Big Bear Lake City Council
August 13, 2025

Fee Name Unit Current Fee Total Cost
Proposed
Fee (Yr1)
Proposed
Fee (Yr2)
Proposed
Fee (Yr3)
Proposed
Fee (Yr4)
Proposed
Fee (Yr5) Fee Type
Horse Drawn Carriage Permit
Initial review Each $346 $2,753 $2,753 $2,835 $2,920 $3,008 $3,098 User Fee Interpretations
Staff interpretation Each $115 $1,220 $230 $460 $920 $1,220 $1,415 User Fee Planning Commission interpretation Each $288 $1,220 $576 $864 $1,220 $1,257 $1,295 User Fee Inspections
Second & subsequent re-inspections:

First Hour Base $57 $174 $174 $179 $184 $190 $196 User Fee Each Additional 1 1/2 Hours Each Addl 1 1/2 Hr $27 $87 $87 $90 $92 $95 $98 User Fee Modifications
Major modification (Approval by PC) Each $2,109 $11,115 $2,636 $5,273 $11,115 $12,510 $12,885 User Fee Major modification (Approval by staff) Each $991 $8,191 $1,487 $2,973 $5,946 $8,191 $9,496 User Fee Minor modification Each $679 $3,852 $849 $1,273 $1,910 $2,865 $4,466 User Fee Parking Permits
Ironwood Parking Permit (Resident) Each $25 $220 $50 $100 $200 $247 $255 User Fee Plot Plan Review
Plot Plan Review Each Modified $10,958 $2,500 $4,000 $8,000 $12,334 $12,704 User Fee Pre-Development Review
Pre-Development Review Each $115 $1,779 $230 $460 $920 $1,779 $1,832 User Fee Research Service
Research Service Each Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost User Fee Right-Of-Way Vacation
Right-Of-Way Vacation Each $779 $7,306 $1,169 $1,753 $3,506 $5,258 $7,306 User Fee Special DRC Meeting
Special DRC Meeting Each $404 $1,936 $606 $909 $1,364 $2,045 $2,107 User Fee Sign Permits
Sign Permit Each $58 $318 $116 $232 $318 $358 $369 User Fee Sign Program Each $139 $954 $278 $556 $954 $1,074 $1,106 User Fee Banner:

Light Pole Each New $500 $500 $515 $531 $547 $563 User Fee Overhead Sign Mounted Banners Each New $500 $500 $515 $531 $547 $563 User Fee Special Events
Special Events:

Minor
Non-Profit Each $0 $556 $5 $10 $25 $50 $75 User Fee
For Profit Local Each $150 $556 $225 $350 $500 $525 $550 User Fee For Profit Other Each $220 $556 $300 $400 $500 $550 $550 User Fee Major
Non-Profit Each $0 $9,651 $10 $25 $50 $75 $100 User Fee For Profit Local Each $835 $9,651 $1,500 $2,500 $4,500 $6,500 $9,500 User Fee For Profit Other Each $1,229 $9,651 $2,500 $5,000 $9,500 $9,500 $9,500 User Fee Residential Yard Sale Each $0 $153 $15 $25 $75 $100 $153 User Fee Special Event Deposit % of Permit 10% 10% 10% 10% 10% 10% 10% Deposit Vendor Fee:

Non-Profit Per Vendor Per Event $5 $153 $10 $25 $50 $75 $100 User Fee For Profit Per Vendor Per Event $5 $153 $25 $50 $100 $150 $150 User Fee Big Bear Lake Master Fee Schedule

Fee Name Unit Current Fee Total Cost
Proposed
Fee (Yr1)
Proposed
Fee (Yr2)
Proposed
Fee (Yr3)
Proposed
Fee (Yr4)
Proposed
Fee (Yr5) Fee Type
Subdivisions
Tentative Parcel Map:

Tentative Parcel Map Each $2,056 $9,091 $4,112 $6,168 $9,252 $10,232 $10,538 User Fee Tentative Parcel Map (Condo):

Tentative Parcel Map (Condo) Each $1,129 $9,091 $2,258 $3,387 $5,081 $7,621 $10,538 User Fee Final Parcel Map (Engineering) Each $1,482 $3,739 $1,853 $2,779 $3,739 $3,852 $3,967 User Fee Tentative Tract Map (SFR):

First 5 Lots Base $2,925 $10,963 $5,850 $8,775 $10,963 $12,339 $12,709 User Fee Each Additional Lot Each Addl Lot $17 $141 $34 $51 $77 $115 $141 User Fee Tentative Tract Map (Condo):

Tentative Tract Map (Condo) Each $1,129 $11,183 $2,258 $3,387 $5,081 $7,621 $11,183 User Fee Final Tract Map (Engineering):

First 5 Lots Base $1,639 $3,026 $2,049 $2,561 $3,201 $3,406 $3,508 User Fee Each Additional Lot Each Addl Lot $51 $267 $102 $204 $291 $300 $309 User Fee SB 9:

Duplex Each New $954 $954 $983 $1,012 $1,043 $1,074 User Fee Urban Lot Split Each New $1,908 $1,908 $1,966 $2,025 $2,085 $2,148 User Fee Time Extension
PC Approved Plan:

PC Approved Plan Each $2,109 $5,808 $3,164 $4,745 $5,808 $5,982 $6,162 User Fee Staff Approved Plan:

Staff Approved Plan Each $991 $5,808 $1,487 $2,230 $3,345 $5,017 $5,808 User Fee Temporary Use Permit
Temporary Structures or Uses:

Non-Profit Each $0 $979 $0 $5 $25 $50 $100 User Fee
For Profit Each $845 $979 $979 $1,009 $1,039 $1,070 $1,102 User Fee Stockpiling:

Stockpiling Each $403 $979 $605 $907 $979 $1,009 $1,039 User Fee Tree Removal Permit
Tree Removal Permit Each $28 $153 $42 $63 $95 $142 $213 User Fee Variances & Deviations
Minor Deviation:

Minor Deviation Each $697 $3,649 $1,394 $2,788 $3,649 $4,108 $4,231 User Fee Variance:

Variance Each $1,800 $8,624 $3,600 $7,200 $8,624 $9,706 $9,997 User Fee Vehicle For Hire
Vehicle For Hire Each $346 $2,753 $2,753 $2,835 $2,920 $3,008 $3,098 User Fee Zoning Amendment
Text Change:

Text Change Each $1,914 $9,644 $3,828 $7,656 $9,644 $10,855 $11,181 User Fee Map Change/Pre-Zone Each $2,123 $9,644 $4,246 $8,492 $9,644 $9,934 $10,232 User Fee Zoning Clearance
Zoning Clearance Each $65 $624 $130 $260 $520 $624 $642 User Fee Surcharges
Technology Fee % of Fee New 6% 6% 6% 6% 6% 6% Surcharge Big Bear Lake Master Fee Schedule

Fee Name Unit Current Fee Total Cost
Proposed
Fee (Yr1)
Proposed
Fee (Yr2)
Proposed
Fee (Yr3)
Proposed
Fee (Yr4)
Proposed
Fee (Yr5) Fee Type
Engineering
Agreements
Deferred improvement agreement Each $291 $2,265 $437 $655 $982 $1,473 $2,265 User Fee Certificate of Compliance
Certificate of Compliance Each $453 $2,265 $680 $1,019 $1,529 $2,293 $2,362 User Fee Encroachment Permits
Driveway / Curb / Sidewalk approach Each $137 $738 $171 $214 $321 $562 $738 User Fee Driveway / Curb / Sidewalk approach w/ongoing Construction Each $28 $738 $56 $112 $224 $448 $672 User Fee Utility Street Cut:

First 2,000 sq. ft. Base $53 $1,482 $159 $477 $1,431 $1,668 $1,718 User Fee Each Additional 500 sq. ft. Each Addl 500 sq. ft $45 $226 $90 $180 $226 $254 $262 User Fee Object Right-of-Way:

Less than 7 Day Each $53 $650 $106 $212 $424 $732 $754 User Fee Between 7 and 30 Days Each $246 $992 $308 $384 $480 $841 $992 User Fee Over 30 Days Each $246 $1,334 $369 $554 $830 $1,245 $1,334 User Fee Traffic Control Plan (Temporay) Each New $539 $539 $556 $572 $589 $607 User Fee Street cut (lateral) Each $246 $655 $308 $461 $577 $738 $760 User Fee Inspections
Public Improvements:

Base Base $288 $1,003 $432 $648 $972 $1,128 $1,162 User Fee Per Hour Per Hour New $195 $195 $201 $207 $213 $220 User Fee Grading inspection Res. (Over 50 c.y.):

Base Base $181 $685 $272 $407 $611 $771 $794 User Fee
Per Hour Per Hour New $195 $195 $201 $207 $213 $220 User Fee Lot Line Adjustment
Lot Line Adjustment Each $548 $3,032 $822 $1,233 $1,850 $2,774 $3,515 User Fee Lot Merger
Lot Merger Each $548 $2,130 $822 $1,233 $1,850 $2,398 $2,470 User Fee Research Service
Research Service Each Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost Actual Cost User Fee Reversion to Acreage
Reversion to Acreage Each $2,673 $8,757 $4,010 $6,014 $8,757 $9,856 $10,152 User Fee Plan Checks
Grading plan - Res. (over 50 c.y.) Each $479 $826 $599 $748 $826 $930 $958 User Fee Grading plan - Comm./Ind:

Base Base $598 $2,992 $897 $1,346 $2,018 $2,992 $3,468 User Fee Each Addl Hour Per Hour New $533 $533 $549 $566 $583 $600 User Fee Engineering Plan Check:

Base Base $900 $1,991 $1,125 $1,406 $1,991 $2,241 $2,309 User Fee Each Addl Hour Per Hour New $533 $533 $549 $566 $583 $600 User Fee Snow Poles
Snow Poles Each $25 $25 $25 $26 $27 $27 $28 User Fee
Subdivisions
Final Parcel Map Each $1,482 $4,495 $2,223 $3,335 $4,495 $5,060 $5,211 User Fee Final Tract Map:

First 5 Lots Base $1,639 $4,622 $2,459 $3,688 $4,622 $5,203 $5,359 User Fee Each Additional Lot Each Addl Lot $51 $301 $102 $204 $301 $339 $349 User Fee Big Bear Lake Master Fee Schedule

