TOWN OF MAMMOTH LAKES
Notes to Financial Statements
June 30, 2021
48 Deferred Outflows/Inflows of Resources Related to Pensions The Town reported deferred outflows of resources and deferred inflows of resources related to this pension plan from the following sources:
Deferred Outflows Deferred Inflows
of Resources of Resources
Pension contributions subsequent to the measurement date $ - $ - Difference between economic/demographic gains or
losses and assumption changes or inputs - -
Differences between projected and actual earnings - 226,963 Changes in proportion and differences between Town
contributions and proportionate share of contributions - - $ - $ 226,963
Recognition of Deferred Outflows and Inflows of Resources in Future Pension Expense as follows:
Year Ended
June 30,
2022 $ (52,530)
2023 (53,012)
2024 (54,254)
2025 (67,167)
2026 -
thereafter -
$ (226,963)
Note 14 - Risk Management
The Town is a member of the California Joint Powers Insurance Authority (Authority). The Authority is composed of 116 California public entities and is organized under a joint powers agreement pursuant to California Government Code Section 6500. The purpose of the Authority is to arrange and administer programs for the pooling of self-insured losses, to purchase excess insurance or reinsurance, and to arrange for group purchased insurance for property and other lines of coverage. The California JPIA began covering claims of its members in 1978. Each member government has an elected official as its representative on the Board of Directors. The Board operates through a nine-member Executive Committee. Each member pays an annual contribution at the beginning of the coverage period. The total funding requirement for primary self-insurance programs is based on an actuarial analysis. Costs are allocated to individual agencies based on payroll and claims history, relative to other members of the risk-sharing pool. Liability claims are pooled separately between police and general government exposures. Workers Compensation claims are pooled separately between public safety (police and fire) and general government exposures.
The Town participates in the pollution legal liability insurance program which is available through the Authority. The policy covers sudden and gradual pollution of scheduled property, streets, and storm drains owned by the Town. The Town participates in the all-risk property insurance protection program of the Authority. This insurance protection is underwritten by several insurance companies. The Town purchases earthquake and flood insurance on a portion of its property. The earthquake insurance is part
TOWN OF MAMMOTH LAKES
Notes to Financial Statements
June 30, 2021
49 of the property protection insurance program of the Authority. The Town purchases crime insurance coverage and fidelity coverage through the Authority. The Town further protects against liability damages by requiring tenant users of certain property to purchase low-cost tenant user liability insurance for certain activities on Town property. The insurance premium is paid by the tenant user and is paid to the Town according to a schedule. The Town then pays for the insurance. The insurance is facilitated by the Authority.
Note 15 - Subsequent Events
The management of the Town has reviewed the results of operations for the period from its fiscal year end June 30, 2021 through November 16, 2021, the date the financial statements were available to be issued in “draft” form, and have determined that no adjustments are necessary to the amounts reported in the accompanying financial statements nor have any subsequent events occurred, the nature of which would require disclosure.
Note 16 - New Pronouncements
The Governmental Accounting Standards Board (GASB) has released the following new pronouncements, which can be read in their entirety at http://www.gasb.org In January 2020, GASB issued Statement No. 92 – Omnibus 2020. This Statement addresses practice issues that have been identified during implementation and application of certain GASB Statements.
This Statement addresses a variety of topics including issues related to leases, fiduciary activities, measurement of liabilities (and assets, if any) related to asset retirement obligations (AROs) in a government acquisition, reporting by public entity risk pools for amounts that are recoverable from reinsurers or excess insurers, reference to nonrecurring fair value measurements of assets or liabilities in authoritative literature and terminology used to refer to derivative instruments.
In March 2020, GASB issued Statement No. 94 – Public-Private and Public-Public Partnerships and Availability Payment Arrangements. A public-private and public-public partnership arrangement (PPP) is an arrangement in which a government (the transferor) contracts with an operator (a governmental or nongovernmental entity) to provide public services by conveying control of the right to operate or use a nonfinancial asset, such as infrastructure or other capital asset (the underlying PPP asset), for a period of time in an exchange or exchange-like transaction. This statement addresses issues related to PPPs.
PPPs that meet the definition of a lease apply the guidance in Statement No. 87, Leases, as amended.
This Statement provides accounting and financial reporting requirements for all other PPPs: those that either (1) meet the definition of a service concession arrangement (SCA) or (2) are not within the scope of Statement 87, as amended (as clarified by this Statement).
This Statement also provides guidance for accounting and financial reporting for availability payment arrangements (APAs), which are defined in this Statement as an arrangement in which a government compensates an operator for services that may include designing, constructing, financing, maintaining, or operating an underlying nonfinancial asset for a period of time in an exchange or exchange-like transaction. The requirements of this Statement are effective for fiscal years beginning after June 15, 2022, and all reporting periods thereafter. Early application is encouraged. PPPs should be recognized and measured using the facts and circumstances that exist at the beginning of the period of implementation (or if applicable to earlier periods, the beginning of the earliest period restated).
TOWN OF MAMMOTH LAKES
Notes to Financial Statements
June 30, 2021
50 In May 2020, GASB issued Statement No. 95 – Postponement of the Effective Dates of Certain Authority Guidance, which was effective immediately. This Statement provided temporary relief to governments and other stakeholders in light of the COVID-19 pandemic and postponed the effective dates of certain provisions in Statements and Implementation Guides that first became effective or are scheduled to become effective for periods beginning after June 15, 2018, and later.
In June 2020, GASB issued Statement No. 97 – Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans—an amendment of GASB Statements No. 14 and No. 84, and a supersession of GASB Statement No. 32.
Paragraphs 4 and 5 are applicable to fiscal year 2019-2020. This Statement requires that for purposes of determining whether a primary government is financially accountable for a potential component unit, except for a potential component unit that is a defined contribution pension plan, a defined contribution OPEB plan, or another employee benefit plan (for example, certain Section 457 plans), the absence of a governing board should be treated the same as the appointment of a voting majority of a governing board if the primary government performs the duties that a governing board typically would perform. This Statement also requires that the financial burden criterion in paragraph 7 of Statement No. 84, Fiduciary Activities, be applicable to only defined benefit pension plans and defined benefit OPEB plans that are administered through trusts that meet the criteria in paragraph 3 of Statement No. 67, Financial Reporting for Pension Plans, or paragraph 3 of Statement No. 74, Financial Reporting for Postemployment Benefit Plans Other Than Pension Plans, respectively.
Note 17 - Fund Balance Designations Section of the Balance Sheet Major Nonmajor
General Governmental Governmental
Fund Balances Fund Funds Funds Total
Nonspendable $ - $ - $ - $ -
Restricted for:
Capital Projects - 12,685,938 - 12,685,938
Tourism Business Imp. District - 28,513 - 28,513
Housing & Community Dev. - 2,411,212 - 2,411,212
Gasoline tax - streets/sidewalks - 2,766,307 2,766,307
DIF capital projects - - 1,369,227 1,369,227
Solid Waste fund projects - - 1,042,168 1,042,168
Measure R projects - - 1,548,241 1,548,241
Measure U projects - - 2,215,583 2,215,583
Total restricted fund balances - 17,891,970 6,175,219 24,067,189 Committed:
GF-Economic Uncertainty reserve 4,900,000 - - 4,900,000 GF-Housing reserve 1,798,763 - - 1,798,763
GF-Tourism reserve 2,644,496 - - 2,644,496
GF-Transit reserve 1,451,499 - - 1,451,499
Debt service obligations - - 2,012,917 2,012,917
Total committed fund balances 10,794,758 - 2,012,917 12,807,675 GF-Compensated absences reserve 534,041 - - 534,041
3,263,437 - (17,191) 3,246,246
Total Fund Balances $ 14,592,236 $ 17,891,970 $ 8,170,945 $ 40,655,151 Unassigned
TOWN OF MAMMOTH LAKES
Notes to Financial Statements
Assigned:
June 30, 2021
51 Page 142 of 318
REQUIRED SUPPLEMENTARY INFORMATION
(unaudited)
52 TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Cost-Sharing Multiple-Employer Defined Benefit Pension Plan Year Ended June 30, 2021
Schedule of Proportionate Share of the Net Pension Liability The proportion (percentage) of the collective net pension liability represents the Town’s share of both cost-sharing plan assets (the miscellaneous and safety plans) offset against the actuarial determined collective pension liability.
The proportionate share (dollar amount) of the collective net pension liability represents the Town’s share of both cost-sharing plan assets offset against the actuarial determined collective pension liability.
The employer’s covered-employee payroll represents the payroll of employees that are provided with pensions through the applicable miscellaneous or safety pension plan.
Schedule of Contributions
The employer’s contributions to the plans are actuarially determined or based on statutory or contractual requirements which comprise the following: (1) the agent employer’s actuarially determined contribution to the pension plan (its statutorily/contractually required contribution), (2) the employer’s actual contributions, the difference between the actual and actuarially determined contributions (its statutorily/contractually required contributions), and (3) a ratio of the actual contributions divided by covered-employee payroll.
Schedule of the Town's Proportionate
Share of the Plan's Net Position Liability: 2020 2019 2018 2017 2016 2015 2014 Town's proportion of the net
pension liability 0.2121% 0.2140% 0.2163% 0.2144% 0.2200% 0.2314% 0.2170% Town's proportionate share of the
net pension liability $ 23,071,697 $ 21,932,805 $ 20,842,273 $ 21,259,879 $ 19,039,905 $ 15,881,436 $ 13,498,217 Town's covered-employee payroll ** $ 5,862,517 $ 5,620,984 $ 5,296,220 $ 4,927,404 $ 4,617,105 $ 4,845,793 $ 4,630,308 Town's proportionate share of the
net pension liability as a percentage
of its covered-employee payroll 393.55% 390.20% 393.53% 431.46% 412.38% 327.74% 291.50% Plan fiduciary net position as a
percentage of the total pension liability 75.10% 75.26% 75.26% 73.31% 74.06% 78.40% 79.80% Schedule of the Town's Contributions 2021 2020 2019 2018 2017 2016 2015 Contractually required employer
contribution $ 2,698,794 $ 2,294,971 $ 2,125,168 $ 1,886,543 $ 1,773,473 $ 1,595,253 $ 1,132,342 Contributions in relation to the
contractually required employer
contribution $ 2,698,794 $ 2,294,971 $ 2,125,168 $ 1,886,543 $ 1,773,473 $ 1,595,253 $ 1,132,342 Contribution deficiency (excess) $ - $ - $ - $ - $ - $ - $ - Town's covered-employee payroll *** $ 6,701,933 $ 5,862,517 $ 5,620,984 $ 5,296,220 $ 4,927,404 $ 4,617,105 $ 4,845,793 Contributions as a percentage of
covered-employee payroll 40.27% 39.15% 37.81% 35.62% 35.99% 34.55% 23.37% ** for the measurement date fiscal year
*** for the fiscal year ending on the date shown
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Cost-Sharing Multiple-Employer Defined Benefit Pension Plan Last Seven Fiscal Years*
* Fiscal year 2015 was the first year of implementation, therefore only seven years are shown Fiscal Year Ending June 30:
Measurement Date - Fiscal Year Ending:
54 TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Single Employer Defined Benefit Pension Plan
Year Ended June 30, 2021
Schedule of Changes in the Net Pension Liability and Related Ratios The beginning and ending balances of the total pension liability, the plan fiduciary net position available for pension benefits, and the net pension liability, as well as the change in those amounts during the year are presented on the following page.
Total pension liability, plan fiduciary net position, net pension liability, a ratio of plan net position divided by the total pension liability, payroll amount for current employees in the plan (covered-employee payroll), and a ratio of the net pension liability divided by covered-employee payroll are also presented.
