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Lake
Tahoe
Basin
Prosperity
Plan
Visitor Services and Tourism
Economic Cluster Meeting
April 22, 2010
Embassy Suites, South Lake Tahoe
Facilitated by
Doug Svensson, Trish Kelly,
Kathie Studwell and Michael Ward
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Agenda
 Introductions
 Overview of Lake Tahoe Basin Prosperity
Plan
 Review of Economic Clusters, Process,
Schedule
 Recap of Environmental Scan – Issues,
Opportunities, Barriers
 Validation of Cluster components
 Discussion and Identification of Priorities
for Action Plan Development
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Project
 Regional collaboration to develop a
Basin-wide economic prosperity
strategy
 Address high rates of unemployment &
seasonal employment, income
disparities, workforce skills gaps, brain
drain, environmental challenges, aging
built environment, infrastructure gaps
 Goal – develop an action plan for a
more resilient economy that enhances
environmental quality, improves
standard of living, grows local
businesses and supports entrepreneurs
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Steering
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Carson City, Nevada
City of South Lake Tahoe, California
Douglas County Nevada
El Dorado County, California
Lake Tahoe Community College
Lake Tahoe School
Lake Tahoe South Shore Chamber of Commerce
North Lake Tahoe Chamber of Commerce
Placer County, California
Tahoe Regional Planning Agency
Washoe County, Nevada
Western Nevada Development District
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What
is to
anedit
Economic
Cluster?
Leading Industries
(core of the cluster)
Support Industries
(suppliers of components, raw materials, support
services)
Technology
Human
Resources
Capital
Regulatory &
Tax Climate
Economic Foundations
Adv. Physical
Infrastructure
Quality of
Life
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What
is to
anedit
Economic
Cluster?
We are here
Lake
Click
Tahoe
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Resident
MasterPopulation
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Lake Tahoe Resident Population (1987-2008)
70,000
62,894
60,000
50,000
46,887
51,086
55,232
53,347
2005
2008
40,000
30,000
20,000
10,000
0
1987
1995
2000
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MasterEnrollment
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Lake
Tahoe
School
Tahoe Region School Enrollment
12,000
10,000
9,644
9,331
8,972
8,767
8,461
8,000
7,755
7,534
6,985
6,882
2007
2008
6,000
4,000
2,000
0
2000
2001
2002
2003
2004
2005
2006
Lake Tahoe
Employment
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Master
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2000-2007, Basin and Larger Region
Comparable Data – Non-Farm Payroll Jobs
Long-Term Trend, using 2000-2007 change
(<= Left axis) Six-County Region
Six-County Private Non-Farm
Payroll Jobs
600,000
Lake Tahoe Basin (Right axis =>)
120,000
Region: +24%
500,000
100,000
400,000
80,000
300,000
60,000
Tahoe: -6%
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
20,000
1998
100,000
1997
40,000
1996
200,000
Counted at place of work (though workers may live elsewhere)
Region may be gaining, but Tahoe Basin is losing jobs
South
Lake
TahoeMaster
Gamingtitle
Revenues
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1990-2009
South Lake Tahoe Real Gaming Revenues 1990-2009 (2009 dollars)
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
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KeytoGeneral
Themes
 Declining population affects workforce, markets
for goods and services, sense of community
 Lack of affordable housing is a drain on young
talent and barrier to business growth; middle
class families are priced out; high percentage of
home owners are non-resident
 Demographic change, increasing skills gaps
 Traffic congestion a serious problem
 Aging existing development contributes to
environmental degradation
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Tourism
Trends
 Tahoe Basin is losing jobs compared to the
broader region
 Gaming revenues are down in both South and
North Shore as is employment
 Hotel occupancy rates have declined and at alltime low for Casino Corridor
 Sales tax revenue has declined
 Transient Occupancy Tax revenue has declined
 Traffic volumes have declined although
commuter traffic has increased
 Workers commute long distances due to high
housing costs
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Tourism
andtitle
Themes
 The most popular visitor activities are alpine
skiing, gaming, sightseeing, fine dining,
snowboarding and shopping
 Tourism generated $1.2 billion in direct spending
in South Lake Tahoe (in 2006); almost 27% of
jobs were in the leisure and hospitality sector
 Visitor spending in North Lake Tahoe generates
over 60% of earnings and 2/3rds of all
employment
 The population within a 4 hour drive is
expected to grow 28% over next 14 years
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Context