Fee Name Unit Current Fee Total Cost
Proposed
Fee (Yr1)
Proposed
Fee (Yr2)
Proposed
Fee (Yr3)
Proposed
Fee (Yr4)
Proposed
Fee (Yr5) Fee Type
Sewer Fees
Sewer Inspections Per Inspection $35 $342 $70 $140 $280 $385 $396 User Fee Sewer Availability / Will Serve Letter Each New $418 $418 $431 $444 $457 $471 User Fee NPDES Fees
NPDES Category:

Industrial
High Per Inspection Per Facility $247 $425 $425 $438 $451 $465 $479 User Fee Medium Per Inspection Per Facility $198 $309 $309 $319 $328 $338 $348 User Fee Low Per Inspection Per Facility $99 $193 $193 $199 $205 $211 $218 User Fee Restaurants (Including 2nd inspection)
High Per Inspection Per Facility $82 $155 $155 $159 $164 $169 $174 User Fee Medium Per Inspection Per Facility $66 $116 $116 $120 $123 $127 $131 User Fee Low Per Inspection Per Facility $49 $77 $77 $80 $82 $85 $87 User Fee Commercial
High Per Inspection Per Facility $71 $116 $116 $120 $123 $127 $131 User Fee Medium (Municipal Sites) Per Inspection Per Facility $50 $103 $103 $106 $109 $113 $116 User Fee Low Per Inspection Per Facility $49 $77 $77 $80 $82 $85 $87 User Fee Other - Inactive / Residential / Non-Inspection Per Inspection $25 $39 $39 $40 $41 $42 $44 User Fee Post Construction Best Management Practices / WQMP Inspections Per Inspection $165 $271 $271 $279 $287 $296 $305 User Fee Surcharges
Technology Fee % of Permit Fee New 6% 6% 6% 6% 6% 6% Surcharge WQMP
Preliminary WQMP Each $2,834 $3,999 $3,999 $4,119 $4,243 $4,370 $4,501 User Fee Final WQMPs: User Fee
Basic Each $3,203 $4,533 $4,533 $4,669 $4,809 $4,953 $5,102 User Fee Standard Each $4,189 $5,866 $5,866 $6,042 $6,223 $6,410 $6,602 User Fee Complex Each $7,145 $10,132 $10,132 $10,436 $10,749 $11,071 $11,404 User Fee WQMP Inspections Each $1,602 $2,630 $2,630 $2,709 $2,790 $2,874 $2,960 User Fee Single Family Residential - Base Each $1,058 $1,866 $1,866 $1,922 $1,980 $2,039 $2,101 User Fee Single Family Residential - Additional Hour Per Hour $191 $267 $267 $275 $283 $291 $300 User Fee RESOLUTION NO. 2025-XX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BIG

BEAR LAKE, CALIFORNIA UPDATING AND ESTABLISHING USER

AND REGULATORY FEES FOR VARIOUS CITY REGULATORY

ACTIVITIES, PROGRAMS, AND SERVICES SET FORTH IN A

MASTER FEE SCHEDULE
WHEREAS, the City of Big Bear Lake (the “City”) imposes certain user and regulatory fees established by the City Council; and
WHEREAS, the City recently retained the services of an independent rate consultant to conduct a Comprehensive User Fee Report (the “Study”), on file with the Office of the City Clerk and incorporated herein by this reference, analyzing the costs of providing various City regulatory activities, programs, and services (collectively, the “Services”); and WHEREAS, the Study examined the fee-related Services provided by the City, the costs reasonably borne by the City in providing those Services, the beneficiaries of those Services, and the revenues produced by those paying fees and charges for such Services; and WHEREAS, the City Council finds that providing these Services is of special benefit to applicants both separate and apart from the general benefit to the public; and therefore, in the interests of fairness to the general public, the City desires to ensure recovery of the costs of providing these Services from applicants who have sought or require them by revising its schedule of user fees; and
WHEREAS, the existing user fees no longer adequately reflect the City’s costs of providing the Services; and
WHEREAS, the City Council hereby finds that the Study provides adequate evidence to conclude that the revised user fees do not exceed the reasonable estimated costs to provide the Services for which the user fees are charged; and
WHEREAS, the user fees are subject to the provisions of the Mitigation Fee Act, codified pursuant to Government Code section 66000 et. seq. and more specifically the public meeting requirements of section 66016 and the notice and public hearing requirements of section 66018; and
WHEREAS, the City made publicly available the Study indicating the amount of cost, or estimated cost, required to provide the Services for which the user fees are to be imposed, and the revenue sources anticipated to provide such programs and services at least ten (10) days prior to the date of the public hearing; and
WHEREAS, the City has held a duly noticed public hearing at which all oral and written presentations were made as part of a regularly scheduled meeting. Prior to holding said public hearing, the City published notice in a newspaper of general circulation at least 10 days prior to the date of the public hearing pursuant to Government Code section 66018 and provided written Item 2.1
Attachment 4
notice to all interested parties that have requested such written notice at least 14 days prior to the date of the public hearing pursuant to Government Code section 66016. Said notice provided the date, time, and location of the public hearing; and
WHEREAS, the City Council has considered the question of whether or not to adjust or establish the user fees for the Services to reflect the estimated amount that is required to recover the estimated reasonable costs to the City in providing such Services; and WHEREAS, the amount of the user fees does not exceed the estimated cost of providing the Services; and
WHEREAS, the City Council now desires to adopt the user fees.

NOW, THEREFORE, BE IT RESOLVED BY the City Council of the City of Big Bear Lake that:

1. Recitals. The foregoing recitals are true and correct and are incorporated herein by this reference.

2. Mitigation Fee Act Findings. The City Council hereby finds that all substantive and procedural requirements of the Mitigation Fee Act have been satisfied and specifically, the City Council further finds the following:
a. based upon the information and documents prepared for and presented to the City Council to support this action, the user fees are for the purposes of and necessary for (i) meeting operating expenses, including employee wage rates and benefits; (ii) purchasing or leasing supplies, equipment, or materials; (iii) obtaining funds necessary for the operations and maintenance of City property and facilities; and (iv) any other costs incurred by the City attributable to providing the Services for which the user fees are imposed; and
b. the user fees specified by this Resolution do not exceed the reasonably estimated costs of providing the Services for which the user fees are imposed.

3. Adoption of the Master Fee Schedule. The City Council does hereby adopt the Master Fee Schedule as set forth in Exhibit “A,” attached hereto which incorporates annual fee increases each year for a period of [three or five] years in lieu of the user fees being increased by an annual consumer price index (“CPI”). The user fees for year one shall become effective pursuant to Section 5 of this Resolution, thereafter the user fees shall be increased each July 1, effective July 1, 2026 through and including July 1, [2027 or 2029 for three or five year, respectively] pursuant to the Master Fee Schedule. Thereafter, the July 1, [2027 or 2029 for three or five year, respectively] fees shall be automatically updated by an annual CPI increase described in Section 4 of this Resolution.

4. Annual Update of User Fees Effective July 1, 2030. The City Council authorizes annually, effective July 1, [2028 or 2030 for three or five year, respectively] and each July 1 thereafter, that the City Manager, or City Manager designee, may administratively adjust the user fees, without additional City Council action or approval, based on the greater of three percent (3%) or the percentage increase from the prior year annual percentage increase in the Consumer Price Index – All Urban Consumers for Riverside-San Bernardino-Ontario, California, calculated by the 12-month change as of March each year as published by the U.S. Bureau of Labor Statistics, or a similar index if the CPI is no longer published or is otherwise not available. If the CPI does not change or decreases in any given year, no change shall be made to the user fee schedule applicable that year. In no event shall the user fees be increased annually to exceed the estimated reasonable costs to the City in providing the Services.

5. Effective Date. Updated user fees adopted by this Resolution shall be effective sixty (60) days after adoption of this Resolution.

6. CEQA Findings. The City Council hereby finds and determines that the setting or revision of user fees pursuant to this Resolution is exempt from environmental review under Public Resources Code Section 21080(b)(8) of the California Environmental Quality Act, which provides an exemption for the establishment or modification of charges by public agencies which the public agency finds are for the purpose of meeting operating expenses.

7. Applicability of User Fees. All prior user fees included in Exhibit “A” adopted by prior resolutions to this Resolution are hereby superseded by the user fees attached herein.

However, the user fees adopted by this Resolution shall not have any impact on any other fee, charge, tax, or assessment imposed by the City except as expressly set forth herein.

8. Severability. If any section, subsection, sentence, clause, phase, or portion of this Resolution is for any reason held invalid or unconstitutional by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Resolution. The City Council hereby declares that it would have passed this Resolution and each section, subsection, sentence, clause, or phase thereof irrespective of the fact that any one of or more sections, subsections, clauses, or phases be declared invalid or unconstitutional on their face or as applied.

PASSED, APPROVED AND ADOPTED this 13th day of August 2025.

Perri Melnick, Mayor
ATTEST:

Erica Stephenson, City Clerk

STATE OF CALIFORNIA )
COUNTY OF SAN BERNARDINO ) ss

CITY OF BIG BEAR LAKE )
I, Erica Stephenson, City Clerk of the City of Big Bear Lake, California, do hereby certify that the whole number of the City Council of the said City is five; that the foregoing resolution, being Resolution No. 2025-XX was duly passed and adopted by the said City Council and attested by the City Clerk of said City, all at a regular meeting of the said City held on the 13th day of August, 2025 and that the same was so passed and adopted by the following vote:

AYES:

NOES:

ABSTAIN:

EXCUSED:

Erica Stephenson, City Clerk
EXHIBIT “A”
Master Fee Schedule of User Fees and Charges
[User Fee Schedule Attached]

DISCUSSION/ACTION

ITEM REPORTS
Item 3.1
Please note: Visit Big Bear staff will present Item 3.1.

Attached Documents:

1. Visit Big Bear FY 2024-25 Annual Report

2. Visit Big Bear FY 2025-26 Budget
Big Bear Lake Resort Association
DBA:

Fiscal Year 2024-2025
bigbear.com
A Year in Realignment
Annual Report
Submitted to the City of Big Bear Lake
August 13, 2025
Visit Big Bear
Item 3.1
Attachment 1
2024-2025 Annual Report A Year in Realignment
Executive Summary
While revenue fell short of budget, the primary causes were staff restructuring and venue challenges that impacted program delivery.

