TAHOE WORKFORCE ECOSYSTEM - Tahoe Prosperity Center · to developed systems of education & training, workforce services, housing, transit/ transportation, child care, schools, and

TAHOE WORKFORCE ECOSYSTEM

A STRATEGY FRAMEWORK

PREPARED FOR THE TAHOE PROSPERITY CENTER, MAY 2017,

MICHAEL WARD, CHIEF STRATEGY & INNOVATION OFFICER, HIGHBAR GLOBAL CONSULTING

Tahoe Workforce Ecosystem

TPC Workforce Tahoe Project 2016-2017 Page 2

Contents

EXECUTIVE SUMMARY – A SYNOPSIS OF THE ECOSYSTEM ....................................................................... 3

A FRAMEWORK FOR THE TAHOE WORKFORCE ECOSYSTEM ..................................................................... 6

FOUR CORNERSTONES OF THE TAHOE WORKFORCE ECOSYSTEM ......................................................... 10

FOUR STRATEGIES & INITIATIVES TO IMPROVE WORKFORCE OUTCOMES .......................................... 66

LOCALIZING CAPACITY TO ACTIVATE WORKFORCE OUTCOMES ............................................................ 75

DATA TABLES .................................................................................................................................................... 79

DATA SOURCES .............................................................................................................................................. 113

REFERENCES .................................................................................................................................................... 118

Note: Except where references and citations are otherwise provided the cover graphic, title, framework, concepts and recommendations constitute original material of the author. All rights reserved.



EXECUTIVE SUMMARY – A SYNOPSIS OF THE ECOSYSTEM

Workforce Ecosystem Goal:

A Coordinated Net 10% Shift in Talent Capacity, Wages, and Retention Year-over-Year.

The strategic approach for the Tahoe Workforce Ecosystem is more “performance tune-up”

than “engine overhaul.” This less resource intensive mindset may be crucial to getting the

workforce system humming along without waiting for large-scale infrastructure investments or

program funding infusion. The Tahoe Workforce Ecosystem is framed by eight dimensions as

follows: four cornerstones addressing talent (A) attraction, (B) development, (C) retention, (D)

alternatives, and four strategic focus areas including (S1) workforce hubs, (S2) sector

initiatives, (S3) workforce housing, and (S4) “lifestyle ventures.” In the cover graphic, which

illustrates the system, the four strategic focus areas are positioned intentionally between the

cornerstones to which they are most responsive. For example, the workforce hub strategy (S1)

is positioned between talent attraction and development to reflect the intended synergy

between these functions and the hub concept.

These eight dimensions are designed to inform, integrate, and support local action plans to be

developed through this framework for each of four “sub -regions” within the Tahoe Basin

including: South Shore / California, South Shore / Nevada, North Shore/ California, and North

Shore/ Nevada. These sub-regional action plans are intended to (a) take advantage of local

community-based access and resource capacities while (b) realistically leveraging the institutional

capacities and investment channels of these diverse areas of the Basin.

An assumption that is foundational to this ecosystem concept is that institutions with direct

responsibility for workforce development, education, and training serve as primary “leads” for

critical services, capacity, staffing, and resource acquisition including funding. This means the

federal workforce agencies, operating under the auspices of state and local workforce boards through

the new Workforce Innovations and Opportunity Act (WIOA), the four community colleges (two in

California and two in Nevada with only one – Lake Tahoe Community College – operating within

the Tahoe Basin) and Sierra Nevada College as primary agents for Career Technical Education

(CTE), the K12 school districts operating within the Basin (3) which channel additional CTE funding into

student programs, and the County Offices of Education (5 counties) which offer targeted adult

education, rehabilitation, and incarcerated adult education and training programs.

In addition to the public sector, private and not-for-profit sector “actors” in the ecosystem include the

workforce attraction and development functions of employers large and small who operate within

the seasonal economy with its fluctuating demand for talent. Important adjunct partners include

employer-centric organizations and associations such as the Chambers of Commerce and Visitor’s

Authorities whose activities augment and support the ecosystem as important network facilitators.

“YOU CAN HAVE ANYTHING YOU WANT – YOU JUST CAN’T HAVE

EVERYTHING YOU WANT”— ANONYMOUS



The third level of engagement in the ecosystem involves multi-sector human and social service

organizations that serve individuals and families and augment the vitality of the communities they

serve while simultaneously delivering employment. These entities operate within the governance and

infrastructure environment maintained by the five respective county governments and the single

incorporated City of South Lake Tahoe .

In addition to Local Action Plans this report identifies prospective “initiatives” in each of the four

cornerstones that are potentially responsive to the needs of the Tahoe Workforce Ecosystem.

Initiatives are “tune up” opportunities to accomplish the strategies which either refine existing

workforce services, develop and/or integrate new services at the local level, or capitalize on funding

streams and associated state and regional policies addressing workforce development on both side s of

the Tahoe Basin. These initiatives are outlined more completely in the four strategy areas.

For purposes of this report references to workforce ecosystem “infrastructure” are intended to refer

to developed systems of education & training, workforce services, housing, transit/ transportation,

child care, schools, and health.

Four Cornerstones of the Tahoe Workforce Ecosystem

S1 = Workforce Hubs - Organic (Easy) Access

S2 = Sector Initiatives - Diversify Sectors by Sub-Region

S3 = Workforce Housing - Increasing Supply

S4 = Lifestyle Ventures - Infrastructure, Assets & Incubators

Four Geographic Sub-Regions: South Shore CA and NV and North Shore CA and NV

Location Profiles: Illustrations of Cost, Wages, and Demographics

Localized Action Plans: A Localized Short Term Framework for Engaging Partners &

Activating Workforce Strategies Tied to Geographically Accessible Infrastructure

A. Talent Attraction - Existing Occupation Clusters

B. Talent Development - Learning & Career Pathways

C. Talent Retention - Opportunity & Wage Progression

D. Talent Alternatives - Self Employed, Micro-Enterprise, Entrepreneurship

Four Strategies to Improve Tahoe Workforce Outcomes

Localizing Capacity to Activate Workforce Outcomes



A. Talent Attraction:

Campaign Strategy: Brand & Channel Centric

Moderated, Curated, Web Portals

Integrated Lifestyle Portals – Visitor Authorities

Talent Tracker – Community Pro Suite – Collaboration platform

WIOA - American Job Centers

Work Readiness Support Services

Regional Workforce Optimization Network (Job Fairs Integrated with Hubs)

B. Talent Development:

Curated Career Pathways

Individual Assessment and Transition planning

WIOA - ETPL Funded American Job Centers through the Adult Ed Framework

Sector Boot Camps

Industry Working Groups

ADVANCE Multi-Hub Transitions Program

Career Center

Graduated Work Experience Through Apprenticeship

21st Century Skills – Competency Based Training and Development

Community Pro Suite – Coordinated Service and Talent Tracker

C. Talent Retention:

Industry Valued Certificates and Credentials

Affordable Market-Priced Housing – Increase Workforce Housing Supply

Transit-Centric Housing Location Advocacy

Rising Median Wage and Associated Career Opportunities

Strong Workforce Sector Development – ITC/ Cybersecurity

Connectivity Lifestyle Infrastructure – Schools, Health Services, Child Care

D. Talent Alternatives (Lifestyle Ventures)

Telework

Co-Working Spaces

Incubation Toolkit

K12 Entrepreneurial Academy

Self-Employment Support Network

Talent Transfer/ Lifestyle Infrastructure – Schools, Health Services, Child Care, Arts &

Entertainment

Initiatives to Strengthen the Workforce Ecosystem



A FRAMEWORK FOR THE TAHOE WORKFORCE ECOSYSTEM

Tahoe Workforce Ecosystem: An interdependent network of resources, services, and essential talent

support that fosters an environment which attracts people with market demand characteristics and/or

established market worthy skills who also desire the unique lifestyle attributes of alpine recreation-

centric communities. The relative health and vibrancy of the ecosystem is essential to delivering the

10% net growth goal outlined in the introduction.

The planned ecosystem is organized around a collective need for people with talent to drive and sustain

economic vitality and quality of life in the region (or sub-region). A modest ecosystem may exist in

“nodes” or “networks” that are designed around specific talent attraction, development, or retention

objectives or initiatives. A struggling ecosystem is marked by a focus on closing gaps, consternation

about what is missing or not available to meet employer, community or individual needs. A fully

functional and healthy workforce ecosystem requires intentional and purposeful design, which builds

on local and regional strengths and consistently adapts to what works.

Just as clouds bring rain and snow to refresh the Lake Tahoe watershed while enriching and sustaining

the lifestyle experience, the human capital workforce ecosystem relies on an influx of new and curated

talent to keep local economies healthy. A pair of assumptions underlying all recommendations in this

report include: (a) the shortest path to improving workforce outcomes is to build on the existing assets

and willingness of communities to participate in collective action, and (b) key institutions of higher

education, business engagement, and workforce development in the Tahoe Basin are best positioned to

lead in developing existing capacity while attracting new resources to support ecosystem improvement.

The Tahoe Workforce Ecosystem is outlined in this report as a framework consisting of four

cornerstones of talent vitality - attraction, development, retention, and lifestyle-driven alternatives –

together with four intersecting strategies for potential improvement in the future state – workforce

hubs, sector initiatives, workforce housing supply, and “lifestyle ventures”. Each cornerstone offers a

business case for change or improvement through a SITUATION PROFILE, concise framing of NEEDS,

and potential INITIATIVES proposed to maximize workforce ecosystem improvements at a feasible cost.

The integration and systematic development of these cornerstone elements and strategies through

localized workforce action plans responsive to sub-regional needs and system linkages is proposed to

facilitate an adaptive Tahoe Workforce Ecosystem.

WHAT IS THE TAHOE WORKFORCE ECOSYSTEM?

"CONTINUOUS IMPROVEMENT IS BETTER THAN

DELAYED PERFECTION." -MARK TWAIN



A workforce ecosystem seeks to balance skills (talent) supply and demand based upon the existing and

projected needs of thriving economic sectors of activity with input from employers to guide an efficient

allocation of limited resources. To the extent that a match between available skills and changing

demand can be facilitated through targeted initiatives and supply “systems” the ecosystem will offer

individuals opportunities for full economic participation while supporting community vitality. The World

Bank has studied this question globally and offers a simple way of visualizing the “system” in the graphic

below.

Critical ecosystem requirements include proximity to major markets, low operating costs, efficient

supply chains, and an available skilled workforce. Conceptualizing a workforce ecosystem within the

relatively narrow economic diversity of the Tahoe Basin invites a series of questions that were helpful

in pursuing this study including:

How to replicate existing models such as the Lake Tahoe Adult Education Consortium

(LTAEC) /ADVANCE program based at Lake Tahoe Community College?

How to expand existing cross-sector networks to obtain maximum benefit at low cost?

How to “localize” initiatives based upon the differing needs of Basin communities whilecrafting

regional scale approaches linked strategically to adjoining east/west markets?

How to address well-document deficits in housing supply at affordability levels consistent with

the wage scales of prevailing Tahoe occupations?

How to ensure talent attraction and development approaches go beyond simply filling

seasonal jobs to attracting a re-supply of permanent residents who will also refresh

leadership and family life in Tahoe communities?

A Conceptual Framework for Workforce Development from the World Banki


TPC Workforce Strategy Project 2016-2017 Page 8

How to advance technology innovation to attract mid-career and/or established

professionals – especially self-employed or individuals able to “telework”?

How to raise the ceiling on median wages for more living wage opportunities for residents?

How to increase economic diversity by focusing on “untethered talent”?

How to better utilize current land planning policies to attract investment converting the

underutilized built environment for co-working spaces, incubators, and workforce housing?

How to leverage the Tahoe Prosperity Center “Measuring for Prosperity” report as a benchmarking

system for assessing workforce ecosystem progress?

Will the projected 55,000 new tech jobs in the Reno/Sparks area help or hurt Tahoe?

How to foster an “image shift” from “workforce-as-labor” to a “talent-driven-economy”?

What are the optimal roles of public and private partners, employers, and communities?

The larger workforce development system in the United States involves numerous stakeholders as

suggested in the Mckinsey & Company illustration belowii. In Tahoe this includes the federally funded

Workforce Innovation & Opportunity Act (WIOA) regional agencies (Golden Sierra on the California side

and JOIN on the Nevada side), state funded community colleges offering substantial career technical

education (CTE) and sector development programs & funding (4 colleges), county and city governmental

agencies (housing, services to specific demographic segments including rehabilitation and incarceration

groups), regional economic and workforce development networks (EDAWN in Nevada, Align Capital in

California, Tahoe Prosperity Center in the Basin), employer associations (Chambers of Commerce on the

North and South Shores), industry groups (restaurant, lodging, construction trades, etc.), social sector

entities (Family Resource Centers, Youth and Family support organizations), innovation networks

(including entrepreneurs and civic entities offering co-working and network capacity building), and

individuals seeking to advance skills and economic participation for themselves and families.

Workforce EcoSystem Design Requires a Network of Public and Private Partners



Sacramento-to-Reno Economic Mega-Region

Tahoe Basin Sub-Regions Tahoe Communities

WORKFORCE ECOSYSTEM GEOGRAPHIC MAPS



FOUR CORNERSTONES OF THE TAHOE WORKFORCE ECOSYSTEM

The highest demand cornerstone of the ecosystem is also the most difficult to modernize. Existing

seasonal occupations support the prevailing tourism industry which provides service sector base

employment but yields low wages and instability in talent availability which further causes Tahoe

communities to struggle.

Talent Attraction

Employment Outlook - Hospitality Tourism

U.S. Bureau of Labor Statistics: AVG Annual Wages by County Job

"Churn" 2001-2014

Sample Living Wage Calculation for El Dorado County, California

2014 Tahoe Business Patterns

South & North Tahoe Business Walks

Employability Skills

Workforce Attraction

Individualized Approaches to Support Lifestyle Choices Comparative

Profile of Social & Economic Indicators for 5 County Census Tracts

Campaign Strategy: Brand & Channel Centric







In Brief: Challenges attracting year-round skilled talent to fill existing workforce

needs; low wages weaken economic vitality, business patterns do not reflect

diversification essential to a stable thriving economy; variable social and

economic patterns in Tahoe sub-regions; inadequate infrastructure to support

consistent workforce attraction. On the following pages a series of data

snapshots help to frame the “state-of-the- workforce” to help frame an

understanding of activity influencing talent attraction needs and challenges.

A. TALENT ATTRACTION - EXISTING OCCUPATION CLUSTERS



Employment Outlook - Hospitality Tourism

Employment Outlook Summary for the two tables below: median hourly wage for entry-level

positions is $10.32 per hour; median hourly wage for mid-level and advanced positions is $18.18

per hour; median hourly earnings across all occupations in the Lake Tahoe area are $19.18 per

hour.

Source: Demand for Hospitality/ Tourism Jobs in the Lake Tahoe Area, Centers of

Excellenceiii

Employment Outlook for Entry-level Occupations, Lake Tahoe Area

Employment Outlook for Mid-level & Advanced Occupations, Lake Tahoe Area



U.S. Bureau of Labor Statistics: Average Annual Wages by County iv

The following data set illustrates average wages for each Tahoe County in the arts, entertainment and

recreation industry sectors with low average wages reported in all counties other than Douglas where

the large casino entertainment businesses operate.

Data here show “churn” defined as the difference between hires and separations over time. Net job growth

has been positive over this 14-year cycle measured in quarters in all counties.v

Job "Churn" 2001-2014



Sample Living Wage Calculation for El Dorado County, California

The living wage shownvi is the hourly rate that an individual must earn to support their family, if they are

the sole provider and are working full-time (2080 hours per year). The state (CA) minimum wage is the

same for all individuals, regardless of how many dependents they have. The poverty rate is typically

quoted as gross annual income. It is converted to an hourly wage for the sake of comparison. Wages less

than the living wage are shown in red.

The Tahoe Basin is primarily home to small businesses better described as “micro-enterprise” with 1 to 4

(N1-4) employee establishments representing 66% of all businesses in all sectors & zip codes. Tahoe

establishments represent just 10.26% of all businesses in the 5 adjoining counties inclusive.

