connected bike trails and water-borne transit. Most importantly, transportation options have adapted to the needs of the downtown districts where new transit centers have been built at the intersections of car, bus, bike trails and walking paths. Main streets include wide sidewalks and medians have improved economic vitality and pedestrian/bike safety and comfort.
2027–There has been a measurable improvement in lake clarity in the past 20 years. Roadways have been designed to capture run-off, improvements to older parking lots and landscaping have made a difference.
As part of the public and private reinvestment in the downtown areas, solutions for safeguarding and improving water quality and other mandated environmental improvements were designed at a broader, area-wide scale, rather than one parcel or project at a time. This reinvestment was necessary to accelerate meeting important environmental thresholds and to create the types of mixed-use districts envisioned 20 years prior.
2027–The success of Placer County’s communities can be traced to an innovative regional plan, development codes, and incentives that have rewarded public and private investment consistent with communities’ aspirations. The Pathway 2007 effort resulted in a comprehensive update of policies and related codes and ordinances. Placer County's Redevelopment Agency, local Special Districts, Regional Agencies, local businesses and civic organizations worked together to encourage reinvestment in existing communities. New investment made it possible to create successful communities that have become case studies for sustainable design and economic revitalization. A bike ride along main street Tahoe City and Kings Beach reflects 20 years of public-private cooperation.
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Vision from 2027
Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Purpose and Process Placer Planning Working Group Members Bill Combs bcombs@placer.ca.gov Cindy Gustafson cindyg@tcpud.org Dave Wilderotter dave@tahoedaves.com Duane Whitelaw whitelaw@ntfire.net Jan Brisco jbrisco@ltol.com Jeff Rose nsrri@msn.com Jennifer Merchant jmerchan@placer.ca.gov John Friedrich john@keeptahoeblue.org Keith Norberg knorberg@trpa.org Lydia Altick laltick@rtdarch.com Mike Bernard mike@mhdstudio.org Pam Jahnke pam@ntbamainstreet.org Paul Vatistas vatistas@yahoo.com Rachelle Pellissier rachelle@whatt.org Ron McIntyre rmcconsulting@sbcglobal.net Ron Treabess ron@puretahoenorth.com Steve Rogers srogers@ntpud.org Sylvia Ambriz syambriz@kbfrc.com
Purpose of Vision Summary The Placer County Vision Summary is an overview of Principles and Concepts framing a desired direction for Placer County’s Lake Tahoe Basin communities over the next 20 years. The Vision Summary is the end result of Pathway 2007 Partners’ Placed-Based Planning Process engaging local community members in the development of the next 20 year regional plan for the Lake Tahoe Basin.
Planning Process
Three community workshops took place in Kings Beach at the North Tahoe Community Conference Center as part of the Pathway 2007 Place-Based Planning Process. The first workshop on March 28, 2006, invited participants to identify Opportunities for Investing in a sustainable Tahoe Basin. The second community workshop held on May 23, 2006, focused on exploring Alternative Futures for Placer County’s Lake Tahoe Basin communities. The third workshop was held on July 18, 2006 and focused on Implementation. A preliminary set of Principles and Concepts were derived from these workshops and subsequently refined with local representatives, the Placer County Place-Based Working Group (PWG). The Place-Based Planning Process explored what participating community members value about the Tahoe Basin and what futures they desire. Workshop participants acknowledged the well documented public concern over catastrophic fire, water quality and the overall scenic excellence and natural beauty of the Tahoe Basin that is shared by visitors and residents. A comprehensive set of preliminary Principles and Concepts has emerged, based on information collected at the Workshops and input from the local representatives (PWG). The preliminary Principles and Concepts were discussed and refined in meetings with the Placer County PWG and have become the basis for the Placer County Vision Summary.
Local Planning and Implementation
The Placer County Planning Department is charged with the long-range and current planning of the unincorporated areas of Placer County. The Placer County
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ABOVE: Over 200 people attended the first two workshops. Their participation with the guidance of the representative Planning Working Group has been the basis for the Principles and Concepts.