The reorganization of the Visit Big Bear team, led by the Board of Directors and CEO, modernized the team structure to better align with updated marketing priorities. Though changes to long-term staffing naturally cause short-term disruption, they ultimately improved morale, increased efficiency, and positioned the organization for long-term success.

One key setback was the inability to secure a suitable venue for the Holiday Light Display, leading to the postponement of this anticipated high-impact winter activation. This, combined with the transitional period for new staff, impacted seasonal revenue generation. Despite these hurdles, Visit Big Bear maintained momentum through focused investment in its most controllable and measurable initiatives.

The fiscal year 2024–2025 was a
period of transition and strategic
realignment for Visit Big Bear.

Looking ahead, Visit Big Bear will continue refining its cost-effective marketing model, leveraging cultural and high impact sporting events to grow shoulder seasons, and further strengthening its position as a resilient, four-season mountain destination.

Visit Big Bear responsibly leaned on reserve funds, as designed, to maintain core operations, deliver visitor services, and protect the destination’s momentum. Simultaneously, the organization undertook a major shift in its marketing strategy: pivoting away from high-cost, upper-funnel paid media toward a more resilient model focused on organic channels, owned content, and user-generated storytelling. This new approach prioritizes authentic, lower-funnel tactics that drive direct conversions, strengthen the destination’s digital footprint, and extend the ROI of every dollar invested.

Despite these headwinds, Visit Big Bear delivered strong outcomes. Our owned digital channels, including BigBear.com, generated record organic reach and direct booking revenue — demonstrating the effectiveness of investing in our most controllable marketing assets.

As we move forward, our focus remains clear: to restore reserve levels, continue to refine our cost-effective marketing model, and continue strengthening Big Bear’s position as a resilient, four-season mountain destination through event promotion.
• Expanded responsible tourism programs
• Responsible financial stewardship
• Marketing and PR gains
• Event-driven economic impact
• Visitor services excellence
Major achievements this fiscal year include:

Respectfully,
Travis Scott, CEO
Marketing
Visitor Services
Events
Responsible Tourism
Financial Accountability
Conclusion
References
2 4
6 8
9 10
11 bigbear.com 1
2024-2025 Annual Report A Year in Realignment
Marketing — ROI Delivered
Visit Big Bear’s marketing and events strategy in FY 2024–2025 prioritized measurable results, moving from broad awareness to lower funnel conversion and direct revenue. Total marketing program expenditures reached $2,336,476.98 according to the Treasurer’s Report and were strategically used to strengthen bigbear.com as the anchor for trip planning and direct booking. The Website ROI Study shows that 42,499 incremental trips, a 5.2% increase year over year, were driven by the site, generating $49.8 million in direct economic impact with a healthy 27.9% increase in length of stay and spend per day of 8.8%.

Direct booking revenue through the site grew 314% year over year from $235,984 to $978,182, creating an average of $146,727 in OTA fee savings for local lodging partners over bookings through other online booking platforms.

This outcome demonstrates that by shifting spending from broad awareness to focused conversion, Visit Big Bear delivered measurable, trackable value for members and local business.

Visit Big Bear Annual Treasurer’s Report
Fiscal Year 2024–2025
Prepared by Nick Lanza, Treasurer
Overview
The fiscal year 2024–2025 was marked by unexpected operational challenges that tested the resilience of Visit Big Bear and our community partners. Despite careful planning and responsible stewardship, our financial performance was significantly impacted by the three-week Line Fire closure, an unusually latearriving snow season, and the loss of anticipated revenue from the canceled Christmas Light Village event.

While snow arriving after the traditional peak winter period is rare for our destination, this year’s delayed snow pushed critical overnight stays and visitor spending outside the prime holiday window, affecting both our lodging partners and TBID collections. Despite these challenges, we continued to deliver core programs, community support, and strong recovery marketing campaigns—relying on our reserves, as intended, to bridge shortfalls between disbursements.

Revenue Performance
Total income for the year reached $5,829,670.61, led by TBID lodging and mountain payments totaling $5.49 million. Other income streams included:
• Interest Earned: $174,647.79
• Partnership Revenue: $51,253.06
• Visitor Center Revenue: $53,751.54
• Events Revenue: $113,008.58
A loss of $54,720.68 in Marketing Channel Revenue offset a portion of this income.

Expenditures
Total annual expenses totaled $6,567,605.51, invested in destination operations, marketing, PR, visitor services, and direct event support. Key spending areas included:
• Admin & Operations: $532,163.92
• Events & Community Grants: $2,016,464.57 to support major events like Tough Mudder, Spartan Race, Polar Plunge, Fishin’ for $50K, and local cultural programming.

Treasurer’s Report
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Website ROI Study
Trips Generated
Trips Extended
Total Return on Investment
2024
Incremental trips generated by the website
Average length of stay (on incremental trips)
Total visitor spending per day (on incremental trips)
Total visitor spending on incremental trips
Incremental visitor days spent on trip extended by the website’s influence Total visitor spending on trip days extended by the website’s influence Total economic impact/ROI of the website
Total economic impact/ROI per unique visitor
42,499

2.7 nights
$394.65
$45,844,246
10,231
$4,037,740
$49,881,986
$96.88
Website Booking Engine Transactions Revenue OTA Fee Savings (avg) Percent change YOY
2024-2025
2023-2024
284%
1606
418
314.51%
$978,182.54
$235,984.64
76%
$146,727.38
$35,397.70
bigbear.com 2
2024-2025 Annual Report A Year in Realignment
PUBLIC RELATIONS delivered exceptional returns.

A total PR investment of $126,872.31 supported a strategic shift from Bluebird’s seasonal outdoor high adrenaline sports narrative to Koli Communications’ broader lifestyle, local culture, wellness, and hidden gems storytelling. This evolution produced 3,489 placements, 45.5 billion impressions, and an earned media value of $477.7 million, along with 10 curated media visits by top-tier journalists.

A key component of the updated marketing and PR Strategy was brand storytelling that functions like an influencer campaign. The team produced more authentic, in-house video and short-form content, supported by cross-trained staff in drone work and photography, maximizing value and speed to market. This content, implemented across social and organic channels over time, helped raise engagement rates by 18% and session time by 16% year over year.

The team further strengthened ROI by adding retargeting, weather-based ad triggers, regional travel partnerships, radio in key markets, and micro-influencer campaigns. This integrated, conversion-focused approach maximized lower funnel performance while managing acquisition costs and decreasing the dependence on paid awareness clicks.

To quantify these results, Visit Big Bear invested in:

Future Partners Web Survey ($24,500) – website efficacy and conversion tracking Placer.Ai ($26,250) – location insights and visitor demographic data Destination.Ai ($9,000) with Predict HQ (no extra cost) – visitor sentiment, trend forecasting, and event economic impact
AgilityPR Tracker ($1,333.33) – earned media/PR tracking The launch of the Visit Big Bear Film Office, allocated $150,000 (budget adjustment approved at the July 2025 Board Meeting), will amplify shoulder season growth opportunities and new content partnerships. This initiative is designed to position Big Bear Lake as a premier destination for filming motion picture and television productions.

Big Bear has deep historical ties to the entertainment industry, and the Film Office will actively market to location managers and decision-makers, highlighting the destination’s proximity — a short scenic drive — from Los Angeles, the hub of film and TV production. This accessibility allows for ease of planning and execution for industry partners, while showcasing Big Bear’s unique landscapes and venues.

The initiative directly supports our arts & culture strategy by extending our reach into the Los Angeles arts scene. We anticipate an October 2025 launch once a Film Commissioner is selected through the RFP process.

PR Blue Bird
4/24 - 10/24
Koli
11/24 - 3/25
Total
FY 24-25
Total
FY 23-24 YOY Change
Placements
Impressions
Advertising Equivalency
Media Visits
666
3,378,107,886
$46,218,416
4 2823
42,174,411,768
$431,505,055
6 3489
45,552,519,654
$477,723,471
10 467
9,633,278,890
(not tracked in FY)
17 3022
35,919,240,764
-
-7
Daily booking engine monitoring, SEO work, and programmatic improvements will continue to maximize bigbear.com’s value as the core marketing asset for the destination.

LOOKING FORWARD
bigbear.com 3
2024-2025 Annual Report A Year in Realignment
Visitor Services — Guests Served & Expanded Impact
In FY 2024–2025, the Visit Big Bear
Visitor Center welcomed 52,232 guests,
demonstrating its continued role as the
communities’ front line for guest care, local
business support, and destination stewardship.

While the counts remained steady YOY we can note
September and October saw reduced visitor count
and Visit Big Bear attributes that change with the
Line Fire. The Visitor Center expended $471,370.23 to
maintain high standards in WALK-IN service, PHONE
support, and LIVE CHAT interactions with visitors —
all key touchpoints for extending overnight stays
and increasing guest satisfaction.

Visitor Center
Counts 2023-24 2024-25 YOY Change
(%)
April
May
June
July
August
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Total
2967
3279
3781
6917
4708
4539
4622
3767
4865
3820
3631
3126
50022
2742
3518
4689
6496
5224
2501
3985
4198
6157
3533
3614
3833
50476
-7.58

7.29 24.01
-6.09

10.96 -44.90
-13.78

11.44 26.56
-7.51
-0.47

22.62 0.91
A major milestone this year was deploying three existing branded digital kiosks: one at Cross-Border Express and two at the Ontario Airport baggage claim area. These kiosks mirror bigbear.com and add to our organic engagement analytics by bringing destination messaging directly to travelers at key points of entry — an effort that had been in the works for several years and was fully implemented in this reporting cycle.

Beyond in-person visitor engagement, the Visitor Services team broadened its impact by cross-training staff to support marketing, events, and member & partner services. This strategic shift expanded team capabilities to include videography, drone operations, photography, website updates, membership outreach, and other vital back-office tasks — increasing organizational efficiency without adding new positions.