The distribution of micro-enterprise by Tahoe Sub Region

mirrors the distribution of establishments overall strongly

suggesting micro-enterprise as the foundation of economic

activity across all active sectors in the Tahoe Basin. 61% of

establishments operate in the two primary California sub-

regions and 39% on the Nevada side approximating the

population distribution between the two states as well. See

Business Patterns chart on the next page for further illustration

and sub-regional profile to the right.

2014 Tahoe Business Patternsvii

Tahoe Sub Regions

N1_4 All

El Dorado 34% 37% Placer 25% 24%

Washoe 21% 20% Douglas 20% 18%



Complete Census Tract Level Profiles for all 5 Counties can be reviewed in Data Tables section. These

data compiled from census tract profiles suggest a high degree of variability between sub-regions in the

Tahoe basin with respect to median age, ethnicity, educational attainment, housing distribution and

occupancy, poverty levels, and commute patterns. Accordingly localized action plans for workforce

ecosystem improvements will need to be customized to these specific needs profiles.

Comparative Profile of Social & Economic Indicators for 5 County Census Tracts



In Brief: Adult Workforce Readiness Assessment, Personal Pathways Planning,

Transition Advising, Sector Specific Skill Building, Ability to Achieve Competency

Certification Through Graduated Work Experience, Wage Progression Through

Employer Commitments to Training Completion.

The South Shore (March 2016) and North Shore (June 2016) Business Walksviii conducted between March and June 2016 by teams of community members provided insights into business and workforce needs with nearly 500 employer establishments participating. Walkers interviewing business leaders and staff documented employer talent needs and gaps while assessing projected business infrastructure needs.

South & North Tahoe Business Walks



https://shar.es/1QSMq7

A key finding was the lack of work readiness of many adults in the Tahoe Basin. Work readiness includes

showing up for work consistently on time, dressed appropriately, sober, and ready to interact with

customers effectively. The concept of employability skills encompasses these attributes together with

essential skills that contribute to the growth and development of employed adults as outlined in the

graphic below.

The URL provides a link to an interactive web page that also allows the user to drill down to specific skills

for the purpose of building training curricula. The graphic at the bottom illustrates related challenges

finding talent as reported during the South Shore Business Walk in 2016.

EMPLOYABILITY SKILLSix


South Shore

Business Walk,

March 2016






The Tahoe Basin requires programs, initiatives, and targeted campaigns that assist employers, employer

associations, government, and community networks to take timely and direct action to attract & retain

workers.

Talent attraction is not simply about filling jobs as implied by a simplistic “supply and demand”

approach. Individuals and families are seeking a new dynamic, which is framed by the nexus between

“opportunity and choice” with community amenities and lifestyle options as essential drivers of job

pursuit.

To be effective it is

essential that planners

avoid a “one-size-fits-all”

approach while actively

considering the “ages and

stages” of career

development and lifestyle

interests of adults as

suggested in this

“Community Demographic

Dynamic”.

Source:

http://www.marklautman.comx

Workforce Attraction

http://www.marklautman.com/



In Brief: The Tahoe Basin would benefit from moderated and curated web portals to

support diverse talent attraction, integrated lifestyle branding in partnership with the

Basin Visitor Authorities, an integrated talent tracker, full integration between the

WIOA - American Job Centers and regional job fairs integrated with career hubs.

One feasible approach is to integrate the currently disparate functions of Job Fairs, HR Advisory

Groups, Visitor's Authorities, Chambers (including their respective Leadership Workgroups),

major employer initiatives, the colleges and WIOA American Job Centers into a campaign

strategy that goes beyond simply filling seasonal employment needs. In this approach outreach

efforts to major talent markets would be coordinated and branded.

Multiple dimensions of talent attraction demand an

"Omni channel approach" that is well coordinated and

emphasizes the relative competitive advantages of

Tahoe "living, working, and playing" for both entry

level service workers and mid-career or established

self-employed individuals or families seeking life –

work opportunities.

Currently multiple proprietary web portals provide job postings and linkage to opportunities

within the Tahoe Basin. To reduce the “randomness” and

competitive nature of these systems one strategy may be

to literally “moderate” these disparate portals through

active posting of opportunities and rapid follow up with

job seekers following the best practices of effective

recruiting organizations. A job sourcing data sample

produced through Indeed on March 25, 2017 entering the

Tahoe “shoulder season” suggests relatively high levels of

job opportunities in and around the Basin (next page).

A searchable web platform for recent college grads or mid-career professionals looking for a

solid “return on salary” (value of earned salary relative to the cost of living in a desirable

location) is http://www.careercast.com/jobs/search.

Campaign Strategy: Brand and Channel Partners

Moderated Web Portals

http://www.careercast.com/jobs/search



Internship portals offer another method for connecting

individuals with work experience (paid or unpaid) that can

translate to full time employment if properly supported. A

regional work experience system currently being explored

through the ADVANCE Program at Lake Tahoe Community

College is Launchpath & Career Catalyst (Career Pathway),

hosted by the Foundation for California Community Colleges

“LaunchPath brings together California Community Colleges, Linked Learning high schools, and regional employers for meaningful internship experiences.”1



Colleges and offers a work experience job matching platform for employers, students, and partner

organizations. There is also potential to use a social media platform like Facebook Workplace to

support work experience, peer mentoring, iterative Training & Development, talent attraction and

retention.

Another tool is http://www.internships.com/student a web portal that offers a searchable internship and

entry job-matching platform based upon sector, key word, location, and distance filters. A sample

regional internship portal model operates in Monterey Bay with Listings for Hospitality Internships &

strategic regional partners as reflected in the graphics below.

WIOA American Job Centers (One Stop Centers) are also critical for talent attraction and preparation

including addressing the needs individuals with specific learning and work needs including literacy,

numeracy, work readiness, and targeted skill building as illustrated in the promotional description on

the next page. WIOA American Job Centers for the greater Lake Tahoe area are provided in the table

WIOA American Job Centers (One Stop Model)

http://www.internships.com/student



at the bottom of this page.



A: Talent Attraction

Initiatives Annotated Summary:

Campaign Strategy: Brand & Channel Centric – Recommended approach is to engage the

Visitor’s Authorities and associated tourism branding media partners in promoting Tahoe

lifestyle attributes particularly for “established career” adults who may be self-employed or

interested in teleworking or entrepreneurism that is location neutral or place-based.

Moderated, Curated, Web Portals – This approach would identify a lead entity for efficient

and timely curation of both job opportunities and inquiries to augment the HR recruitment

functions of larger employers and provide a proxy HR function for small/micro employers –

essentially to connect talent to opportunities by reducing the random nature of existing

digital platforms.

Integrated Lifestyle Portals – Visitor Authorities – Building on the “campaign strategy” visitor

outreach entities would promote lifestyle opportunities for the small population segments

who want to both visit and stay and contribute their talent to the local economy.

Talent Tracker – Community Pro Suite – Collaboration platform – The Advance team at LTCC

has procured and installed this digital platform via an MOU process as a collaboration and

talent tracking platform (needs and outcomes) which can be scaled to support the entire

Tahoe Workforce Ecosystem.

WIOA - American Job Centers – The federal reauthorization of WIOA invites the upgrading of

former “employment one stops” to full service job centers that are integrated with a

workforce development delivery system and utilizing the same metrics for quality

assessment.

Work Readiness Support Services – The single biggest challenge reported by employers

beyond access to housing has been to focus on work readiness of the seasonal often-

transient talent base in Tahoe. This initiative would integrate WIOA and Advance Career

Center models with a fully developed work experience support system to improve

outcomes.

Regional Workforce Optimization Network (Job Fairs Integrated with Hubs) – The largest

concern with seasonal job fairs for resort/ lodging/ culinary/ tourism occupations is how to

develop and retain the talent that is selected in a solid “grow our own” approach. This

initiative would optimize a system approach to achieve these ends.



The second cornerstone of a vibrant workforce ecosystem is individualized pathways for adults at all

ages and stages with active employer participation. Career centers offer a balance of classroom and

worksite certificated learning supported by career advising. Foundation skills, including work

readiness and "soft skills" are developed consistent with employer recommendations reported in

the North and South Lake Tahoe business walks. Dual enrollment programs between high schools

and community colleges accelerate workforce participation by emerging talent.

TALENT DEVELOPMENT

Job Growth Context in California, Region, Industry Sectors Tahoe

Basin Occupation Projections 2010-2021 & Wage Bands Changes in

Employment Participation in the Tahoe Basin

Replicate and/or Scale the ADVANCE Consortium Model Soft

Skills are the Hard Skills

Personalized Career Pathways-Driven Workforce Development Work

Based Learning – (PRE) Apprenticeship

Industry Certification and Digital Badging


Individual Assessment and transition planning

WIOA - ETPL Funded American Job Centers through the Adult Ed Framework

Sector Boot Camps



Career Center


21st Century Skills – Competency Based Training and Development Community Pro Suite

In Brief: Communities in the Tahoe Basin are isolated from the major urban markets

where job training and diversity of occupational opportunity is most concentrated.

However, the Basin holds competitive advantages by offering access to an Alpine

recreational lifestyle that attracts a particular segment of early, mid, and late career

adults. The challenge for institutions and workforce entities in the broader region is

B. TALENT DEVELOPMENT - LEARNING & CAREER PATHWAYS



to work within available resources while building coordinated systems to attract

funding and support local access into the pathways-centric workforce ecosystem.

Writers at the Grizzly Bear Projectxi compiled a concise set of images to reflect the current context for job

growth in California (Data are from EDD). The charts illustrate total statewide job growth by major sectors

(note Leisure and Hospitality), regional growth (note Sacramento), and percentage job growth in the San

Francisco Metro area (note Computer Systems Design, which will reinforce a focus on Cybersecurity

sector development in the S2 Sector Initiatives section of this report). “Lightening Bolts” are added to

charts on this and the next page to call attention to data that amplify the context for the workforce

strategies discussed in this report.

Job Growth Context in California, Region, Metro Bay Area



The following data tables are excerpted from the Measuring for Prosperity report published by the

Tahoe Prosperity Center and produced by Applied Development Economics (ADE). The data table on

the next page clearly indicates a decline in overall numbers of individuals in the labor force in the

Tahoe Basin with the largest declines in absolute numbers in South Lake Tahoe between 2008 and

2014.

Changes in Employment Participation in the Tahoe Basinxii



The next section provides a detailed data set illustrating occupation projections for the Tahoe Basin

2010-2021.

Page 29

Occupation projections for the Tahoe Basin 2010-2021 is provided here sorted by expected change in jobs. The complete data set is presented in the Data Tables

section of this report and includes 93 occupations covering 24 zip codes. The excerpted table below shows the top 20 occupations for projected growth. Not

surprisingly Food and Beverage Serving Workers represent the dominant growth occupations. The top five occupations for projected job growth all deliver wages

at or below living wage depending upon family/household configurations. The overall projections are encouraging with respect to job growth (8,662 through

2021) but also suggest very modest average hourly earnings across all occupations ($19.00/ hour).

“Wage Bands” were extracted from the data set to help illustrate where job growth is projected to occur relative to wages. Wage Bands in the table at left reflect the percentage of job growth at three wage levels relative to all occupations providing a picture of top, middle, and low wage job growth with the $10-$20 (low) band representing nearly 70% of all growth.

SOC Description 2010 Jobs

2021 Jobs

2010 - 2021 Change

2010 - 2021 % Change

Avg. Hourly Earnings

Annual Openings

Expected Change

35-3000 Food and Beverage Serving Workers 3,222 3,806 584 18% $11.33 245 827

47-2000 Construction Trades Workers 2,230 2,677 447 20% $19.67 125 445

37-2000 Building Cleaning and Pest Control Workers 2,952 3,304 352 12% $12.16 136 471

35-2000 Cooks and Food Preparation Workers 1,625 1,928 303 19% $11.34 82 364

27-2000 Entertainers and Performers, Sports and Related Workers 748 986 238 32% $17.54 55 209

11-9000 Other Management Occupations 2,969 3,198 229 8% $20.54 132 377

53-7000 Material Moving Workers 650 841 191 29% $14.73 50 138

43-4000 Information and Record Clerks 1,640 1,826 186 11% $15.06 98 242

11-1000 Top Executives 724 907 183 25% $45.02 37 197

53-3000 Motor Vehicle Operators 575 742 167 29% $16.64 39 115

39-9000 Other Personal Care and Service Workers 849 1,012 163 19% $11.43 52 245

39-5000 Personal Appearance Workers 272 430 158 58% $11.62 25 79

35-9000 Other Food Preparation and Serving Related Workers 1,164 1,314 150 13% $10.18 91 252

37-3000 Grounds Maintenance Workers 523 665 142 27% $13.56 36 128

13-1000 Business Operations Specialists 1,288 1,428 140 11% $30.06 53 236

29-1000 Health Diagnosing and Treating Practitioners 957 1,085 128 13% $49.57 47 188

27-3000 Media and Communication Workers 571 696 125 22% $20.99 33 93

31-9000 Other Healthcare Support Occupations 408 516 108 26% $16.20 21 101

39-2000 Animal Care and Service Workers 407 513 106 26% $10.37 22 62

35-1000 Supervisors of Food Preparation and Serving Workers 472 563 91 19% $17.64 26 125

Tahoe Basin Totals 52,357 57,224 4,867 9% $19.00 2,564 8,662

Tahoe Basin Occupation Projections 2010-2021 – Sorted by Expected Change in Jobs – Top 20 Occupations & 24 Zip Codesxiii

Wage Bands

$30-$50 hr 1,086 12.54%

$20-$30 hr 1,583 18.28%

$10-$20 hr 5,994 69.20%



The following data set provides a similar focus on projected job growth and earnings and is organized to

illustrate the relative conditions for each of the primary zip codes in the Basin with the largest growth in

actual jobs projected in the largest population center, South Lake Tahoe.

Soft Skills are the Hard Skills

In Brief: A model consortium for building integrated learning and career pathways

through a multi-hub model is working effectively through the ADVANCE center in

South Lake Tahoe. The challenge is to bring this service model to scale and replicate

the consortium model, services strategies, and funding infusion around the Basin.



One of the essential findings of the Business Walks conducted South and North Shores in 2016

(below and next page) was employer reported gaps in customer-facing communication skills and

related workplace “soft skills”. As outlined in the 21st Century Skillsxiv graphic below a system-

wide “push” is in motion in California to advance functional competencies in these essential

workplace skills. The goal is not simply to improve workplace performance and career

advancement for employees but to further the economic competitiveness of businesses and

regions that rely on active and satisfied visitation.

North Shore (below) and South Shore (next page) Business Walks:

Employer Feedback on Skills Needed in the Next 3 to 5 Years

Soft Skills are the Hard Skills



The ADVANCE Career Center model brings together

the focus of adult education on specific adult learner

segments with multiple workforce and education partners.

ADVANCE integrates the WIOA funded American Workforce

Centers, strategic engagement of K-14 education providers and

county offices of education to develop and deliver seamless learning pathways. Important

strategies include Dual Enrollment for accelerated learning and career attainment at the

high school level, graduated and competency based work experience programs leading to

apprenticeship opportunities. ADVANCE offers full engagement with a cross-sector network

of employers, chambers of commerce, and social service providers and a vital conduit to

infusion of career technical education and workforce funding to grow and enhance career

development service delivery linked to regional markets. ADVANCE provides personalized

career pathways, transition planning and advising, integrated work based learning, and

multiple approaches for employer engagement.

Replicate or Scale the ADVANCE Consortium Model



The ADVANCE program is developing an Apprenticeship workforce training model to support movement

of individuals from low wage to mid-wage occupations within the HTRR sectors. Funding provided

through the Adult Education Block Grant (AEBG) will be ”braided” with Strong Workforce funding from

the California Economic and Workforce Development Program of the California Community Colleges.

The initial program will focus on “pre-apprenticeship”: and work readiness while a fully Registered

Apprenticeship program is developed with support of industry partners. This model will help to shift

existing workers to a living wage pathway and strengthen the community. The model is scalable and

replicable around the basin.