Redevelopment Agency (PCRA) assists community members, private individuals and organizations and public agencies to reinvest in defined redevelopment areas. There is one redevelopment project comprised of three sub-areas–Kings Beach/Tahoe Vista, Tahoe City and Tahoe Gateway. The PCRA provides financial support and incentives for development opportunities that reduce and eliminate blight. The Principles and Concepts developed in the Place-Based Planning Process can help prioritize Placer County Redevelopment Agency investment based on overall community goals.
Future Community Plan and Code Updates
TRPA and Placer County have five adopted Community Plans: Tahoe City Community Plan, Kings Beach Commercial Area Community Plan, Kings Beach Industrial Area Community Plan, Tahoe Vista Community Plan, West Shore Community Plan and Carnelian Bay Community Plan. Coordinated with the combined efforts of local Community Plan Teams, Placer County, TRPA and others interested parties, these more detailed local plans will be updated over the next two years to reflect new regional planning policies and local aspirations. Community plan updates will also include an opportunity for the public to continue to refine planning at the local level.
Vision from 2027
The TRPA codes and ordinances that regulate development in Placer County’s Basin communities are also going to be updated to reflect the new goals and policies. These include development standards such as lot coverage, allowable height and setbacks and Plan Area Statements, which include land use classifications (allowable uses), management strategies (types of mitigation), and special designations (such as receiving areas for transferred development rights).
Next Steps: Updating Regional Plans and Policies
The Vision Summary will contribute to establishing an overall regional planning framework for the Tahoe Basin. The planning Principles and Concepts have been included in an interactive workshop with the Forum. The Forum is an advisory committee representing local, state and national interests in the Basin. The Forum will make recommendations to the Pathway 2007 partners (Tahoe Regional Planning Agency, US Forest Service, Nevada Department of Environmental Protection, and Lahontan Regional Water Quality Control Board) in the coordination of updating their plans and policies. Find out more about Pathway 2007 visiting http://www.pathway2007.org. The Place-Based process will continue to represent the values, vision and interests of local communities in the regional planning process. place-based |
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Purpose and Process Values and Opportuni-ties Guiding Principles
Key Planning Concepts
Values and Opportunities Did you know that … …at $195 and $189, summer and winter per capita daily visitor expenditures in North Shore communities are 1.5% and 14% higher than corresponding expenditures at South Lake Tahoe. (TRPA) …”peak” daily attendance at Burton Creek State Park is an estimated 5% of annual visitation, or about 170 persons. (CA State Parks) …average August daily traffic volumes on Hwy 28 have remained flat. (TRPA) …the estimated shortfall of affordable housing in Placer County’s Tahoe Basin communities is 1,800 dwelling units. (Placer County)
On March 28, 2006 over 125 people attended the first of three community workshops in the Place-Based Planning Process of the Pathway 2007 Regional Plan update. The workshop was held at the North Tahoe Community Conference Center and provided a chance for participants to identify valued places in their communities and locations that represent opportunities for investment, reinvestment and restoration.
Valued Places: Lake Tahoe, Mountains and Forests The most important or valued places identified by those who participated in the workshop were Lake Tahoe, its shoreline and beaches, the mountains, forests, and recreation areas. More than that, the participants stressed the QUALITY of those places–such as the views of open water, Lake Tahoe’s water quality, air quality, and ease of access to recreation areas. Specific places in communities were also cited including Tahoe City and participants’ own neighborhoods.
Areas of Opportunity: Improving Commercial and Community Centers
The desire and opportunity to reinvest in Placer County’s Basin Community commercial areas was popular. Places that provide an opportunity for new investment as well as reinvestment included Kings Beach, Tahoe City, Tahoe Vista and Homewood. Several areas were identified as important opportunities for restoration, including the Tahoe Basin watersheds and forests. Participants also suggested that residents of the Tahoe Basin start improving their own homes and neighborhoods to reduce the impact those homes and neighborhoods have on the natural environment.
Greatest Opportunity: Kings Beach
Participants identified commercial centers in the communities as a top opportunity for reinvestment with Kings Beach as the leading candidate. The greatest opportunities were determined to be in upgrading community centers’ infrastructure, improving their image, and enhancing social and economic performance. Solutions discussed included providing incentives for business and property owners, supporting improved transit and making life safer and more comfortable for pedestrians. Some participants connected improvements in Tahoe City and Kings Beach as a gateway strategy for Placer County’s Lake Tahoe experience.