A highlight this year was the revival of the Scarecrow Competition, a community-facing contest that encouraged a total of 34 residents and local businesses to decorate their storefronts or homes with creative displays. 803 visitors and locals voted for winners, driving local pride along with visitor and community engagement, while giving visitors one more ‘thing to do’ while in-destination. This initiative was part of the broader “Back to Big Bear” campaign to restore momentum after the Line Fire.
bigbear.com 4
2024-2025 Annual Report A Year in Realignment
The role of VISITOR SERVICES and MEMBER & PARTNER RELATIONS are a key role of Visit Big Bear, supporting our visitors in-destination extends our commitment as a destination to support the visitor in a wholistic approach from the first visitor touchpoint (either through our deployed campaigns or bigbear.com) to time of departure, Visit Big Bear seeks to educate and guide our visitors.

This not only helps the visitor make travel decisions that work for them, it also allows Visit Big Bear the opportunity to ensure that our visitors receive education and information on responsibly visiting our destination.

The addition of a Member & Partner Manager in the reporting period has allowed the organization the ability to not only develop new programs that support membership through data sharing, by creating specialty campaigns which also highlight the offerings our members and partners are showcasing.

The team also developed an internal communications program that allows reciprocal communication between Visit Big Bear and our Members & Partners, this also includes quarterly round-table meetings where the VBB team shares out current data, state of tourism reports and campaign updates. This platform also allows the tourism community the opportunity to ask questions of the VBB team.

As the program moves forward we are seeing greater community engagement. This also allows the VBB team the opportunity to understand the needs of the tourism community giving the organization the ability to adapt to the current needs of our members & partners.

The FY 2025–26 budget allocates $425,485.90, a reduction of 3% for Visitor Services operations, as documented in the approved 2025-2026 Budget.

In partnership with the Member & Partner Manager and with support from the Cal Poly San Luis Obispo Experience Industry Management program, Visit Big Bear will develop a dedicated Big Bear Lake Guest Service community training program — ensuring that frontline hospitality standards meet the high expectations of both visitors and the local community.

LOOKING FORWARD
The Visitor Center team will continue to deliver premium guest service IN-PERSON, by PHONE, and via LIVE CHAT.
bigbear.com 5
2024-2025 Annual Report A Year in Realignment
Events — Impact & Future Growth
In FY 2024–2025, Visit Big Bear strategically invested strategically in a balanced portfolio of 15 major events that delivered a combined economic impact of $5,895,464.63 for the local economy, as outlined in the Event Economic Impact Report. These events generated meaningful overnight stays and visitor spending, complementing the incremental trips driven by the website and marketing/PR campaigns.

Event Month Days Category Impact Attendance
Predicted
Spending
Total
Predicted
Spending
Hospitality
Hosp
%
Food
%
Spending
Other
Other
% Notes Food And
Beverage
Spartan Race
Big Bear Grill & Chill Craft Beer & Food Festival
Fishing for 50K
Big Bear Lake Village Wine Walk
Holcomb Valley Trail Run
Highlander Adventure
4th of July Festival & Fireworks
Puptopia
Monster Energy Pro Downhill
Swim Lakefest
Tour de Big Bear
Drone Show - Boat Parade Labor Day
Big Bear Fun Run/Car Show
Grizzly Off-Road
Tough Mudder
Motocross Grand Prix
Kodiak Ultra Marathons by UTMB
Big Bear Lake Village Wine Walk
Theatre Project
Totals
May
May
June
June
June
June
July
July
July/Aug
August
August
August
August
September
September
September
October
October
June-Oct
2 2
2 1
1 4
3 2
2 2
1 1
3 1
1 2
2 1
Sports
Festivals
Sports
Expos
Sports
Sports
Festivals
Festivals
Sports
Sports
Sports
Festivals
Festivals
Sports
Sports
Sports
Sports
Expos
High
High
Medium
Medium
Low
Low
High
Medium
High
Medium
Medium
High
High
Low
High
High
High
Medium
10,000
6,900
1,200
1,000
686
450
80,000
1,900
4,600
2,810
1,600
51,400
22,000
450
6,000
3,700
4,000
1,000
$385,000
$232,320
$46,197
$33,670
$26,411
$17,325
$2,693,600
$63,973
$177,092
$94,612
$53,872
$1,730,638
$1,407,759
$17,325
$231,000
$142,450
$289,758
$33,670
$5,895,464
$119,350
$51,110
$14,321
$7,407
$8,187
$5,370
$835,016
$14,074
$54,898
$14,191
$16,700
$380,740
$212,469
$5,370
$71,610
$44,159
$72,432
$7,407
$1,606,578
31%
22%
31%
22%
31%
31%
31%
22%
31%
15%
31%
22%
15%
31%
31%
31%
25%
21%
39%
44%
39%
44%
39%
39%
56%
44%
39%
60%
39%
44%
60%
39%
39%
39%
53%
44%
$115,500
$78,988
$13,859
$11,447
$7,923
$5,197
$350,168
$21,750
$53,127
$23,653
$16,161
$588,416
$346,899
$5,197
$69,300
$42,735
$63,072
$11,447
$1,365,912
30%
34%
30%
34%
30%
30%
13%
34%
30%
25%
30%
34%
25%
30%
30%
30%
22%
34%
Not Counted
Not Counted
Not Counted
Sample Size too Small
$150,150
$102,220
$18,017
$14,814
$10,300
$6,756
$1,508,416
$28,148
$69,066
$56,767
$21,010
$761,480
$848,391
$6,756
$90,090
$55,555
$154,252
$14,814
$2,922,971
Predict HQ Placer.ai Destination.ai VBB & Event Sponsors Data Sources
bigbear.com 6
2024-2025 Annual Report A Year in Realignment
When complimented by incremental travelers influenced by bigbear.com, this incremental and event mix demonstrates the importance of pairing high-visibility events with strong digital marketing to maximize total ROI — a finding supported by both the Website ROI Study and Event Economic Impact Report.

The Big Bear Theatre Project added significant cultural depth to this year’s event offerings. With four full-scale productions at the Performing Arts Center and two supporting shows at Sessions Retreat & Hotel, the Theatre Project generated $113,400 in ticket sales. The organization supported the Theatre Project with a $40,000 loan rather than a grant, ensuring accountability and future payback to offer further TBID support to another organization wishing to develop a visitor-facing event.

The 2024-2025 investment in events, totaling $2,016,464.57, was carefully aligned with the goals outlined in the BBLTBID Management District Plan. The newly implemented marketing strategy leaned heavily into the events Visit Big Bear invested in by focusing on these events in our lower funnel marketing. Spotlighting these events through organic and owned channels bolsters consumer engagement which leads to conversion. These events continue to build Big Bear’s year-round destination brand, driving visitation in shoulder seasons.

Looking ahead, the organization is collaborating closely with Alterra Mountain Company and other partners to pursue hosting the XGames League winter games in 2027, in partnership with Mammoth, official RFPs expected soon. Visit Big Bear is also working with community partners and local agencies to position Big Bear Lake as a training destination for LA28 Olympic teams.

The Big Bear International Film Festival is scheduled for September 24–29, 2025. The Board of Directors approved a $225,000 grant at its May 2025 meeting, followed by a budget augmentation in July 2025. The total expense budget for the festival is $541,000, with sponsorships making up the balance of funding needed to support the event.

This multi-day festival will attract filmmakers, industry media, and visitors during the fall shoulder season, strengthening Big Bear’s position as a cultural destination and driving national attention to its creative offerings. By combining screenings, industry panels, and community events, the festival will create a high-value visitor experience while boosting economic impact for local businesses. This is a long-term growth initiative.

Additionally, discussions are underway with an existing venue operator to bring the Holiday Light Show — an investment initiated in FY24–25 — to life in the coming winter season.

LOOKING FORWARD
The 2025-2026 budget for events is set at $1,915,170,
reinforcing Visit Big Bear’s commitment to producing high-value, strategically timed events that support local businesses and community culture. bigbear.com 7
2024-2025 Annual Report A Year in Realignment
Responsible Tourism - Care for Big Bear in Action
CARE FOR BIG BEAR continued to grow in FY 2024–2025 as the guiding sustainability and stewardship framework for Visit Big Bear’s destination management work. The program expensed $188,362.20 in sustainability, stewardship and education initiatives that meet the priorities outlined in the BBLTBID Management District Plan.

Key efforts this year included expanding family-friendly programing focused on dark skies adventures and photography, astronomical events, launching nature photography experiences to highlight Big Bear’s natural beauty, and investing in trail development and maintenance projects to support responsible outdoor recreation. These new actions were layered on top of our ongoing valley-wide trash cleanup and litter removal efforts, which have been central to Care for Big Bear since its inception.

Care for Big Bear remains at the CORE of Visit Big Bear’s destination story and branding strategy. By telling an authentic story about stewardship, conservation, and community pride, the program has become an essential pillar for building trust with visitors and locals alike.

Visit Big Bear will continue to grow Care for Big Bear’s impact by integrating stewardship messaging across all visitor touchpoints and seasonal campaigns. The team is exploring dark sky education and programming, trail volunteer programs, and eco-tourism experiences.

LOOKING FORWARD
These planned efforts are designed to fulfill the BBLTBID Management District Plan’s requirement for sustainability as a core responsibility of Big Bear’s destination marketing. bigbear.com 8
2024-2025 Annual Report A Year in Realignment
Financial Accountability — Stewardship in Practice
In FY 2024–2025, Visit Big Bear maintained strong fiscal accountability reporting, fulfilling all requirements in the BBLTBID Management District Plan. According to the Treasurer’s Report, total revenue reached $5,829,670.61, primarily generated through TBID lodging and mountain payments, supported by interest earned, partnership revenue and Visitor Center operations.

Total annual expenditures were $6,567,605.51, reflecting investments in STRATEGIC MARKETING, PUBLIC RELATIONS, EVENTS, VISITOR SERVICES, AND CARE FOR BIG BEAR.

Major program investments included:
$2,336,476.98 for Marketing
$2,016,464.57 for Events
$126,872.31 for Public Relations
$471,370.23 for Visitor Services
$188,362.20 in Care for Big Bear
The organization closed the fiscal year with a net operating loss of $793,142.21, using reserves responsibly to sustain programs during challenging seasonal disruptions and organizational changes.

Visit Big Bear’s final net cash position of $4,932,676.25 and stable total assets of $6,352,536.02 demonstrate sound stewardship and compliance with industry reserve best practices.