Apprenticeable Occupations have been identified and are illustrated in the table below.

A model for developing a Registered Apprenticeship program encompassing a Pre- Apprenticeship

component is illustrated on the next page. A benchmark example of a fully developed Apprenticeship

program pathway addressing HTRR occupations in a rural tourism area with a community college as

the host is also presented on the next page.

Work Based Learning – (PRE) Apprenticeship





Offering certificated career pathways is essential for delivering economic value to individuals and

communities. HTRR sector certificates issued by industry associations and offering potential

for wage progression, promotion, and career advancement for

individual workers while strengthening local companies are

reflected in the table below. The emblem for the certificate in

Customer Service Gold is presented on the left. ServSafe

Certification for the Culinary sector can be seen below left. Digital

Badges signifying completion of the New World of Work 21st

Century Skills (soft skills) curriculum outlined earlier are illustrated at the bottom of this page.

Industry Competency Certification and Digital Badging



B: Talent Development

In Brief: The ADVANCE program offers a model for consortium driven workforce

development that can be scaled and replicated to effectively “localize” access to

learning and career pathways for individuals living and working in Lake Tahoe.

Initiatives currently underway are listed below with additional information provided in

the S1 – Workforce Hubs Section to follow.

Curated Career Pathways - Individually developed learning pathways linked to workplace

competency requirements leading to certification opportunities and articulated to statewide

curriculum standards for individuals seeking to transfer and complete degrees beyond the AA.

Individual Assessment and Transition Planning – This element is critical to assessing and developing

Personal Career Plans for individual adults to enable them to focus and stay connected to their own

learning goals and commitments.

WIOA – Eligible Training Provider List (ETPL) Funded American Job Centers integrated with the

ADVANCE Hub Framework. This program provides funding and access for individuals with a broad

array of learning and career development needs.

Sector Boot Camps – This is a proven concept for delivering short term training resulting in

achievement of competency “badges” and meets the needs of local employers in the HTRR sectors

to rapidly upskill new and incumbent workers. The model is supported by Chamber of Commerce

outreach and promotion, industry advisory groups, and replicable around the Basin.

Industry Working Groups – These employer workgroups provide a frequent and consistent

opportunity for industry partners to guide curriculum planning for workforce training, continuous

improvement of services offered, and sponsorship for participation by employees.

ADVANCE Multi-Hub Transitions Program – The ADVANCE model decentralizes workforce training

needs assessment and entry to settings where adults are normally congregating or seeking

information and guidance. Hub settings include Family Resource Center, the County Library, County

Mental Health and more.

Career Center – The next phase of development for the ADVANCE model will evolve the

ADVANCE Career Center as a learning “one stop” for assessment, advising, access to short term

noncredit training, and full access to Career Technical education coursework leading to industry

certification and opportunities for wage and career progression.

Graduated Work Experience/ Apprenticeship – The work experience program is an essential

component of a competency based career skills system. The existing work experience program will

evolve into both pre-apprenticeship (work readiness) and full registered apprenticeship in 2017-18.

21st Century Skills – Competency-based training and development in “soft” or foundation workplace

skills as previously outlined in this report.

Community Pro Suite – A talent tracking and collaboration platform for “service operators” and

“resource suppliers” to contribute data and monitor effectiveness of workforce development

programs and services.

An example of a consortium-based workforce development service model offering learning and

earning pathways, is the ADVANCE Consortium reflected top of the next page. Another level of

consortium is possible with CTE partnerships and pathways between the four Community Colleges



(LTCC/ Sierra in California; Western Nevada/ Truckee Meadows in Nevada). See the graphic at bottom of this page for illustration. Sierra Nevada College in Incline Village also has established a partnership LTCC to provide a 2-to-4 year degree pathway in Hospitality Management.



The 3rd cornerstone of the ecosystem is strengthening the means of keeping newly attracted and/or

developed talent. Business stability demands a reliable established workforce. Community vitality

depends on the presence of individuals establishing community "roots" and growing families to

support schools and health services which in turn are necessary for attracting new talent - in

particular individuals with established careers and/ or credentials. Housing affordability will either

enable or constrain retention and attraction.

Talent Retention

Supply Side Labor Market Information

Demand Side Labor Market Information

Job Growth

Wages

Occupations

Existing Career Pathways Capacity

Sector Development targeting Middle Wage Occupations

Strengthen Existing Pathways through Graduated Work

Experience

Provide Affordable Workforce Housing

Use Living Wage/ Family Wage by Sub-Region as “Floor” and

Home Ownership Wage as “Goal”


Affordable Market-Priced Housing – Increase Workforce Housing Supply

Transit-Centric Housing Location Advocacy


Strong Workforce Sector Development – ITC/ Cybersecurity


C. TALENT RETENTION - OPPORTUNITY & WAGE PROGRESSION



In Brief: Key to talent retention is access to educational pathways that provide

opportunities for skill building in sectors offering favorable wages relative to the

cost of living in and around the Tahoe region. Focus is on an ecosystem that

facilitates the intersection between “opportunity and choice”. Housing

represents critical infrastructure for long term talent retention.

The table below reflects program completions reported by community colleges and other

postsecondary education institutions in El Dorado & Placer Counties 2012-2016 as one indicator

of prospective “supply” in the applicable occupations. Note: Latest 3 Year Average for Community

Colleges is 2013-16 and for Other Educational Institutions is 2012-15.

Supply Side Labor Market Informationxv



The snapshot “demand” data below provides an impetus for planning workforce programs in the El Dorado

and Placer county portions of Lake Tahoe to account for projected growth. Additional demand data are

provided in the Data Tables section of this report.

2015 Jobs 2018 Jobs 2015-18 Change

% Change 2015-18

Openings (New & Replace)

Annual Openings

Median Hourly Earnings

46,850 51,280 4,430 9.5% 7,995 2,665 $25.04

In Brief: Strong Local Need to Diversify Occupational Opportunities Through Sector

Development Targeting Middle Wage Occupations While Strengthen Existing Pathways

Through Graduated Work Experience; Affordable Workforce Housing at all Income

Levels; Opportunities for Wage Advancement (Living Wage/ Family Wage by Sub-

Region as “Floor” and Home Ownership Wage as “Goal”).

“Increasingly, the job of the workforce development professional involves helping adult workers chart new career pathways. This process involves two steps: first, the need to assess a displaced worker’s current competencies in terms that are relevant to emerging employer needs; and second, the opportunity to chart pathways to reengage the worker in new career opportunities emerging in the region. Connecting competencies to occupations and clusters provides an effective way to chart these new career pathways.” (Ed Morrison, Purdue University, Linking Industry and Occupation Clusters)

The Strong Workforce Program is driving grant funds into communities and sectors throughout

California via Community College CTE programs and regional consortia. Sector specific initiatives are

reinforced with capacity building funding that enables rural colleges to compete for development

funds that cannot easily be extracted from credit enrollment driven general funds. Lake Tahoe

Community College has secured funding in partnership with Sierra College that will begin to advance

Cybersecurity course work and sector education in the South Tahoe area.

Demand Labor Market Informationxvi

ICT/ Cybersecurity Sector Advance



Cyber Careers offer a promising direction for Lake Tahoe residents seeking middle wage occupations and

marketable skills. Opportunities will increase for integration of these careers in existing public and

private enterprise within the local communities while also expanding significantly within the broader

Sacramento-Reno “Meta Region.” An excellent Cyber Security Career Guide, published by The Virginia

Cyber Security Partnership, 2016xvii, offers detailed illustrations of the competencies, economic

valuation, and prospects for growth in each of the following “cyber careers”:

Information Assurance

Security Operations

Intelligence Analysis

Risk Management, Audit & Compliance

Strategic Planning

Digital Forensics

Sierra College based in Roseville (Placer County) with a satellite Center in Truckee has partnered with

LTCC to offer a joint “strong Workforce” CTE pathway articulated with opportunities for students to

achieve a two year AA degree and beyond. The program is summarized below.

Median hourly earnings for ICT/Cyber Security wages in the primarily rural North Central and Eastern

region of California relative to other dominant sectors and the median living wage are illustrated in the

graphic at the top of the next page.



Development of Tahoe occupational training linked to viable middle wage occupations will require

coordinated and funded career pathways modeling consistent with the sample frameworks below and

on the next page at top.xviii

“Every Industry is a Tech Industry. Cybersecurity is one such sector that’s emerged with increasing significance thanks to today’s technology boom. Nearly every company now uses complex computer systems to store information like customer credit card numbers, internal employee profiles and proprietary strategic plans.” Talent Economy, 2017



Strong Workforcexix funding through Community Colleges on the California side of the Lake Tahoe Basin

will offer important capacity and program development resources utilizing these pathway models and

linked to available career sectors as illustrated in the enrollment projections for LTCC for the Retail/

Hospitality/ Tourism sectors below and Culinary Arts on the next page. These strategies effectively

leverage institutional capacity for workforce investment in the Tahoe Workforce Ecosystem linked to

regional sector growth projections and market demand.





When these Strong Workforce enrollment strategies are fully articulated through “learn-and earn” certificates, transition advising, transfer

credit coursework and fully supported by local employers willing to offer wage progression, incentives to participate, work experience, and

differential hiring based upon program completions a compelling pathways framework can look like the example herexx.

This Hospitality

Tourism Retail

Recreation (HTRR)

program is in draft

development and

implementable through

the ADVANCE program

at LTCC with prospects

for scaling and

replicability elsewhere

in the Basin.



Commute patternsxxi shine a spotlight on stresses to talent retention along with indicators of housing

conditions. The data table below provides a snapshot of commute patterns (Net Commuters) for the 19

primary zip codes in the Tahoe Basin.

The second table (top of the next page) employs a 30 mile drive-time-radius from South Lake Tahoe to

help illustrate differences between California and Nevada residents. The HTRR occupations factored into

these data scans are listed under the header “Appendix A” at the bottom of the next page. The selection

of these occupations to illustrate commute patterns may also help to explain a pattern of California

residents filling lower paying service sector jobs (in Nevada) while occupying relatively lower priced

housing.

Location Matters - Tahoe Commuters





A final data table offers a breakdown of commute patterns by each of the four sub-regions used in this

report and will help to inform the Local Action Plans to be developed for each area. This more expansive

data set also presents the percentage of self-employed working adults by zip code and totaled by sub-

region. These self-employment data will help to guide initiatives under Strategy 4 (S4). It is noteworthy

that South Lake Tahoe has fewer jobs than workers, which is possibly explained by proximity to the

higher volume service job opportunities just across the Stateline. The reverse situation appears to be

true in North Tahoe on the California side while both South and North Tahoe on the Nevada side house

many more jobs than available workers. In total commuting California residents are filling the service

sector needs of Nevada-based businesses (i.e. “where the jobs are”).



Possibly the most intractable economic challenge threatening the Tahoe Workforce Ecosystem is an

unsustainable gap in desirable housing that is also affordable within the wage constraints of existing

occupation clusters in the region. Housing presents a multi-dimensional challenge for workforce

developers and will require a multi-faced approach to produce solutions that sustain workforce talent.

The graphic below illustrates a range of housing “influencers”xxii in what might be called a “Housing

Centric Workforce Ecosystem”: an interdependent network of resources, services, and essential supports

that foster an environment which attracts and retains people with market ready skills or market worthy

ambitions who also desire the unique lifestyle attributes of alpine recreation communities.

The graphic at the top of the next page provides a Location Affordability Index (LAIxxiii) that frames

housing as a combination of physical housing costs and transportation costs relative to household size,

income levels and a few other variables that can be entered into the index. This web based tool provides

estimates of household housing and transportation costs at the neighborhood level along with

constituent data on the built environment and demographics. The example below is for South Lake

Tahoe and is inserted here for illustration purposes. The Local Action Plan strategy discussed in the final

section of this report would incorporate Location Affordability Index profiles for the zip codes of each of

Housing Supply and Affordability

Land Use

Healthcare Realtors

Demographics/ Personal Choice

Public Policy

Housing

Social Service Agencies

Regulatory

Workforce Agencies

Employers

Economic Developers



the four Tahoe Sub-regions in setting workforce development objectives. See the Data Tables section for

location profiles all sub-regions. (A Subsidiary of Recovery.gov, http://www.locationaffordability.info/)

The South and North

Shore Business Walks

revealed strong

concerns among

business owners and

employees about

availability of

affordable workforce

housing. The

“wordle” diagram at

left was constructed

http://www.locationaffordability.info/



using all responses from North Shore business about talent availability. The size of the “words”

corresponds to how frequently the issue was mentioned. “Housing” occupies the largest concern.

On the South Shore talent availability was organized into a table for each day and reflects the most

frequently cited concerns with affordable housing and cost of living featured prominently while not

quite as large a concern as was evident on the north shore.

The table below provides a quick “fair market” profile of housing costs for different housing sizes and

household configurations relative to income requirements. These data are similar to the living wage

data provided earlier in this report and consistent with the location profiles and economic distress data

included in the data tables at the end of this report. Note: "Affordable" rents represent the generally

accepted standard of spending not more than 30% of gross income on gross housing costs.xxiv



A comparable and more detailed fair market housing profile is provided below specifically addressing

the Nevada counties that touch the Lake Tahoe Basin. Minimum wages are lower in Nevadaxxv than

California and the correspondingly low “mean renter wage” only corresponds to access for one bedroom

rentals further illustrating the gap between incomes and housing costs.



Access to affordable workforce housing is not simply an issue of providing workers a place to stay

between “shifts”. The following chart was extracted from a site selection economic development journal

and clearly illustrates the relative importance of “Quality of Life” factors for companies choosing

locations to develop or expand existing enterprise. Housing gold bars feature prominently in this profile

of desirable community features.xxvi

Given the clear and pressing need expressed by so many groups and sources to address the supply of

affordable workforce housing at all income levels the studies reflected in cover graphics below and right

offer insights and actionable strategies for addressing this need. A strong recommendation in this

Workforce Ecosystem report is for a lead agency like the Tahoe Prosperity Center to function as

convener and catalyst for bringing the necessary team or

resources together to address this important

infrastructure challenge.



C: Talent Retention

In Brief: Initiatives are outlined below and cluster around two prevailing needs: (1)

education and training through sector diversification and the challenge of developing

workforce housing at all income levels. A brief description is provided here and in the

“initiatives” section to follow.

Industry Valued Certificates and Credentials – All education and training programs

developed and delivered through community colleges, WIOA partners, and industry

partners would provide individual “completers” with stackable credentials that enable

further pathway progress.

Affordable Workforce Housing – Increase Workforce Housing Supply – Targeted initiatives to

expand housing supply at all income levels will require a lead agency and strong multi-sector

collaboration to disrupt existing market trends and current public policy which otherwise

limit overall supply.

Transit – Centric Housing Location Advocacy- Consistent with the housing affordability

requirement is the placement of housing in town center areas of Lake Tahoe

communities, which are favorable to density and transit oriented development.

Rising Median Wage and Associated Career Opportunities – All sector development

initiatives will embrace a pathways model that specific selects curriculum and employer

engagements most likely to promote rising wage and career advancement for individual

employee/ learners.

Strong Workforce Sector Development – ITC/ Cybersecruity: Offering “braided funding”

between adult education, sector specific career technical education and full articulation

with degree earning requirements. The Career Center at Advance offers the most easily

scaled and replicable model within the Tahoe Basin.

Connectivity Lifestyle Infrastructure – Schools, Health Services, Child Care- Talent retention strategies that seek to maintain individuals who are developing families and seeking long term residency will require stable and high quality workforce infrastructure and must bring these institutional and nonprofit providers into the planning process.

Guidance from the McKinsey Global Institute offering a toolkit and five focus areas for addressing housing supply. Very applicable to Lake Tahoe!



The 4th cornerstone of the ecosystem recognizes the value of established talent seeking lifestyle

alternatives. Many individuals, couples, and families with established occupations, marketable skills,

and/or the ability to work "remotely" seek out Tahoe lifestyle opportunities without dependence on the

limited Basin portfolio of occupational choices. Through self-employment, entrepreneurship, micro-

enterprise development, or remote "telework centers" this valuable pool is able to afford access to

housing and recreation while contributing new revenues and talent to Tahoe communities.