Schedule of Contributions
When an employer’s contributions to the plan are actuarially determined or based on statutory or contractual requirements: the employer’s actuarially determined contribution to the pension plan (or, if applicable, its statutorily or contractually required contribution), the employer’s actual contributions, the difference between the actual and actuarially determined contributions (or statutorily or contractually required), and a ratio of the actual contributions divided by covered-employee payroll are required to be presented.
Schedule of Changes in the Net Pension
Liability and Related Ratios 2021 2020 2019 2018 2017 2016 Total Pension Liability
Service Cost $ 2,462 $ 2,462 $ - $ - $ - $ -
Interest on total pension liability 134,652 134,166 137,832 134,711 132,879 124,394 Differences - expected/actual experience 26,940 - (97,782) 61,461 54,634 - Change of assumptions 65,932 - 25,909 118,450 38,254 -
Changes in benefit terms - - - - - -
Benefit payments (130,440) (127,882) (121,755) (113,479) (100,131) (92,141) Net change in total pension liability 99,546 8,746 (55,796) 201,143 125,636 32,253 Total pension liability - beginning 2,134,324 2,125,578 2,181,374 1,980,231 1,854,595 1,822,342 Total pension liability - end of year $ 2,233,870 $ 2,134,324 $ 2,125,578 $ 2,181,374 $ 1,980,231 $ 1,854,595 Plan Fiduciary Net Position (plan assets)
Contributions - employer (current year) $ 43,006 $ 38,821 $ 35,084 $ 42,826 $ 26,458 $ 54,775 Other additions - - 33,398 - - -
Net investment income 462,928 64,573 119,296 186,638 18,860 41,942 Benefit payments (130,440) (127,882) (121,755) (113,280) (99,751) (100,071) Administrative expenses (8,478) (8,169) (8,088) (8,060) (8,056) - Net change in plan fiduciary net position 367,016 (32,657) 57,935 108,124 (62,489) (3,354) Plan fiduciary net position - beginning 2,002,713 2,035,370 1,977,435 1,869,311 1,931,800 1,935,154 Plan fiduciary net position - end of year $ 2,369,729 $ 2,002,713 $ 2,035,370 $ 1,977,435 $ 1,869,311 $ 1,931,800 Net Pension Liability (overfunding) $ (135,859) $ 131,611 $ 90,208 $ 203,939 $ 110,920 $ (77,205) Plan fiduciary net position as a percentage
of the total pension liability 106.08% 93.83% 95.76% 93.28% 94.40% 104.16% Covered employee payroll $ 250,623 $ 274,724 $ 297,013 $ 808,659 $ 785,106 $ 1,239,392 Net pension liability as percentage of
covered employee payroll -54.21% 47.91% 30.37% 25.22% 14.13% -6.23% Schedule of Town Contributions
Actuarially determined employer contributions $ 27,840 $ 50,645 $ 50,645 $ 3,010 $ 6,555 $ 10,369 Actual employer contributions 43,006 38,821 35,084 42,826 26,458 54,775 Contribution excess (deficiency) $ 15,166 $ (11,824) $ (15,561) $ 39,816 $ 19,903 $ 44,406 Town's covered-employee payroll $ 250,623 $ 274,724 $ 297,013 $ 808,659 $ 785,106 $ 1,239,392 Contributions as a percentage of
covered-employee payroll -17.16% -14.13% -11.81% -5.30% -3.37% -4.42% *The most recent pension plan report was completed with fiscal year 6/30/2021 valuation data.
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Single Employer Defined Benefit Pension Plan
Last Six Fiscal Years*
Measurement Date - Fiscal Year Ending June 30
2021 2020 2019 2018
Measurement Date - Fiscal Year Ending June 30: 2020 2019 2018 2017 Total OPEB Liability
Service cost $ 107,427 $ 151,476 $ 148,580 $ 167,398
Interest on the total OPEB liability 96,291 163,159 157,363 137,748 Changes of benefit terms - - - -
Differences between expected
and actual experience (1,360) (1,669,385) - -
Changes of assumptions 205,888 (277,785) (25,531) (358,937) Contribution from the employer - (190,668) (182,831) -
Benefit payments (133,047) - - (178,946)
Net Change in Total OPEB Liability 275,199 (1,823,203) 97,581 (232,737) Total OPEB Liability - beginning 2,336,654 4,159,857 4,062,276 4,295,013 Total OPEB Liability - end of year $ 2,611,853 $ 2,336,654 $ 4,159,857 $ 4,062,276 Plan Fiduciary Net Position
Contributions - employer $ 133,047 $ 190,668 $ 182,831 $ 178,946 Net investment income 18,762 25,184 21,380 30,084
Benefit payments (133,047) (190,668) (182,831) (178,946) Administrative expense (4,939) (4,712) (4,859) (4,865)
Net Change in Plan Fiduciary Net Position 13,823 20,472 16,521 25,219 Plan Fiduciary Net Position - beginning 399,367 378,895 362,374 337,155 Plan Fiduciary Net Position - end of year $ 413,190 $ 399,367 $ 378,895 $ 362,374 Net OPEB Liability $ 2,198,663 $ 1,937,287 $ 3,780,962 $ 3,699,902 Town's covered-employee payroll $ 6,710,147 $ 6,818,242 $ 5,679,402 $ 4,742,733 covered-employee payroll 33% 28% 67% 78%
* Fiscal year 2018 was the first year of implementation, therefore only four years are shown Contributions as a percentage of
For Reporting at Fiscal Year Ending June 30:
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Schedule of Changes in Net OPEB Liability and Related Ratios Last Four Fiscal Years*
Schedule of Changes in Net OPEB Liability and Related Ratios
57 TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Note to Budgetary Comparison Information
Year Ended June 30, 2021
The Town follows these procedures in establishing the budgetary data reflected in the financial statements:
• Prior to the close of each fiscal year, the Town Manager submits to the Town Council a proposed operating budget for the fiscal year commencing the following July 1. The operating budget includes proposed revenue and expenditures.
• Public hearings are conducted at Town Council meetings to obtain taxpayer comments prior to adoption of the budget in June.
• Prior to July 1, the budget is legally adopted for all governmental fund types through a Council approved budget.
• The Town Manager is authorized to transfer budget amounts within and between funds as deemed desirable and necessary in order to meet the Town’s needs; however, revisions that alter the total expenditures must be approved by the Town Council. Formal budgetary integration is employed as a management control device during the year for the governmental type funds. • Budgets for the governmental type funds are adopted on a basis consistent with generally accepted accounting principles. Budgeted amounts presented are as originally adopted and as further amended by the Town Council.
Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Property taxes $ 4,359,200 $ 4,359,200 $ 4,572,245 $ 213,045 Sales tax 2,100,000 2,100,000 2,513,299 413,299
Transient Occupancy tax 16,921,000 16,921,000 16,945,645 24,645 Business tax 495,000 495,000 527,862 32,862
Franchise fees 937,000 937,000 984,344 47,344
License and permits 951,000 951,000 957,810 6,810
Fees and charges 732,262 732,262 661,569 (70,693)
Fines and forfeitures 147,000 147,000 146,028 (972)
Federal grants 25,000 25,000 - (25,000)
State grants 159,000 159,000 320,360 161,360
State shared revenue - - 6,039 6,039
Other grants 63,952 63,952 63,680 (272)
Use of money and property 142,500 142,500 140,473 (2,027) Refunds and reimbursements 14,700 14,700 20,979 6,279
Transfers in from other funds 802,000 802,000 623,000 (179,000) Amounts Available for Appropriation 27,849,614 27,849,614 28,483,333 633,719 Charges to Appropriations (Outflow)
Town Council 131,389 131,389 124,737 6,652
Legal Services 318,000 318,000 184,795 133,205
Town Manager 547,822 547,822 509,160 38,662
Town Clerk 324,353 324,353 314,965 9,388
Finance 1,237,579 1,237,579 1,161,180 76,399
General Services 1,404,526 1,404,526 1,318,118 86,408
Human Resources 354,733 354,733 341,290 13,443
Information Systems 1,048,895 1,048,895 549,065 499,830 Police Services 4,764,809 4,764,809 4,873,572 (108,763) Wildlife Management 8,215 8,215 7,681 534
Recreation Programs 566,321 566,321 574,626 (8,305)
Whitmore Pool & Recreation area 188,552 188,552 209,019 (20,467) Parks, Buildings & Trails Maint 662,472 662,472 645,952 16,520 Planning Division 1,020,647 1,020,647 975,956 44,691
Building Division 541,181 541,181 541,755 (574)
Code Compliance 104,631 104,631 109,078 (4,447)
Housing Programs & Planning 1,013,753 1,013,753 678,308 335,445 Engineering, Public Works & Admin 477,656 477,656 478,773 (1,117) Facilities Maintenance 330,363 330,363 130,477 199,886
Transit Services 976,979 976,979 923,219 53,760
Tourism & Business Development 2,132,600 2,132,600 2,054,336 78,264 Transfers out to other funds 9,454,681 9,454,681 9,264,681 190,000 Total Charges to Appropriations 27,610,157 27,610,157 25,970,743 1,639,414 $ 239,457 $ 239,457 $ 2,512,590 $ 2,273,133
Resources (Inflow)
Surplus (Deficit)
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Budgetary Comparison - General Fund No. 100
Year Ended June 30, 2021
Budget Amounts (unaudited)
Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Resources (Inflow)
Taxes and assessments $ - $ - $ - $ -
Licenses and permits - - - -
ATP Grant - Mammoth Creek Gap - - - -
Federal grants - - 99,989 99,989
State grants - - 203,578 203,578
Charge for services - - - -
Fines and penalties - - - -
Use of money and property - - - -
Other revenue - Refunds & Rebates - - 132,246 132,246
Transfers in from other funds 2,071,154 2,071,154 1,840,278 (230,876) Amounts Available for Appropriation 2,071,154 2,071,154 2,276,091 204,937 Charges to Appropriations (Outflow)
Capital projects - streets - - 2,843,471 (2,843,471)
Capital projects - other - - - -
Transfers out to other funds 181,080 181,080 181,080 -
Total Charges to Appropriations 181,080 181,080 3,024,551 (2,843,471) Surplus (Deficit) $ 1,890,074 $ 1,890,074 $ (748,460) $ (2,638,534)
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Budgetary Comparison - Capital Projects Fund No. 300
Year Ended June 30, 2021
Budget Amounts (unaudited)
Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Resources (Inflow) -
TBID assessment $ 3,256,200 $ 3,256,200 $ 4,449,153 $ 1,192,953 Licenses and permits - - - -
Intergovernmental - - - -
Charge for services - - - -
Fines and penalties - - - -
Use of money and property - - 1,748 1,748
Other revenue - - - -
Transfers in from other funds - - - -
Amounts Available for Appropriation 3,256,200 3,256,200 4,450,901 1,194,701 Charges to Appropriations (Outflow)
Contractual finance services - - - -
3,256,200 3,256,200 4,445,936 (1,189,736)
Transfers out to other funds - - - -
Total Charges to Appropriations 3,256,200 3,256,200 4,445,936 (1,189,736) Surplus (Deficit) $ - $ - $ 4,965 $ 4,965
Tourism, parks and recreation
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Budgetary Comparison - Tourism Business Improvement District Fund No. 218 Year Ended June 30, 2021
Budget Amounts (unaudited)
Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Resources (Inflow)
Taxes and assessments $ - $ - $ - $ -
Licenses and permits - - - -
