Current Activities & Priorities

Gathering Community Input

Serving as an ongoing venue for soliciting business and community input on transportation planning recommendations and suggestions for improving transportation systems in the Lake Tahoe region, including projects planned and implemented at the local level by Douglas County, the City of South Lake Tahoe, and El Dorado County.

Inter-Agency Outreach and Coordination

Aiding the Tahoe Regional Planning Agency (TRPA), Tahoe Metropolitan Planning Organization (TMPO), and the Tahoe Transportation District (TTD), with public and stakeholder outreach related, but not limited to, planning, implementation, and updates for the development and adoption of regional transportation and transit plans.

Sustainability Collaborative Support

Technical assistance and support for efforts of the Community Mobility Work Group of the Lake Tahoe Sustainability Collaborative.

Stakeholder Outreach

Assisting TRPA with business community, public, and other stakeholder outreach to promote mobility programs and linkingtahoe.com, including the development of this site as a regional transportation information source.

CalTrans and NDOT Liasion

Annual collaboration with the Truckee North Tahoe Transportation Management Association (TNT/TMA) to solicit and provide input to the Nevada Department of Transportation (NDOT) and California Department of Transportation (Caltrans) as they develop the annual Tahoe Basin Construction Season Map of highway construction projects throughout the Tahoe-Truckee region.

Updating the Nonprofit Bylaws

SS/TMA will create goals to reflect the current state of transportation planning, TMAs and TDM; increase Board Member engagement and expectations; transition to a membership model which has been effective on the North Shore.

Staff Person

SS/TMA will create a job description and title for the staff person; recruit, hire, and train staff person.

Strategic Planning

SS/TMA shall conduct a strategic planning session producing 3-year goals and objectives and funding requirements, and a budget with projected metrics (cost per mode shift, ROI, etc.).

Business Plan

The SS/TMA Board, staff, and members/partners will create a document to guide its operation and identify and begin work on top priorities for SS/TMA pilot programs for the first several years of operation.

Sustainable Funding Plan

By the end of two years, the SS/TMA will be a sustainably funded organization through mechanism or combination of mechanisms identified through strategic, business, and budget planning. Traditionally, a financially healthy TMA has four reliable sources of revenue: membership dues, public grants or public funding of some sort, fee-for-service, and assessments (Business Improvement Districts, common area agreements, etc.).