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Opportunities
LEFT: In the first community workshop participants identified opportunities for improving Placer County’s Basin communities. They identified Places: • Downtown Kings Beach • Downtown Tahoe City • Homewood Environments: • West Shore beaches • Restored watersheds • Healthy forests • Improved water quality Connections: • Hwy 28 with sidewalks and landscaping • Bike connections between communities and to parks
Vision from 2027
Purpose and Process Values and Opportunities Guiding Principles
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Key Planning Concepts
Guiding Principles At the June 20, 2006 Planning Working Group workshop, teams prepared concepts for the Placer County’s Tahoe Basin communities that identified the most desirable changes envisioned for the next twenty years. Teams highlighted five categories of desired changes; including reinvesting in existing community centers, enhancing gateways, improving transportation connections, addressing water quality at a district scale, and improving local government cooperation. Principle 1: Reinvest in and Revitalize Existing Centers Reinvestment and revitalization should take place in Placer County’s existing Basin community centers; this is preferable to developing new community centers. Planning and Design Features: • Reinvestment in town centers should introduce “functional retail”, eliminate blight, and diversify the local economy. • Placer County’s Basin communities should include workforce housing. • Public and private investment should enhance the image of Placer County’s Basin communities. • Planning should emphasize the town centers of Kings Beach and Tahoe City as important focal points. These town centers are envisioned as mixed-use places
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with visitor accommodations, retail services, housing and recreational activities. • Investments in the smaller surrounding communities should respond to community needs and should reflect community character. • New investment in Placer County’s Basin community centers should enhance the connections and community interface with adjacent neighborhoods and recreational opportunities. • Investment should reflect the communities’ unique scale and character; “clean up the junk” and “keep the best buildings.”
Principle 2: Enhance Placer County’s Basin Gateways Investment in Placer County Basin gateways should improve their image and vitality. Gateways should be designed and planned as integral parts of the Lake Tahoe travel experience.
Planning and Design Features: • Planning should acknowledge the gateway roles of Kings Beach/SR267, Tahoe City, SR89 at the Truckee River corridor, and the southern part of Lake Tahoe’s West Shore. • Gateway land use planning should emphasize arriving at Lake Tahoe rather than at a typical commercial intersection. • Highway design, landscape architecture, signage and visitor information should be coordinated as part of gateway plans.
Principle 3: Improving Connections Public and private investment in Placer County’s Basin communities should contribute to improved vehicular and non-motorized connections to commercial centers, neighborhoods, visitor attractions and recreation. Highway design should improve economic vitality and pedestrian safety and comfort. Planning and Design Features: • Improving connections between Placer County’s Basin communities should be a priority in planning better transportation systems (i.e., bus transit, water-borne transit and bicycle routes). • Investment in Placer County’s Basin commu-
nities should contribute to the completion of regional systems of trails, bike routes, parking and transit services. • Each public roadway and private roadside project should improve the safety and comfort of the pedestrian experience in Placer County’s Basin communities. • Parking in community centers should be planned at a district scale, where resources can be effectively applied toward more efficient transportation, improved water quality and community appearance. Cooperation between public agencies (i.e., Placer County, Public Utility Districts, Tahoe Regional Planning Agency, and Federal and State agencies) is required. • Connections between regional-serving airports, ski resorts and communities outside the Basin should be part of the regional transportation strategy.
Principle 4: Area-wide Environmental Improvements Solutions for safeguarding and improving water quality and other environmental improvements should be approached at the broader, areawide scale, rather than one parcel or project at a time.
Vision from 2027
Purpose and Process Values and Opportuni-ties Guiding Principles
Planning and Design Features: • Water quality projects, such as multi-use
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Key Planning Concepts
•
•
•
•
•
swales, should be incorporated into plans for new development; applying state-of-the-art water quality system technology to create needed pathways, snow storage and open space. Investment and regulations should support comprehensive area-wide strategies that improve the Tahoe Basin’s environment. Opportunities to improve water quality and other environmental conditions should be addressed immediately, including projects currently funded and under design. The design of roadways and parking areas and the placement of buildings should be planned as part of a larger, comprehensive strategy for managing stormwater runoff. Solutions for managing water runoff from commercial areas and adjacent residential neighborhoods should be sought within town centers and gateway areas. Investments should result in a healthy forest and safer interface with communities to protect them from catastrophic wildfires.