Intergovernmental Housing grants 887,184 887,184 675,520 (211,664) Charge for services - - - -
Fines and penalties - - - -
Use of money and property - - 2,712 2,712
Other revenue - - 243,873 243,873
Transfers in from other funds 1,501,000 1,501,000 1,661,000 160,000 Amounts Available for Appropriation 2,388,184 2,388,184 2,583,105 194,921 Charges to Appropriations (Outflow)
Housing Community development 988,184 988,184 651,359 336,825 Transfers out to other funds - - - -
Total Charges to Appropriations 988,184 988,184 651,359 336,825 Surplus (Deficit) $ 1,400,000 $ 1,400,000 $ 1,931,746 $ 531,746
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Budgetary Comparison - Housing & Community Development Fund No. 245 Year Ended June 30, 2021
Budget Amounts (unaudited)
Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Resources (Inflow)
Intergovernmental $ 2,571,925 $ 2,571,925 $ 2,534,600 $ (37,325) Charge for service 47,900 47,900 48,455 555
Use of money and property - - 5,416 5,416
Other revenue 13,000 13,000 16,602 3,602
Transfers in from other funds 2,679,986 2,679,986 2,695,390 15,404 Amounts Available for Appropriation 5,312,811 5,312,811 5,300,463 (12,348) Charges to Appropriations (Outflow)
Street maintenance 4,683,997 4,683,997 3,973,819 710,178 Snow removal - - - -
Summer equipment garage - - - -
Winter equipment garage - - - -
Garage operations - - - -
Promenade maintenance - - - -
Transfers out to other funds 231,013 231,013 126,367 104,646 Total Charges to Appropriations 4,915,010 4,915,010 4,100,186 814,824 Surplus (Deficit) $ 397,801 $ 397,801 $ 1,200,277 $ 802,476
TOWN OF MAMMOTH LAKES
Required Supplementary Information (unaudited)
Budgetary Comparison - Gas Tax Fund No. 210
Year Ended June 30, 2021
Budget Amounts (unaudited)
OTHER SUPPLEMENTARY INFORMATION
63 Total
DIF DIF DIF DIF DIF DIF DIF DIF DIF DIF Public DIF Capital Admin General Law Storm Parks & MCOE Circulation MCOE Fire Facility, Airport Arts Transit Projects Overhead Facilities Enforcement Drains Recreation Library (Streets) Child Care Veh. & Eq. Improvement Program & Trails Funds Assets
Cash and investments $ 59,698 138,571$ $ 58,570 $ 114,084 $ 64,350 $ 115,825 $ 51,088 $ 158,794 254,379$ $ 14,522 $ 65,887 $ 272,548 $ 1,368,316 Receivables 31 94 39 77 43 76 (88) 107 181 122 45 184 911 Due from other funds - - - - - - - - - - - - -
- - - - - - - - - - - - -
- - - - - - - - - - - - -
$ 59,729 138,665$ $ 58,609 $ 114,161 $ 64,393 $ 115,901 $ 51,000 $ 158,901 254,560$ $ 14,644 $ 65,932 $ 272,732 $ 1,369,227 Liabilities
Payables $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Cash overdraft - - - - - - - - - - - - -
Deferred revenue - - - - - - - - - - - - -
- - - - - - - - - - - - -
Fund Balances
Special revenue funds - - - - - - - - - - - - -
Capital projects funds 59,729 138,665 58,609 114,161 64,393 115,901 51,000 158,901 254,560 14,644 65,932 272,732 1,369,227 Debt service fund - - - - - - - - - - - - -
59,729 138,665 58,609 114,161 64,393 115,901 51,000 158,901 254,560 14,644 65,932 272,732 1,369,227 Total Liabilities and
$ 59,729 138,665$ $ 58,609 $ 114,161 $ 64,393 $ 115,901 $ 51,000 $ 158,901 254,560$ $ 14,644 $ 65,932 $ 272,732 $ 1,369,227
Fund Balances
TOWN OF MAMMOTH LAKES
Combining Balance Sheet
Nonmajor Governmental Funds
June 30, 2021
Capital Projects Funds:
Notes Receivable
Restricted cash
Totals
Totals
Totals
64 Total Total Total
Solid Measure Measure Measure Drug LTC Planning Special Capital Debt Nonmajor Waste R R U Enforcement Transportation Revenue Projects Service Governmental Fund Trails Sales Tax UUT Fund & Transit Funds Funds Fund Funds Assets
Cash and investments $ 1,041,443 $ 419,211 $ 446,452 $ 2,365,669 $ 17 $ - $ 4,272,792 $ 1,368,316 $ 1,695,909 $ 7,337,017 Receivables 725 358 689,495 (148,386) - 60,927 603,119 911 - 604,030 Due from other funds - - - - - - - - - -
Notes Receivable - - - - - - - - - -
- - - - - - - - 317,008 317,008
$ 1,042,168 $ 419,569 $ 1,135,947 $ 2,217,283 $ 17 $ 60,927 $ 4,875,911 $ 1,369,227 $ 2,012,917 $ 8,258,055 Liabilities
Payables $ - $ 5,264 $ 2,011 $ 1,700 $ 17 $ 253 $ 9,245 $ - $ - $ 9,245 Cash overdraft - - - - - 77,865 77,865 - - 77,865
Deferred revenue - - - - - - - - - -
- 5,264 2,011 1,700 17 78,118 87,110 - - 87,110
Fund Balances
Special revenue funds 1,042,168 414,305 1,133,936 2,215,583 - (17,191) 4,788,801 - - 4,788,801 Capital projects funds - - - - - - - 1,369,227 - 1,369,227 Debt service fund - - - - - - - - 2,012,917 2,012,917
1,042,168 414,305 1,133,936 2,215,583 - (17,191) 4,788,801 1,369,227 2,012,917 8,170,945 Total Liabilities and
$ 1,042,168 $ 419,569 $ 1,135,947 $ 2,217,283 $ 17 $ 60,927 $ 4,875,911 $ 1,369,227 $ 2,012,917 $ 8,258,055
Totals
Totals
Totals
Fund Balances
Restricted cash
TOWN OF MAMMOTH LAKES
Combining Balance Sheet
Nonmajor Governmental Funds
June 30, 2021
Special Revenue Funds:
65 Total
DIF DIF DIF DIF DIF DIF DIF DIF DIF DIF Public DIF Capital Admin Gen. Fac. Law Storm Parks & MCOE Circulation MCOE Fire Facility, Airport Arts Transit Projects Overhead Fund Enforcement Drains Recreation Library (Streets) Child Care Veh. & Eq. Improvement Program & Trails Funds Revenue
Taxes and assessments $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Intergovernmental - - - - - - - - - - - - -
Charge for services - 45,744 9,762 39,767 45,520 25,723 12,483 37,126 89,499 - - 65,667 371,291 Use of money and property 219 571 262 465 209 497 220 697 1,043 70 319 1,176 5,748 Other revenue - - - - - - - - - - - - -
Total Revenue 219 46,315 10,024 40,232 45,729 26,220 12,703 37,823 90,542 70 319 66,843 377,039 Expenditures
Public safety - - - - - - - - - - - - -
Tourism, parks, recreation - - - - - - - - - - - - -
Community development - - - - - - - - - - - - -
Public works / streets - - - - - - - - - - - - -
- - - - - - - - - - - - -
Debt service - - - - - - - - - - - - -
Total Expenditures - - - - - - - - - - - - -
Excess Revenue over
219 46,315 10,024 40,232 45,729 26,220 12,703 37,823 90,542 70 319 66,843 377,039 Other Financing Sources (Uses)
14,851 - - - - - - - - - - - 14,851
- (1,831) (390) (1,590) (1,821) (1,029) (499) (1,485) (3,580) - - (2,626) (14,851) - - - - - - - - - - - - -
Total Other Sources 14,851 (1,831) (390) (1,590) (1,821) (1,029) (499) (1,485) (3,580) - - (2,626) - Change in Fund Balances 15,070 44,484 9,634 38,642 43,908 25,191 12,204 36,338 86,962 70 319 64,217 377,039 Fund Balances - beginning 44,659 94,181 48,975 75,519 20,485 90,710 38,796 122,563 167,598 14,574 65,613 208,515 992,188 Fund Balances - end of year $ 59,729 $ 138,665 $ 58,609 $ 114,161 64,393$ $ 115,901 $ 51,000 $ 158,901 $ 254,560 $ 14,644 $ 65,932 $ 272,732 $ 1,369,227 Proceeds from financing
Capital Projects Funds:
Transportation and transit
(under) Expenditures
Transfers in
Transfers (out)
TOWN OF MAMMOTH LAKES
Nonmajor Governmental Funds
Year Ended June 30, 2021
Combining Statement of Revenue, Expenditures, and Change in Fund Balances
66 Total Total Total
Solid Measure Measure Measure Drug LTC Planning Special Capital Debt Nonmajor Waste R R U Enforcement Transportation Revenue Project Service Governmental Fund Trails Sales Tax UUT Fund & Transit Funds Funds Fund Funds Revenue
Taxes and assessments $ - $ - $ 1,640,496 $ 856,613 $ - $ - $ 2,497,109 $ - $ - $ 2,497,109 Intergovernmental 40,336 - - - - - 40,336 - - 40,336
Charge for services 151,187 - - - - 128,110 279,297 371,291 - 650,588 Use of money and property 4,937 16,311 33,212 20,604 - - 75,064 5,748 - 80,812 75,745 29,721 - 5,000 - - 110,466 - - 110,466
Total Revenue 272,205 46,032 1,673,708 882,217 - 128,110 3,002,272 377,039 - 3,379,311 Expenditures
Public safety - - - - - - - - - -
Tourism, parks, recreation - 648,352 52,312 226,693 - - 927,357 - - 927,357 Community development 316,379 - - - - - 316,379 - - 316,379 Public works / streets - - - - - 143,962 143,962 - - 143,962 - - - - - - - - - -
Debt service - - - - - - - - 2,799,938 2,799,938
Total Expenditures 316,379 648,352 52,312 226,693 - 143,962 1,387,698 - 2,799,938 4,187,636 Excess Revenue over
(under) Expenditures (44,174) (602,320) 1,621,396 655,524 - (15,852) 1,614,574 377,039 (2,799,938) (808,325) Other Financing Sources (Uses)
- 405,000 - - - - 405,000 14,851 4,451,268 4,871,119
- - (914,441) (1,575,000) - - (2,489,441) (14,851) (700,000) (3,204,292) - - - - - - - - - -
Total Other Sources - 405,000 (914,441) (1,575,000) - - (2,084,441) - 3,751,268 1,666,827 Change in Fund Balances (44,174) (197,320) 706,955 (919,476) - (15,852) (469,867) 377,039 951,330 858,502 Fund Balances - beginning 1,086,342 611,625 426,981 3,135,059 - (1,339) 5,258,668 992,188 1,061,587 7,312,443 Fund Balances - end of year $ 1,042,168 $ 414,305 $ 1,133,936 $ 2,215,583 $ - $ (17,191) $ 4,788,801 $ 1,369,227 $ 2,012,917 $ 8,170,945
Transfers in
Transfers (out)
Proceeds from financing
TOWN OF MAMMOTH LAKES
Nonmajor Governmental Funds
Year Ended June 30, 2021
Special Revenue Funds:
Other revenue
Combining Statement of Revenue, Expenditures, and Change in Fund Balances Transportation and transit
APPENDIX A
TOWN OF MAMMOTH LAKES
California
Single Audit Report
Year Ended
June 30, 2021
1 TOWN OF MAMMOTH LAKES, CALIFORNIA
Single Audit Report
Table of Contents
Independent Auditor’s Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards........................................................2 Independent Auditor’s Report on Compliance for Each Major Federal Program; Report on Internal Control over Compliance Required by the Uniform Guidance; and Report on the Schedule of Expenditures of Federal Awards ....................................................3-4 Schedule of Expenditures of Federal Awards .......................................................................................5 Notes to the Schedule of Expenditures of Federal Awards...................................................................6 Schedule of Findings and Questioned Costs ........................................................................................7
2 MARCELLO & COMPANY
CERTIFIED PUBLIC ACCOUNTANTS
____________________________________________________________________________ 8715 Seville Circle / Granite Bay, California 95746
Independent Auditor’s Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards Honorable Mayor
Members of the Town Council
Town of Mammoth Lakes, California
We have audited, in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States, the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the Town of Mammoth Lakes, as of and for the year ended June 30, 2021, and the related notes to the financial statements, which collectively comprise the Town of Mammoth Lakes basic financial statements, and have issued our report thereon dated November 5, 2021.
