To the community,

Tahoe Coalition for the Homeless is grateful to Mechanics Bank for a corporate donation of $2,500. Founded in 1905, Mechanics Bank provides personal banking, business banking, trust and estate services, brokerage and wealth management services throughout California. They invests in the same communities in which they live and work.

“As a community bank, Mechanics Bank is pleased to support Tahoe Coalition for the Homeless, as we feel that homelessness and access to housing is one of the most pressing issues today in our community,” states Randal W. Stoller, senior vice president and chief of residential mortgage lending.

The South Lake Tahoe Warm Room completed its third season on April 1. The warm room was open 98 nights, serving 109 individuals. Two families with children were provided temporary shelter in motels. Thirteen veterans stayed in the warm room, with two finding housing, one finding employment, and two reconnecting with out-of-state family with whom they chose to return this winter. Twenty-seven percent of guests were employed during their stay in the warm room. Nineteen guests found long-term housing with TCH’s support last winter, and only six individuals have used the warm room all three seasons. Since inception, the warm room has been open 337 nights, providing 7370 shelter bed-nights.

Tahoe Coalition for the Homeless continues to operate after the Warm Room closes. Right now, our staff continues to perform coordinated entry, street outreach and case management at community locations throughout South Lake Tahoe. Our board and volunteers are at work all year doing strategic planning, planning fundraisers, picking up litter, writing grants.

Donations can be made online or mailed to PO Box 13514, South Lake Tahoe, CA 96151. For questions about our operations, contact me at tahoewarmroom@gmail.com.

Marissa Muscat, TCH executive director

By Duane Kurisu

My father always said that you get out of life what you put into it. But I believe that people like me, who grew up in a sugar plantation town, were blessed with a whole lot more. The plantation era was a special time in a special place.

Our lives back then shaped who we are today: It was about how we conduct ourselves and how we care for others, rather than how much money we make. Trust and responsibility weren’t just virtues that we strived for; they were a way of life.

While the plantation days and plantation towns are now long gone, we built Kahauiki Village to try to rekindle the spirit of those times and the soul of those towns to help solve one of our most difficult issues: homelessness.

Whether you’re a successful executive or someone without a roof over your head, you still share the need for dignity and a sense of community. As a community of single-family dwellings and duplexes, each with their own kitchens and bathrooms for homeless families with children, Kahauiki Village aspires to have that as its core. With an outpouring of support from people throughout Oahu, we broke ground on July 7, 2017.

Upon completion on Jan. 12, 2018, as we gathered to welcome Kahauiki Village’s first families, I noticed a mother holding her son nearby. Instinctively I reached out and asked him to “come to uncle.” As I held the boy in my arms and looked into his eyes, I saw myself. And I saw my brothers and sisters, my mother and father, my friends and all the others who grew up in the plantation towns of yesteryear. Our homes may have seemed shabby even by local standards, but they were our castles and we lived in our communities with pride. We had hope and we had the opportunity to dream big.

That kind of upbringing was the inspiration for Kahauiki Village. At Kahauiki, we, the many stakeholders in the project, including contractors, supply houses, engineers, the state and city governments, and the homeless themselves, believe that a sense of community should be the starting point in addressing the day-to-day needs of those seeking comfort and shelter, and for providing long-term solutions for homelessness. This too can be a special place, fostering a sense of self-worth, self-reliance, and responsibility, where respect and civility are cherished values.

In imagining and designing Kahauiki Village, we created a community reminiscent of the plantation towns. We built a child care center and a preschool allowing parents to go to work. We built a convenience store operated by a trusted local market. We built a police rest station, a laundry facility, an onsite management and social services office, and community gardens for parents and children to grow their own vegetables. And as we complete our second and final phase, we will build a community recreation center and a playground. When we’re done, Kahauiki will house 54 percent of the homeless families on Oahu who currently are in transitional homes, according to projections by the Institute of Human Services.