At the time of writing, the organization has engaged with LSL CPA’s which is scheduled to perform annual audit services in August 2025. The annual audit reports will be delivered to the City of Big Bear Lake at the time of acceptance by the Board of Directors.
bigbear.com 9
2024-2025 Annual Report A Year in Realignment
Conclusion — Deliverables Met, Outcomes Delivered
Visit Big Bear has fulfilled all major obligations outlined in the MOU and the Management District Plan for FY 2024–2025. Despite the transitional challenges posed by staffing realignment and venue constraints, the organization successfully delivered:
• Robust destination MARKETING
• Impactful EVENTS
• Resilient VISITOR SERVICES
• Strong STEWARDSHIP under the Care for Big Bear sustainability framework Marketing and Public Relations initiatives pivoted to a more cost-efficient, conversion-focused model, with BigBear. com delivering record-breaking direct booking revenue and economic impact.

The strategic introduction of the Big Bear Film Office — set to launch in October 2025 — will further diversify our marketing reach by:
• Positioning the destination as a PREMIER FILMING LOCATION • Targeting mid-week and shoulder SEASON GROWTH
• Strengthening ties with the LOS ANGELES ARTS AND ENTERTAINMENT COMMUNITY Our event portfolio produced over $5.89M in direct economic impact, supported by culturally rich additions like the Big Bear Theatre Project and major forward-looking investments, including:
• BIG BEAR INTERNATIONAL FILM FESTIVAL (September 24–29, 2025) with a $541,000 expense budget funded through board-approved grants and sponsorships • Collaboration with Alterra Mountain Company and Mammoth for the XGAMES LEAGUE WINTER GAMES (2027)
• Positioning Big Bear Lake as a training base for LA28 OLYMPIC TEAMS These efforts reinforce our commitment to driving visitation during both peak and shoulder seasons while enhancing Big Bear’s profile as a four-season cultural and sporting destination.

From a financial perspective, FY 2024–2025 closed with $5.83M in revenue and $6.57M in expenditures, resulting in a draw on reserves to sustain programming during transitional challenges. With a final net cash position of $4.93M and stable total assets of $6.35M, the organization remains in compliance with industry best practices for reserves and has engaged LSL CPA’s for the annual audit to be completed in August 2025.

IN THE YEARS AHEAD, we look forward to expanding the scope of this report to cover an even broader range of programs and initiatives, continuing to demonstrate our shared commitment to making Big Bear Lake a premier, resilient, four-season destination. bigbear.com 10
2024-2025 Annual Report A Year in Realignment
References
Future Partners Website ROI Study
Event Economic Impact Spreadsheet
2024-2025 Treasurer Report & Financial Statements
2025-2026 Approved Budget
BBLTBID Management District Plan 2021-2031
BBLTBID Memorandum of Understanding
2025 Big Bear Film Festival Introduction Presentation
2025 Big Bear Film Festival Second Presentation
2025 Big Bear Film Festival Budget
Big Bear Film Office Presentation
bigbear.com 11
bigbear.com
We thank the City of Big Bear Lake
for its steadfast support — especially in
developing this report format, which will
serve as the foundation for future reporting
to both the City and our membership.