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Principle 5: Local Government Cooperation Local governing bodies should collaborate on policies and investment in- and out-of-the Basin. This should include land use planning, economic development, marketing, transit, housing, recreation, and mitigating associated environmental impacts. Planning and Design Features: • The Placer County General Plan should include policies about the economic and environmental relationships between resorts, communities and towns in and around the Basin. • Transportation services offered by private providers and public transportation agencies should be coordinated to support peak travel times by visitors and everyday needs of residents and employees. • Workforce housing needs generated by Placer County resorts should be addressed by the County’s Redevelopment Agency. • Parking, public facility, recreation and other infrastructure needs should be coordinated between local special districts, Placer County and TRPA.
Key Planning Concepts Triple Bottom Line Benefits from achieving Principles and Concepts:
Social
The three main social benefits for reinvesting in Kings Beach and Tahoe City are: providing for workforce housing, maintaining a middle class and adding inviting public gathering places.
Environmental
Reinvestment in Placer County’s Basin communities promises a variety of environmental benefits, including improved water and air quality due to reduction of auto trips, green buildings, and restoration of degraded ecosystems.
Economic
The economic benefit coming to Placer County’s Basin communities is expanded visitor accommodations and facilities, economic diversification, and a more constant annual business cycle.
Planning concepts for Placer County’s Basin communities stress reinvesting in existing places, rather than creating new ones. Every public and private investment is expected to contribute to the success of communities. Concept 1: Revitalizing the Centers of Existing Communities Concepts for revitalizing Placer County’s Basin communities’ centers require a comprehensive approach; creating successful mixed-use districts and inviting public gathering places. Mixed-use Future • Investment in Placer’s Basin communities would be part of a County economic development strategy responding to opportunities presented by the growing regional population and the “Resort Triangle”. • Downtowns in Kings Beach and Tahoe City would become mixed-use places with commercial, tourist accommodations, civic, and residential uses. • The downtowns would have a variety of upscale and affordable lodging facilities. Existing facilities would be modernized and new accommodations would be developed as part of redevel-
opment efforts. • New uses would support economic development and placemaking objectives for community centers. • The character of mixed-use infill development would be compatible with the best of the existing traditional buildings. Workforce Housing • Plans for Tahoe City and Kings Beach would include workforce housing as part of mixed-use projects. • In some locations housing would be linked to commercial uses. • Concepts would provide incentives for reinvestment in existing units affordable for Placer’s Basin communities’ workforce. Connections to Neighborhoods • New investment in downtowns and other mixed-use areas would provide appropriate transitions in scale and use with adjacent neighborhoods. • Roadways, pathways and sidewalks with adequate lighting would be
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Key Planning Concepts
planned and designed to provide safe connections between residential neighborhoods and mixed-use downtowns. • Neighborhoods would be made safer and more social by including community uses and facilities, lighted streets and sidewalks, and parks serving the community. • Shared downtown parking would be managed to reflect the needs of mixeduse districts and adjacent residential neighborhoods. Improving the Image • Public investment in roads and facilities would contribute to the enhancement of the overall image and local character of main streets. • New development would be responsive to local site conditions, architectural traditions, and micro-climate. • Site planning would support the creation of gathering places while protecting the trees and beaches that give Lake Tahoe lakefront towns their unique character.
Concept 2: Planning Placer County’s Basin Gateways Concepts for the Tahoe Basin gateways treat them as integral parts of the Lake Tahoe travel experience and improve their image and vitality.