 Gaming industry recognizes need for
diversification and to “reinvent” itself,
taking advantage of the unique amenities
of the Lake Tahoe setting – to be an
amenity rather than a driver
 Reno is planning a major “rebrand” of the
region – Reno Tahoe USA in 2010
 Tahoe Douglas Visitors Authority plans
new campaign and strategic plan
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KeytoOverall
Themes
Build on the foundation of sustainability
 Create more mobility options (biking, walking,
transit, other)
 Focus on job quality (living wage jobs with career
pathways)
 Continued investment in infrastructure is needed,
including technology (broadband)
 Develop a cohesive regional strategy
 Diversify, redevelop, revitalize – both the
economy and the built environment – the private
sector is innovating; shift in role for TRPA
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Process
 Identify key clusters and components
 Convene participants, validate cluster
components
 Identify key issues, opportunities and barriers
 Identity key priorities
 Develop an action plan with key initiatives and
strategies, led by champions
 Engage cluster partners including businesses,
non-profits, government and support
organizations
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Cluster
Criteria
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Size of contribution to economic base
Future job creation prospects
Ability to help diversify the economy
Ability to enhance environmental quality
Short term organizational capability
Long term sustainability
Unique to the assets of Tahoe
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Trends
Major
Industries
Declining Industries
0
-9
-200
-61
-11
-23
-38
-152
-190
-400
-600
-800
-1,000
-1,200
-1,226
-1,400
Estab
Emp
Nat. Resources/ Utilities
Estab
Emp
Mfg./ Wholesale/ Trucking
Estab
Emp
Information
Estab
Emp
Arts/ Rec./Lodging/ Food
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MasterAnalysis
title style
Economic
Cluster
Cluster
Visitor Services
Outdoor App. / Equip. Research
Health Care / Medicine
Government
2007
Jobs
Job
Change
2007
Estabs
Estab
Change
18,108
(1,273)
672
(28)
316
(72)
52
8
1,789
10
207
(8)
542
115
97
17
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MasterGroupings
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Preliminary
Cluster
Visitor Services and Tourism
 Tourism
 Hospitality
 Entertainment/Cultural Resources and Amenities
 Recreation
 Historic Preservation
 Transportation (tours, moving visitors in and out,
etc.)
Recreational/Outdoor Apparel and Equipment
Research and Testing
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Draft
Findings
 Visitor Services is the largest cluster but it
is declining and needs to restructure to
thrive.
 Outdoor apparel and equipment product
development do not appear to produce
lots of jobs currently.
 Health care is also a large cluster. This
sector offers opportunities to help rebrand the region as a wellness center and
build on recreation amenities.
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Issues
• Fragmentation in marketing
• Blighted communities
• Need for improved access to public lands
• Need to rebrand/reinvent the region
• Gaming industry needs to reinvent itself
• Coordination across the region for synergies
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Opportunities
 Several lodging, resort and casino establishments
have major redevelopment plans
 Leverage Arts and culture
 Create new venues
 Become more of a destination with more diverse
amenities
 Focus on environmentally sustainable infill and
redevelopment
 Connect recreation with wellness and healthy
lifestyles
 Improve access to public lands
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Regional
 Connect with food and wine products in
West Slope and Nevada Grown – culinary
tourism and visitor experiences
 Specific local targets for Douglas County
include outdoor lifestyle manufacturers
(surf boards, go-peds, etc.) – look at dual
applications for manufacturing and
tourism – in the areas of boating,
kayaking, climbing, skiing, etc.
 Collaborate with tribal leaders
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Steps title style
 Form cluster work groups and prepare
draft action plans – first meeting April 21st
to identify priority issues and
opportunities; second meeting May 22nd
to develop draft action plans
 Prepare draft prosperity plan summer
2010 for review and input by agencies,
the community and partners
 Launch implementation plan in fall 2010
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Contact
Doug Svensson, ADE President
dsvensson@adeusa.com
Trish Kelly, ADE Principal
tkelly@adeusa.com
Kathie Studwell, ADE Senior Associate,
kstudwell@adeusa.com
Michael Ward, Project Manager
mklward@pacbell.net
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Master
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Lake
Tahoe
Basin
Prosperity
Plan
BUILDING THE KNOWLEDGE AND
RESOURCES CLIENTS NEED TO
REALIZE THEIR ECONOMIC AND
BUSINESS POTENTIAL