Fiscal Year 2024-2025 • Submitted to the City of Big Bear Lake • August 13, 2025 Visit Big Bear Budget review 2023-2024 Actuals 2024 Budget 2025-2026 Budget Percent of budget Percent Change 23-24 Revenue
Events Office Revenue $ 420,000.00
Events Resource Office - Big Bear Visitors Bureau $ -
Events Resource Office - Misc Income $ 175,000.00 $ 500,000.00 Events Resource Office - Stage Income $ 45,500.00 $ -
Total Events Office Revenue $ 640,500.00 $ 500,000.00
Interest Earned $ 15,217.46 $ -
Marketing Channel Revenue $ - $ 20,000.00
Partnership Revenue $ 41,762.03 $ 100,000.00 $ 50,000.00 Sales of Product Revenue $ 1,562.95
TBID $ -
Lodging Payments - TBID $ 3,356,701.19 $ 3,356,700.19 $ 3,000,000.00 Mountain Payment - TBID $ 1,602,017.94 $ 1,602,017.94 $ 1,250,000.00 Total TBID $ 4,958,719.13 $ 4,958,718.13 $ 4,300,000.00 -13.28 Unapplied Cash Payment Revenue $ (125.00)
Uncategorized Income
Visit Big Bear Events $ (12,000.00)
Fishin for 50K Income $ 35,361.28 $ 50,000.00
Puptopia! Income
Wine Walk Income $ 50,000.00
Total Visit Big Bear Events $ 17,361.28 $ - $ 100,000.00 Visitor Center Revenue $ -
Visitor Center Taxable Retail Sales $ 24,101.08 $ 30,000.00 Visitor Center Tenant Income $ (14,210.45) $ 22,000.00
Total Visitor Center Revenue $ 9,890.63 $ - $ 52,000.00 Total Revenue $ 5,045,800.90 $ 5,719,218.13 $ 4,952,000.00 Gross Profit $ 5,020,580.49 $ 5,719,218.13 $ 4,952,000.00 Expenditures $ -
Admin and Operations Accounts $ -
401K Pretax-Admin $ 3,097.70 $ 11,803.00 $ 12,200.00 X
Bank Charges $ 34.87 $ 91.00 $ 105.00 X
Board Expenses $ 13,350.52 $ 25,000.00 $ 65,000.00 X
Company Contributions $ 42,547.65 $ 51,279.00 $ 52,000.00 x IT Expense $ 25,768.48 $ 20,000.00 $ 25,000.00 x
Office Expense $ 16,094.16 $ 24,925.00 $ 10,000.00 x
Item 3.1
Attachment 2
Outside Services $ 165,256.15 $ 27,500.00 x
Payroll Expenses $ 5,423.95 $ 5,425.00 $ 6,000.00 x
Payroll-Taxes-Admin $ 13,158.07 $ 24,074.00 $ 30,000.00 x Payroll-Wages-Admin $ 141,445.74 $ 240,742.00 $ 245,000.00 x Total Admin and Operations Accounts $ 470,067.58 $ 403,339.00 $ 472,805.00 X 9% 0.58 Annual Audits of TBID Accounts $ 15,000.00 $ 37,217.00 $ 18,000.00 X Accounting Fees $ 7,034.07 $ 12,000.00 x
Total Annual Audits of TBID Accounts $ 22,034.07 $ 37,217.00 $ 30,000.00 X 1% 36.15 Booking System Accounts $ - $ 100,000.00
Booking System Commission $ 3,639.25 $ -
Booking System Support $ 15,741.96 $ 44,000.00 x
Total Booking System Accounts $ 19,381.21 $ 100,000.00 $ 44,000.00 X 1% 127.02 Collection of TBID Assessments by City Accounts $ - $ 86,992.00 TBID Collection Fee $ 69,640.38 $ 65,000.00 x
Total Collection of TBID Assessments by City Accounts$ 69,640.38 $ 86,992.00 $ 65,000.00 x 1% -6.66 Contingency Accounts $ - $ -
Human Resources $ 117,646.71 $ 25,000.00 $ 1,245.00 x
Legal Fees $ 9,509.50 $ 25,000.00 $ 10,000.00 x
Total Contingency Accounts $ 127,156.21 $ 50,000.00 $ 11,245.00 x 0% -91.16 Events Accounts $ -
Event Supplies $ 5,000.00 x
Events Support $ 42.00
401K Pretax-Events $ 395.82 $ 6,375.00 $ 2,370.00 x
Payroll-Taxes-Events $ 4,853.02 $ 12,751.00 $ 7,000.00 x Payroll-Wages-Events $ 60,209.18 $ 127,500.00 $ 79,000.00 x Total Events Support $ 65,500.02 $ 146,626.00 $ 93,370.00 x 2% 42.55 Marketing of Events $ 134,516.75 $ 150,000.00 $ 62,800.00 x Mktg Events Professional Fees $ 140,000.00 x
FAM $ 3,750.00 x
Media $ 3,750.00 x
PR $ 85,000.00 X
Grill & Chill Marketing
July 4th Marketing
Wine Walk Marketing
Total Marketing of Events $ 134,516.75 $ 150,000.00 $ 295,300.00 x 5% 119.53 TBID Events Grant $ 11,000.00
Adventure Van Expo $ 7,000.00 $ 7,000.00
BB Theater Project $ 150,000.00 x
Plein Air $ 15,000.00 x
Total BB Theater Project $ - $ 165,000.00 x 3%
Big Bear Events TBID Expenses $ 30,000.00 $ 2,500.00 x
Misc. Grants Paid $ 81,050.51
Big Bear Revival $ 275,000.00
Comedy Festival $ 50,000.00 x
Community Grants $ 85,000.00 $ 65,000.00 x
Fish Planting $ 60,000.00 $ 60,000.00 x
Fishin' for $50K $ 39,733.67 $ 35,000.00 $ 85,000.00 x
Grill & Chill BBQ $ 18,800.91 $ 20,000.00
Highlander Adventure $ 51,390.00 $ 20,000.00
Holcomb Valley Trail Run $ 30,000.00 $ 60,000.00 x
Kodiak 100 $ 137,473.94 $ 100,000.00 $ 125,000.00 x
Labor Day Drone Show $ 54,000.00 $ 60,000.00 x
Lakefest $ 50,000.00 $ 90,000.00 x
Monster Downhill $ 75,000.00 $ 150,000.00 x
Polar Plunge $ 7,471.28 $ 20,000.00 $ 15,000.00 x
Puptopia! $ 50,000.00 $ 64,000.00 x
Seasonal Events $ 32,965.34 $ 35,000.00 $ 145,000.00 x
Spartan Race $ 177,160.29 $ 120,000.00 $ 150,000.00 x
Sponsored Fireworks $ 168,843.58 $ 189,000.00 $ 140,000.00 x Tour de Big Bear $ 10,000.00 $ 15,000.00 $ 50,000.00 x
Wine Walk $ 3,919.35 $ 50,000.00 x
Winterland $ 30,000.00
Uncorked $ -
Total TBID Events Grant $ 746,808.87 $ 1,300,000.00 $ 1,526,500.00 X 28% 104.40 Total Events Accounts $ 946,825.64 $ 1,596,626.00 $ 1,915,170.00X 35% 102.27 Marketing Accounts $ -
Digital Marketing $ 75,321.61 $ 400,000.00 X
Design $ 79.00 $ 80,000.00 $ 20,000.00 x
Email / Social Media/Digital $ 1,068,908.74 $ 700,000.00 $ 40,000.00 x Photography/Content Acquisition $ 81,328.38 $ 75,000.00 $ 175,000.00 x Website $ 61,220.00 $ 22,000.00 $ 25,000.00 x
SEO $ 5,000.00 $ -
Total Website $ 66,220.00 $ 22,000.00 $ 25,000.00 x 0% -62.25 Total Digital Marketing $ 1,291,857.73 $ 877,000.00 $ 660,000.00 x 12% -48.91 Marketing Support $ -
401K Pretax-Marketing $ 7,526.22 $ 7,664.00 $ 7,500.00 x Business Meals $ 9,840.18 $ 8,360.00 $ 6,000.00 x
Mileage $ 6,314.94 $ 5,672.00 $ 12,000.00 x
Payroll-Taxes-Marketing $ 18,730.53 $ 27,335.00 $ 53,800.00 x Payroll-Wages-Marketing $ 236,712.54 $ 273,350.00 $ 538,000.00 x Per Diem on Travel $ 5,525.00 $ -
Production Equipment #N/A $ 25,000.00 $ 5,000.00 x
Research and Development
Professional Development $ 194.99 $ 10,525.00 $ 10,000.00 x Professional Fees $ 65,655.00 $ - $ 105,000.00 x
Travel $ 9,870.75 $ 16,501.00 $ 12,000.00 x
Total Marketing Support $ 360,370.15 $ 374,407.00 $ 749,300.00 x 14% 107.93 Traditional Marketing $ - $ 23,876.00 $ -
Advertising $ 32,889.01 $ 25,000.00 $ 50,000.00 x
Billboard / Print $ 169,994.37 $ 171,881.00 $ 60,000.00 x Chamber Advertising $ 30,045.00 $ 30,000.00 $ 25,000.00 x Conferences / Seminars / Registrations $ 16,556.80 $ 25,000.00 $ 15,000.00 x Distribution $ 46,544.92 $ 50,000.00 $ 55,000.00 x
DogTrekker $ 15,000.00 $ 20,000.00 $ 20,000.00 x
Donation $ 800.00
Dues & Subscriptions $ 94,820.10 $ 174,744.00 $ 164,000.00 x Industry & Local Partnership $ 14,300.00 x
Marketing Expense $ 282,754.56 $ 150,000.00 $ 50,000.00 x Trade Shows $ 80,141.35
TV / Radio $ 273,442.28 $ 250,000.00 $ 34,000.00 x
Visitor Guide $ 65,205.00 $ 70,000.00 $ 70,000.00 x
Total Traditional Marketing $ 1,108,193.39 $ 990,501.00 $ 557,300.00X 10% -49.71 Total Marketing Accounts $ 2,760,421.27 $ 2,241,908.00 $ 1,966,600.00 36% -28.76 Petty Cash
Public Relations Accounts $ -
Advertising/Promotional $ 45,068.25 $ 42,143.00 $ 8,000.00 x FAM Tour $ 7,774.58 $ 3,636.00 $ 10,000.00 x
Firefighter Lodging $ -
Media Visits $ 18,794.25 $ 21,372.00 $ 30,000.00 x
Content Creators
Public Relations $ 99,913.43 $ 100,000.00 $ 160,000.00 x Total Public Relations Accounts $ 171,550.51 $ 167,151.00 $ 208,000.00x 4% 21.25 Tourism Impact Mitigation Fund Accounts $ -
Care for Big Bear
Care for Big Bear Events $ 25,000.00 $ 100,000.00 x
Care for Big Bear Marketing $ 807.73 $ 10,000.00 x
Total Tourism Impact Mitigation Fund Accounts $ 807.73 $ 25,000.00 $ 110,000.00 x 2% 13518.41 Total Tourism Impact Mitigation Fund Accounts $ 807.73
Tourism Related Improvements Accounts $ - $ 125,000.00
Care for Big Bear R&M $ 130,469.24 $ 370,000.00 $ 100,000.00 x Christmas Light Park $ 150,000.00 $ -
Contributions to Capital Improvements $ 100,000.00 $ 141,000.00 x Ice Rink $ -
Tourism Improvements $ 175,000.00 $ 745,000.00 $ 241,000.00 x 4% 37.71 Total Tourism Related Improvements Accounts $ 305,469.24 $ 770,000.00 $ 351,000.00 x 6% 14.91 Unapplied Cash Bill Payment Expenditure $ -
Partner/Member Marketing Promotion $ 25,000.00 x
Visitor Center Accounts $ - $ 1,802.00
Credit Card Prossessing Fee $ 1,356.65 $ 15,579.00 $ 200.00 x Decorations $ 15,579.28 $ 7,284.00 $ 10,000.00 x
Equipment / Small Tools $ 6,347.97 $ 16,136.00 $ 2,000.00 x Equipment Rental $ 15,833.52 $ 2,151.00 $ 2,000.00 x
Fire / Alarm $ 2,151.11 $ 26,614.00 $ 2,500.00 x
Insurance $ 26,781.85 $ 20,000.00 x
Internet $ 4,439.04 $ 2,500.00 x
Janitor / Cleaning $ 14,976.38 $ 14,177.00 $ 15,000.00 x Kiosk $ 22,800.00 $ 12,000.00 x
Payroll-Taxes-Visitor Center $ 15,977.79 $ 15,613.00 $ 19,716.90 x Payroll-Wages-Visitor Center $ 177,145.38 $ 156,125.00 $ 197,169.00 x Postage-Shipping $ 4,516.59 $ 5,020.00 $ 5,000.00 x
Printing $ 34,161.32 $ 15,000.00 $ 15,000.00 x
Property Tax $ 27,203.31 $ 17,930.00 $ 20,000.00 x
QuickBooks Payments Fees $ (357.03) $ 2,400.00 $ 2,000.00 x Repair & Maintenance $ 18,992.56 $ 15,559.00 $ 15,000.00 x Sales Tax $ 3,782.46 $ 21,229.00 $ 2,500.00 x
Square Fees $ 140.30 $ 46,710.00 $ 2,000.00 x
Staff Meals $ 7,083.85 $ 6,296.00 $ 6,000.00 x
Storage $ 10,323.11 $ 11,165.00 $ 13,000.00 x
Supplies $ 11,784.64 $ 11,526.00 $ 5,000.00 x
Telephone $ 11,867.49 $ 16,768.00 $ 12,000.00 x
Uniforms $ 1,110.58 $ 1,042.00 $ 1,500.00 x
Utilities $ (166.36)
Gas / Electric $ 14,252.02 $ 15,319.00 $ 14,500.00 x
Trash Removal $ 2,599.17 $ 2,711.00 $ 2,700.00 x
Water $ 1,128.34 $ 1,107.00 $ 1,200.00 x
Total Utilities $ 17,813.17 $ 19,137.00 $ 18,400.00
Total Visitor Center Accounts $ 429,424.61 $ 468,063.00 $ 425,485.90 8% -0.92 Total Expenditures $ 5,322,778.45 $ 5,921,296.00 $ 5,489,305.90 100% 3.13 Net Operating Revenue $ (302,197.96) $ (202,077.87) $ (537,305.90) Other Revenue $ -
Credit/Discounts/Refunds Received $ 8,006.32
Total Other Revenue $ 8,006.32 $ - $ -
Net Other Revenue $ (34,735.68) $ - $ -
Net Revenue $ (336,933.64) $ (202,077.87) $ (537,305.90)

MONTHLY & MISCELLANEOUS

REPORTS

AGENDA REPORT
Service, Quality, Community
DATE: August 5, 2025
TO: Board of Commissioners
FROM: Reginald A. Lamson, General Manager
RE: General Manager’s Report
Capital Projects
Garstin Water Operations Facilities:

On March 14, 2025, DWP received, reviewed, and signed the Letter of Intent to Meet Conditions and the Request for Obligation of funds. The proposed loan terms are $15.4 million, at 3.25% for 40-years. Interim financing will be required for this project. The current interest rate for interim financing is 3.25%. Interim financing will be in place until construction is completed, which is estimated to take about 18-months. Once completed, the USDA loan will close and the interest rate will be 3.25% or lower, if interest rates go down between now and then.

One USDA pre-bid requirement was that all land rights be properly secured for the entire project area.

When DWP staff pulled project area title records, title documents were in place for all parcels except for APN 2328-102-12-0000. APN 2328-102-12-0000 is a 4,350 square foot land-locked lot bordering DWP’s yard and the Tractor Supply Co. shopping center.

According to property records, DWP does not own this parcel as previously believed but the lot is included in the layout of the Project and is currently utilized by DWP for pipe and equipment storage.

The property is inaccessible on all sides without right-of-way easements from DWP or the Tractor Supply Co. shopping center; it is encumbered by a storm drain and electrical utility easement, which render the lot unbuildable. The property could only be utilized for temporary storage or parking. DWP would not grant an easement to this parcel due to the secure nature of DWP’s yard.

On April 29, 2025, The Board authorized staff to purchase the property for $10,000 and the apparent property owner accepted the offer. The County does not have a grant deed on this property but they have sufficient information to determine that Sierra Management Corporation owns the parcel. There are some complications with obtaining a grant deed for this property. BB&K has determined that a quitclaim deed is the most efficient way to finalize this property transaction. BB&K finalized the Quitclaim deed and DWP recorded it with the County the last week of June.

DWP staff has replaced certain sections of mainline on the Garstin site in anticipation of constructing the new facilities. These facilities were connected to the water system on June 3, 2025.

Item 4.1
General Manager’s Report
August 5, 2025

Replenish Big Bear (No Change):

The Replenish team submitted a work plan to evaluate existing domestic wells within 200 feet of the high-water level and determine if the Project will impact their water quality. Approximately eighty (80) private wells have been located. Of these 80 wells, only 41 of them are within 200 feet of the lakes high water level. Most of these wells are drilled within alluvium and will not be impacted by the Project. Tom Harder will have a report on which wells, if any, will be impacted by the Project. The 100% RO treatment also reduces or eliminates the blending requirement for percolating reclaimed/lake water into Sand Canyon. The meeting with DDW has greatly enhanced the feasibility of the Project and the Replenish Team is preparing a detailed percolation plan for DDW’s consideration.