It wasn’t easy getting Kahauiki Village off the ground. In the beginning while we were still in the design stages of the project, we intended to do our diligence work under the radar. Our plan was to anticipate any obstacles and risks, design the village concept, and have a solid plan to pay for everything before we moved any further. Yet we also knew that all of this would be academic unless we removed the cost of the land from the equation. So with the support of the state Department of Land and Natural Resources, we petitioned the state’s Land Board for a dollar-a-year lease on an 11-acre surplus parcel at Keehi Lagoon. When our request was included on the docket for its scheduled hearing, the curtain was lifted. Our activities became public. Now we were open to public comment and media inquiries. There was no turning back.

Once Kahauiki Village went public, our path was clear: We had to stand together to see the project through to completion. In a close community like Hawaii, character and reputation are everything. Our state has long suffered fast talkers who bring in big ideas and leave behind nothing but lost dreams, bruised egos, and empty pockets. All talk and no follow-through—certainly we didn’t want to be tarred with the same brush, and so we committed to move forward together, at all costs.

We had started as a group of friends who wanted to build a housing project for homeless families, pro bono. But as our dream grew bigger, the time frame for execution grew shorter. Our project quickly became a design/build initiative, which means that we were designing and building the project at the same time.

Gov. David Ige’s emergency proclamation in 2015, which allowed for building without permits to address the growing homeless population, included Kahauiki Village, its first non-government entity, as an exempt project. Armed with this untested executive order, we moved ahead, still uncertain of the development’s ultimate price tag. As the project’s leader, I accepted personal financial responsibility for building and completing Kahauiki Village and, as a result, I now felt the burden of the other participants’ reputations as well. It was a lonely and scary time.

But I soon realized that I was hardly alone. Every member of our founding team unselfishly invested inordinate amounts of energy and resources and enthusiastically bore a share of the burden. We were all in—together.

For me personally, it was a deeply emotional time. Life became a mix of great anxiety and tears of gratitude, as more and more people embraced our vision and joined our cause. Clearly, we were onto something. As the keeper of that vision and convener of stakeholders, I fought to overcome my fears of inadequacy, while following the compass of my heart to do the right thing regardless of cost. Together, unified in action, we found we trusted each other to the point where everyone could call their own shots. Miraculously, even as we worked independently on the many moving parts, we rarely stepped on each other’s toes.

But the “miracles” were just beginning, as many critical pieces began falling into place. From the beginning when we initially sat down to negotiate the terms of the ground lease with the city, we set up an informal partnership with key members of the city and county administration and continued to meet regularly to help navigate bureaucracy, interpret building code issues and state and city laws on the fly, and coordinate our responsibilities. This team enabled the design/build process to move so quickly that we sometimes had to ask the city to slow down! Still, as transparency and integrity became the hallmarks of this partnership, it seemed that nothing could slow us down for long.

When we determined that millions of dollars would be required to bring sewer and water services onto the property from nearby Sand Island, Mayor Kirk Caldwell agreed to step in and fund those connections.

Gov. Ige and Gen. Kenneth Hara mobilized the Hawai‘i National Guard to help with vertical construction of the homes.

We lowered costs and simplified construction by importing used emergency housing from Tohoku, Japan. With local materials and island design touches, these structures were then dramatically modified to achieve a Hawai‘i plantation-home feel.

This meant changing the foundation from post and pier to concrete; changing the structure from a flat roof to a pitched roof that required trusses; installation of high-quality standing seam roofs to allow for solar panels to be secured with clips rather than having to puncture the roof; installation of metal framing and drywall to separate the rooms; insulation and a ceiling system in each home; changing the doors to meet code; building concrete landings; and putting in stoves and refrigerators and cabinet systems in the kitchen, and water closets, showers, and stand-alone sinks in the bathrooms.

Early on, businesses within walking distance of the development came forward to offer job training and employment to any adult from Kahauiki Village who needed work. Since the project is self-sustained by tenants who pay rent, every household must include at least one working adult.

In addition to facilitating employment with our new child care center and preschool, a regular city bus stop was installed right in front of Kahauiki Village. An elementary school is within walking distance.

Insynergy Engineering and PhotonWorks designed a power system so that Kahauiki Village can operate completely off the grid. Because electricity is included in each household’s rent, the photovoltaic system will help control the cost of power now and in the future.

