Dear Editor: Thank you for the service you provide to keep our community informed on local governance matters.
I was pleased when Mayor Bass agreed at the last city council meeting to my proposal to discuss forming a City Economic Development Advisory Commission. In my view, the commission would consist of engaged, informed residents and business owners and advocates dedicated to fostering growth and prosperity within our city and community.
The idea is for the city council to create a commission that is viewed positively by the entire community. I hope that it does the following:
- Signals inclusivity by inviting both residents and business owners, which helps avoid the perception that economic development is only for one group.
- Centers community benefit, not special interests, which strengthens public trust.
- Positions the commission as a partner, not a critic, to city staff and council—focused on solutions and shared goals.
- Creates a civic home for people who want to contribute to making the community prosper, but don’t currently have a structured avenue within government to do so.
My research indicates that approximately 150–200 California cities have an economic development advisory commission, committee, or board that reports to the City Council.
South Lake Tahoe should form an economic development advisory commission to the city council to collaboratively address seasonal revenue shifts, workforce shortages, housing concerns, and balance visitor demand with residents’ quality of life. We need more input from community members about what we can and should do to grow and sustain our economy as we collaborate with regional partners.
- Possible Advisory Role to the City Council (five to seven members appointed by the city council)
- Provide recommendations on policies, programs, and investments that support economic vitality.
- Review economic development proposals, incentive requests, and business assistance programs before they reach the Council.
- Advise on long-term economic strategy
2. Business Attraction, Retention & Expansion
- Identify opportunities to attract new businesses that complement the tourism economy (e.g., recreation, hospitality, outdoor gear, food & beverage, technology).
- Support retention of existing local businesses through outreach, listening sessions, and problem-solving.
- Recommend measures to help small and disadvantaged businesses thrive.
- Foster a constructive business environment and contribute to the development of the city’s economic and regulatory landscape.
3. Workforce & Industry Support
- Advise on workforce development needs, especially in hospitality, recreation, and seasonal employment. Hire qualified local candidates!
- Coordinate with regional workforce boards, chambers, and tourism organizations to expand training and career pathways.
- Support programs that help local workers advance into higher-wage roles.
4. Tourism Economy Strengthening
- Recommend strategies to enhance the visitor experience while protecting community quality of life.
- Support initiatives that extend the tourism season, diversify visitor spending, or promote sustainable tourism and educate visitors on how we expect them to behave in our community.
- Collaborate with tourism improvement districts, business associations, and marketing organizations.
New commissioners should receive economic development training from an organization like CALED, understand their authority, learn how a council/manager city functions and their role , and distinguish directives from committees versus city leadership to protect staff.
I look forward to discussing this proposal with the city council and community members. I’m excited by our progress toward building a prosperous economy while protecting our environment—we can achieve both for a better future.
Respectfully,
David Jinkens, MPA
City Council Member
OPINION EXPRESSED HERE IS MINE ALONE