Internal Control Over Financial Reporting
In planning and performing our audit of the financial statements, we considered the Town’s internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Town’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Town’s internal control.
A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.
Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.
Compliance and Other Matters
As part of obtaining reasonable assurance about whether the Town’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.
Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Town’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Town’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.
Marcello & Company
Certified Public Accountants
Sacramento, California
November 5, 2021
3 MARCELLO & COMPANY
CERTIFIED PUBLIC ACCOUNTANTS
____________________________________________________________________________ 8715 Seville Circle / Granite Bay, California 95746
Independent Auditor’s Report on Compliance for Each Major Federal Program; Report on Internal Control over Compliance Required by the Uniform Guidance; and Report on the Schedule of Expenditures of Federal Awards Honorable Mayor
Members of the Town Council
Town of Mammoth Lakes, California
Report on Compliance for Each Major Federal Program
We have audited the Town of Mammoth Lakes compliance with the types of compliance requirements described in the U.S. Office of Management and Budget (OMB) Compliance Supplement that could have a direct and material effect on each of the Town’s major federal programs for the year ended June 30, 2021. The Town’s major federal programs are identified in the summary of auditor’s results section of the accompanying schedule of findings and questioned costs.
Management’s Responsibility
Management is responsible for compliance with the federal statutes, regulations, and the terms and conditions of its federal awards applicable to its federal programs.
Auditor’s Responsibility
Our responsibility is to express an opinion on compliance for each of the major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audit of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administration Requirements, Cost Principles, and the Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Town’s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion on compliance for each major federal program. However, our audit does not provide a legal determination of the Town’s compliance.
Opinion on Each Major Federal Program
In our opinion, the Town complied, in all material respects, with the types of compliance requirements referred to above that could have a direct and material effect on each of its major federal programs for the year ended June 30, 2021.
Report on Internal Control over Compliance
Management of the Town is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audit of compliance, we considered the Town’s internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing an opinion on compliance, for each major program and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Town’s internal control over compliance.
4 Honorable Mayor
Members of the Town Council
Town of Mammoth Lakes, California
A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis.
A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance.
Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over compliance that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.
Purpose of this Report
The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance.
Accordingly, this report is not suitable for any other purpose.
Report on the Schedule of Expenditures of Federal Awards Required by the Uniform Guidance We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the Town of Mammoth Lakes as of and for the year ended June 30, 2021, and the related notes to the financial statements, which collectively comprise the Town of Mammoth Lakes’ basic financial statements. We issued our report thereon dated November 5, 2021, which contained unmodified opinions on those financial statements. Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise the basic financial statements. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the Uniform Guidance and is not a required part of the basic financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole.
Marcello & Company
Certified Public Accountants
Sacramento, California
November 5, 2021
5 TOWN OF MAMMOTH LAKES, CALIFORNIA
Schedule of Expenditures of Federal Awards
Year Ended June 30, 2021
Federal
Federal Grantor/Pass-through Grantor/ CFDA Federal
Program or Cluster Title Number Expenditures
U.S. DEPARTMENT OF TRANSPORTATION (DOT)
Highway Planning & Construction (Federal-Aid Highway Program) Passed through the State of California
Lower Main Street (SR 203 PM 5.10/5.23, 5.30/5.66) Sidewalk Project CA ID #09-1600-0013 SUBTOTAL CFDA No. 20.205 $ 198,695
U.S. DEPARTMENT OF TRANSPORTATION (DOT)
Airport Improvement Program (AIP)
Direct Award: Federal Aviation Administration (FAA)
FAA Grant: AIP Project #03-06-0146-037 20.106 153
FAA Grant: AIP Project #03-06-0146-040 20.106 70,400
FAA Grant: AIP Project #03-06-0146-041 20.106 1,020,638 FAA Grant: AIP Project #03-06-0146-042 20.106 27,768
FAA Grant: AIP Project #03-06-0146-043 20.106 780,979
FAA Grant: AIP Project #03-06-0146-044 20.106 125,260
SUBTOTAL CFDA No. 20.106 $ 2,025,198
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT (HUD)
Community Development Block Grants/State’s Program
Passed through the State of California,
Department of Housing and Community Development
Community Development Block Grant (CDBG) Program
CDBG Standard Agreement #17-CDBG-12096 14.228 204,259
CDBG Standard Agreement #16-HOME-11381 14.228 191,333
SUBTOTAL CFDA No. 14.228 $ 395,592
U.S. DEPARTMENT OF AGRICULTURE
Wood Utilization Assistance
USFS Wood Innovation Grant 2017
Direct Award: U.S. Forest Service
USFS Grant 17-DG-11052021-227 10.674 $ 35,000
OFFICE OF MANAGEMENT AND BUDGET
Coronavirus Aid, Relief, and Economic Security (CARES) Act Passed through the State of California, Department of Finance 93.084 $ 957,610 Total Expenditures of Federal Awards $ 3,612,095
6 TOWN OF MAMMOTH LAKES, CALIFORNIA
Notes to the Schedule of Expenditures of Federal Awards Year Ended June 30, 2021
Note 1 - Basis of Presentation
The accompanying Schedule of Expenditures of Federal Awards (the Schedule) presents the expenditures for all federal award programs received by the Town of Mammoth Lakes, California (Town). The information on this Schedule is prepared in accordance with the requirements of Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Because the Schedule presents only a selected portion of the operations of the Town, it is not intended to and does not present the financial position or change in net position of the Town.
Note 2 - Summary of Significant Accounting Policies
The federal award expenditures reported in the Schedule are prepared from records maintained by the Town for federal funds and reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in the Uniform Guidance, wherein certain types of expenditures may or may not be allowable or are limited as to reimbursement. Negative amounts shown on the Schedule, when applicable, represent adjustments or credits made in the normal course of business to amounts reported as expenditures in prior years.
Note 3 - De Minimis Cost Rates
The Town has elected not to use the 10-percent de minimis indirect cost rate as allowed under the Uniform Guidance.
Note 4 - Pass-through
Federal awards passed through the State of California are identified on the Schedule.
Note 5 - Subrecipients
There were no subrecipients of federal awards this year.
Note 6 - Catalog of Federal Domestic Assistance Numbers The Catalog of Federal Domestic Assistance (CFDA) numbers included in the accompanying Schedule were determined based upon program name, review of grant contract information, and the Office of Management and Budget’s CFDA.
7 TOWN OF MAMMOTH LAKES, CALIFORNIA
Schedule of Findings and Questioned Costs
Year Ended June 30, 2021
SECTION I - SUMMARY OF AUDITOR'S RESULTS
1. Type of auditor’s report issued on whether the financial statements were prepared in accordance with GAAP:
Unmodified Opinion
2. Internal controls examined during the audit of the financial statements:
a. Material weaknesses identified? None disclosed
b. Significant deficiencies identified? None disclosed
3. Noncompliance material to the financial statements identified during the audit? None disclosed
4. Internal control over major programs examined during the audit of the financial statements:
a. Material weaknesses identified? None disclosed
b. Significant deficiencies identified? None disclosed
5. Type of auditor’s report issued on compliance for major programs: Unmodified Opinion
6. Any audit findings relating to major programs disclosed that are required to be reported in accordance with 2 CFR section 200.516(a)? None disclosed
7. Identification of major programs:
CFDA Number Name of Federal Program or Cluster
20.106 US Department of Transportation (DOT)
93.084 OMB CARES Act
8. Dollar threshold used to distinguish between Type A and Type B programs? $750,000
9. Auditee qualifies as a low-risk auditee? Yes
SECTION II - FINANCIAL STATEMENT FINDINGS
Current Year: None disclosed
Prior Year: None disclosed
SECTION III - MAJOR FEDERAL PROGRAMS FINDINGS AND QUESTIONED COSTS Current Year: None disclosed
Prior Year: None disclosed
1 TOWN COUNCIL STAFF REPORT
Title: Adopt Resolution of Intent to Establish an Undergrounding Utility District (UUD).
Meeting Date: March 16, 2022
Prepared by: Haislip Hayes, PE Public Works Director
RECOMMENDATION:
Staff recommends that the Town Council:
1. Conduct a public hearing regarding the adoption of a resolution of intention to establish an Underground Utility District (UUD).
2. Adopt the attached Resolution (Attachment A).
BACKGROUND:
The Town of Mammoth Lakes is actively working on a number of projects in the vicinity of Laurel Mountain Road. These projects will support the development of The Parcel and better integrate the housing project into the neighborhood. Infrastructure improvements along the northerly portion of Laurel Mountain include the addition of new storm drain, sewer lines, conduit for fiber, new pavement, curb & gutter, bike lanes, intersection safety lighting, and sidewalks along the easterly side of the road.
In late 2021, Staff was notified about changes to the Rule 20A undergrounding program administered by Southern California Edison. Rule 20A projects are paid for by all our customers and ratepayers, not just those who live in locations where facilities will be undergrounded. There was a possibility that funding set aside for the Town may expire.
Staff discussed options with SCE for potential projects and identified Laurel Mountain as a qualifying project. Advancing a project now would ensure funds did not lapse.
Additionally, Staff spoke with Mono County regarding their available funds. Mono County was not in a position to use their funding and has authorized transfer of their funds to the Town. Although the California Public Utilities Commission has recently prohibited most transfers of Rule 20A funds between jurisdictions, the CPUC did make an exception for transfers between a county and a city within the county.
ANALYSIS:
The purpose of this meeting is to hold a public hearing related to the establishment of an underground utility district as reflected in the attached Resolution (Attachment A). This resolution specifically outlines a proposed Underground Utility District No. 2022-01 as the area contiguous with Laurel Mountain Road between Main Street (SR203) and Tavern Road, inclusive of Tavern Road approximately 100’ east and west of the intersection of Laurel Mountain Road (Attachment B).
2 The formation of the proposed UUD is in the interest of public health and safety and will facilitate the removal of utility poles and overhead utility lines (depicted in red on Attachment B) to provide underground utility mainline along the corridor and new underground service to approximately five developed properties. Completion of the formation of the UUD would improve utility system reliability, enhance corridor aesthetics, and reduce utility pole conflicts with other public and private facilities. Additionally, the formation of the UUD would:
Prohibit the installation of new overhead utilities in the new UUD. Require that overhead utilities (overhead lines, poles, and associated structures) be removed within 180 days after the underground facility is complete. Increase the obligations of overhead utility providers to fund undergrounding of their telecommunication and cable infrastructure.
It is the Town’s intention that all utilities place their telecommunication and cable infrastructure underground within 30 days of SCE undergrounding its electrical facilities, therefore, the UUD has little impact until there is a utility undergrounding project or a new project that requires new utilities. The Town is actively designing new infrastructure for Laurel Mountain Road as part of State Transportation Improvement Project (STIP) and in support of The Parcel. Staff estimates it will take up to three years to complete the design and implementation of this infrastructure.
3 Utilities within the proposed UUD include Verizon/Frontier, Suddenlink, and SCE. The Town has communicated with each entity related to the proposed UUD and this public hearing. Should Town Council adopt the attached Resolution, the next step is to prepare an ordinance creating the UUD as well as establishing policies and procedures of undergrounding utilities. The ordinance to create the UUD would be reviewed and read at a subsequent public hearing. As reflected in the Resolution, the next public hearing is scheduled for April 6, 2022. For the April hearing staff will mail a copy of adopted Resolution (should Council approve) to all property owners and utilities within the proposed UUD area. The public hearing held in connection with the adoption of Resolution will also serve as one of the public hearings that is required.