Local agriculture leaders brought the Future Farmers of America to Kahauiki Village and are working together with the organization to build community gardens. Our goal is for every family to maintain a garden plot to grow their own vegetables.

Almost every day, new contributors—people from all walks of life—step forward to embrace our vision in some new way, helping to enhance the lives of those who call Kahauiki Village home. This is Hawai‘i at its best.

Everyone who has touched—and been touched by—Kahauiki Village, whether they built the homes, laid the pipes for the sprinkler system, planted grass and trees or cleaned the floors, can feel proud. We started and finished Kahauiki Village in six months. Some 70 percent of the total cost of the project was funded by donations of cash, materials and labor. And none of the core work of Kahauiki Village was done with construction contracts. It was all by commitment through handshake, something none of us have done before with this magnitude of work.

Families have quickly taken pride in and responsibility for the privilege of living in Kahauiki Village. There are 126 adults and children who currently live in Kahauiki who have formed a community association, which is taking initiatives with yard care, in coordinating adult escorts for children walking to school, and more.

Of course, Kahauiki Village isn’t a blanket solution. Elements like the home layouts, the working parent requirement, the child care center and the preschool are applicable primarily to a community for homeless families with children. Homeless people affected by drug use and mental illness, for instance, as well as homeless youth, may need smaller quarters and shared kitchens, not to mention an extra investment in social services. Still, the lessons of Kahauiki Village—building community, removing the impediment of land acquisition costs, entering into public/private partnerships—can be essential tools for addressing the overall issue of homelessness.

It is our hope that others will use this template, which will certainly be easier to follow without the need for breaking new ground. Addressing homelessness is everyone’s responsibility, not just government’s. For our state to reach the heights we know are possible, we all need to rise together—the fortunate and the disenfranchised, the rich and the poor and the in-between, the power brokers and those who feel powerless. Sharing comes naturally to us in Hawai‘i. If we put our heads and hearts together and work toward a clear common goal, we can achieve almost anything.

Those of us who grew up on the plantations are indeed fortunate in our heritage. But then everyone who calls Hawai‘i home should be considered fortunate. That’s the spirit of this special place and its people. And that spirit is ours to share.

Duane Kurisu is a businessman and organizer for Kahauiki Village. This essay is part of an ongoing series, produced by the Daniel K. Inouye Institute and Zócalo Public Square, exploring Hawaii’s past, present, and future.

To the community,

On June 13, scientists with the UC Davis Tahoe Environmental Research Center released their report on Lake Tahoe’s average water clarity for 2017. Their finding of an average of 59.7 feet depth of clarity is the lowest since they began taking measurements in the 1960s.

The record-level low for Lake Tahoe’s clarity is alarming news. That said, it’s not surprising, considering how much the Lake has been warming in recent years. Tahoe has also been experiencing more frequent extreme weather conditions, which may be the new normal at Lake Tahoe as our climate changes.

Global warming is expected to make extreme weather fluctuations more common at Tahoe. Also, in the past four years, Lake Tahoe’s water has been warming at 10 times its historic trend.

It’s more important than ever that we continue the efforts to protect the national treasure that is Lake Tahoe. It’s critical that Tahoe continue to get public funding to restore the ecological functions of the Tahoe basin’s wetlands, meadows and forests that strengthen the Lake’s resiliency. Sources of pollution, particularly fine sediment pollution from the Tahoe basin’s roads and urban areas, must continue to be addressed.

Lake Tahoe can’t protect itself. There’s a role for everyone in this. Now is the time for people who love Tahoe to get involved, no matter where they live. As Tahoe’s oldest and largest environmental watchdog, we’re in it for the long haul.

Through advocating for the protections Tahoe needs, educating and engaging the public about how they can protect the lake, and by collaborating to find solutions to these challenges, we will Keep Tahoe Blue.

Jesse Patterson, deputy director League to Save Lake Tahoe

Publisher’s note: This letter was sent to the Placer County Board of Supervisors, and to Lake Tahoe News.