Lake Tahoe Arrival • Information and welcome centers would assist visitors in finding their destination, become aware of the uniqueness of Tahoe’s ecology, and discover other travel modes that allow them to experience the Tahoe without a car. • The design of roadways and related
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transportation infrastructure (walls, bridges, signage, etc.) would acknowledge the uniqueness of Lake Tahoe. • Views, vistas, and scenery that characterize the region would be incorporated into the design of gateways. Kings Beach/SR267 • The arrival in Kings Beach via SR267 would feature both the spectacular natural setting and charming small town character. • The intersection design would be well landscaped and include a round-a-bout. • Generic or franchise design would not be appropriate in the Kings Beach gateway area. • Highway commercial uses, such as service stations or convenience stores, would not be permitted at the SR267 intersection. Tahoe City • The arrival in Tahoe City via SR89 would feature both Lake Tahoe and Tahoe City’s downtown mixed-use main street district. • Generic or franchise design would not be appropriate in the Tahoe City gateway area. • Highway commercial uses, such as gas stations or convenience stores, would not be appropriate at the SR89 intersection. • The gateway intersection would not be faced with parking. • The roadway and intersection design at the SR89 gateway would be in the appropriate scale and character of Tahoe City. SR89/Truckee River • Planning would facilitate the screening or
Concepts trail to Northstar
Land Use
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Key Planning Concepts
relocation of industrial uses. • The “forest and river meets beach” travel experience would feature open views and vistas where parking lots are located behind buildings and screened, and buildings are located to protect views.
Concept 3: Mixed-mode Transportation Strategies Public and private investment in Placer County contribute to improved vehicular and non-motorized connections to commercial centers, residential neighborhoods, visitor attractions and recreation. Highways are designed to improve economic vitality and pedestrian safety and comfort. Enhanced Regional Connections and Local Service • Transit connections to regional airports would support residents and visitors. • Transit connections, intercept parking and non-motorized pathways would connect Placer County’s Basin destinations to communities and resorts outside the basin. • Transit service would be increased to enhance its reliability for residents and visitors. This includes increasing frequency of service/headways and providing buses and shuttles appropriate for the needs of passengers and their belongings. • The future proposed Kings Beach Pier would support recreation and water-borne transit. Transit Centers • Tahoe City and Kings Beach would include transit centers located near the junction of transit and auto routes, bike paths and walking trails. • If found feasible, (seasonal) water transit stops would serve downtowns of Kings Beach and Tahoe City. Managing Downtown Parking • Shared downtown parking would be laid out and managed as a district (with cooperation of Placer County, TRPA, and Federal and State agencies), rather than on a parcel by parcel or project by project basis. • Parking plans and design would respond to local and regional transportation objectives. • Parking would meet dual objectives: community character and water quality. Mixed-mode Main Streets • Hwy 28 in downtown Tahoe City and Kings Beach and SR89 in West Shore communities would be redesigned to accommodate pedestrians, bikes and parking necessary to support the success of mixed-use main street
districts. • The design of Hwy 28 would support the seasonal transit, parking and non-motorized access needs of Burton Creek State Park. Completing Bike Connections • Completion of the Dollar Hill Bike Trail (as multi-use trails) would connect Kings Beach to Dollar Point, Northstar to Kings Beach, and complete the trail to destinations from Dollar Point south. • Improved bike connections would be developed through the Homewood area. • Transit service (with vehicles equipped with bike racks) to popular bike trails would be an objective when planning transit centers.
Concept 4: Area-wide Environmental Improvements Opportunities to improve water quality and other environmental conditions are addressed immediately, including projects currently funded and under design. Solutions for safeguarding and improving water quality and other environmental improvements would be approached at the broader, areawide scale, rather than one parcel or one project at a time. Roadway and Parking Design • The design of roadways and parking areas would be planned as part of a larger, comprehensive strategy for managing stormwater runoff. • Passive on-site and off-site solutions for detaining and filtering parking lot runoff would be considered in context of an area-wide approach. Commercial and Mixed-use Districts • The design of parking areas and the placement of buildings would be planned as part of a larger, comprehensive strategy for managing stormwater runoff. • Managing water runoff from commercial areas and adjacent residential neighborhoods would be part of a comprehensive solution. • Multi-use swales and basins would be incorporated in plans for mixed-use areas. Water quality investments would be used as a method for creating pathways, snow storage and open space. Forest and Lake Health • Continued restoration of watersheds and forest areas would contribute to lake clarity. • Fuels management would make communities safer from catastrophic wild fires while contributing to potential biofuel opportunities.