FINANCIAL CONSIDERATIONS:
The staff time and minimal direct costs to the Town associated with the Rule 20A work will be covered by funds available in the Utility Undergrounding Project budget. At this time the Town has $661,260 available for the project in Rule 20A funds.
ENVIRONMENTAL CONSIDERATIONS:
The proposed action does not constitute a “project” under the California Environmental Quality Act, per the CEQA guideline definition. The undergrounding of utilities is Categorically Exempt from CEQA under §15302(d), Replacement or Reconstruction.
ATTACHMENTS:
Attachment A: Resolution
Attachment B: Map of UUD “Proposed Underground Utility District No. 2022-01” Attachment C: Notice of Public Hearing
RESOLUTION NO. 2022-
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE
OF CALIFORNIA, DECLARING ITS INTENTION TO ESTABLISH UNDERGROUND
UTILITY DISTRICT
WHEREAS, the current Town of Mammoth Lakes requires commercial property owners to underground utilities along their property frontage as a part of new building construction or as a part of building additions, which results in the incremental relocation of utilities from aerial to underground locations over a long period of time; and
WHEREAS, undergrounding utilities is in the interest of public health and safety; and WHEREAS, undergrounding utilities improves corridor aesthetics and utility system reliability; and
WHEREAS, undergrounding utilities results in fewer utility pole conflicts with driveways, landscaping, pedestrian walkways, and vehicular facilities; and WHEREAS, the Town of Mammoth Lakes is reconstructing portions of Laurel Mountain Road to include utility and pedestrian improvements; and
WHEREAS, undergrounding in this portion of Laurel Mountain Road corridor will avoid or eliminate an unusually heavy concentration of overhead utility lines; and WHEREAS, the portion of Laurel Mountain Road along which utilities will be undergrounded, is a major collector road that serves commercial and residential uses and is extensively used by the general public, and carries a heavy volume of pedestrian and vehicular traffic; and WHEREAS, the Town of Mammoth Lakes Town Council desires to establish underground utility districts in the along Laurel Mountain Road.
NOW, THEREFORE, THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES DOES RESOLVE, DETERMINE, AND ORDER AS FOLLOWS:
1. That the Town Council intends to establish Underground Utility District Number 2022-01 along the Laurel Mountain Road corridor comprised of the following area:
All of the area in the County of Mono, Town of Mammoth Lakes, encompassing the area contiguous with Laurel Mountain Road between Main Street (SR203) and Tavern Road, inclusive of Tavern Road approximately 100’ east and west of the intersection of Laurel Mountain Road. All as more particularly described on that certain map entitled “Proposed Underground Utility District No. 2022-01” on file in the office of the Town Clerk and attached hereto and incorporated herein by reference.
2. From and after the effective date of the establishment of the proposed Underground Utility District 2022-01, no person or utility shall erect or construct within Underground Utility District 2022-01 any pole, overhead lines or associated overhead structure used or useful in supplying electric, communications or similar associated services.
3. Within 180 days from the date of completion of underground facilities within Underground Utility District 2022-01 to be constructed by owners or users of aboveground utility facilities subject to a
Resolution No. 22-
utility undergrounding ordinance adopted by the Town all overhead lines and associated structures used or useful in supplying electric, communication or similar and associated services in the proposed Underground Utility District 2022-01 shall be removed, and from and after the date no person or utility shall use or maintain such facilities within the proposed Underground Utility District 2022-01.
Additional notice shall be given after the completion date has been precisely determined.
4. NOTICE IS HEREBY GIVEN that a Public Hearing shall be scheduled on April 6, 2022, at the hour of 4:00 PM, in the regular meeting place of the Town Council located at 437 Old Mammoth Road Suite Z, Mammoth Lakes, California, and is hereby fixed as the time and place when and where the Town Council shall hear all protests and receive evidence for and against the action herein proposed, and when and where the Town Council shall consider and finally determine whether the public necessity, health, and safety require the establishment of Underground Utility District 2022-01 and the removal of poles, overhead wires, and associated overhead structures, and the underground installation of wires and facilities for supplying electric, communication, and similar and associated services in Underground Utility District 2022-01 hereinabove described.
5. At the public hearing, all persons interested shall be given the opportunity to be heard. The hearing may be continued to another date and time as determined by the Town Council.
6. The Town of Mammoth Lakes Public Works Director is hereby designated as the person to answer inquiries regarding the protest proceedings, to be had herein and may be contacted during regular office hours at 437 Old Mammoth Road Suite Z, Mammoth Lakes, California or by calling 760-965- 3650 or via email [email protected].
7. The Town Clerk shall give notice of the public hearing by publishing notice of the public hearing and the Public Work Director shall mail copies of this resolution to all property owners within the proposed Underground Utility District 2022-01 as shown on the last equalized tax roll of the Town of Mammoth Lakes, and to all utilities supplying electric, communication or similar or associated services within the proposed Underground Utility District 2022-01. The mailing shall be completed at least 14 days prior to the date of the public hearing.
APPROVED AND ADOPTED THIS 16th DAY OF MARCH 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
_______________________
JAMIE GRAY, Town Clerk
NOTICE OF PUBLIC HEARING
NOTICE IS HEREBY GIVEN that the Town Council of the Town of Mammoth Lakes will conduct a public hearing on Wednesday March 16, 2022, beginning at 4:00 p.m., or as soon thereafter as the matter may be heard at the Town Council Chambers, Suite Z within the Minaret Village Shopping Center, 437 Old Mammoth Road in order to accept comments on establishing Underground Utility District No. 2022-01 of the Town of Mammoth Lakes, County of Mono, State of California.
The Town Council will consider adopting a resolution to declare its intention to establish an undergrounding utility district. The proposed district would encompass the area contiguous with Laurel Mountain Road between Main Street (SR203) and Tavern Road, inclusive of Tavern Road approximately 100’ east and west of the intersection of Laurel Mountain Road.
Persons interested in the Underground Utility District No. 2022-01 may appear at the public hearing in order to make their comments known. At the hearing, the testimony of all interested persons for or against the establishment of the undergrounding utility district will be heard.
If you are unable to attend the public hearing, you may direct written comments to Jamie Gray, Town Clerk, [email protected] 437 Old Mammoth Road Mammoth Lakes CA 93546.
If you plan on attending the public hearing and need a special accommodation because of a sensory or mobility impairment/disability, or have a need for an interpreter, please contact Jamie Gray, Town Clerk, at 760-965-3602, [email protected] 72 hours in advance of the hearing to arrange for those accommodations to be made.
TOWN OF MAMMOTH LAKES
Published: March 4, 2022, and March 11, 2022.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: 2022/23 Parks and Recreation Department Fee Schedule Amendments.
Council Meeting Date: 3/16/2022
Prepared by: Stuart Brown, Parks and Recreation Director Recommended Motion: Conduct a Public Hearing and approve by resolution the 2022/23 Parks and Recreation Department fee schedule amendments as presented in Exhibit B.
Summary: Following two years of limited, constrained and stop-start programming, the Parks and Recreation Department is planning for a full return to in-person programming and recreation activities in 2022/23. The COVID-19 pandemic has been an unprecedented challenge and major disruption to our way of life for both residents and visitors alike. The pandemic highlighted – and continues to highlight – what has been true for many years: parks and recreation provide essential services and infrastructure critical for the physical and mental well-being and resilience of our community.
It is well documented that having access to quality parks and recreation services improves physical and mental health, reduces crime and violence, increases access to healthy foods, drives community connection, and boosts economic activity. It is the mission of the parks and recreation department to provide multi-purpose, year-round, indoor, and outdoor recreation opportunities accessible to all residents and visitors.
Combined with the 2022 Annual Programming Menu and the 2022 Strategic Work Plan, the proposed 2022/23 Fee Schedule completes the administrative framework necessary to deliver high-quality, innovative, and affordable recreation programming for our residents and visitors to Mammoth Lakes.
Included in this staff report are the following exhibits:
Exhibit A: Resolution
Exhibit B: Recreation Commission approved 2022/23 Fee Schedule Amendments.
MAMMOTH LAKES TOWN COUNCIL
STAFF REPORT
1 Council Meeting Date: March 16, 2022 Date Prepared: March 4, 2022 Prepared by: Stuart Brown, Parks and Recreation Director Katrina Kelly, Recreation Manager
Warren Boling, Parks Manager
Douglas Gebhart, Recreation Supervisor
Mark Bell, Program and Facilities Coordinator
Title: 2022/23 Parks and Recreation Department Fee Schedule Amendments Agenda: Public Hearing
RECOMMENDATION:
Conduct a Public Hearing and approve by resolution the 2022/23 Parks and Recreation Department fee schedule amendments as presented in Exhibit B.
BACKGROUND INFORMATION:
Following two years of limited, constrained and stop-start programming, the Parks and Recreation Department is planning for a full return to in-person programming and recreation activities in 2022/23. The COVID-19 pandemic has been an unprecedented challenge and major disruption to our way of life for both residents and visitors alike. The pandemic highlighted – and continues to highlight – what has been true for many years: parks and recreation provide essential services and infrastructure critical for the physical and mental well-being and resilience of our community.
It is well documented that having access to quality parks and recreation services improves physical and mental health, reduces crime and violence, increases access to healthy foods, drives community connection and boosts economic activity. It is the mission of the parks and recreation department to provide multi-purpose, year-round, indoor, and outdoor recreation opportunities accessible to all residents and visitors. Combined with the 2022 Annual Programming Menu and the 2022 Strategic Work Plan, the proposed 2022/23 Fee Schedule completes the administrative framework necessary to deliver high-quality, innovative, and affordable recreation programming for our residents and visitors to Mammoth Lakes.
Included in this staff report are the following exhibits:
Exhibit A: Resolution
Exhibit B: Recreation Commission approved 2022/23 Fee Schedule Amendments.
ANALYSIS:
The Parks and Recreation Department annually reviews and recommends appropriate fees for the many adult and youth camps and programs, including the establishment of fees for facility reservations. These fees are presented to the Recreation Commission, whose powers and duties as
2 stated in section 2.40.040 of the Municipal Code, empower this advisory body to “advise the town council and the town manager in all matters pertaining to all Town-owned or managed parks, recreation, facilities, trails, special events and all other associated activities as prescribed by ordinances or by town council action.”
Municipal Code Section 3.39.040 requires an annual review by Town Council of Town fees and service charges. In addition, Ordinance No. 08-11 states that the Town Council by resolution may annually set a subsidy for certain fees or charges, thereby not requiring that one hundred percent of the Town’s costs in providing a service are recovered by that certain fee or charge. Based on historical Town Council adopted subsidies (Ord. 91-08 & Ord. 95-07) for recreation programs, and the philosophy of the Parks and Recreation Department to provide broad and considerable community benefit and enhanced quality of life, the department applies a high subsidy (approx. 80%) for youth programs and facility operations and a lower subsidy (approx. 20%) for adult programming.
The Parks and Recreation Department has conducted an extensive and exhaustive analysis of its services, the costs reasonably borne of providing those services, the beneficiaries of those services, and the revenues produced by those paying fees and charges for special services. In accordance with the Municipal Code, public testimony was received by the Recreation Commission on March 1, 2022 regarding the proposed fees and the proposed fees were unanimously approved by motion by the Recreation Commission.
Staff is presenting the amended 2022/23 Parks and Recreation Department Fee Schedule (Exhibit B) to the Town Council for their consideration.
Summary of Proposed Fee Amendments
The U.S. Bureau of Labor Statistics1reported that prices in the Los Angeles area, as measured by the Consumer Price Index for All Urban Consumers (CPI-U), advanced 6.6 percent in 2021. Food prices increased 7.0 percent. Energy prices jumped 33.9 percent, largely the result of an increase in the price of gasoline. The index for all items less food and energy increased 4.4 percent over the year. For comparison, the CPI in 2020 was 1.5 percent.