Talent Alternatives

Self-Employment

Four Types of Entrepreneurship

Micro-Enterprise

Alternative Work Spaces

Digital/ Broadband Infrastructure Entrepreneurship

Education - Innovation Networks Entrepreneurship -

Innovation Networks

Telework Co-Working Spaces Incubation Toolkit K12 Entrepreneurial Academy Self-Employment Support Network Talent Transfer/ Lifestyle Infrastructure – schools, health services, child care, arts & entertainment

D. TALENT ALTERNATIVES: SELF-EMPLOYED, MICROENTERPRISE, ENTREPRENEURSHIP

“When I think about attracting entrepreneurs to a rural community, I think of personal decision points an entrepreneur might have like infrastructure, housing, high-speed internet, schools, office space, and maybe even whether a place exists that can make a quality caramel macchiato. I am convinced that a "grow your own" mentality is the most viable alternative for rural communities to thrive and in some cases, survive.” Erik Pedersen, Vice President of Entrepreneurship for SourceLink’s Kansas Community, NetWork Kansas.



In Brief: A rich source of talent, economic diversification, and economic

enrichment lies outside the realm of employment. Tahoe is home to a

significant number of mid-career and/or established professionals able to

market their skills through self-employment and/or telework. Another group is

motivated to develop micro-enterprise as entrepreneurs thus adding jobs to the

ecosystem. Still others find their economic footing in co-working spaces.

The addition of self-employed individuals has a generally positive effect on community vitality

especially in an isolated environment like Lake Tahoe. In effect self-employment functions like an

export industry in which individuals with marketable skills export their talent and import wages that are

then spent (invested) in the local

community in a manner, which increases the net circular

flow of money in the local economy. On this basis it is

helpful to think about expanding the number of self-

employed, often mid-career or established career,

professionals that call Tahoe home. The data table at the

top of the next page illustrates the percentage and total

self-employed by sub-region in Tahoe. The highest

concentration of self-employed individuals is on the

Nevada side of the lake.

Most self-employed individuals are “freelancers” defined as someone who works for different

companies at different times with an ability to self-direct their career, work for multiple employers, and

thereby increase their personal wealth through the quality of contracts (gigs, projects, etc.) they choose

to embrace.

A different type of freelance or telework can be framed as “Talent-as-a-Service“ (TaaS). One “flavor” of

the TaaS model, business process crowdsourcing, offers seamless delivery of highly- qualified, on-

demand expertise delivered through a secure, cloud-based platform that helps companies reduce costs

and increase efficiency through a virtual workforce.

It has been suggested in popular media that the “Sharing” and “Gig Economies” are trending and

potential game changers for self-employed and microenterprise pursuits. Here is a quick snapshot

reported in Data on the Sharing & On-Demand Economy: What We Know and Don’t Know, Future of

Work, Aspen Institute, 2016:xxvii

Active engagement demographics:

5% of Millennials (3.1% all age groups across the US) and 18% age 55 and older

64% White and 66% Male

San Francisco Bay Area dominates

Primarily secondary income (across all groups)

Self-Employment

“Through global freelancing platforms like Upwork, for example, rural and small-town Americans can find jobs anywhere in the world, using abilities and talents they already have.” Louis Hyman, an economic historian, is the director of the Institute for Workplace Studies at the ILR School at Cornell.



Merriam-Webster defines an entrepreneur as “a person who starts a business and is willing to risk loss in order to make money.” However, the true definition may be a bit more complex than that. Entrepreneur.com says that entrepreneurs are not people who have “jobs”. Rather, they consider entrepreneurs to be a part of the equation that creates a business as follows: A business starts with an entrepreneur, capital, products, and customers. Entrepreneurs are not trying to create a steady job for themselves, or to pursue a specific type of job or gig that fulfills them personally; rather, their goals are to eventually sell their interest in the business for a profit, or to create a steady stream of passive income by growing a business that eventually becomes self-sustaining without their input.

Four Types of Entrepreneurship



U.S. SourceLink has been working for over a decade to identify and make visible resources for

entrepreneurs. Their experience shows that, after startup, both entrepreneurs and the resources that

support them tend to group into four quadrants: Innovation Led, Second Stage, Main Street, and

Microenterprise. Here is their frameworkxxviii:

In 2017 Tahoe based business are predominantly Main Street and Microenterprise operations.

While the Prosperity Plan (2010) called for some development in the “innovation–led” space of

technology transfer primarily in environmental sectors there is no compelling data to suggest this is a

thriving portion of the current Tahoe Workforce Ecosystem.

We can identify a thriving trend in and around Lake Tahoe communities (and more broadly in the

Sacramento-Reno Meta-Region) to launch “co-working spaces” that provide shared and potentially

collaborative work space for freelancers, small firms, nonprofits, teleworkers and others attracted to

the low cost high touch environment. Existing examples of Co-Working Spaces in and around the Basin

include

Your Nevada Workspace – Zephyr Cove

Tahoe Mountain Lab – South Lake Tahoe

Incline Village Library and Tahoe Time Plaza – Incline Village

Incline Village – Mountain Workspace

Tahoe Mill Collective – Tahoe City

Another type of alternative work space bridging the gap between entrepreneurship and co-working

are incubators. A great deal has been written and easily accessible regarding business incubation. For

purposes of this report the following definition and best practice guide will suffice. Lead organizations

1. Innovation-led enterprises are businesses in which research and development brings forth an innovative product or process. The innovation typically involves intellectual property that contributes to a strong competitive advantage in the marketplace and serves as a foundation for a high rate of growth.

2. Second Stage enterprises have survived the startup phase and have owners who are

focused on growing and expanding. These firms generally have between 10 to 99 employees and $750,000 to $50 million in revenue.

3. Main Street companies make up a large segment of the US economy and define our cultural

character. Main Street entrepreneurs aren’t driven by rapid growth. The founders create them to build a successful career in their area of expertise and plan to work in the company for a long time.

4. Microenterprises are generally defined as businesses that require less than $35,000 in

capitalization to start and will remain small, less than five employees.

Alternative Work Spaces



typically responsible for supporting incubators are reported in the pie chart on the next page

following the table below.

“Business incubation programs are designed to accelerate the successful development of

entrepreneurial companies through an array of business support resources and services,

developed or orchestrated by incubator management, and offered both in the incubator and

through its network of contacts. A business incubation program’s main goal is to produce

successful firms that will leave the program financially viable and freestanding. Critical to the

definition of an incubator is the provision of management guidance, technical assistance, and

consulting tailored to young, growing companies.”xxix Incubation Success: Incubation Best

Practices That Lead to Successful New Ventures



In the table below we can see that by far the largest share of job growth in the United States

between 2000 and 2010 has occurred in “micro-enterprise” with 1 to 4 employees. As noted earlier

in the Talent Attraction section of this report under “situation” this aligns with the prevailing

condition of predominantly small (i.e. micro) enterprise businesses in Lake Tahoe.

Number and share of U.S. firms by employment size: 2000 to 2010xxx

Micro-Enterprise



In Brief: Infrastructure like fast broadband and innovation support systems will

attract a segment of self-employed, skilled teleworkers, and entrepreneurs

interested in co-working while taking advantage of the Tahoe lifestyle. It is also

possible to “curate” an entrepreneurial mindset through the education system that

fosters more self-reliant successor communities.

The Tahoe Prosperity Center “Connected Tahoe” initiative was designed to provide the infrastructure

needed to support business development, growth, and competitiveness in a fast changing digital

global economy. Upload and download speeds and wireless connectivity are not simply important

conveniences, they are key to competitive engagement with the broader global economy.

The business walks conducted in 2016 on the North and South Shores included survey questions to

assess existing business/ employer satisfaction and perceived importance of internet and wireless

connectivity. Results are provided on the next page.

North Shore Business Walk – 87% of businesses survey

indicated broadband and wireless internet was very

important to their business and generally agreed existing

services meet their needs. Self-employed individuals

were not included in these surveys and might have

expressed a large level of discontent with existing

services.

Digital/ Broadband Infrastructure

“Internet access helps more than the person using it. With more people online, companies can access that talent pool and gain a more skilled workforce that can also work remotely, MacLellan said. Better internet access can also revive rural communities, Missouri S&T’s Tauritz said. Telework could become a reality to those living in rural areas.” Lauren Dixon, April 2017, Associate Editor, Talent Economy



South Shore Business Walk data are reported below.



“INCubator.edu is at the center of a growing movement to teach

students entrepreneurship through authentic business start-up

experiences -- including, pitching

investors for potential funding. This program offers a pathways methodology for integrating

entrepreneurial education into the K12 classroom when students are making critical life decisions

about how they will engage in the broader world of work.xxxi Entrepreneurship & Enterprise: A

Collaborative Learning Experience for High School Students - http://incubatoredu.org

In a similar model the Entrepreneurial Communities

framework and resources can help chart a community's

course toward greater prosperity.

https://www.energizingentrepreneurs.org/soluti

ons/entrepreneurial-communities/

It is important to remember that “Job creation is not the primary objective of fostering an entrepreneurship ecosystem”.xxxiiThe objective of the ecosystem is to foster successful enterprise that generates wealth for the owner and –by extension – the community. Here is what the Kaufmann Center for Entrepreneurship and US Source Link suggest:

Entrepreneurship Education - Innovation networks

Entrepreneurship - Innovation Networks

“If an intentional, thoughtful process is put in place in a rural community, from elementary school through business transition, it becomes a culture and gives the innovative and creative citizens the feeling they can start a successful business in their own backyard.” Erik Pedersen, Vice President of Entrepreneurship for SourceLink’s Kansas Community, NetWork

http://incubatoredu.org/

https://www.energizingentrepreneurs.org/solutions/entrepreneurial-communities/

https://www.energizingentrepreneurs.org/solutions/entrepreneurial-communities/



US Source Link further propose a simple framework for engaging a community of prospective partners and contributors to the ecosystem:

The authors of these frameworks also advocate simple and practical metrics for assessing the relative health of the emergent ecosystem (Metrics for an emerging entrepreneurial ecosystem – US Source Link (as follows)xxxiii:

Emerging Network Metrics • Number of network partners • Number of network partner meetings • Number of entrepreneurial events listed on central calendar



In Brief: Growing the number of individuals and families who are able to bring

established skill sets and professions to Tahoe will contribute to overall

community resilience and economic stability. Providing access to quality

broadband and wireless technologies, innovation networks, and community

support systems while branding the lifestyle are key. Changing mindsets about

what it means to have a career by building entrepreneurial competencies

through the school systems and offering targeted incubator ecosystem

development while celebrating the co-working space champions.

Telework – Fully execute the partnerships, policy tools, and economic incentives required to

establish ubiquitous and fully functional broadband and wireless technologies through the built

environment in the Tahoe Basin.

Co-Working Spaces – Governmental partners enable entrepreneurs to convert existing buildings

to shared working spaces easily and with incentives to lower start-up and initial operating costs

while Visitor’s Authorities brand and promote this growing capacity.

Incubation Toolkit – Establish sponsor and/or technical assistance relationships with US

SourceLink and the Kaufmann Center for Rural Entrepreneurship who have isolated the tools

and process needed to foster an “entrepreneurial ecosystem” and multi-stage incubators.

K12 Entrepreneurial Academy – Work with the K12 school districts to adopt an entrepreneurial

academy and curriculum applying the INCubator.edu model. The CTE Academy at South Tahoe

High should be an early adopter with full articulation to the LTCC Advance Career Center.

Self-Employment Support Network – Multiple attempts have been made to identify and network

with self-employed/ freelancers in Tahoe. An organized approach led by the Chambers of

Commerce to build on concepts like the “Tahoe Tactical Team” will bring these individuals into

functioning economic networks, which may drive further microenterprise development.

Talent Transfer/ Lifestyle Infrastructure – Schools, Health Services, Child Care, Arts &

Entertainment – This is not a separate initiative but rather an approach to systematically

integrating Tahoe Workforce Ecosystem priorities and support services into existing initiatives

and networks that foster an environment conducive to attracting and retaining families.



FOUR STRATEGIES & INITIATIVES TO IMPROVE WORKFORCE OUTCOMES S1 = WORKFORCE HUBS - ORGANIC (EASY) ACCESS

This access strategy delivers hubs as centers positioned where services are most easily accessed,

supported, localized and sustained. It is a three dimensional strategy serving employees, employers, and

communities, with institutional providers offering stable, innovative, and scalable centers.

The Tahoe Workforce Ecosystem will be strengthened by activating initiatives proposed in this report in

support of the Four Cornerstones of Talent Attraction/ Development/ Retention/ Alternatives. This

activation approach will build on existing assets (programs and services already in place) by developing

Local Action Plans (see the next section of this report) and securing the contributions of new entities as

either “leads, key operators, and/ or resource suppliers”.

Leads will be accountable for implementation of initiatives by convening operators and suppliers

while also securing funding, facilities, data, and participation as needed for success.

Key Operators will deliver services either through existing capacity or through a commitment to

develop new capacity and capabilities.

Resource suppliers may contribute funding, facilities, data, or in kind contributions that keep the

“system humming”!

This model is illustrated in the graphic below and is the framework applied to all of the “initiative

implementation” worksheets on the next pages following.

INITIATIVE ACTIVATIO N: LEADS, KEY OPERATO RS, RESOURCE SUPPLIERS



The process of activating initiatives based on this Tahoe Workforce Ecosystem report is grounded in a

concept model championed by Ed Morrison called “Strategic Doing”xxxiv. (Purdue University, Institute

For Open Economic Networks (I-OPEN), www.i-open.org)

Morrison advocates a model of asset building and civic leadership

that has evolved as a leading voice for “bottom up economic

development” nationwide and is further strengthened by the

Appreciative Inquiry methodology developed by David Cooperrider

at the Center for Appreciative Inquiry (originating at Case Western

Reserve University).xxxv Appreciative Inquiry is laser focused on

building upon existing strengths and capabilities rather than

attempting to remediate gaps or deficits. As a certified facilitator of

Appreciative Inquiry methods the author of the present report can

testify to the value of these mental models in accelerating

outcomes for communities and advocates this approach through

the Local Action Planning process.

A simple initiative implementation worksheet based on the Leads/ Key Operators/ Resource Suppliers

concept can be found on the next page for S1 - Workforce Hubs and on subsequent pages for each of

the four Strategies proposed in this report. Each worksheet integrates initiatives outlined through the

lens of the four cornerstones (talent attraction, development, retention, alternatives) and as illustrated

in the over graphic to this report.

APPLY A “STRENGTHS-BASED” STRATEGIC DOING APPROACH TO ASSET BUILDING

INITIATIVE IMPLEMENTATION WORKSHEETS

“In workforce development, market position can

be translated to “engagement” with the

workforce organization, which can be measured

as market penetration. Penetration may be

calculated by the total number of businesses

accessing a workforce organization as a

customer, partner and/or funder divided by the

total businesses within the organization’s

service area.” April 2017

http://www.i-open.org/



S1 – WORKFORCE HUBS

INITIATIVE IMPLEMENTATION MATRIX: INTEGRATING TALENT ATTRACTION & DEVELOPMENT

INITIATIVES LEAD(S) KEY OPERATORS RESOURCE SUPPLIERS

Campaign Strategy

TBD – Potentially the Tahoe Prosperity Center or Designee

Visitor’s Authorities, Chambers of Commerce

Employers, Co-Working Spaces, Social Networks, Chamber Leaders


TBD

Tahoe Prosperity Center HR Advisory Group

Employers, Sector Working Groups


Visitor’s Authorities, Chambers of Commerce

Print, Video, and Social Media Operators

Arts/ Entertainment/ Recreation Lifestyle Providers


ADVANCE Career Center at LTCC

MOU Agreements with Service Providers

All Participating Key Operators – By MOU


WIOA Partners, Golden Sierra and JOIN

Colleges Via ETPL List HR Advisory Group

Sector Working Groups Restaurant and Lodging Associations


WIOA Partners and Advance Career Center

Colleges Via ETPL List Chambers/ Employers, High Schools

Nonprofit Social Service Agencies by Segment


TBD – Potentially a Regional Workforce Ecosystem Team

HR Directors, Job Fair Agencies

WIOA Job Centers Colleges Advance Career Center



Talent training and development must be linked to wage progression and new employment

opportunities in emergent industries. Sector initiatives established with chambers and industry groups

will support and strengthen hospitality, culinary, tourism, recreation, and retail sectors. Emergent

sectors will include cybersecurity, advanced manufacturing, and new media depending upon community

proximity to industry centers. Graduated work experience including internships, externships, and (pre-)

apprenticeship will be critical drivers. All sectors will require valued industry certifications of

competency integrated with supportive educational pathways.