I just read the email sent out by the North Tahoe Business Association and I am a bit confused by a highlighted section titled “June – Lake Tahoe Basin Awareness Month.” I am confused about the cautious statement: “Renewed effort to protect the high fire hazard areas in which residents live.”

As a Placer County supervisor are you really worried about the high fire hazard areas or the residents who live in high fire hazardous areas? If you’re worried about the residents, then why are you continuing to push for the development of the Martis Valley West Project which puts more lives in a known hazardous wildfire area? As a Placer County supervisor you really should be worried about the residents after all these are the people that your collect taxes off of to fund your highly wealthy ounty.

The highlighted section also noted that most fires start from campfires and tossed cigarette butts. Skipping beyond the once proposed campground located at the top of Brockway Summit that Placer County supported, please remember that the Gondola Fire which occurred at Heavenly Valley Ski Area started from a tossed cigarette butt from their gondola. I am sure with your continued push to make sure the Squaw to Alpine gondola project happens that you’ve already approved putting signs in all of the gondolas stating, “Throwing a cigarette butt out this window could burn down the Granite Chief Wilderness.”

Please rethink your direction and make sure that articles published like the “June – Lake Tahoe Basin Awareness Month” reflect the actions already and being taken by the Placer County supervisors.

Sincerely,

Jim Sajdak, Tahoe City

To the community,

The board of directors of the Lake Tahoe Humane Society would like to once again thank our incredible community for your continued encouragement. As a compassionate, concerned, and animal loving community, you have locked arms with us on the courageous journey to start all over again. We’re not going to sugar coat it, it’s been a challenging journey, and the hours are long – but it’s all worth it, because of you, and where we are headed.

We acknowledge that our community needs time to build back confidence with a brand new board of directors, and precisely why we have added this requirement to the Humane Society bylaws for all board members now and in the future. We are very serious about how this organization and finances are managed, and have put very stringent practices in place with risk management, compliance, and reporting. We did this to demonstrate to our donors and supporters that we are trustworthy stewards, and are now well positioned to make decisions that you can trust in. Which brings us to a very important new development.

On June 6, the Humane Society building located at 884 Emerald Bay Road was put on the market for sale.

After assessing our financial situation from many angles, we determined that selling the building was the best option to: (1) stabilize the organization; (2) immediately compensate, in full, the local veterinarians and the other businesses that we owe; (3) and to restore some of the most valued programs to the community.

“The sale of the property will allow the organization to get back to basics – serving the community,” said President Michael Dalton.

To help us with the sale, the board has selected Scott Fair, NAI Tahoe Sierra from an incredible pool of local Realtors to represent us. Fair is a South Lake Tahoe native and his experience coupled with his enthusiasm to help us sell the building and get back on our feet was the driving force behind our decision. He has a high track record with commercial sales along the Highway 89 corridor and throughout the Tahoe basin, is an avid animal lover and outdoors enthusiast.

With the help of our beloved volunteers, partners, and supporters, we have cleaned house, raised some money with our garage sale, and now it’s time to pack up just the essentials and head to a new home. We will remain at the 884 Emerald Bay Road location until the new owner takes possession. We may be decentralized for a bit, but home for us is where our hearts are – we welcome your help as we knit together our new purpose.

As a compassionate, concerned, and animal loving community, you continue to inspire us to forge forth with the courageous journey it takes to start all over again. Together, we have picked up an organization that was in ruins, almost out of business, and with large issues to resolve.

We have reached out, you have shown up, and shown up big. We continue to be honored and delighted with the outpouring of support from each of you. Helping us clean up, donating and connecting us to resources, giving us space, lending us your expertise, sending us ideas, and shedding tears with us as we carry forth.

We want to build a new organization with you that we can all be proud of and believe in again – This incredible community has been our “true north” as we make decisions, ask for guidance, and build a common vision — for this we are truly grateful.

We thank you for your continued support.

As always, with incredible gratitude,

Chantale Hansen, vice president operations Lake Tahoe Humane Society

To the community,

I attended the VHR community forum on June 9, organized by the SLT Republican Women. The topic of this forum was the future of vacation home rentals (VHR) in our community. Both sides were well represented.