COVID-19 Pandemic
In 2021, staff made the decision to freeze certain fees that were directly impacted by CPI, such as our many popular summer camps and programs. The pandemic has been an unprecedented challenge for both our residents and visitors alike and the department did not want fees to be a barrier for participation. In addition, facility rental and admission fees remained at 2020 levels.
1 https://www.bls.gov/regions/west/news-release/consumerpriceindex_losangeles.htm
3 Summary of Proposed 2022/23 Fee Amendments
Staff has provided an overview of the proposed 2022/23 fee schedule amendments below. The department typically reviews facility rental fees every three years and revises recreation program fees annually, except in 2021 during the pandemic. Reasonable fee recovery is based on a number of factors including the annual Consumer Price Index (CPI), and direct costs incurred by the Town to provide parks and recreation services. Direct costs include seasonal staff wages, cost of contract or skilled instructor(s), excursion/overnight costs, and equipment/supply expenses. Many of these expenses have increased significantly. For example, seasonal staff wages have increased by 36% (min. wage: $11/hr. to $15/hr.) since 2018. Indirect costs, such as department full time employee salaries, healthcare and workers compensation expenses, are not included in the cost recovery calculation.
Below are the highlighted amendments to the 2022/23 Master Fee Schedule. Please review the attached Parks and Recreation Department Master Fee Schedule (Exhibit B) for detailed proposed fee amendments.
Special Event Administrative Permit
Fees were last amended in 2019.
Regular permit fee increased by 10% over the 2019 fee. Introduced an administrative permit fee for temporary road closures. The $500 fee is a direct cost recovery for staff to draft, submit, and process a Town Council resolution to temporarily close a Town street, along with staff costs to prepare and/or deliver traffic control signs for placement on the Town right of way.
Facility Rental Fees
Facility rental fees were last amended in 2018.
Fees were increased by approximately 10% over the 2018 fees. The non-profit fee is approximately a 20% discount from the regular rental fee.
Whitmore Pool
Admission fees were last amended in 2018.
Daily admission fee age categories for the pool were aligned with all facility admission fee age categories2. Admission fees were increased between 50 cents and $1.75 per visit (10- 20%).
Use and lesson fees increased by approximately 10% over the 2018 fees. Mammoth Lakes Youth Swim Team Season Pass is calculated at a 20% discount from the Youth Season Pass fee. Swim Team pool rental fees are discounted by approximately 20%.
2 Adult (18-64 yrs.), Senior (65+ yrs.) / Military (ID), Youth (<18 yrs.) and child (<5 yrs.)
4 Mammoth Ice Rink
Admission fees were last amended in 2017.
For the 2022/23 winter season, the Mammoth Ice Rink will be operating in the Community Recreation Center.
Admission/lesson fees increased by 10-15% over the 2017 fees. Mammoth Lakes Youth Hockey (MLYH) Season Pass is calculated at an approximately 20% discount from the Youth Season Pass fee.
Facility/tournament rental fees increased by approximately 10% over the 2017 fees. Introduced new curling sheet fee.
Mammoth RecZone
Admission fees were last amended in 2017.
For the 2023 summer season, the Mammoth RecZone will be operating in the Community Recreation Center.
Daily admission fee age categories were aligned with all facility admission fee categories. Includes fees for court rentals, multi-purpose room/space rentals, recreation and instructional program fees, youth/adult league and tournament fees.
Adult Programs
Fees were last amended in 2020.
Program and tournament fees increased by 10-20% over the 2020 fees.
Youth Camps/Programs
Fees were last amended in 2020.
Youth camp pricing has been simplified representing two camp products offered Monday to Thursday from 9am-4pm and on Friday from 9am-noon. Many camps were previously 2 and 3-day camp products.
Camp Type 1: Summer Camps operated by Town staff at the CRC or seasonally.
Camps include: Sport Camp, Park n’ Play camp, Nature Camp, and Sampler Camp.
Fee per camper/week is $160.
Camp Type 2: Signature Summer Camps operated by Town staff and contracted personnel, that may also include excursions, overnight stays and meals and equipment. Camps include: Adventure Camp, Aquatics Camp, Mountain Biking Camp, Climbing Camp, Art Camp, and Backpacking Camp. Fee per camper/week is $220.
o Introduced a High School Counselor in Training (CIT) Camp offered at the beginning of summer to meet the demand for teen age camp products and to provide training for teens interested in summer employment. The Town would potentially recruit counselors from this program, based on availability. Fee per camper/week is $240. o Introduced Instructional and Recreation Program fees. These are typically multi-day products offered by the Town or by contractors/recreation providers. o Other camp and program products increased by approximately 10% over the 2020 fees.
5 Scholarship Fund
The Parks and Recreation Department will continue to administer youth scholarships through the Tony Colasardo Scholarship Fund. The fund provides full or partial scholarships, based on availability, for the many popular camps and recreation programs offered by the Parks and Recreation Department. These scholarships are intended to remove financial barriers facing a family when deciding to participate in our many camps or programs. The implementation, promotion, and management of the scholarship program is incorporated in the 2022 Strategic workplan and remains a priority for staff.
STAFFING CONSIDERATIONS:
The 2022 annual programming menu and associated fees and service charges were developed from an extensive analysis of 2020 and 2021 products and services that are aligned with the existing and planned staffing levels within the Parks and Recreation Department.
LEGAL CONSIDERATIONS:
Municipal Code Section 3.39.040 requires an annual review by Town Council of Town fees and service charges. In accordance with the Municipal Code, staff presented the amended 2022/23 Parks and Recreation Department Fee Schedule to the Recreation Commission on March 1, 2022.
The proposed fee schedule was unanimously approved by motion.
FINANCIAL CONSIDERATIONS:
Each year the Town of Mammoth Lakes conducts an extensive and exhaustive analysis of its services, the costs incurred by the Town in providing those services, the beneficiaries of those services, and the revenues produced by those paying fees and charges for special services. Based on historical Town Council adopted subsidies (Ord. 91-08 & Ord. 95-07) for recreation programs, and the philosophy of the Parks and Recreation Department to provide broad and considerable community benefit and enhanced quality of life, the Town applies a high subsidy (approx. 80- 90%) for youth programs and facility operations and a lower subsidy (approx. 10-20%) for adult programming. It should be noted that actual subsidies may vary based on several factors including program content, required staff, direct expenses (food, transport, and activities), and participation.
The U.S. Bureau of Labor Statistics3reported that prices in the Los Angeles area, as measured by the Consumer Price Index for All Urban Consumers (CPI-U), advanced 6.6 percent in 2021. Food prices increased 7.0 percent. Energy prices jumped 33.9 percent, largely the result of an increase in the price of gasoline. The index for all items less food and energy increased 4.4 percent over the year. For comparison, the CPI in 2020 was 1.5 percent.
RECOMMENDATION:
Conduct a Public Hearing and approve by resolution the 2022/23 Parks and Recreation Department proposed fee schedule amendments as presented in Exhibit B.
3 https://www.bls.gov/regions/west/news-release/consumerpriceindex_losangeles.htm
6 ATTACHMENTS:
A. Resolution of the Town Council of Mammoth Lakes, State of California, amending a schedule of fees and charges for Town services.
B. 2022/23 Proposed Parks and Recreation Department fee schedule amendments
RESOLUTION NO. 22 -___
RESOLUTION OF THE TOWN COUNCIL OF MAMMOTH LAKES, STATE OF
CALIFORNIA, AMENDING A SCHEDULE OF FEES AND CHARGES
FOR TOWN SERVICES
WHEREAS, the Town of Mammoth Lakes has conducted an extensive and exhaustive analysis of its services, the costs reasonably borne of providing those services, the beneficiaries of those services, and the revenues produced by those paying fees and charges for special services; and
WHEREAS, the Town wishes to comply with both the letter and the spirit of Article XIIIB of the California Constitution and limit the growth of taxes; and WHEREAS, the Town Council adopted Ordinance No. 08-11 on October 1, 2008, containing provisions relating to Town fees and service charges; and WHEREAS, Ordinance No. 08-11 states that the Town Council by resolution may annually set a subsidy for certain fees or charges, thereby not requiring that one hundred percent of costs reasonably borne by the Town are recovered by that certain fee or charge; and WHEREAS, the Town based on historical Town Council adopted subsidies (Ord. 91-08 & Ord. 95-07) for recreation programs, and the philosophy of the Parks and Recreation Department to provide broad and considerable community benefit and enhanced quality of life, applies a high subsidy (approx. 80-90%) for youth programs and facility operations and a lower subsidy (approx. 10-20%) for adult programming. Actual subsidies may vary based on several factors including program content, required staff, direct expenditures, and participation; and WHEREAS, public testimony was received by the Recreation Commission on March 1, 2022 regarding the proposed changes to the Town’s fee schedule; and WHEREAS, a schedule of fees and charges to be paid by those requesting such special services must be adopted so that the Town might carry into effect its policies; and WHEREAS, it is the intention of the Town Council to provide a schedule of fees and charges for Town services beginning March 17, 2022; and WHEREAS, as required under Government Code sections 6062a and 66018, the Town of Mammoth Lakes published the notice of the public hearing on March 4 and March 11, 2022; and WHEREAS, all requirements of California Government Code Section 66018 are hereby found to have been complied with.
NOW THEREFORE, THE TOWN COUNCIL OF THE TOWN OF MAMMOTH
LAKES DOES RESOLVE, DETERMINE, AND ORDER AS FOLLOWS:
Resolution No. 22-
Section 1. Fee Schedule Adoption. The schedule of fees and charges attached hereto as Exhibit “B” are hereby directed to be computed by and applied by the Town of Mammoth Lakes effective March 17, 2022, and to be collected by the Town of Mammoth Lakes for the listed special services.
Section 2. Separate Fee for Each Process. All fees set by this resolution are for each identified process; additional fees shall be required for each additional process or service that is requested or required. Where fees are indicated on a per unit of measurement basis, the fee is for each identified unit or portion thereof within the indicated ranges of such units. Definitions regarding fees and the timing of the implementation of the hereinafter enumerated fee schedule shall be as stipulated in Ordinance No. 08-11.
Section 3. Fees. The attached fees shall be charged and collected for the enumerated services starting on March 17, 2022. It is the intention of the Town Council to review the fees and charges on an annual basis, and if warranted, to revise such fees and charges.
Section 4. Waiver of Fees. The Town Manager may waive all or a portion of any fee adopted by this Resolution with respect to a particular imposition of the fee upon a particular user to which the fee would otherwise apply. The Town Manager may approve any such waiver if he or she believes that doing so is in the best interest of the Town and/or the community, or that there are special circumstances which would make payment of the full fee unfair or unreasonable.
Section 5. Severability. If any portion of this Resolution is declared invalid or unconstitutional then it is the intention of the Town Council to have passed the entire Resolution and all its component parts, and all other sections of this Resolution shall remain in full force and effect.
Section 6. Effective Date. This Resolution shall go into full force and effect on March 17, 2022 but shall be subject to the terms and conditions of Ordinance No. 08-11.
APPROVED AND ADOPTED this 16th day of March, 2022.
_________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
Resolution No. 22-
EXHIBIT “B”
UPDATED FEE SCHEDULE
2022/23 Park and Recreation Department Master Fee Schedule Updated: 2/16/2022 RC Approved: 3/1/2022 TC Review: 3/16/2022 Activity # Item Note
Community
Programming
Facility Rental
(FUA)
NonProfit/Govt.