S2 = SECTOR INITIATIVES - DIVERSIFY SECTORS BY SUB-REGION

“As our technology tools become more and

more accessible to fuzzies, the great irony

in our technology-led world is that our soft

skills become increasingly relevant. They

become the very way we differentiate

from, and have an advantage over,

machines.” Scott Hartley



S2 – Sector Initiatives

INITIATIVE IMPLEMENTATION MATRIX: INTEGRATING TALENT DEVELOPMENT & RETENTION



ADVANCE Career Center at LTCC CTE/ Strong Workforce Network (state funded)

Regional Alliance Partners (Projects Slingshot, SET, Align Capital Region, …)

Individual Assessment and Transition Planning

ADVANCE Career Center at LTCC

WIOA Job Centers All CTE Training Service Providers

Employers High Schools

WIOA - ETPL Funded American Job Centers Through the Adult Ed Framework

WIOA Partners, Golden Sierra and JOIN

Advance Career Center at LTCC Regional Community Colleges Via ETPL

Employers and Social Sector Groups

Sector Boot Camps

ADVANCE Career Center

Employers by Sector Jails/ Department of Rehab

Sector Advisory Groups Employers (Facilities, Equipment) WIOA Funding


ADVANCE Career Center (Replicable Model)

LTCC/ Advance Tahoe Prosperity Center North/ South Chambers

Industry Associations Employer HR & Training Leads



WIOA High School Dual Enrollment County Libraries Social Sector Centers

ETPL Funding AEBG Funding Strong Workforce Funding Employer Incentives

Career Center


Consortium Partners Dual Enrollment Jail/ Rehab / Disability Services Employers

ETPL Funding AEBG Funding Strong Workforce Funding Employer Incentives


ADVANCE Career Center (Scalable Model)

Employer Advisory Groups Work Experience Partners

Industry Credentialing Associations Strong Workforce Funding/ Direct Apprenticeship Funding



S2 – Sector Initiatives

INITIATIVE IMPLEMENTATION MATRIX: INTEGRATING TALENT DEVELOPMENT & RETENTION


21st Century Skills – Competency Based Training and Development


Advance Career Center Regional Community Colleges/ CTE Programs Employer Training & Development Boot Camp Providers High Schools

New World of Work CCCCO/ CCCEWD

Community Pro Suite – Coordinated Service and Talent Tracker


Service Providers Via MOU

Literacy Pro AEBG Block Grant



Many smaller communities nationally have embraced development of affordable, desirable, workforce

housing as their PRIMARY economic development strategy. Severe supply and acceptability gaps in

Tahoe damage retention of seasonal/ transitional workforce and limit access

for individuals with established careers seeking lifestyle alternatives. This issue

achieved primacy in the North and South Tahoe Business Walk surveys

reported in 2016. Subsequently multiple initiatives on the north and south

shores have focused attention on this critical infrastructure deficit. The

strategy is to establish a properly staffed and dedicated lead resource to

advance a policy, regulatory, and economic model customized to the Tahoe

Basin that secures affordable housing for long term community viability.

An inadequate supply of affordable housing also affects businesses. When workers cannot find

housing—or that housing is distant from work—businesses struggle to recruit and retain a reliable

workforce. Tardiness, absenteeism, and frequent turnover raise the cost of doing business. As a result,

rural communities may struggle to grow new businesses or court new investment. Affordable housing

can help households build wealth and invest in their future, bring more reliable and abundant labor to

the business community, and reduce demands on other public safety net services. This is particularly

true when housing is built in effective places—close to town centers and employment opportunities. In

Tahoe this new housing can create a double benefit by re-using underutilized or abandoned buildings in

the town centers. These can be repurposed for affordable housing at a lower cost of investment than

new construction. xxxvii

Potential Housing Approaches:

1. Enterprise workforce housing developments 2. For profit deed restricted limited development – enterprise

essentially “shares” profits 3. Conversion of existing built environment – generally

underutilized motels/lodging 4. Community land trust set aside models 5. Government intervention in the form of subsidies, tax

incentives and block grants 6. Smaller “cottages” in a high density design (essentially a

higher value “trailer park”) 7. Connecting affordable housing to transit routes:

http://connect.greentrip.org/

8. Prospective EIFD and other financing incentive tools 9. streamline market-rate housing development approvals

S3 = WORKFORCE HOUSING - INCREASING SUPPLY

How would affordable housing help the economy in my community? xxxvi

“The real key here is that most of the solutions are already available to us at the local level. State policies can—and will— help. But expanding efforts to shorten the entitlement process, defer fees, reduce parking requirements, and unlock land for housing— all of that we can do ourselves. We just need to capture this momentum, and the coalitions forming around it, to get it done.” Jennifer LeSar

http://connect.greentrip.org/



S3 – Workforce Housing

INITIATIVE IMPLEMENTATION MATRIX: INTEGRATING TALENT RETENTION & ALTERNATIVES




Advance Services WIOA/ ETPL Employers

Industry Credentialing Associations Strong Workforce Pathways Providers

Affordable Market- Priced Housing – Increase Workforce Housing Supply

Possible Initiatives: Shared Equity Homes and Homeowners, Community Land Trusts, Housing/ Transit Centric Area Plans in Tahoe Town Center

Tahoe Prosperity Center

Housing Task Force Tahoe Transportation District (TTD) County and City Governments Chambers

Developers County/ State/ Federal Government (funding, housing policies) Community Advocacy Groups

Transit – Centric Housing Location Advocacy

Tahoe Prosperity Center

Housing Task Force Tahoe Transportation District (TTD) County and City Governments

TTD County and City Governments Community Advocacy Groups



Employers Sector Working Groups Strong Workforce/ CTE Pathways Funding

Sector Working Groups Strong Workforce/ CTE Pathways Funding Bi-State Funding

Strong Workforce Sector Development – ITC/ Cybersecruity


Region Comm/Colleges Sector Working Groups Strong Workforce/ CTE Pathways Funding

Sector Working Groups Strong Workforce/ CTE Pathways Funding Bi-State Funding


Local Action Plan Leads

Action Plan Operators

Action Plan Suppliers



This strategy focuses on building the assets and infrastructure that will attract and support

individuals and families who are not dependent on Tahoe

occupational choices. Critical infrastructure includes digital broadband

and wireless technologies and transit options. Critical assets include

business support networks, co-working/ shared overhead office

facilities, exceptional recreation, culinary, and performing arts.

Institutional strengths in the form of robust schools (future talent

incubators) and health systems to support family development will

reinforce "residency vs. visitation”. Added capacity development in the

form of incubators and accelerators for start-ups will enable Tahoe

communities to capitalize on unique lifestyle advantages for the right

mix of talent.

S4 – Lifestyle Ventures

INITIATIVE IMPLEMENTATION MATRIX: INTEGRATING TALENT ALTERNATIVES & ATTRACTION


Telework Regionally the Tahoe Prosperity Center can connect operators and suppliers of incubator spaces, and lead the distribution of broadband/ wireless technologies.

Chambers, Visitor Authorities

Talent Attraction Curator

Co-Working Spaces Existing Co-Working Space Executives

Local Action Plan Contributors

Incubation Toolkit

TBD - Networks in place to strengthen other named assets can be further aligned.

Kaufmann Center for Entrepreneurship, US Source Link

K12 Entrepreneurial Academy

South Tahoe High School

Tahoe High Schools, Middle Schools, Certified Teachers

INCubator.edu

Self-Employment Support Network

TBD

Chambers Local Action Plan Contributors

Talent Transfer/ Lifestyle Infrastructure – Schools, Health Services, Child Care, Arts & Entertainment

Local Action Plans -TBD



S4 = LIFESTYLE VENTURES - INFRASTRUCTURE, ASSETS & INCUBATORS



LOCALIZING CAPACITY TO ACTIVATE WORKFORCE OUTCOMES

We Have Everything We Need

Our Focus Is On Strategic “Doing”

We Won’t Allow Perfection To Impede Progress

This action planning approach borrows from the good people at “My Local Economy”, adherents of

Stuart Gulliver's (the ex-Chief Executive of Glasgow Development Agency) "Rowing, Steering or

Cheering"xxxviii model of local and regional economic development roles. They promote the importance

of realizing that a local organization won't necessarily be the best placed to lead and deliver every single

aspect of a strategy. Based on Gulliver’s model they suggest a number of roles:

Rowing (delivery): taking the lead, winning the resources or funding

Steering (influencing and shaping): helping to shape, fund and influence others who deliver

to our aims

Cheering (advocacy): champion, cheerleader and advocate for others delivering to our aims

“The appreciative leader understands a fundamental insight

about human behavior: people move in the direction of

their conversations.” Ed Morrison, Rural Development

Local Action Planning Guiding Principles:

The research is complete. Now

it is time to get going!



ZIP Codes Tahoe Basin Sub Regions

South Shore - CA 96150 South Lake Tahoe, CA (in El Dorado county) 96151 South Lake Tahoe, CA (in El Dorado county) 96155 South Lake Tahoe, CA (in El Dorado county) 96156 South Lake Tahoe, CA (in El Dorado county) 96158 South Lake Tahoe, CA (in El Dorado county) 96142 Tahoma, CA (in El Dorado county) 95646 Kirkwood, CA (in Alpine county)

North Shore - CA 96140 Carnelian Bay, CA (in Placer county) 96141 Homewood, CA (in Placer county) 96143 Kings Beach, CA (in Placer county) 96145 Tahoe City, CA (in Placer county) 96146 Olympic Valley, CA (in Placer county) 96148 Tahoe Vista, CA (in Placer county)

South Shore -NV 89449 Stateline, NV (in Douglas county) 89448 Zephyr Cove, NV (in Douglas county) 89413 Glenbrook, NV (in Douglas county)

North Shore - NV 89450 Incline Village, NV (in Washoe county) 89451 Incline Village, NV (in Washoe county) 89402 Crystal Bay, NV (in Washoe county)

FOUR GEOGRAPHIC SUBREGIONS



The action planning process provides a well-established

process for engaging stakeholders and partner in moving

change in the direction of desired outcomes. The examples

below provide possible benchmarks for the Tahoe

Workforce Ecosystem. Action planning does not aim for

small commitments on big things, but rather big

commitments on small things!

The Strategic Doing approach outlined in an earlier section formalizes a set of seven factors that

correlate with successful strategies observed and reported in more than 100 communities across the

United States—the more effective the strategy, the stronger the correlation.xxxix Successful strategies:

Build on existing assets Operate with a network organizational structure that connected those assets Use an iterative planning and implementation process Decentralize implementation responsibilities among multiple organizations Move forward with a progression of shorter-term goals Use metrics to learn what works and make adjustments along the way Demonstrate high levels of trust and a readiness for change among the those engaged

LOCALIZED ACTION PLANS

“Any intelligent fool can make things bigger and more complex. It takes a touch of genius – and a lot of courage – to move in the opposite direction”—Albert Einstein



A template for conducting Local Action Planning based upon local data profiles is presented here below

including a proposed sequence for completing the plan through a facilitated process in one afternoon.

A. Review Location Profile for the Sub-Region to Identify Assets, Needs, and Essential Strategies

B. Establish Short Term Objectives

C. Determine What Success Will Look Like in 6 Months (“Victory”)

D. Determine Initial Actions to Generate Momentum for the Action Plan (“Kickstart”)

E. Allocate Actions as Incremental Milestones

F. Confirm Commitments for Leads

G. Confirm Commitments for Operators

H. Confirm Commitments for Resource Suppliers

I. Implement, Review in 6 Months, Repeat Process



DATA TABLES

This data table reflects program completions (awards) reported by Community Colleges and other

postsecondary education institutions in El Dorado & Placer Counties 2012-2016.xl

TOP6 - Program Title 2012-13 2013-14 2014-15 2015-16 Latest 3

Yr Avg

050100 - Business and Commerce, General 15 15 - 1 10

050200 - Accounting

Heald College-Roseville 41 13 - 18

Lake Tahoe 6 3 4 4

050200 - Accounting Total 41 19 3 4 22

050400 - Banking and Finance 2 - 2 1

050500 - Business Administration 9 16 15 13

050600 - Business Management - - - -

050800 - International Business and Trade 1 1 - 1

050900 - Marketing and Distribution - - 1 0

051400 - Office Technology/OfficeComputerApplication 1 1 - 2 1

051420 - Medical Office Technology 50 50 - 33

050640 - Small Business and Entrepreneurship 9 7 - 1 6

061430 - Website Design and Development 6 3 3 4

070100 - Information Technology, General 42 57 - 33

093400 - Electronics and Electric Technology - 5 4 3

094610 - Energy Systems Technology - - 10 3

095700 – Civil & Construction Management Technology 2 - - 1

100500 - Commercial Music - 1 3 1

101200 - Applied Photography 3 5 1 3

120800 - Medical Assisting 204 159 - 121

120810 - Clinical Medical Assisting 1 - - 0

120820 - Administrative Medical Assisting 3 7 9 6

122100 - Pharmacy Technology 32 36 - 23

124010 - Dental Assistant - 1 - 0

127000 - Kinesiology - 2 4 2

130500 - Child Development/Early Care and Education 4 5 8 6

130630 - Culinary Arts 15 12 7 11

140200 - Paralegal 34 21 - 18

210440 - Alcohol and Controlled Substances 31 14 9 1 18

210500 - Administration of Justice 30 34 6 20 30

210520 - Probation and Parole - - - -

213300 - Fire Technology 4 1 4 3

213350 - Fire Academy 6 8 8 7

Grand Total 491 473 93 94 384

Note: Latest 3 Year Average for Community Colleges is 2013-16 and for Other Education Providers

is 2012-15.

SUPPLY SIDE LABOR MARKET INFORMATION



Compiled from SOC Codes Using the Center of Excellence Toolkit for Planning Workforce Programs in El Dorado & Placer County Portions of Tahoe.