Bruce Grego

Peggy Bourland lead the Neighbors for Neighbors group, whose initiative has been approved by the city clerk and El Dorado County elections as having sufficient signatures for election, and which provides elimination in three years of all VHRs in residential areas in our city with some limited exceptions for home occupied owners.

The Sustainable Community Alliance is the sponsor of a second VHR initiative with Mark Salmon leading this group. This second initiative seeks to basically accept current city ordinances permitting VHRs in residential areas with additional requirements of advisory committees to address problems and problems of enforcement connected with VHRs.

Additionally, besides the two groups, made up of three speakers each, there were six other speakers that provided additional information concerning this issue. This was a two-hour discussion and was well attended by the public.

As expected, there are divisions between the two groups as to the facts and the impacts of having VHRs in our community. Neighbors for Neighbors felt that housing for middle and lower income groups have been substantially reduced due to the 1,400 VHRs in our community; Sustainable Community Alliance disagreed and claimed that VHRs have no measurable effect upon housing. Sustainable Community Alliance felt that the reduction of VHRs will have seriously economic consequences upon TOT collection and the income of people that work to support this industry. Neighbors for Neighbors claimed that the impacts would not be substantial effecting only 12 percent of TOT tax revenue for the city. Neighbors for Neighbors complained about poor enforcement and the fact that in all the years of enforcement no one’s VHR permits has been revoked. Sustainable Community Alliance agreed that the city was slow to react to these problems of noise and parking, but indicated that other groups that live in the residential areas, owners and renters have caused similar problems. Neighbors for Neighbors felt that local employers can’t find employees because of the lack of available housing and high rents. Sustainable Community Alliance felt that the reduction of VHRs will result in the loss of employment for those that support this industry. Both groups claimed that they have made compromises on this issue, but there was no agreement as to that issue either.

The character of the residential areas, the right to use one’s property, quiet possession, this enforcement of zoning, what is permitted in the residential zone, the economy, housing and more were discussed. I have not attempted in this letter to fully or with detail describe the approved and proposed initiatives or to fully describe the positions and arguments on both sides. My point in this letter is to identify the one clear area of agreement.

These opposing groups and even those that attended this forum, all agreed that our City Council has seriously failed to adequately address the VHR issue and this failure has resulted in the current conflict heading for a November vote with these opposing groups. This council’s failure to act, failure to seek balanced and fair compromise, failure to act timely, and failure to bring these groups together on the VHRs is why we now have strongly opposing groups ready to “go for broke” in the upcoming election in November.

Tom Davis, as business owner (not as a council member) was one of the six informational speakers at the forum. Wendy David, our mayor, attended for a period of time and left. It’s a sad state of affairs when our council has failed to engage the Citizens and Voters of this Community to obtain an amiable resolution of this controversy. In speaking to some of the people present at the forum, there is still a desire for compromise, but there is no one in authority to act upon this opportunity.

Bruce Grego, South Lake Tahoe

To the community,

The recent election results in Palm Springs in support of vacation rentals and against the anti-VHR crowd should be the death nail to the hysteria brought to local governments. These selfish local activists have zero interest in the economic lives of their neighbors and the economic well being of the South Lake Tahoe community. 

Jim Morris

Where do we go from here? Do not support the re-election of the following members to the City Council? These members put the cap on vacation rentals and the $1,000 parking fines on the books against our property owners and tourist guests. These people do not deserve a single vote. They include former Mayor Austin Sass, leader of the anti-VHR group; Jason Collin, Sass’s lackey and ineffective council member; and Mayor Wendy David who relied on a flawed, city paid $75,000 study to impose Draconian regulations to property owners and guests. And lastly, Tom Davis who has been so ineffective in recusing himself from crucial VHR discussions and votes due to his minority interest in a property management company in South Lake Tahoe. 