Tom Harder is finalizing his report on which wells (within 200’ of the high-water line), will be impacted by the Replenish Big Bear Project. The current lake level is about 4-feet from full, which is higher than it has been since 2012. The high lake levels allow for an easy comparison of lake levels versus static water levels. Tom has provided a list of 10 wells, around the lake, that he would like surveyed to compare lake level versus static water level. Mike Stephenson and I have surveyed 4 of the 10 wells and hope to complete the survey over the next couple of weeks.

WSC was authorized to finalize the permit application to the Regional Board and submitted the Report of Waste Discharge package on February 28, 2022. The Regional Board provided informal comments and requested additional information during the month of May 2022. WSC provided additional information on June 1, 2022. Regional Board provided comments on August 26, 2022. On September 15, 2022, BBARWA sent a letter to the Regional Board requesting clarification regarding Surface Water Augmentation regulations. The Replenish team submitted the additional information requested within the August 26, 2022 Regional Board Letter on October 14, 2022.

On August 25, 2021, BBARWA approved a MOU for agencies that may benefit from the Replenish Big Bear Project. The MOU has been distributed to other valley agencies for consideration. CSD approved the MOU on September 20, 2021, DWP approved the MOU on September 28, 2021, and the City of Big Bear Lake City Council approved the MOU on November 1, 2021. The Replenish Big Bear Team met with County Supervisor representatives and gave them a draft of the MOU for their consideration. The County approved the MOU in July 2022. The Replenish Team is working with each agency to determine how and how much they can contribute towards the project. Each agency will pay their “fair Share” of the O&M costs and possibly capital costs, which will reduce the Project costs for the general public. DWP’s proposed annual cost for percolation within Sand Canyon was presented to and approved by the Board on September 27, 2022. Additional cost-sharing meetings have been conducted.

Environmental Scoping Meetings and the Public comment period have been completed. Grant Funding opportunities are discussed below. Follow-up meetings to respond to some of the comments submitted during the Environmental Comment period were conducted with Mojave Water Agency and East Valley Water District during March. The Replenish team will continue to work with these Agencies and their concerns will be addressed within the environmental documents.

David Lawrence provided a Project update Power Point Presentation during the September 26, 2023 Board meeting. A similar presentation has been given to CSD and BVBGSA. The draft EIR was presented to the BARRWA Board on December 19, 2023 for final comments.

General Manager’s Report
August 5, 2025

On March 19, 2024, BBARWA had a special meeting to update the public on the Replenish Big Bear Project and receive direction from the Board after the presentation. The meeting was well attended, and many members of the public spoke in favor and against the Project. The majority of the public were in favor of the Project. Some of the Board members had some concerns and staff needed additional time to properly address their concerns. BBARWA staff have contacted WIFIA (the primary funding agency), and they indicated that a 6-month pause would not affect the terms of the loan. Over the next few months, BBARWA and other Bear Valley stakeholders will work together to develop letters of intent to better defined how each agency will participate with the Project and a public workshop will be conducted to further educate the public about Project details.

Pilot testing is now complete. A public workshop was conducted, and the treatment equipment met or exceeded expectations.

On August 12, 2024, the BBARWA Board considered certifying the environmental impact report and voted not to certify it. On January 22, 2025, BBARWA’s Board directed staff to conduct a Public Hearing for the Board to reconsider certifying the EIR. The Board also directed staff to complete the Preliminary Design Report and prepare construction drawings and specifications for the Advanced Treatment Facilities. On February 13, 2025, at 9:00 am, the City had a special meeting to discuss water matters related to the project. I provided a history of DWP during this meeting. On February 26, 2025, The BBARWA Board Certified the EIR. On April 10, 2025, I provide a presentation of the Project to the Rotary Club. The members asked very good questions and there was only positive feedback received. BBARWA, MWD, CSD, and DWP have been meeting to reevaluate how each agency may participate with the Replenish project.

Grants Update:

On March 9, 2023, WSC informed staff of a Community Project Funding Request Grant that is being administered through Jay Obernolte’s office. The proposed Garstin Water Operations Facilities meets many of the requirements for this grant. Staff worked closely with WSC and on March 17, 2023, staff submitted a $1,500,000 grant application to Jay Obernolte’s office. The application included nine letters of support from local agencies and politicians. Staff appreciates everyone that provided letters of support in a timely fashion. The Garstin Project was not selected for this funding opportunity. On April 29, 2024, WSC informed staff of the Fiscal Year 2025 Appropriations Request grant opportunity through Jay Obernolte’s office. Staff submitted a $1,500,000 grant application for the Garstin Water Operations Facilities and obtained letters of support from CSD and the County of San Bernardino. On May 29, 2024, we received communication from Jay Obernolte’s office that the requested funding of $1,500,000 for the Garstin Water Operations Facility is being recommended to be awarded funding through Appropriations. Washington DC rejected the Fiscal Year 2025 funding request. Jay Obernolte’s staff is evaluating alternatives to fund our request using Fiscal Year 2025 funding. They also recommended reapplying for Fiscal Year 2026 funding. DWP staff submitted our FY 2026 request on April 10, 2025. On July 1, staff was made aware that the Garstin Water Operations Facilities Project was included in the funding request for $1,500,000 for Fiscal Year 2026.

Grant applications for the Replenish Big Bear Project (Project) are as follows: (No Change)

1. SAWPA/DWR - DCI Technical Assistance Grant: The Project team submitted an application for a $500,000 grant on September 26, 2019. On November 19, 2019, the SAWPA Board approved an agreement to provide a $500,000 planning grant. This grant General Manager’s Report
August 5, 2025

is being used to reimburse the four BVBGSA agencies for a portion of project planning costs.

2. SAWPA/DWR – Prop 1 IRWM Grant: The Project team submitted an application for a $4,500,000 grant on November 1, 2019. DWR notified the project team that our application is recommended for funding. Final award has been completed. This grant will reimburse the four BVBGSA agencies for project planning costs and fund a portion of the Project construction costs.

3. USBR – Title XVI Grant: The Project team submitted an application for a $7,025,643 grant on April 22, 2021. The Administration’s recent increase in funding for the drought stricken western states, along with an enhanced grant application, should improve our chances of receiving this grant. USBR has recommended a $1,700,000 grant to help fund design, permitting, and pilot testing activities.

4. The Replenish Big Bear Team had a Zoom Meeting with Congressman Obernolte on April 20, 2021. The Congressman informed us that he would be submitting Appropriations Applications and would like to include the Replenish Big Bear Project.

The team submitted an application to the Congressman on April 22, 2021. Congressman Obernolte informed BBARWA that Congress has awarded the Replenish Big Bear Project $960,000. Additional funding opportunities will be available next fiscal year.

5. On November 19, 2021, The Replenish Big Bear Team submitted a $50,000,000 DWR grant application for consideration. DWR staff has stated that they are open to awarding partial funding for projects and encouraged us to request the full amount.

Replenish Big Bear was not recommended for this funding. DWR informed the Replenish Big Bear Team that additional funding is now available, and they are reevaluating our current application.

6. USBR – Title XVI Grant-Phase II: The Project team submitted an application for a $8,267,112 grant on March 11, 2022. BBARWA has been recommended for this funding.

7. The Replenish Big Bear Team had a Meeting with Congressman Obernolte regarding a possible 2022 Appropriation Application. The Congressman informed us that he would be submitting Appropriations Applications and would like to again include the Replenish Big Bear Project. The team submitted an application to the Congressman in May 2022. This request has been included in the Federal Budget.

8. On June 13, 2024, Replenish Big Bear was recommended for another $9,052,543 in funding through the Title XVI grant program.

General Manager’s Report
August 5, 2025

Replenish Big Bear Grant Summary:

Grant Amount Status
DCI Technical Assistance $500,000 Awarded and Fully Funded IRWM Prop 1, Round 1 $4,563,338 Awarded, In Process
2021 Title XVI $1,600,000 Awarded, In Process
2022 EPA STAG $960,000 CEQA and NEPA must be completed
prior to an Award
2022 Title XVI $8,267,112 Recommended for Funding
2023 EPA STAG $1,000,000 CEQA and NEPA must be completed prior to an Award
2024 EPA STAG $1,000,000 Recommended for Funding
2024 Title XVI $9,052,543 Recommended for Funding
Total $26,942,993
SAWPA Santa Ana River Watershed Weather Modification Pilot Program (No Change):

On November 23, 2021, the Santa Ana Watershed Project Authority (SAWPA) provided a presentation to the Board on the Santa Ana River Watershed Weather Modification Pilot Program (Program). The Board requested staff investigate the Program and bring it back to the Board. On January 25, 2022, the Board approved financial support for the Program in the amount of $3,000 annually for four years.

On October 13, 2022, we received the following update from SAWPA: “Unfortunately with the timing of CEQA completion for the project in June and securing an operations contractor in early August, we were unable to get the pilot project operations contractor on board in sufficient time to make the Nov. 2022 seeding start date, particularly with the need to execute 10 separate local seeding site operator agreements in the watershed. Consequently, the pilot project was postponed to start seeding to November 2023. In some ways, the delay works better for our efforts to secure 50% grant funding from the State as well since this grant funding would not be available from the State until late 2023.”
On August 16, 2023, participating partners received the attached update. The highlights are as follows:

1. The project received $861,400 in Prop. 1 grant funding from DWR.

2. Biological Surveys are underway.

3. Equipment Set-Up is scheduled for September/October 2023

4. 1st Year Operation Period November 15, 2023 – April 15, 2023

5. 1st Year Pilot Report June 1, 2023
On November 15, 2023, SAWPA announced that the Program went live on that day and will continue through April 2027. For more information, visit the weather modification webpage at https://sawpa.gov/santa-ana-river-watershed-weather-modification/. SAWPA also established an email address, [email protected], for public inquiries regarding the Program.

General Manager’s Report
August 5, 2025

Board members attended a SAWPA presentation and tour of the Weather Modification Pilot Program on Tuesday, April 9, 2024.