SOC Code

Occupational Title

2015 Jobs

2018 Jobs

2015-18 Change

% Change 2015-18


Annual Openings

Median Hourly

Earnings

Typical Entry Level Education

29-1141 Registered Nurses 4,080 4,641 561 13.7% 881 294 $58.33 Associate degree

29-1126 Respiratory Therapists 194 216 22 11.4% 33 11 $47.56 Associate degree

39-4031 Morticians, Undertakers, and Funeral Directors

10 10 0 0.0% 2 1 $26.13 Associate degree

49-9062 Medical Equipment Repairers 70 76 6 9.1% 14 5 $25.57 Associate degree

29-2056 Veterinary Technologists and Technicians

412 473 61 14.7% 74 25 $17.96 Associate degree

11-9111 Medical and Health Services Managers 441 507 66 14.9% 103 34 $65.73 Bachelor's degree

11-9161 Emergency Management Directors 5 5 0 0.0% 1 0 $53.10 Bachelor's degree

11-3121 Human Resources Managers 177 191 14 8.1% 31 10 $45.57 Bachelor's degree

11-9039 Education Administrators, All Other 34 36 2 7.0% 6 2 $39.56 Bachelor's degree

29-1125 Recreational Therapists 7 9 2 28.6% 2 1 $36.74 Bachelor's degree

17-1012 Landscape Architects 38 39 1 4.0% 8 3 $35.72 Bachelor's degree

17-2031 Biomedical Engineers 40 44 4 10.5% 7 2 $28.12 Bachelor's degree

29-9091 Athletic Trainers 28 32 4 13.2% 6 2 $24.31 Bachelor's degree

21-2011 Clergy 339 387 48 14.3% 72 24 $23.58 Bachelor's degree

21-1023 Mental Health and Substance Abuse Social Workers

106 110 4 3.9% 16 5 $20.04 Bachelor's degree

29-1063 Internists, General 71 78 7 10.4% 15 5 $124.57 Doctoral or profess/degree

29-1067 Surgeons 95 105 10 10.7% 18 6 $120.79 Doctoral or profess/degree

29-1069 Physicians and Surgeons, All Other 356 399 43 12.1% 80 27 $113.96 Doctoral or profess/degree 29-1065 Pediatricians, General 40 44 4 9.6% 8 3 $91.18 Doctoral or profess/degree

29-1062 Family and General Practitioners 218 240 23 10.3% 43 14 $90.39 Doctoral or profess/degree

29-1066 Psychiatrists 15 16 1 6.7% 5 2 $87.62 Doctoral or profess/degree

29-1064 Obstetricians and Gynecologists 32 36 4 11.0% 6 2 $75.97 Doctoral or profess/degree

29-1051 Pharmacists 487 522 35 7.2% 72 24 $71.16 Doctoral or profess/degree

DEMAND SIDE LABOR MARKET INFORMATION



SOC Code

Occupational Title 2015 Jobs

2018 Jobs

2015-18 Change

% Change 2015-18


Annual Openings

Median Hourly

Earnings


29-1131 Veterinarians 179 199 20 11.0% 34 11 $46.16 Doctoral or profess/degree

19-3031 Clinical, Counseling, and School Psychologists

309 339 29 9.5% 51 17 $33.60 Doctoral or profess/degree

33-3012 Correctional Officers and Jailers 90 103 13 14.6% 20 7 $39.52 HS diploma or equivalent

49-1011 First-Line Supervisors of Mechanics, Installers, and Repairers

541 591 50 9.3% 85 28 $33.66 HS diploma or equivalent

29-2099 Health Technologists and Technicians, All Other


13-1199 Business Operations Specialists, All Other

1,103 1,194 91 8.3% 138 46 $32.51 HS diploma or equivalent

43-1011 First-Line Supervisors of Office & Administrative Support Workers


11-9199 Managers, All Other 1,303 1,342 39 3.0% 135 45 $26.88 HS diploma or equivalent

31-9093 Medical Equipment Preparers 146 163 17 11.9% 25 8 $25.98 HS diploma or equivalent

35-1011 Chefs and Head Cooks 446 476 30 6.6% 51 17 $21.89 HS diploma or equivalent

43-3021 Billing and Posting Clerks 834 944 110 13.2% 168 56 $21.52 HS diploma or equivalent

11-9051 Food Service Managers 614 651 37 6.0% 77 26 $20.57 HS diploma or equivalent

31-9099 Healthcare Support Workers, All Other 121 136 15 12.2% 24 8 $19.93 HS diploma or equivalent

11-9081 Lodging Managers 120 116 (4) (3.7%) 11 4 $19.92 HS diploma or equivalent

29-2052 Pharmacy Technicians 528 575 47 8.9% 64 21 $19.82 HS diploma or equivalent

49-9071 Maintenance and Repair Workers, General


43-4111 Interviewers, Except Eligibility and Loan 210 234 24 11.3% 40 13 $19.43 HS diploma or equivalent

43-6013 Medical Secretaries 1,099 1,248 149 13.5% 187 62 $19.24 HS diploma or equivalent

31-1015 Orderlies 85 93 9 10.3% 12 4 $19.23 HS diploma or equivalent

37-1011 First-Line Supervisors of Housekeeping and Janitorial Workers


31-1013 Psychiatric Aides 7 9 2 28.6% 2 1 $18.16 HS diploma or equivalent

39-6012 Concierges 18 21 4 22.0% 5 2 $18.10 HS diploma or equivalent

43-9061 Office Clerks, General 5,382 5,747 365 6.8% 733 244 $16.12 HS diploma or equivalent

21-1094 Community Health Workers 69 77 7 10.5% 18 6 $16.03 HS diploma or equivalent



SOC Code


2018 Jobs

2015-18 Change

% Change 2015-18


Annual Openings

Median Hourly

Earnings


39-1021 First-Line Supervisors of Personal Service Workers


27-4021 Photographers 284 308 24 8.3% 46 15 $15.72 HS diploma or equivalent

35-1012 First-Line Supervisors of Food Preparation & Serving Workers


51-9083 Ophthalmic Laboratory Technicians 134 148 14 10.6% 24 8 $14.80 HS diploma or equivalent

43-4171 Receptionists and Information Clerks 1,772 1,954 182 10.3% 338 113 $14.78 HS diploma or equivalent

43-5021 Couriers and Messengers 212 221 9 4.3% 26 9 $14.16 HS diploma or equivalent

39-9099 Personal Care and Service Workers, All Other


31-9095 Pharmacy Aides 178 184 6 3.4% 21 7 $13.99 HS diploma or equivalent

53-3011 Ambulance Drivers & Attendants, Except Emerg. Med. Technicians


51-9199 Production Workers, All Other 173 171 (1) (0.8%) 17 6 $13.83 HS diploma or equivalent

31-9096 Veterinary Assistants & Laboratory Animal Caretakers


33-9032 Security Guards 1,249 1,355 105 8.4% 163 54 $12.93 HS diploma or equivalent

45-2021 Animal Breeders 2 1 (1) (50.0%) 0 0 $8.99 HS diploma or equivalent

35-2012 Cooks, Institution and Cafeteria 307 345 38 12.4% 66 22 $15.31 Less than HS

41-2021 Counter and Rental Clerks 1,411 1,518 107 7.6% 218 73 $14.25 Less than HS

37-2011 Janitors, Cleaners, Except Maids & Housekeeping Cleaners

2,883 3,113 229 8.0% 420 140 $13.33 Less than HS

37-2012 Maids and Housekeeping Cleaners 2,663 2,886 223 8.4% 425 142 $12.05 Less than HS

35-3041 Food Servers, Non-restaurant 382 430 48 12.6% 79 26 $11.79 Less than HS

35-2021 Food Preparation Workers 1,558 1,652 93 6.0% 229 76 $10.51 Less than HS

39-3031 Ushers, Lobby Attendants, and Ticket Takers

200 210 10 4.8% 49 16 $10.29 Less than HS

35-9031 Hosts and Hostesses, Restaurant, Lounge, and Coffee Shop

872 924 52 5.9% 244 81 $10.29 Less than HS

39-3091 Amusement and Recreation Attendants 1,330 1,382 52 3.9% 223 74 $10.16 Less than HS

29-1071 Physician Assistants 118 144 27 22.6% 35 12 $64.59 Master's degree



SOC Code


2018 Jobs

2015-18 Change

% Change 2015-18


Annual Openings

Median Hourly

Earnings


29-1122 Occupational Therapists 126 147 21 17.0% 26 9 $51.48 Master's degree

19-3039 Psychologists, All Other 48 52 3 6.3% 3 1 $36.24 Master's degree

21-1022 Healthcare Social Workers 156 184 28 17.7% 41 14 $35.80 Master's degree

25-4021 Librarians 119 126 7 5.7% 12 4 $34.11 Master's degree

29-1199 Health Diagnosing & Treating Practitioners, All Other

65 73 8 12.3% 12 4 $25.48 Master's degree

29-2061 Licensed Practical and Licensed Vocational Nurses

510 610 99 19.5% 151 50 $32.31 Post-Secondary non-degree award

29-2053 Psychiatric Technicians 6 6 0 0.0% 1 0 $25.80 Post-Secondary non-degree award

29-2071 Medical Records and Health Information Technicians

319 365 45 14.2% 69 23 $24.64 Post-Secondary non-degree award

31-9094 Medical Transcriptionists 139 147 8 5.8% 18 6 $21.39 Post-Secondary non-degree award

31-9092 Medical Assistants 1,328 1,525 197 14.8% 291 97 $19.56 Post-Secondary non-degree award

31-1014 Nursing Assistants 983 1,167 183 18.7% 258 86 $16.79 Post-Secondary non-degree award

Grand Total

46,850 51,280 4,430 9.5% 7,995 2,665 $25.04



This is the complete data set. A top 20 growth occupations version is presented earlier in this report.

Tahoe Basin Totals 52,357 57,224 4,867 9% $19.00 2,564 8,662


2021 Jobs

2010 - 2021 Change

2010 - 2021 % Change


Annual Openings

Expected Change

35-3000 Food and Beverage Serving Workers 3,222 3,806 584 18% $11.33 245 827

47-2000 Construction Trades Workers 2,230 2,677 447 20% $19.67 125 445 37-2000 Building Cleaning and Pest Control Workers 2,952 3,304 352 12% $12.16 136 471 35-2000 Cooks and Food Preparation Workers 1,625 1,928 303 19% $11.34 82 364 27-2000 Entertainers and Performers, Sports and Related Workers 748 986 238 32% $17.54 55 209 11-9000 Other Management Occupations 2,969 3,198 229 8% $20.54 132 377 53-7000 Material Moving Workers 650 841 191 29% $14.73 50 138 43-4000 Information and Record Clerks 1,640 1,826 186 11% $15.06 98 242 11-1000 Top Executives 724 907 183 25% $45.02 37 197 53-3000 Motor Vehicle Operators 575 742 167 29% $16.64 39 115 39-9000 Other Personal Care and Service Workers 849 1,012 163 19% $11.43 52 245 39-5000 Personal Appearance Workers 272 430 158 58% $11.62 25 79 35-9000 Other Food Preparation and Serving Related Workers 1,164 1,314 150 13% $10.18 91 252 37-3000 Grounds Maintenance Workers 523 665 142 27% $13.56 36 128 13-1000 Business Operations Specialists 1,288 1,428 140 11% $30.06 53 236 29-1000 Health Diagnosing and Treating Practitioners 957 1,085 128 13% $49.57 47 188 27-3000 Media and Communication Workers 571 696 125 22% $20.99 33 93 31-9000 Other Healthcare Support Occupations 408 516 108 26% $16.20 21 101 39-2000 Animal Care and Service Workers 407 513 106 26% $10.37 22 62 35-1000 Supervisors of Food Preparation and Serving Workers 472 563 91 19% $17.64 26 125 15-1100 Computer Occupations 600 688 88 15% $35.39 27 155 11-3000 Operations Specialties Managers 465 549 84 18% $39.68 22 117 29-2000 Health Technologists and Technicians 376 449 73 19% $26.65 19 89 49-9000 Other Installation, Maintenance, and Repair Occupations 981 1,054 73 7% $18.97 43 174 43-6000 Secretaries and Administrative Assistants 772 834 62 8% $18.27 22 114 49-3000 Vehicle & Mobile Equipment Mechanics, Installers, & Repairers 293 351 58 20% $18.50 19 59 27-1000 Art and Design Workers 662 710 48 7% $13.75 33 96 43-5000 Material Recording, Scheduling, Dispatching, Distributing Workers 810 857 47 6% $16.43 40 43 21-1000 Counselors, Social Workers, and Other Community and Social 324 360 36 11% $23.19 15 70

Tahoe Basin Occupation Projections 2010-2021 – Sorted by Expected Change in Jobs – 93 Occupations & 24 Zip Codesxli




2021 Jobs

2010 - 2021 Change

2010 - 2021 % Change


Annual Openings

Expected Change

Service Specialists

25-2000 Preschool, Primary, Secondary, Special Education School Teachers 792 824 32 4% $26.49 30 69 17-2000 Engineers 223 253 30 13% $40.10 12 32 51-9000 Other Production Occupations 199 229 30 15% $17.90 15 22 51-3000 Food Processing Workers 99 127 28 28% $14.14 7 14 43-1000 Supervisors of Office and Administrative Support Workers 404 431 27 7% $26.40 16 65 51-2000 Assemblers and Fabricators 128 155 27 21% $14.18 9 21 19-3000 Social Scientists and Related Workers 165 188 23 14% $30.93 9 20 41-2000 Retail Sales Workers 2,301 2,324 23 1% $13.02 121 270 31-1000 Nursing, Psychiatric, and Home Health Aides 132 155 23 17% $12.53 8 37 19-4000 Life, Physical, and Social Science Technicians 80 101 21 26% $22.01 7 11 13-2000 Financial Specialists 2,260 2,280 20 1% $27.79 90 525 45-4000 Forest, Conservation, and Logging Workers 29 48 19 66% $12.82 4 9 19-2000 Physical Scientists 76 94 18 24% $37.16 5 12 23-1000 Lawyers, Judges, and Related Workers 200 215 15 8% $41.89 7 20 37-1000 Supervisors of Building, Grounds, Cleaning, Maintenance Workers 245 258 13 5% $18.09 11 32 41-4000 Sales Representatives, Wholesale and Manufacturing 178 190 12 7% $30.86 9 28 53-1000 Supervisors of Transportation and Material Moving Workers 44 56 12 27% $23.33 3 7 49-2000 Electrical & Electronic Equipment Mechanics, Installers, Repairers 118 130 12 10% $22.95 7 8 39-7000 Tour and Travel Guides 69 81 12 17% $15.69 7 33 33-3000 Law Enforcement Workers 274 285 11 4% $34.02 12 6 51-4000 Metal Workers and Plastic Workers 83 94 11 13% $17.95 6 12 43-9000 Other Office and Administrative Support Workers 1,185 1,196 11 1% $16.83 41 85 25-1000 Postsecondary Teachers 270 280 10 4% $29.16 20 55 23-2000 Legal Support Workers 91 100 9 10% $22.70 4 11 47-3000 Helpers, Construction Trades 50 58 8 16% $14.78 3 11 51-6000 Textile, Apparel, and Furnishings Workers 238 246 8 3% $12.69 11 (9)

11-2000 Advertising, Marketing, Promotions, Public Relations, and Sales Managers

194 201 7 4% $44.34 8 33

15-2000 Mathematical Science Occupations 14 21 7 50% $37.93 1 5 53-2000 Air Transportation Workers 25 32 7 28% $31.48 3 3 51-8000 Plant and System Operators 84 91 7 8% $30.70 5 4 51-1000 Supervisors of Production Workers 49 56 7 14% $25.47 2 3 33-2000 Fire Fighting and Prevention Workers 145 151 6 4% $25.54 6 7 49-1000 Supervisors of Installation, Maintenance, and Repair Workers 84 89 5 6% $29.99 4 11




2021 Jobs

2010 - 2021 Change

2010 - 2021 % Change


Annual Openings

Expected Change

29-9000 Other Healthcare Practitioners and Technical Occupations 25 30 5 20% $26.91 2 5 47-4000 Other Construction and Related Workers 111 116 5 5% $23.49 5 12 47-5000 Extraction Workers 14 19 5 36% $21.95 2 6 53-5000 Water Transportation Workers 34 38 4 12% $28.27 3 6 21-2000 Religious Workers 14 18 4 29% $19.98 1 2 45-2000 Agricultural Workers 60 64 4 7% $10.45 4 11 39-6000 Baggage Porters, Bellhops, and Concierges 84 87 3 4% $11.14 4 22 53-6000 Other Transportation Workers 122 124 2 2% $12.43 8 27 25-4000 Librarians, Curators, and Archivists 56 57 1 2% $23.37 3 5 31-2000 Occupational Therapy and Physical Therapist Assistants and Aides 12 13 1 8% $23.28 Insf. Data 5 99-9000 Unclassified Occupation 81 82 1 1% $19.06 4 32 19-1000 Life Scientists 54 54 0 0% $35.23 3 4 51-5100 Printing Workers 22 22 0 0% $17.70 2 (2) 17-3000 Drafters, Engineering Technicians, and Mapping Technicians 124 122 (2) (2%) $26.03 5 9 17-1000 Architects, Surveyors, and Cartographers 119 116 (3) (3%) $31.10 6 19 25-3000 Other Teachers and Instructors 445 441 (4) (1%) $17.00 16 38 33-9000 Other Protective Service Workers 437 432 (5) (1%) $14.11 20 81 51-7000 Woodworkers 39 34 (5) (13%) $13.70 3 2 45-3000 Fishing and Hunting Workers 23 16 (7) (30%) $14.20 1 (2) 43-2000 Communications Equipment Operators 47 39 (8) (17%) $15.71 1 (2) 33-1000 Supervisors of Protective Service Workers 104 93 (11) (11%) $33.72 4 7 25-9000 Other Education, Training, and Library Occupations 322 311 (11) (3%) $16.78 10 23 47-1000 Supervisors of Construction and Extraction Workers 232 216 (16) (7%) $26.90 7 0 41-3000 Sales Representatives, Services 1,135 1,119 (16) (1%) $22.17 47 159 27-4000 Media and Communication Equipment Workers 331 311 (20) (6%) $17.57 11 54 43-3000 Financial Clerks 1,065 1,030 (35) (3%) $16.84 33 151 41-9000 Other Sales and Related Workers 4,432 4,392 (40) (1%) $15.68 95 400 39-3000 Entertainment Attendants and Related Workers 1,406 1,326 (80) (6%) $10.24 75 234 41-1000 Supervisors of Sales Workers 977 891 (86) (9%) $15.31 29 95 39-1000 Supervisors of Personal Care and Service Workers 366 268 (98) (27%) $20.05 10 (25)

TOTALS 52,357 57,224 4,867 9% $19.00 2,564 8,662



This section includes data profiles for counties, communities, and associated ecosystem sub-regions for

the Lake Tahoe Basin including El Dorado County (South Shore/ CA), Placer County (North Shore/ CA),

Washoe County (North Shore/ NV), and Douglas County (South Shore/ NV). xlii

LOCATION PROFILES

INNOVATION INDEXES







South Lake Tahoe, California

Location Affordability Indexes for All Tahoe Sub-Regions: Housing & Transportation



Stateline, Nevada



Tahoe City, California



Incline Village, Nevada



StatsAmerica offers “a fast simple way to calculate whether a county, region or neighborhood may meet

grant thresholds for unemployment and income.” xliii

Provides a “Distress Criteria Statistical Report” (below) and a “Social and Economic Context Metrics”

report (see next section). All reports are provided based upon specific Census Tracts located within the

Tahoe Basin portions of each county. Census Tracts are posted in the Data Tables section at the end of

this report.