Over 150 property owners are waiting for permits and trying to provide a preferred family accommodation for tourist visitors to South Lake Tahoe. The city is losing over 10 percent in tax or approximately $350,000 plus millions of dollars in sales tax and economic benefits to local businesses by not allowing owners to exercise private property rights.

The city’s own VHR statistics show that vacation renters are not the problem that was projected by selfish locals who didn’t want to hear a car door close or the sounds of the wheels of a suitcase on the sidewalk. Less than 20 percent of VHR complaints are verified by the police department who are responding within 10 minutes on average. Plus, the city has overstaffed its community service department by over 400 percent to 500 percent to investigate one to two incidents per day out of 1,400 vacation rentals citywide.  See VHR complaints. 

Please let your opinions be known to the good hard working residents of South Lake Tahoe and replace the City Council in November. Vote “no” against both ballots effecting vacation rentals in South Lake Tahoe’s November election.  More to come on why the Sustainable Community Alliance is detrimental to the community.

Jim Morris, president of Lake Tahoe Accommodations

By Joe Mathews

A startup founder asked me: What would you do if you were starting a California city?

My first answer: Get my head examined.

Joe Mathews

For 40 years, the state government and California voters have steadily reduced the revenues and limited the discretion of municipal governments. Our newest cities—like Menifee in Riverside County—have struggled to survive.

Then I reconsidered. No, I don’t believe in the advanced digital cities that technologists at Google or Y Combinator want to conjure. But maybe you could form a successful California city—by exploiting California’s present-day realities, rather than bowing to them.

I certainly know how I wouldn’t start a new city: by electing a city government, making laws, or hiring the police and firefighters whose salaries and benefits swallow municipal budgets whole. And I wouldn’t build housing to attract residents, at least not at first.

Instead, I’d start my California city—call it Joeville—by bringing on board the most important person in any California city: the developer.

Spit out your coffee if you must, but cities thrive or wither by the quality of their developers. California laws on open meetings greatly restrict the power of public officials to talk freely and legally with each other. As a result, developers become vital communication hubs, the head coaches through which municipal players communicate and plan.

What would my developer develop first? If you want a great California city, you should start with a research university.

It’s no accident that highly successful Irvine got a University of California campus in 1965, six years before the city incorporated in 1971. Universities transform smaller towns. La Jolla was a Navy retirement village before it got a UC campus and became an international center for technology.

Universities perform many roles: They are economic engines, provide a look for their cities, and address social challenges. If you doubt their impact, consider San Bernardino and Riverside, as James and Deborah Fallows do in their new book, “Our Towns: A 100,000-Mile Journey Into the Heart of America.”

“Riverside and San Bernardino were similar-sized cities with similar economic prospects at the end of World War II,” they write. “Their prospects began diverging in the 1960s—Riverside’s up, San Bernardino’s down—when Riverside was chosen as the site of a new University of California campus and San Bernardino was not.”

I’d put Joeville’s university in the city center, not on the outskirts as the UC did with its Merced campus. I’d have my university run the local school district—which would create an opportunity to start a teachers’ college there. 

With the schools in place, the developer could develop a tax base. Under California’s misbegotten tax system, the best cities are often those that can collect the most sales taxes. That’s why retail-poor San Jose, for all its rich homeowners, has a poor city government, and the city of Cerritos, with its auto mall, is rich.

My city would be designed around the two highly attractive retailers that produce huge sales, and taxes: Costco and an Apple store. I’d try to attach the Apple store to a luxury hotel so that I could tax its rooms. too.        

You probably think that, at this point, we’d establish a city government, to set up services. Think again. Local officials in California are so weak as to be useless. I’d rather have citizens take the lead.

California’s preeminent expert on local participation, Pete Peterson, dean of Pepperdine University’s School of Public Policy, offered a number of suggestions for Joeville. First, it should be a charter city with its own mission statement, drafted by citizens and recited annually. Peterson suggests residents should attend a multi-day “Citizens Academy” where they would learn the basics of municipal government, including budgeting, so they could run the place themselves.

Peterson says that Joeville could increase citizen engagement through its design. To encourage neighbors to get to know each other, city code might require porches to be built on the fronts of houses, with no attached garages.