Fee (-20%)
PROPOSED
FEES 2022/23 Change/Notes
31470 LEISURE AND CULTURAL FEES
Administrative Permit for Events Administrative Permit for Events NA 230.00 $ per event Administrative Permit for Events Administrative Permit for Events that require a road closure NA 500.00 $ Direct cost recovery fee for temp. road closure requiring council resolution Special Event Equipment Use Deposit Event organizers use town purchased equipment NA 275.00 $ per event 60010 COMMUNITY CENTER
Community Center - Contractual Agreement Any org. with a contractual arrangement with TOML As specified by contract Community room Rental Fee 5.00 $ 25.00 $ 31.00 $ Per hour - 2 hour min.
Community room Rental Fee NA 200.00 $ Per day (8 hours) Set Up Charge Setup Surcharge NA 83.00 $
Large Group Surcharge Large Group Surcharge (75+) NA 55.00 $ Added to reservation if greater than 75 people Deposit w/alcohol Deposit w/ alcohol NA 300.00 $ At this time no events will be permitted with alcohol Deposit w/o alcohol Deposit w/o alcohol NA 150.00 $ Per reservation 60012 COMMUNITY CENTER TENNIS COURTS
Tennis Courts - Contractual Agreement Any org. with a contractual arrangement with TOML As specified by contract Tennis Courts Rental Fee $ 12.50 $ 15.50 Per court per hour for exclusive use Tournament Rental Fee NA $ 43.00 Per hour - must have approval from Director, includes field rental and 1 employee
Community Center Tennis Courts - Staff Supervision
Fee Staff supervision or facility staff fee for events NA $ 27.50 Per hour - must have approval from Director 60020 SHADY REST PARK
Shady Rest Park - Contractual Agreement Any org. with a contractual arrangement with TOML As specified by contract Picnic Shelter & BBQ Area - Rental Fee Rental Fee 25.00 $ 31.00 $ Per hour - 2 hr. min Picnic Shelter & BBQ Area - Large Group Surcharge Picnic Shelter & BBQ Area Rental - Large Group Surcharge (75+) NA $ 55.00 Added to reservation if greater than 75 people Picnic Shelter Entertainment Area Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Softball Field - Rental Fee Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Volleyball Court - Rental Fee Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Basketball Court - Rental Fee Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Soccer Field - Rental Fee Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Shady Rest DiscGolfPark - Rental Fee Rental Fee 12.50 $ 15.50 $ Per hour - 2 hour min.
Tournament Rental Fee Rental Fee 48.00 $ 60.00 $ Per hour - must have approval from Director, includes one amenity rental and 1 employee
Shady Rest Park - Staff Supervision Fee Staff supervision or facility staff fee for events NA 27.50 $ Per hour - must have approval from Director 60022 MAMMOTH CREEEK PARK
Boulder Picnic Area Rental Fee $ 35.00 $ 48.50 Per hour - 2 hour min.
Boulder Picnic Area - Large Group Surcharge Group Picnic Area Rental - Large Group Surcharge (75+) NA $ 55.00 Added to reservation if greater than 75 people Boulder Picnic Area - Staff Supervision Fee Staff supervision or facility staff fee for events NA $ 27.50 per hour - must have approval from Director 66200 TRAILS END PARK
Picnic Shelter - Contractual Agreement Any org. with a contractual arrangement with TOML As specified by contract Picnic Shelter Rental Fee Picnic Shelter Rental $ 14.50 $ 18.00 Per hour - 2 hr. min Picnic Shelter Large Group Surcharge Picnic Shelter Rental - Large Group Surcharge (75+) NA $ 55.00 Added to reservation if greater than 75 people Picnic Shelter Staff Supervision Fee Staff supervision or facility staff fee for events NA $ 27.50 Per hour - must have approval from Director 56811 WHITMORE RECREATION AREA
Track and Sports Field - Contractual Agreement Any org. with a contractual arrangement with TOML As specified by contract Track Rental Fee Track & Sports Field Rental 25.00 $ 31.00 $ Per hour - 2 hour min.
Synthetic Turf Rental Fee 25.00 $ 31.00 $ Per hour - 2 hour min.
Tournament Rental Fee NA 60.00 Whitmore Pool Punch Card (5) Youth/Snr/Military "Swim Pass" $ 14.00 $ Per hour - must have approval from Director #REF! 6th swim FREE ($2.33 per visit) Track or Sports Field Rental Deposit Track & Sports Field Rental - Deposit NA 275.00 $ Per reservation Track or Sports Field Staff Supervision Fee Staff supervision or facility staff fee for events NA 27.50 $ Per hour - must have approval from Director Ball Field Rental Fee Ball Field Rental 12.50 $ 15.50 $ Per hour Parking Lot Rental Fee Parking Lot Rental NA 15.50 $ Per hour Large Group Surcharge Private party over 75 people NA $ 55.00 56118 WHITMORE POOL
2022/23 Park and Recreation Department Master Fee Schedule Updated: 2/16/2022 RC Approved: 3/1/2022 TC Review: 3/16/2022 Activity # Item Note
Community
Programming
Facility Rental
(FUA)
NonProfit/Govt.
Fee (-20%)
PROPOSED
FEES 2022/23 Change/Notes
Whitmore Pool Any org. with a contractual arrangement with TOML As specified by contract Whitmore Pool Entrance - Adult (18+) NA 6.00 $ Per entry Whitmore Pool Entrance - Senior (65+)/Military (Show ID) NA 5.00 $ Per entry Whitmore Pool Entrance - Youth (<18) NA 4.00 $ Per entry Whitmore Pool Entrance - Child (1-5 yrs.) NA 2.50 $ Per entry Whitmore Pool Premium lane surcharge NA 5.00 $ per lane/entry Whitmore Pool Season Pass adult (18+) NA 154.00 $ Per season Whitmore Pool Season Pass Youth (<18) NA 66.00 $ Per season Whitmore Pool Mammoth Lakes Youth Swim Team Season Pass (20% discount off youth rate) NA 53.00 $ Per season (must be paid member of Swim Team) Whitmore Pool Season Pass Senior (65+) NA 132.00 $ Per season Whitmore Pool Season Pass Family NA 209.00 $ Per season Whitmore Pool Punch Card (5) Adult "Swim Pass" NA 30.00 $ 6th swim FREE Whitmore Pool Punch Card (5) Snr/Military "Swim Pass" NA 25.00 $ 6th swim FREE Whitmore Pool Punch Card (5) Youth "Swim Pass" NA 20.00 $ 6th swim FREE Whitmore Pool Punch Card (5) Child "Swim Pass" NA 12.50 $ 6th swim FREE Whitmore Pool Water Polo League NA 110.00 $ per team
Whitmore Pool Shower NA 2.50 $ Per entry
Whitmore Pool Non-Swimmers NA 2.50 $ Per entry
Whitmore Pool Group Rate (10+ people) - All ages NA 4.00 $ Per entry Whitmore Pool Group Rate - Child NA 2.50 $ Husky Club
Whitmore Pool Staff supervision or facility staff fee for events NA 27.50 $ Per hour - must have approval from Director Whitmore Pool Pool Rental Fee 120.00 $ 150.00 $ Per hour - includes 2 lifeguards Whitmore Pool Group/Party Area Rental 96.00 $ 120.00 $ Non-exclusive use, includes admission for 20 and shade structure with table Whitmore Pool Instructional Program NA 15.00 $ New per session Whitmore Pool Group Swim Lessons - 5 day sessions/6 week program NA 55.00 $ 5-day session, for 30 minutes/day Whitmore Pool Private Swim Lessons NA 40.00 $ Per 30 minutes Whitmore Pool Recreational Program Fee NA 10.00 $ per session Parking Lot Parking Lot Rental NA 15.50 $ Per hour
56120 Community Recreation Center /Winter MIDWEEK RATE (Mon. - Thurs.) / WEEKEND & HOLIDAY RATE (Fri - Sun. ) Ice Rink Any org. with a contractual arrangement with TOML As specified by contract Ice Rink Midweek Admission Adult (18+ yrs.) - Mon. Thurs. NA 9.50 $ Per session (excludes rental) Ice Rink Weekend/Holiday Admission Adult (18+ yrs.) - Fri. - Sun. NA 11.00 $ Per session (excludes rental) Ice Rink Midweek Admission Youth (<18) NA 7.50 $ Per session (excludes rental) Ice Rink Weekend/Holiday Admission Youth (<18) NA 9.00 $ Per session (excludes rental) Ice Rink Mid-Week/Community Special (all ages/shorter sessions) NA 8.00 $ Per session (includes rental) Ice Rink Admission Children (5 and under) NA - $ Free with paid adult Ice Rink Weekend/Holiday Senior/Military/Cerro Coso Student w/ID NA 9.50 $ Per session (excludes rental) Ice Rink Midweek Admission Senior/Military/Cerro Coso Student w/ID NA 8.00 $ Per session (excludes rental) Ice Rink Skate Rental NA 4.00 $ Per session use
Ice Rink Skate Assist Aids NA 12.00 $ Per use
Ice Rink Helmet Rental NA 6.00 $ Per use
Ice Rink Group Rate (adult + youth) - min. 10 NA 10.00 $ Includes rental Ice Rink Mono / Inyo County School Rate NA 5.00 $ Includes rental Ice Rink Mammoth Lakes Students w/School ID NA 5.00 $ Per session use, includes rental (Contract void) Ice Rink Skate Sharpening NA 12.00 $ Per pair
Ice Rink Punch Card (5) Adult (mid-week/non-holiday) NA 68.00 $ 6th Session Free with rentals Ice Rink Punch Card (5) Snr/Military (Mid-week/non-holiday) NA 57.50 $ 6th Session Free with rentals Ice Rink Punch Card (5) Youth (Mid-week/non-holiday) NA 57.50 $ 6th Session Free with rentals Ice Rink Punch Card (5) Child (Mid-week/non-holiday) NA 20.00 $ 6th Session Free with rentals Ice Rink Drop-in Skating Lesson Rate (includes helmet rental) NA 15.00 $ Per session Ice Rink Instructional Programs NA 75.00 $ Includes 6 sessions, skate/helmet rental.
Ice Rink Instructional Programs - Drop-in NA 15.00 $ per session: includes skating, curling, hockey, etc.
Ice Rink Recreational Programs NA 50.00 $ Includes 6 sessions, with skate/helmet rental.
2022/23 Park and Recreation Department Master Fee Schedule Updated: 2/16/2022 RC Approved: 3/1/2022 TC Review: 3/16/2022 Activity # Item Note
Community
Programming
Facility Rental
(FUA)
NonProfit/Govt.