Brief: El Dorado County Economic Distress Report: Relatively Higher Unemployment and Lower Per

Capita Income for the County Census Tracts Located in the South Shore CA Tahoe Sub-Region (see

Census Tracts Table in the Appendices)

ECONOMIC DISTRESS



Brief: Placer County Economic Distress Report: Relatively Comparable Unemployment and Higher Per

Capita Income for the County Census Tracts Located in the North Shore CA Tahoe Sub-Region.

Brief: Washoe County Economic Distress Report: Relatively Lower Unemployment and Much Higher Per

Capita Income for the County Census Tracts Located in the North Shore NV Tahoe Sub-Region.



Brief: Carson City Economic Distress Report: Relatively Much Higher Unemployment and Much Higher

Per Capita Income for the County Census Tracts Located in the North Shore NV Tahoe Sub-Region.

Brief: Douglas County Economic Distress Report: Relatively Lower Unemployment and Higher Per Capita

Income for the County Census Tracts Located in the South Shore NV Tahoe Sub-Region.



Data of interest for all 5 counties include trends in population, ethnicity, educational attainment,

household profiles, housing units, poverty, commute patterns, and resident prevailing occupations.

These data tables are provided as reference data for the development of local action plans.

El Dorado County Census Tracts within the Lake Tahoe Basin

Social & Economic Context – Annual Metrics Includes: 06017030200, 06017031600, 06017032000, 06017030301, 06017030302, 06017030401, 06017030402, 06017030502, 06017030504

Population by Age, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Total 26,941 100% 316,515,021 100%

Preschool (0 to 4) 1,593 5.90% 19,912,018 6.30%

School Age (5 to 17) 3,534 13.10% 53,771,807 17.00%

College Age (18 to 24) 2,813 10.40% 31,368,674 9.90%

Young Adult (25 to 44) 7,346 27.30% 83,533,559 26.40%

Adult (45 to 64) 8,442 31.30% 83,313,486 26.30%

Older Adult (65 plus) 3,213 11.90% 44,615,477 14.10%

Median Age* 42 37.6

Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates

*Median Age is averaged for combined areas

Population by Race and Hispanic Origin, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Total 26,941 100% 316,515,021 100%

American Ind. or Alaskan Native Alone 193 0.70% 2,569,170 0.80%

Asian Alone 1,436 5.30% 16,235,305 5.10%

Black Alone 360 1.30% 39,908,095 12.60%

Native Hawaiian and Other Pac. Isl. Alone

25

0.10%

546,255

0.20%

White Alone 20,144 74.80% 232,943,055 73.60%

Two or More Race Groups 771 2.90% 9,447,883 3.00%

Hispanic or Latino

Total Hispanic or Latino 7,670 28.50% 54,232,205 17.10%

Mexican 6,385 23.70% 34,640,287 10.90%

Cuban 9 0.00% 2,014,010 0.60%

Puerto Rican 89 0.30% 5,174,554 1.60%

Other 1,187 4.40% 12,403,354 3.90%


SOCIAL AND ECONOMIC CONTEXT – ANNUAL METRICS



Educational Attainment, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Total Population 25 and Older 19,001 100.00% 211,462,522 100.00%

Less Than 9th Grade 1,422 7.50% 12,093,869 5.70%

9th to 12th, No Diploma 1,035 5.40% 16,135,225 7.60%

High School Graduate (incl. equiv.) 4,323 22.80% 58,722,528 27.80%

Some College, No Degree 5,717 30.10% 44,529,161 21.10%

Associate Degree 1,469 7.70% 17,029,467 8.10%

Bachelor's Degree 3,438 18.10% 39,166,047 18.50%

Graduate or Professional Degree 1,597 8.40% 23,786,225 11.20%


Households, 2015

Custom Region

Pct. of Total

U.S. Households

Pct. of Total

Total Households 10,628 100.00% 116,926,305 100.00%

Family Households 6,105 57.40% 77,260,546 66.10%

Married with Children 1,685 15.90% 22,693,259 19.40%

Married without Children 3,008 28.30% 33,785,372 28.90%

Single Parents 870 8.20% 11,039,498 9.40%

Other 542 5.10% 9,742,417 8.30%

Non-family Households 4,523 42.60% 39,665,759 33.90%

Living Alone 3,453 32.50% 32,316,130 27.60%

Average Household Size 2.5 2.6

Average Family Household Size 3.3 3.3


Housing units, 2015

Custom Region

Pct. of Total

U.S. Units Pct. of Total

Total Housing Units 23,422 100.00% 133,351,840 100.00%

Owner Occupied 5,463 23.30% 74,712,091 56.00%

Renter Occupied 5,165 22.10% 42,214,214 31.70%

Vacant For Seasonal or RecreationalUse

10,731

45.80%

5,329,103

4.00%

1-Unit (Attached or Detached) 6,998 29.90% 80,488,964 60.40%

2 - 9 Units 2,345 10.00% 14,655,807 11.00%

10 - 19 Units 306 1.30% 5,083,810 3.80%

20 or more Units 369 1.60% 9,845,692 7.40%

Built prior to 1940 659 2.80% 17,561,083 13.20%




Poverty, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Total Population (for whom poverty status determined)

26,941

100%

316,515,021

100%

In Poverty 4,307 16.00% 47,749,043 15.10%

Age 65 and Over In Poverty 178 0.70% 4,058,359 1.30%

Family Households

Total Family Households 6,105 100% 77,260,546 100%

In Poverty 575 9.40% 5,173,738 6.70%

In Poverty With Female Head 206 3.40% 4,648,079 6.00%

In Poverty With Kids 169 2.80% 3,991,032 5.20%


Commuting to Work, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Workers 16 years and over 13,650 100.00% 145,747,779 100.00%

Car, truck, or van -- drove alone 8,842 64.80% 109,733,354 75.30%

Car, truck, or van -- carpooled 1,396 10.20% 13,575,283 9.30%

Public transportation (including taxicab)

335

2.50%

7,362,038

5.10%

Walked 1,143 8.40% 3,998,629 2.70%

Other means 657 4.80% 2,599,130 1.80%

Worked at home 647 4.70% 6,352,737 4.40%

Mean travel time to work (minutes) 150 26


Resident Occupations, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total

Employed civilian pop. 16 years and over

15,578

100.00%

158,897,824

100.00%

Management, professional, and related

3,815

24.50%

53,433,469

33.60%

Service 4,461 28.60% 26,446,906 16.60%

Sales and office 3,115 20.00% 35,098,693 22.10%

Farming, fishing, and forestry 97 0.60% 1,061,192 0.70%

Construction, extraction, and maintenance

1,028

6.60%

11,977,387

7.50%

Production, transportation, and material moving

1,134

7.30%

17,730,132

11.20%




Placer County Census Tracts within the Lake Tahoe Basin

Social & Economic Context – Annual Metrics

Includes: 06061020104, 06061020105, 06061020106, 06061020107, 06061022100, 06061022200, 06061022300