Once Joeville’s citizens are engaged, we’d be free to set up whatever municipal departments are required. Joeville wouldn’t be afraid to contract out services, especially expensive police and fire, so as to have more money to spend on libraries, parks and recreation.

Now, you’re probably thinking: Wouldn’t Joeville be stopped in its tracks by California regulation and litigation? Yes, which is why we’d lobby state legislators to have the entire city declared a stadium—not for sports, but for civic experimentation. The state, you see, routinely gives regulatory exemptions to stadiums.

Joeville still needs financing. In the meantime, California’s nearly 500 cities, struggling under the state’s fiscal and governing restrictions, might adopt Joeville’s civic motto: “You’ll Never Win If You Play By California’s Rules.”

Joe Mathews writes the Connecting California column for Zócalo Public Square.

By Nicole Carion

Spring and early summer is the peak time for much of California’s wildlife to bear their young. With this in mind, the California Department of Fish and Wildlife is asking well-intentioned members of the public to leave young wildlife alone.

It may be hard to resist scooping up a young wild animal that looks vulnerable and abandoned, but intervention may cause more harm than good. Young animals removed from their natural environment typically do not survive. Those that do make it may not develop the skills necessary to survive on their own in natural habitat. When this happens, the only alternative is a life of captivity in artificial conditions.

It is a common mistake to believe a young animal, especially a fawn, has been abandoned when found alone. But even if the mother has not been observed in the area for a long period of time, chances are she is off foraging, or is nearby, waiting for you to leave.

Such behavior is common across many species. A female mountain lion may spend as much as 50 percent of her time away from her kittens.

Fledglings, or young partially feathered birds, found alone and hopping along the ground in the spring or summer, are actually trying to learn to fly. Though it is tempting to pick them up, what they really need is space and time to master flying. The best course of action is not to draw attention to them. You can help by keeping pets away until the bird has left the area.

If a young animal is in distress, or you are unsure, contact a wildlife rehabilitation facility and speak to personnel for advice.

Most wildlife rehabilitators are only allowed to possess small mammals and birds. Although some wildlife rehabilitators are allowed to accept fawns, injured or sick adult deer should be reported directly to CDFW for public safety reasons. Injured, orphaned or sick bears, elk, bighorn sheep, pronghorn antelope, wild pigs or mountain lions should also be reported to CDFW directly.

Anyone who removes a young animal from the wild is required to notify CDFW or take the animal to a state and federally permitted wildlife rehabilitator within 48 hours. These animals may need specialized care and feeding that is best done by trained wildlife care specialists.

It is important to note that wild animals – even young ones – can cause serious injury with their sharp claws, hooves and teeth, especially when injured and scared. They may also carry ticks, fleas and lice, and can transmit diseases to humans, including rabies and tularemia.

Nicole Carion works for the CDFW wildlife branch.

To the community,

On June 4, Heavenly Mountain Resort hosted the Monday meal through their sponsorship of an Adopt A Day of Nourishment. The evening’s meal was the third dinner that Heavenly hosted this year and they will be hosting an additional three more through the remainder of the year.  

Their sponsorships are funded through Vail’s EpicPromise Grant program and Heavenly always sends an awesome group of Heavenly team members to help the B&B volunteers with the meals.

For the evening of June 4, Heavenly’s product sales and services team members Kelly Carmichael, manager; Megan Madrid, senior manager; and Cody Rothaus, supervisor; were joined by James Kayser, kids ski school manager. These four brought a wonderful energy to the event and helped not only with the meal’s setup, serving and cleaning, but also helped the dishwasher with drying all the equipment/utensils used at the dinner.

“It was an honor to have an opportunity to serve our community,” said Madrid. She has attended several Heavenly AAD meals and finds them to be “something out of the norm.”  

B&B’s Adopt A Day program is unusual in that our donors are able to participate and experience the impact that their donation has on the quality of food prepared for our dinner guests. B&B is very fortunate and appreciates the wonderful relationship that we have with Heavenly and its giving team members.

Carol Gerard, Bread & Broth