Bear Valley Basin Groundwater Sustainability Agency: (No Change) On June 17, the BVBGSA had a Board Meeting. The primary purpose of the meeting was to adopt the Fiscal Year 2026 Budget. David Lawrence provided an update on Replenish Big Bear to the Board noting that the CEQA document was certified in February 2025 and additional biological work is ongoing. The NEPA document was approved by the EPA to facilitate grants and the WIFIA loan. The project is awaiting design completion, expected by late 2026, and a preliminary design report will be presented to the board in August. He also discussed new brine minimization technology that could significantly reduce the size of evaporation ponds.

Financial advisors are working on securing a loan, which is necessary for bidding the Replenish Project but doesn't require immediate disbursement. The Project cost remains at $86.7 million, not including getting water up to Sand Canyon or the Erwin Lake area for recharge. David mentioned that they have collected about $27 million in grants and submitted applications for additional funding. The team has also received reimbursement from a state grant, after a delay due to a submission issue.

David discussed the 5-year sewer fee schedule approved by the BBARWA board in March 2025, including projected collections for 2026-2030. BBARWA is moving forward with the WIFIA loan, which will likely be presented to the board in August. BBARWA Board members and BBARWA staff discussed the possibility of splitting off certain portions of the project to comply with the BABA requirement, if a waiver is not granted.

David discussed the adjustment of rate schedules for the project, noting that they can be modified in the last two years to align with actual bids received, operational costs, and debt service.

The Replenish Team has been active with community outreach efforts, including school functions and booth events, as well as website updates and a quarterly newsletter.

Technical Review Team (TRT) Committee: (No Change)
On June 12, 2025, the Technical Review Team Committee met to review and discuss the Bear Valley Basin water resources. The TRT Committee consisted of CSD and DWP Board Members John Russo, Bob Tarras, and Joe Cylwik, CSD and DWP General Managers Glenn Jacklin and Reggie Lamson, CSD and DWP Water Superintendents Jerry Griffith and Jason Hall, DWP Chief Financial Officer Nathan Statham, DWP Production Supervisor Ben Berge, DWP Water Conservation & Communications Supervisor, Bennett Rossell, DWP District Engineer, Daniel Baguyo and Tom Harder, Hydrogeologist with Thomas Harder & Co. Ground Water Consulting.

The TRT Committee reviewed and discussed well water hydrographs, groundwater production history, and annual precipitation records. The theme of the review was that the Bear Valley Basin groundwater levels are stable, and the slant wells and spring boxes are running well throughout the Valley.

General Manager’s Report
August 5, 2025

The Committee recommended continuing with existing water conservation practices and enforcing no outdoor watering during the July 4th weekend.

Department of Water, City of Big Bear Lake
41972 Garstin Drive, P.O. Box 1929 · Big Bear Lake, CA 92315-1929 · Phone 909/866-5050 · Fax 909/866-3184 · www.BBLDWP.com This institution is an equal opportunity provider and employer.

DEPARTMENT OF WATER
Service, Quality, Community
DATE: August 5, 2025
TO: Erik Sund, City Manager
FROM: Reginald A. Lamson, DWP General Manager
RE: DWP Monthly Update – June 2025

SERVICE DELIVERY
Water services that were provided June 1, 2025 to June 30, 2025:
16,033 Connections provided with water service
446 Field service calls completed
3 Main leaks repaired
6 Main leaks year-to-date 2025 5 Main leaks year-to-date 2024 9 Service leaks repaired
26 Service leaks year-to-date 2025 19 Service leaks year-to-date 2024

64.97 Million gallons produced by wells
$891,787 Processed in billings
8,785 Accounts processed in billings
4,666 Number of customers on E-bill
92 New Accounts (including tenant turnover)

7.025 Equivalent Dwelling Units (EDU) added to the water system $1,017,867 Total Gross receipts processed
BOARD MEETINGS:

The following was approved by the Board of Water and Power Commissioners at a Regular Board Meeting on June 24, 2025:
• The Board authorized staff to execute Amendment No. 1 to extend the on-call service agreement with Tom Dodson to June 30, 2026.
• The Board authorized staff to execute Amendment No. 1 to extend the on-call service agreement with Tom Harder to June 30, 2026.
• The Board authorized staff to execute Amendment No. 1 to extend the on-call service agreement with WSC to June 30, 2026.
• The Board authorized staff to execute Amendment No. 10 to extend the Capital Improvement Plan Engineering Design and Construction Services Agreement with WSC to June 30, 2026. • The Board approved Change Order No. 4 to the Paso Robles Tank, Inc. contract for the Wolf Reservoir Replacement Project in the amount of $32,852.56
Visit Big Bear Monthly Report
The Visit Big Bear Board of Directors held its regular monthly meeting on June 26, 2025, at the Big Bear Visitors Center and via Zoom. President Loren Hafen called the meeting to order at 8:00 a.m. and led the Pledge of Allegiance. Board members present included Christie Brewster, Nick Cargill, Danielle Goldsmith, Loren Hafen, Nick Lanza, and Clayton Shoemaker. VBB staff and members of the public were also in attendance both in person and online. One board member, Frank Caruso, was absent.

During the public comment period, the Board heard a wide range of passionate feedback regarding the impact of July 4th fireworks on the local bald eagle population. An equal split of public opinion emerged—roughly 50% in support of continuing the fireworks and 50% urging cancellation in favor of more ecofriendly alternatives. Notably, the Big Bear eagle population has garnered over

1.1 million followers online, and a Change.org petition to stop the fireworks gained 10,000 signatures in less than 30 hours. Suggestions from the public included creating a Bald Eagle Festival, transitioning to drone shows, and leveraging the eagles’ online popularity to boost sustainable tourism. No vote was taken, but the Board committed to continued dialogue and consideration of all feedback.

The meeting continued with the approval of the May 29, 2025, Board meeting minutes, followed by a comprehensive presentation by students from Cal Poly’s Experience Industry Management (EIM) program. The students shared findings from their March 2025 destination audit of Big Bear, which included more than 15 businesses across recreation, dining, lodging, and retail sectors. The audit praised Big Bear for its cohesive branding, recreational diversity, and the helpfulness of Visitor Center staff. However, the audit also identified areas needing improvement, including outdated signage, inconsistent digital branding, and a lack of offerings for visitors under age 21. Recommendations included enhanced website content, expanded pedestrian and bike infrastructure, better alignment of local business practices with Visit Big Bear’s core values, and further promotion of the Care for Big Bear sustainability initiative. The students delivered a full report, accompanying video materials, and social media deliverables. An ongoing partnership between Cal Poly EIM and Visit Big Bear is expected to continue for future evaluations.

Karla Reed presented topline analytics, highlighting a significant spike in social media engagement between May 30 and June 6, largely driven by a viral video of an eaglet fledging that reached 500,000 views. Website traffic was down both year-over-year and month-over-month due to a pause in paid digital advertising, as the organization transitions focus on organic engagement and driving revenue through the booking engine. Additionally, new Google algorithm changes (notably Gemini and SGE) are shifting search rankings in favor of direct business listings and visual content, prompting the marketing team to reevaluate Visit Big Bear’s SEO strategy.

Damien Navarro provided public relations, marketing, and events updates, noting a sharp strategic pivot away from paid media in favor of organic and creator-driven content. The paid media budget was reduced from $1.3 million to $400,000. Despite this shift, the results have been impressive: Visit Big Bear’s PR and influencer campaigns generated 2 billion impressions and $264 million in media value for the film festival initiative; 606 million impressions and $68 million in value for the July 4th fireworks promotion; and 440 million impressions and $44 million in value across key seasonal events. Event attendance increased by 10–30% year-over-year, with major events like “Fishin’ for $50K” selling out.

New post-event surveys have been launched to capture feedback and improve future programming.

The next Event and Marketing Committee meetings are scheduled for July 23, 2025, at 8:00 a.m. and 10:00 a.m., respectively. The next Regular Board of Directors meeting will take place on July 24, 2025, at 8:00 a.m.

The meeting adjourned at 10:58 a.m.

July 2025 Vacation Rental Compliance Report Summary
July 2025 Summary of Service Calls Number % Of Total
Vacation Rental Advertising without a License 2 3%
Vacation Rental Renting without a License 1 1%
Vacation Rental Noise/Party 25 34%
Vacation Rental Parking on Street or Yard 11 15%
Vacation Rental Parking too many cars 9 12%
Vacation Rental Spa after 10pm 2 3%
Vacation Rental No Exterior Sign 1 1%
Vacation Rental Trash Stored on Property 4 5%
Vacation Rental Over Occupancy 3 4%
Vacation Rental Fire Burning in Backyard 2 3%
Miscellaneous Issues 11 15%
Residential Parking Standards 1 1%
Construction 0 0%
Trash Cans Left on Property 1 1%
Total Amount of Service Calls 73 100%
July 2025 Call Summary
Resident Initiated Service Calls 51
City Initiated Service Calls 22
Total Amount of Service Calls 73
July 2025 Disposition of Service Calls Number % Of Total No Violation Observed by Officer/No Issue 26 36%
Issued Verbal Warning 13 18%
Issued Written Warning 7 10%
Issued Citation 20 27%
Issues Resolved Without Warning 7 10%
Out of Jurisdiction 0 0%
Issued NOV 0 0%
Referred to Outside Agency 0 0%
No Disposition To Date 0 0%
Total Vacation Rental Service Calls 73 100%
July 2025 Citation Recipients Number % Of Total
Owner 2 10%
Guest 17 85%
Agent 1 5%
Total Citations 20 100%
Total Citation Fines & Penalties $14,000
34%
1%
12%
15%
15%
1%
3%
1%
3%
5%
4%
3% 1%
Vacation Rental
Noise/Party
Vacation Rental No
Exterior Sign
Vacation Rental parking
too many cars
Vacation Rental Parking
on Street or Yard
Miscellaneous
Trash Can Left Out/Trash
on Property
Vacation Rental
Advertising without a
License
Residential Parking
Standards
Vacation Rental Spa after
10pm
Vacation Rental Trash
Stored at Vacant Property
Vacation Rental Over
Occupancy
Vacation Rental Fire
Burning
Vacation Rental - Renting
without a License
Percentage of Service Calls
36%
27%
18%
10% 10%
No Violation Observed
by Officer/No Issue
Issued Citation Issued Verbal Warning Issued Written Warning Issues Resolved Without Warning
Disposition of Service Calls
1 51
22 20

RESIDENT INITIATED SERVICE CALLS CITY INITIATED SERVICE CALLS CITATIONS ISSUED Call Summary