Pathway 2007 • Place-Based Visioning • www.regionalplanningpartners.com 14 | place-based
Truckee Intermodal Station
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sit an r tr ate �w ce rvi se lar nsit gu r tra “re ate ew rvic t se ven al/e son sea
P T T T
Intercept Parking (shuttle/transit) Intermodal Station (time transfer)
Ferry Dock/Transit Stop (year-around)
Ferry Dock/Transit Stop (seasonal) Mixed-mode Street
Priority Bike Connection
Sugar Pine Point Recreation Transit Center
Hwy 50 Gateway
T
Emerald Bay/D.L. Bliss St. Pk. Recreation Transit Center
Zephyr Cove Recreation Transit Center
T
bike connection
T T T T
T
P
Tahoe Basin
Preliminary Planning Framework
T
Hwy 50 Gateway
P
207 Gateway
Stateline Intermodal Station and Parking Intercept
bike connection
Lake Tahoe Airport
6-21-06 working draft
P
Sand Harbor Recreation Transit Center
bike connection
bike connection
Outside the Basin Transit Portal Option
T
Incline Village Intermodal Station
T
T
Reno Intermodal Station/Airport
Meyers Intermodal Station and Parking Intercept
to northstar and truckee
Placer County
regional bike trail connection
downtown kings beach
SR267
Preliminary Concepts 6-20-06 working draft tahoe vista
Hi ll b ike wa yc on ne cti on
beach
mixed-mode street with bike and pedestrian facilities
fut ure Do lla r
carnelian bay
T
visitor accommodations
beach
T beach
Kings Beach mixed-use downtown
chinquapin
to alpine meadows, squaw valley and truckee regional bike trail connection
ge a l l I V e n i l Inc o t t i s n a r water t
T
oe ake Tah South L ansit to water tr
Tahoe City mixed-use downtown
beach
transit center at 64-acre tract mixed-mode street with bike and pedestrian facilities
to sit tran ter wa e aho eT Lak uth So
tahoe pines
Homewood Ski Resort
Ta ho eC ity
lake forest beach
T
SR89
dollar hill
Burton Creek State Park
downtown tahoe city
wa ter tra ns it t o
H w y
28
cedar point
homewood
mixed-mode street with bike and pedestrian facilities
Hwy 28
Washoe County
Preliminary Concepts 6-20-06 working draft
431
regional gateway
T
sign
beach
Historic Orbit gas station opportunity site
Hwy 28
Incline Village mixed-use town center
water access
water access
water access
visitor accommodations
to t i s n ra t r e t wa
T
Country Club district: recreation cultural activities commercial services civic uses Hyatt resort
visitor accommodations
Ponderosa opportunity area
sign
ty i C e ho a T
wa ter tra ns it t oS ou th La ke Ta ho e
T
Crystal Bay visitor district
beach
incline village center
Hwy 28
sand harbor
water transit to Tahoe City
e o ah T ke a L h t u o S o t it s an r t r e t wa
T
NOTE: Transit service for Sand Harbor has to acknowledge the environmental carrying capacity of the beach and facilities
Thunderbird Lodge– potential water access
NOTE: Locating water transit at the Hyatt may not ben supportable by parking or offer a strong enough jobs-housing connection for “regular service”
Hwy 50
T
visitor accommodations
zephyr heights to sit tran ter wa
beach
ch Bea gs /Kin age Vill line Inc
wa te rt ra ns it to
Ta ho e
Ci ty
beach
al tahoe
Bijou commercial and civic center on the Lake
kahle community center
T
lower kingsbury
visitor accommodations
207
tahoe keys
gardner mountain
T
hospital
visitor accommodations
sierra tract
saw mil l bi ke pa th
lake tahoe airport
pion eer trai l
the “wye� mixed-use district
tahoe island
montgomery estates
consolidated commercial and mixed-use
T Hwy 50
meyers village center SR89 to: Hope Valley, Kirkwood, Christmas Valley
South Lake Tahoe Partnership
Preliminary Concepts 6-21-06 working draft
to historic towns of: Genoa, Gardnerville, Minden
visitor accommodations
visitor accommodations
bike pat h
SR89 to: Emerald Bay
T
Rim Trail trail head
kahle neighborhood
T
56 acre Project (El Dorado Beach Area) consolidated commercial and mixed-use
round hill
east shore bike path
zephyr cove