Custom Region

Pct. of Total

U.S. Pct. of Total

Total 9,634 100% 316,515,021 100%

Preschool (0 to 4) 654 6.80% 19,912,018 6.30%

School Age (5 to 17) 1,136 11.80% 53,771,807 17.00%

College Age (18 to 24) 718 7.50% 31,368,674 9.90%

Young Adult (25 to 44) 3,145 32.60% 83,533,559 26.40%

Adult (45 to 64) 2,835 29.40% 83,313,486 26.30%

Older Adult (65 plus) 1,146 11.90% 44,615,477 14.10%

Median Age* 43 37.6




Custom Region

Pct. of Total

U.S. Pct. of Total

Total 9,634 100% 316,515,021 100%


Asian Alone 86 0.90% 16,235,305 5.10%

Black Alone 47 0.50% 39,908,095 12.60%


0

0.00%

546,255

0.20%

White Alone 8,860 92.00% 232,943,055 73.60%


Hispanic or Latino


Mexican 2,626 27.30% 34,640,287 10.90%

Cuban 0 0.00% 2,014,010 0.60%

Puerto Rican 32 0.30% 5,174,554 1.60%

Other 211 2.20% 12,403,354 3.90%





Custom Region

Pct. of Total

U.S. Pct. of Total


Less Than 9th Grade 520 7.30% 12,093,869 5.70%

9th to 12th, No Diploma 283 4.00% 16,135,225 7.60%

High School Graduate (incl. equiv.) 1,233 17.30% 58,722,528 27.80%


Associate Degree 433 6.10% 17,029,467 8.10%


Graduate or Professional Degree 655 9.20% 23,786,225 11.20%


Households, 2015

Custom Region

Pct. of Total

U.S. Households

Pct. of Total



Married with Children 616 16.40% 22,693,259 19.40%


Single Parents 274 7.30% 11,039,498 9.40%

Other 206 5.50% 9,742,417 8.30%


Living Alone 1,040 27.70% 32,316,130 27.60%




Housing units, 2015

Custom Region

Pct. of Total



Owner Occupied 2,109 17.20% 74,712,091 56.00%

Renter Occupied 1,649 13.50% 42,214,214 31.70%

Vacant For Seasonal or Recreational Use

7,962

65.00%

5,329,103

4.00%


2 - 9 Units 619 5.10% 14,655,807 11.00%

10 - 19 Units 15 0.10% 5,083,810 3.80%

20 or more Units 26 0.20% 9,845,692 7.40%

Built prior to 1940 757 6.20% 17,561,083 13.20%




Poverty, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total


9,634

100%

316,515,021

100%

In Poverty 1,243 12.90% 47,749,043 15.10%


Family Households


In Poverty 92 4.30% 5,173,738 6.70%





Custom Region

Pct. of Total

U.S. Pct. of Total



Car, truck, or van -- carpooled 574 10.30% 13,575,283 9.30%


314

5.70%

7,362,038

5.10%

Walked 230 4.10% 3,998,629 2.70%

Other means 147 2.60% 2,599,130 1.80%

Worked at home 493 8.90% 6,352,737 4.40%




Custom Region

Pct. of Total

U.S. Pct. of Total


6,140

100.00%

158,897,824

100.00%


1,435

23.40%

53,433,469

33.60%

Service 1,922 31.30% 26,446,906 16.60%

Sales and office 1,010 16.40% 35,098,693 22.10%



733

11.90%

11,977,387

7.50%


447

7.30%

17,730,132

11.20%




Washoe County Census Tracts within the Lake Tahoe Basin


Includes: 32031003305, 32031003306, 32031003307, 32031003308, 32031003309


Custom Region

Pct. of Total

U.S. Pct. of Total

Total 8,973 100% 316,515,021 100%

Preschool (0 to 4) 334 3.70% 19,912,018 6.30%

School Age (5 to 17) 801 8.90% 53,771,807 17.00%

College Age (18 to 24) 915 10.20% 31,368,674 9.90%

Young Adult (25 to 44) 2,137 23.80% 83,533,559 26.40%

Adult (45 to 64) 2,942 32.80% 83,313,486 26.30%

Older Adult (65 plus) 1,844 20.60% 44,615,477 14.10%

Median Age* 45.3 37.6




Custom Region

Pct. of Total

U.S. Pct. of Total

Total 8,973 100% 316,515,021 100%


Asian Alone 159 1.80% 16,235,305 5.10%

Black Alone 8 0.10% 39,908,095 12.60%


10

0.10%

546,255

0.20%

White Alone 8,198 91.40% 232,943,055 73.60%


Hispanic or Latino


Mexican 899 10.00% 34,640,287 10.90%

Cuban 0 0.00% 2,014,010 0.60%

Puerto Rican 2 0.00% 5,174,554 1.60%

Other 249 2.80% 12,403,354 3.90%





Custom Region

Pct. of Total

U.S. Pct. of Total




High School Graduate (incl. equiv.) 763 11.00% 58,722,528 27.80%




Graduate or Professional Degree 1,496 21.60% 23,786,225 11.20%


Households, 2015

Custom Region

Pct. of Total

U.S. Households

Pct. of Total





Single Parents 157 3.90% 11,039,498 9.40%

Other 106 2.70% 9,742,417 8.30%


Living Alone 1,173 29.30% 32,316,130 27.60%




Housing units, 2015

Custom Region

Pct. of Total



Owner Occupied 2,765 35.00% 74,712,091 56.00%

Renter Occupied 1,235 15.60% 42,214,214 31.70%


3,315

41.90%

5,329,103

4.00%


2 - 9 Units 570 7.20% 14,655,807 11.00%

10 - 19 Units 90 1.10% 5,083,810 3.80%

20 or more Units 121 1.50% 9,845,692 7.40%

Built prior to 1940 44 0.60% 17,561,083 13.20%




Poverty, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total


8,973

100%

316,515,021

100%

In Poverty 979 10.90% 47,749,043 15.10%


Family Households


In Poverty 51 2.20% 5,173,738 6.70%





Custom Region

Pct. of Total

U.S. Pct. of Total





0

0.00%

7,362,038

5.10%

Walked 242 5.20% 3,998,629 2.70%

Other means 129 2.80% 2,599,130 1.80%

Worked at home 786 17.00% 6,352,737 4.40%




Custom Region

Pct. of Total

U.S. Pct. of Total


4,901

100.00%

158,897,824

100.00%


2,093

42.70%

53,433,469

33.60%

Service 1,124 22.90% 26,446,906 16.60%

Sales and office 989 20.20% 35,098,693 22.10%



268

5.50%

11,977,387

7.50%


150

3.10%

17,730,132

11.20%




Douglas County Census Tracts within the Lake Tahoe Basin


Includes: 32005001600, 32005001700, 32005001800


Custom Region

Pct. of Total

U.S. Pct. of Total

Total 5,152 100% 316,515,021 100%

Preschool (0 to 4) 164 3.20% 19,912,018 6.30%

School Age (5 to 17) 406 7.90% 53,771,807 17.00%

College Age (18 to 24) 252 4.90% 31,368,674 9.90%

Young Adult (25 to 44) 1,392 27.00% 83,533,559 26.40%

Adult (45 to 64) 1,885 36.60% 83,313,486 26.30%

Older Adult (65 plus) 1,053 20.40% 44,615,477 14.10%

Median Age* 52.2 37.6




Custom Region

Pct. of Total

U.S. Pct. of Total

Total 5,152 100% 316,515,021 100%


Asian Alone 117 2.30% 16,235,305 5.10%

Black Alone 96 1.90% 39,908,095 12.60%


16

0.30%

546,255

0.20%

White Alone 4,353 84.50% 232,943,055 73.60%


Hispanic or Latino

Total Hispanic or Latino 680 13.20% 54,232,205 17.10%

Mexican 462 9.00% 34,640,287 10.90%

Cuban 28 0.50% 2,014,010 0.60%

Puerto Rican 52 1.00% 5,174,554 1.60%

Other 138 2.70% 12,403,354 3.90%





Custom Region

Pct. of Total

U.S. Pct. of Total










Households, 2015

Custom Region

Pct. of Total

U.S. Households

Pct. of Total




Married without Children 883 35.90% 33,785,372 28.90%

Single Parents 127 5.20% 11,039,498 9.40%

Other 128 5.20% 9,742,417 8.30%


Living Alone 800 32.50% 32,316,130 27.60%




Housing units, 2015

Custom Region

Pct. of Total



Owner Occupied 1,351 28.20% 74,712,091 56.00%

Renter Occupied 1,107 23.10% 42,214,214 31.70%


1,892

39.50%

5,329,103

4.00%


2 - 9 Units 543 11.30% 14,655,807 11.00%

10 - 19 Units 78 1.60% 5,083,810 3.80%

20 or more Units 123 2.60% 9,845,692 7.40%

Built prior to 1940 72 1.50% 17,561,083 13.20%




Poverty, 2015

Custom Region

Pct. of Total

U.S. Pct. of Total


5,152

100%

316,515,021

100%

In Poverty 353 6.90% 47,749,043 15.10%


Family Households


In Poverty 16 1.20% 5,173,738 6.70%





Custom Region

Pct. of Total

U.S. Pct. of Total





36

1.30%

7,362,038

5.10%

Walked 183 6.40% 3,998,629 2.70%

Other means 117 4.10% 2,599,130 1.80%

Worked at home 228 8.00% 6,352,737 4.40%




Custom Region

Pct. of Total

U.S. Pct. of Total


2,997

100.00%

158,897,824

100.00%


990

33.00%

53,433,469

33.60%

Service 844 28.20% 26,446,906 16.60%

Sales and office 667 22.30% 35,098,693 22.10%



165

5.50%

11,977,387

7.50%


179

6.00%

17,730,132

11.20%




Carson City Census Tracts within the Lake Tahoe Basin


Includes: 32510000300


0003.00 Carson City, NV

Pct. of Total

U.S.

Pct. of Total

Total 3,661 100% 316,515,021 100%

Preschool (0 to 4) 66 1.80% 19,912,018 6.30%

School Age (5 to 17) 451 12.30% 53,771,807 17.00%

College Age (18 to 24) 254 6.90% 31,368,674 9.90%

Young Adult (25 to 44) 463 12.60% 83,533,559 26.40%

Adult (45 to 64) 1,288 35.20% 83,313,486 26.30%

Older Adult (65 plus) 1,139 31.10% 44,615,477 14.10%

Median Age* 55 37.6





Pct. of Total

U.S.

Pct. of Total

Total 3,661 100% 316,515,021 100%


Asian Alone 116 3.20% 16,235,305 5.10%

Black Alone 4 0.10% 39,908,095 12.60%


0

0.00%

546,255

0.20%

White Alone 3,174 86.70% 232,943,055 73.60%


Hispanic or Latino

Total Hispanic or Latino 252 6.90% 54,232,205 17.10%

Mexican 180 4.90% 34,640,287 10.90%

Cuban 0 0.00% 2,014,010 0.60%

Puerto Rican 10 0.30% 5,174,554 1.60%

Other 62 1.70% 12,403,354 3.90% Source: U.S. Census Bureau, American Community Survey, latest 5-Year Estimates





Pct. of Total

U.S.

Pct. of Total





Some College, No Degree 674 23.30% 44,529,161 21.10%


Bachelor's Degree 780 27.00% 39,166,047 18.50%



Households, 2015


Pct. of Total

U.S. Households

Pct. of Total




Married without Children 762 49.90% 33,785,372 28.90%

Single Parents 16 1.00% 11,039,498 9.40%

Other 84 5.50% 9,742,417 8.30%

Non-family Households 442 28.90% 39,665,759 33.90%

Living Alone 402 26.30% 32,316,130 27.60%




Housing units, 2015


Pct. of Total

U.S. Units

Pct. of Total


Owner Occupied 1,265 73.30% 74,712,091 56.00%

Renter Occupied 263 15.20% 42,214,214 31.70%


63

3.70%

5,329,103

4.00%


2 - 9 Units 7 0.40% 14,655,807 11.00%

10 - 19 Units 27 1.60% 5,083,810 3.80%

20 or more Units 142 8.20% 9,845,692 7.40%

Built prior to 1940 4 0.20% 17,561,083 13.20%




Poverty, 2015


Pct. of Total

U.S.

Pct. of Total


3,661

100%

316,515,021

100%

In Poverty 187 5.10% 47,749,043 15.10%


Family Households


In Poverty 24 2.20% 5,173,738 6.70%






Pct. of Total

U.S.

Pct. of Total





2

0.10%

7,362,038

5.10%

Walked 21 1.50% 3,998,629 2.70%

Other means 21 1.50% 2,599,130 1.80%

Worked at home 44 3.20% 6,352,737 4.40%





Pct. of Total

U.S.

Pct. of Total


1,623

100.00%

158,897,824

100.00%


843

51.90%

53,433,469

33.60%

Service 155 9.60% 26,446,906 16.60%

Sales and office 282 17.40% 35,098,693 22.10%



55

3.40%

11,977,387

7.50%


47

2.90%

17,730,132

11.20%




DATA SOURCES

CENSUS TRACTS FOR TAHOE WORKFORCE ECOSYSTEM STUDY AREA SOUTH

CENTERS OF EXCELLENC E (COE) SUPPLY AND D EMAND LABOR MARKET P ROJECTIONS,

CALIFORNIA COMMUNITY COLLEGES ECONOMIC & WORKFORCE DEVELOPMENT NET WORK EDAWN – WESTERN NEVADA LABOR MARKET & INDUSTRY PROJECTIONS; EPIC REPORT

EMSI, OCCUPATIONAL DATA AND JOBS PROFILES; ONET OCCUPATION CLUSTERS INNOVATION MAPPING IN AMERICAN REGIONS

LABOR MARKET INFORMATION DIVISION (LMID) , STATE OF CALIFORNIA EMPLOYMENT

DEVELOPMENT DIVISION

LIVING WAGE CALCULATOR, CREATED 2004 BY DR. AMY K. GLASMEIER AT MIT,

HTTP://LIVINGWAGE.MIT.EDU/COUNTIES/06017

LOCATION AFFORDABILITY INDEX PROFILES,

HTTP://WWW.LOCATIONAFFORDABILITY.INFO/LAI.ASPX

NORTH SHORE BUSINESS WALK REPORT - 2016

SHORE BUSINESS WALK REPORT - 2016

STATS AMERICA 2010 CENSUS TRACT REPORT FOR SUB-REGIONAL DEMOGRAPHICS TAHOE PROSPERITY CENTER MEASURING FOR PROSPERITY REPORT TAHOE REGIONAL PLANNING AGENCY (TRPA), T AHOE TRANSPORTATION DISTRICT (TT D)

COMMUTE PATTERNS

THE GRIZZLY BEAR PROJECT, HTTP://WWW.GRIZZLYBEARPROJECT.COM/CALIFORNIA-JOBS- ARE-BACK-

BUT-WHAT-KINDS-AND-WHERE/

VISIT CALIFORNIA – TOURISM STUDY

ZIP CODES FOR TAHOE WORKFORCE E COSYSTEM STUDY AREA

http://dusp.mit.edu/faculty/amy-glasmeier

http://livingwage.mit.edu/counties/06017

http://www.locationaffordability.info/lai.aspx

http://www.grizzlybearproject.com/california-jobs-are-back-but-what-kinds-and-where/





89402 Crystal Bay, NV (in Washoe county)

89413 Glenbrook, NV (in Douglas county)

89448 Zephyr Cove, NV (in Douglas county)

89449 Stateline, NV (in Douglas county)

89450 Incline Village, NV (in Washoe county)

89451 Incline Village, NV (in Washoe county)

95646 Kirkwood, CA (in Alpine county)

96140 Carnelian Bay, CA (in Placer county)

96141 Homewood, CA (in Placer county)

96142 Tahoma, CA (in El Dorado county)

96143 Kings Beach, CA (in Placer county)

96145 Tahoe City, CA (in Placer county)

96146 Olympic Valley, CA (in Placer county)

96148 Tahoe Vista, CA (in Placer county)

96150 South Lake Tahoe, CA (in El Dorado county)








Note: The 6 Counties are Alpine, Placer, and El Dorado in California and Douglas, Carson, and Washoe

in Nevada inclusive of zip codes present within the portions of each county that “touch the lake.”

ZIP CODES FOR TAHOE WORKFORCE ECOSYSTEM STUDY AREA



CENSUS TRACTS SELECTED CONSISTENT WITH TPC MEASURING FOR PROSPERITY REPORTxlv

CENSUS TRACTS FOR TAHOE WORKFORCE ECOSYSTEM STUDY AREA



REFERENCES

i What Matters for Workforce Development: A Framework and Tool for Analysis; The World Bank, April 2013 ii Closing the Skills Gap: Creating Workforce Development Programs That Work for Everyone, Public Sector, Feb. 2017, McKinsey & Company iii QCEW Employees, Non-QCEW Employees & Self-Employed - EMSI 2014.2 Class of Worker iv Quarterly Census of Employment and Wages, QCEW https://www.bls.gov/cew/ v Census Quarterly Workforce Indicators 2001-2014 (QWI), EMSI Supplied Data; https://lehd.ces.census.gov/data/#qwi vi Living Wage Calculator, http://livingwage.mit.edu/counties/06017 vii EMSI Business Patterns Data Report: Census Zip Code and County Business Patterns 2014 (produced December 2016) viii South Shore Business Walk and North Shore Business Walk Reports, August 2016, Available on Request ix Employability Skills Framework, http://cte.ed.gov/employabilityskills/index.php/framework/index x Community Demographic Dynamic, http://www.marklautman.com xi Grizzly Bear Project, http://www.grizzlybearproject.com/california-jobs-are-back-but-what-kinds-and-where/ xii Changes in Employment, Data Produced by ADE, from the Measuring for Prosperity Report, Tahoe Prosperity Center xiii EMSI Q1 2016 Data Set, 6 County Tahoe Basin Occupations - V1.1 in 24 ZIPs xiv New World of Work, 21st Century Skills, https://www.newworldofwork.org/ xv Supply-Side Labor Market Information 2013-2016 Provided by the Centers of Excellence to Illustrate Number of Earned

Awards/ Completers Relative to Demand for the Selected Geographic Area; Multiple Limitations on These Data Are

Noted xvi Center of Excellence Demand Planning Worksheet Based Upon SOC Codes and Applying Filters for Locations xvii Cyber Security Career Guide, published by The Virginia Cyber Security Partnership, 2016 xviii Adapted from the Center for Law and Social Policy, New York City xix Strong Workforce, California Community Colleges, Economic and Workforce Development Program, 2017 xx Draft HTRR Pathways Framework, LTCC, Advance Program, 2016 xxi Commute Patterns, EMSI, 2017.1 – QCEW Employees, Non-QCEW Employees, Self-Employed, & Extended Proprietors xxii Graphic developed by Michael Ward, HighBar Global for the El Dorado County funded “Housing Task Force,” 2017 xxiii Location Affordability Index, A Subsidiary of Recovery.gov, http://www.locationaffordability.info/ xxiv California Fair Market Rental Housing Analysis; Source: NLIHC Out of Reach 2016 analysis xxv Nevada Fair Market Rental Profile, Nevada Low Income Housing Coalition xxvi Quality of Life Site Selection Requirements, Figure 25 in Gambale, Geraldine, 2009 xxvii Data on The Sharing & On-Demand Economy: What We Know and Don’t Know, Future of Work, Aspen Institute, 2016: xxviii US Source Link, http://www.kauffman.org/what-we-do/programs/entrepreneurship/us-sourcelink xxix Incubation Success: Incubation Best Practices That Lead to Successful New Ventures U.S. Department of Commerce Economic Development Administration (EDA), 2011 xxx Building Scale and Sustaining Growth: The Surprising Drivers of Job Creation, Gary Kunkle, PhD; Research Fellow

Institute for Exceptional Growth Companies, February 2013 xxxi Entrepreneurship & Enterprise: A Collaborative Learning Experience for High School Students - http://incubatoredu.org xxxii What an Entrepreneurship Ecosystem Actually Is, Harvard Business Review, April 2014 xxxiii Metrics for an emerging entrepreneurial ecosystem – US Source Link, Economic Development Journal / Summer 2015 / Volume 14 / Number 3 xxxiv Strategic Doing, Ed Morrison, Purdue University – Institute For Open Economic Networks (I-OPEN) www.i-open.org xxxv Appreciative Inquiry, David Cooperrider, Center for Appreciative Inquiry, Case Western Reserve University

https://www.bls.gov/cew/

http://livingwage.mit.edu/counties/06017

http://cte.ed.gov/employabilityskills/index.php/framework/index

http://www.marklautman.com/


https://www.newworldofwork.org/

http://www.locationaffordability.info/

http://www.kauffman.org/what-we-do/programs/entrepreneurship/us-sourcelink

http://incubatoredu.org/

http://www.i-open.org/



xxxvi Rural Policy Development Toolkit: Providing Well-Placed Affordable Housing in Rural Communities; Smart Growth

America, 2017 xxxvii Jennifer LeSar, President and CEO of LeSar Development Consultants, which helped develop the San Diego housing commission report. xxxviii Stuart Gulliver's (the ex-Chief Executive of Glasgow Development Agency) "Rowing, Steering or Cheering" model; https://www.linkedin.com/pulse/local-economic-strategies-our-top-10-tips-ideas-glenn-athey xxxix Stanford Social Innovation Review: A new approach to strategy is producing collaborations that are replicable, scalable, and sustainable. Ed Morrison & Scott Hutcheson Jun. 20, 2014 xl Supply-Side Labor Market Information 2013-2016 Provided by the Centers of Excellence to Illustrate Number of Earned

Awards/ Completers Relative to Demand for the Selected Geographic Area; Multiple Limitations on These Data Are

Noted xli EMSI Q1 2016 Data Set, 6 County Tahoe Basin Occupations - V1.1 in 24 ZIPs xlii Indexes Compiled from StatsAmerica, http://www.statsamerica.org/ii2/overview.aspx, Note: Carson City is included

although there is very limited economic and human activity within the Tahoe Basin xliii Economic Distress Reports: Sources: U.S. Bureaus of Census, Labor Statistics, and Economic Analysis; Calculations

generated by StatsAmerica. xliv Location Affordability Index uses 2008-2012 American Community Survey data; Web Site Hosted by Recovery.gov xlv Measuring For Prosperity, Community and Economic Indicators for the Lake Tahoe Basin, Applied Development

Economics, October 21, 2015

https://www.linkedin.com/pulse/local-economic-strategies-our-top-10-tips-ideas-glenn-athey

https://ssir.org/articles/entry/accelerating_civic_innovation_through_strategic_doing#bio-footer

http://www.statsamerica.org/ii2/overview.aspx

Documents

TAHOE WORKFORCE ECOSYSTEM - Tahoe Prosperity Center · to developed systems of education & training, workforce services, housing, transit/ transportation, child care, schools, and