Fee (-20%)
PROPOSED
FEES 2022/23 Change/Notes
Ice Rink Recreational Programs - Drop-in NA 10.00 $ per session Ice Rink Private Skating Lessons NA 40.00 $ Per 30 minute session based on age/ability level of student Ice Rink Adult Curling League (6 week session) NA 195.00 $ Per team Ice Rink Adult Play Fee - non instructional (hockey/curling) NA 10.00 $ Per session Ice Rink Youth Play Fee - non instructional (hockey/curling) NA 5.00 $ Per session Ice Rink Adult Hockey League NA 1,500.00 $ Per Team
Ice Rink Season Pass Adult NA 170.00 $ Per season - includes rentals Ice Rink Season Pass Youth NA 120.00 $ Per season - includes rentals Ice Rink Mammoth Lakes Youth Hockey Season Pass (20% DISC.) NA 96.00 $ Per season (must be paid member of Mammoth Lakes Youth Hockey) Ice Rink Ice Rental 240.00 $ 300.00 $ Per hour
Ice Rink Curling Sheet rental NA 125.00 $ Per hour - includes one lane, stones, equipment and ice prep Ice Rink Birthday Party Packages NA Cost Acct Price based on number of people and services provided 60002 Community Recreation Center /Summer
RecZone Any org. with a contractual arrangement with TOML As specified by contract RecZone 1 Court Rental 24.00 $ 30.00 $ Per court / per hour, includes equipment RecZone 3 Court/Rink Rental 56.00 $ 70.00 $ Per hour, includes equipment RecZone Multi-Purpose Space 16.00 $ 20.00 $ Per hour, includes tables + chairs RecZone Multi-Purpose Room 28.00 $ 35.00 $ Per hour, includes tables + chairs RecZone Facility Rental 160.00 $ 200.00 $ Per hour, includes equipment (4hr min rental - max. 12 hr. rental) RecZone Admission Adult (18+ yrs.) NA 6.00 $ Per entry + equipment RecZone Admission Senior/Military (65+ yrs./ID) NA 5.00 $ Per entry + equipment RecZone Admission Youth (6-17 yrs.) NA 4.00 $ Per entry + equipment RecZone Admission Child (3-5 yrs.) NA 2.50 $ Per entry + equipment RecZone Admission Infant (Under 5 yrs.) NA FREE With paying adult RecZone Adult Mid-Week Special with equipment NA 4.00 $ Per entry + equipment (Mon-Thur - non holiday) RecZone Mono / Inyo County School Rate with rentals NA 3.00 $ Includes rental RecZone Five Fun Pass - Adult NA 30.00 $ 6th visit Free RecZone Five Fun Pass - Senior/Military NA 25.00 $ 6th visit Free RecZone Five Fun Pass (Youth) NA 20.00 $ 6th visit Free RecZone Five Fun Pass (Child) NA 12.50 $ 6th visit Free RecZone Recreation Programs - 6 weeks NA 50.00 $ Includes Bike Squad, Adventure Club, Toddler Time RecZone Recreation Programs - Drop In NA 10.00 $ Kids Club/session RecZone Instructional Programs - 4 weeks NA 45.00 $ Includes In-line Skating RecZone Instructional Programs - 6 weeks NA 75.00 $ Includes Tennis, Basketball, Soccer RecZone Instructional Program - Drop In NA 15.00 $ Per person, per session RecZone Youth Leagues (self-regulated) NA 5.00 $ Per child/session RecZone Youth Leagues (with officials) NA 10.00 $ Per child/session RecZone Adult/Youth Tournaments NA 125.00 $ Per team. Includes Volleyball, Basketball, Futsal and Dodgeball RecZone Adult Leagues (self-regulated) NA 250.00 $ Per team. 10 weeks. Includes Volleyball and Dodgeball.
RecZone Adult Leagues (with officials) NA 400.00 $ Per team. 10 weeks. Includes Basketball and Futsal.
RecZone Birthday Party Packages NA Cost Acct Price based on number of people and services requested RecZone Halloween Carnival NA $ 5.00 Per entry
432 RECREATION PROGRAMS
ADULT
Adult Beach Volleyball Tournament Shady Rest Park Volleyball Courts NA 60.00 $ Per team Adult Summer Softball Tournament Shady Rest Ball Fields NA 425.00 $ Per team Adult Indoor Soccer "A" League MHS Gym - winter NA 450.00 $ Per team Adult Softball League Whitmore/Shady Rest NA 735.00 $ Per team Adult Summer Soccer League Whitmore NA 750.00 $ Per team Volleyball League Indoors / self regulated NA 175.00 $ Per team Adult Tennis Camp 4-day camp (3 hrs. in AM) NA 150.00 $ Per person/camp Adult Tennis Camp Drop-in 1 day / 9am-noon NA 50.00 $ Per day Private Lesson (30mins) 30 minutes NA 40.00 $ Per session
2022/23 Park and Recreation Department Master Fee Schedule Updated: 2/16/2022 RC Approved: 3/1/2022 TC Review: 3/16/2022 Activity # Item Note
Community
Programming
Facility Rental
(FUA)
NonProfit/Govt.
Fee (-20%)
PROPOSED
FEES 2022/23 Change/Notes
Private Lessons (60mins) 60 minutes NA 70.00 $ Per session Recreational Programs - Drop In NA 15.00 $ Per session. Includes Tennis Instructional Programs - Drop In NA 10.00 $ Per session. Includes Tennis Adult Basketball League NEW Program in MHS Gym - fall NA 125.00 $ Per team YOUTH
Summer Camps 4.5-day session (Mon-Thu 9am-4pm, Fri 9am-12pm) NA 160.00 $ Includes Bike Camp, Sport Camp, Park 'n' Play Camp, Nature Camp, Sample Camp
Signature Summer Camps 4.5-day session (Mon-Thu 9am-4pm, Fri 9am-12pm) NA 220.00 $ Includes Adventure Camp, Mountain Bike Camp, Climbing Camp, Art Camp, Backpacking Camp and Aquatics Camp
High School CIT Camp 5-day session (Mon-Thu 9am-4pm, Fri 9am-12pm) NA 240.00 $ Counsellor in Training Camp Explorer Camps 5-day session (Mon-Fri 9am-12pm) NA 140.00 $ Wave Rave Camp 3-day session (Wed-Fri 9am-4pm) NA 140.00 $ Wave Rave Camp - Explorer 3day session (Wed-Fri 9am-12pm) NA 86.00 $ Challenger Soccer Camp 5-Day Session (Full/Half Day) - Contract Instructor NA Cost Acct Fees set by Instructor/Town Staff - per contract UK International Soccer Camp 5-Day Session (Full/Half Day) - Contract Instructor NA Cost Acct Fees set by Instructor/Town Staff - per contract Lego Playwell TEKnologies Camp 5-Day Session - Contract Instructor NA Cost Acct Fees set by Instructor/Town Staff - per contract Youtheatre NA Cost Acct Fees set by Instructor/Town Staff - per contract Instructional Programs NA 15.00 $ Per session
Recreation Programs 6 week session NA 50.00 $ Includes Cooking Classes, Toddler Time, Hot Shots, Lil' Sluggers. Inst. B'ball Private Lesson (30mins) NA 40.00 $ Per Session. Includes up to 3 students. Includes Tennis Private Lesson (60mis) NA 70.00 $ Per Session. Includes up to 3 students. Includes Tennis
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Public hearing to consider authorizing additional scope of work for the CDBG CV1 and CV2/3 Grants to provide funding towards the new public park and playground at The Parcel.
Council Meeting Date: 3/16/2022
Prepared by: Nolan Bobroff, Senior Planner / Housing Coordinator Stuart Brown, Parks and Recreation Director
Recommended Motion: Conduct the public hearing, receive public comment and input, and approve the attached resolutions authorizing additional scope of work for the CDBG CV1 and CV2/3 Grants to provide funding towards the new public park and playground at The Parcel.
Summary: In 2021, the Town was awarded a total of $317,184 in Community Development Block Grant (CDBG) funding from the Coronavirus Aid, Relief, and Economic Security (CARES) Act through two separate CDBG grants ($68,375 in CDBG-CV1 funds awarded May 7, 2021; $248,809 in CDBG-CV2/3 funds awarded September 10, 2021). The purpose of the CDBG CARES Act grants was to provide additional CDBG funds to prevent, prepare for, and respond to COVID-19, and the Town’s approved grant activities consisted of funding a short-term subsistence payment program for those impacted by COVID-19. Eligible subsistence payments included rental, mortgage, and/or utility payment assistance; however, assistance was limited to households earning 80% or below of the area median income (AMI). Shortly after the CDBG-CV1 application was submitted, the State notified the Town that rental assistance was no longer an eligible use of the CARES Act funds due to the implementation of the Statewide rental assistance program (“Housing is Key”) and the need to avoid duplication of benefits. The community demand for rental assistance was high; however, it was unknown what the demand for mortgage and utility payment assistance would be. The Town and Mammoth Lakes Housing, Inc (MLH), operating as the Town’s grant subrecipient, transitioned to offering only mortgage and utility payment assistance in late-2021; however, there has been no interest from the community in either mortgage or utility payment assistance. Of the $68,375 from the CDBG-CV1 grant, $27,964 was expended on the subsistence payment activity (rental assistance and direct administrative expenses) and the remaining $40,410 remains available. The entire $248,809 from the CDBG-CV2/3 grant is available.
Due to this lack of interest, the Town is proposing an amendment to the contracts with the State (20-CDBG-CV1-00028 and 20-CDBG-CV-2-3-00093) and is proposing to add the following scope of work to the contracts:
Revised CDBG-CV1 Scope of Work - Provide the remaining CDBG-CV1 allocation of $40,410 towards the acquisition of an age-appropriate playground structure, associated accessible surfacing, and other park amenities for the new public park at the Parcel (the Town’s 25-acre affordable workforce housing site that is entitled to have up to 450 units for rent by Mammoth Lakes residents in the coming years) Revised CDBG-CV2/3 Scope of Work - Provide up to $248,809 towards the acquisition of an age-appropriate playground structure, associated accessible surfacing, and other park amenities for the new public park at the Parcel (the Town’s 25-acre affordable workforce housing site that is entitled to have up to 450 units for rent by Mammoth Lakes residents in the coming years)
Through conversations with the State, the above-described activity has been identified as an eligible use of the CARES Act funds since it will provide an outdoor ‘covid-friendly’ activity
within a neighborhood that meets the CDBG Low- to Moderate-Income Area (LMA) category for the Low- to Moderate-Income (LMI) national objective.1In order to proceed with the amendment, a public hearing is required and new resolutions are required for each grant.2 The Town plans to utilize the federal funds to purchase the 5-12 year old playground structures, interlocking tile surfacing, and other project related items using a bid procurement process that satisfies the grant requirements. A material surcharge, tax, and freight would also need to be included in the overall project cost. The CDBG funding will only go towards the acquisition of the public park and playground features. See exhibit below highlighting the public playground structures and surfacing scope of work.
If the amendment is approved, the Town would finalize the bid procurement process for the public playground portion of the park at the Parcel and proceed with the purchasing of the product.
For the installation of the playground structures, surfacing, and amenities, the Town would follow its bid process as defined by ordinance in the Mammoth Lakes Municipal Code utilizing general fund monies. The estimated completion date for this scope of work would be fall 2023.
It should be noted that in addition to the playground structures and surfacing, the complete park at the Parcel project includes perimeter fencing, concrete walkways, benches, picnic tables, a BBQ, small pavilion, bike racks and a drinking fountain with carrier and pet fountain..
1 To qualify under the LMA category of the LMI National Objective, a jurisdiction is required to provide evidence that the activity would provide a public benefit to a census defined area (census tracts and block groups) where at least 51% of the households in the area earn 80% or below of the HUD Adjusted Median Family Income (HAMFI). The American Community Survey data indicates that within the census defined areas that include the Parcel and the surrounding Sierra Valley Sites, 65.22% and 56.06% of the households earn 80% or below of the HAMFI.
2 The State requires that jurisdictions adhere precisely to their resolution template and specify how much Program Income will be used for an activity; however, the Town currently does not have any CDBG program income, but we are still required to have that language in the resolution.
RESOLUTION NO. 2022-__
A RESOLUTION APPROVING AN APPLICATION FOR FUNDING AND
THE EXECUTION OF A GRANT AGREEMENT AND ANY AMENDMENTS
THERETO FROM THE 2020 COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM – CORONAVIRUS RESPONSE ROUND 1(CDBG-CV1)
NOFA DATED JUNE 5, 2020
BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
SECTION 1:
The Town Council has reviewed and hereby approves the submission to the State of California of one or more application(s) in the aggregate amount, not to exceed, of $68,375 for the following CDBG-CV1 activities, pursuant to the June 2020 CDBG-CV1 NOFA:
List Activities and Amounts
Public Service – Subsistence Payment Program – $27,964
Public Improvements & Facilities – New Park and Playground – Not to exceed $40,410 SECTION 2:
The Town Council hereby approves the use of Program Income in an amount not to exceed $0 for the CDBG-CV1 activities described in Section 1.
SECTION 3:
The Town Council acknowledges compliance with all state and federal public participation requirements in the development of its application(s).
SECTION 4:
The Town Council hereby authorizes and directs the Town Manager to execute and deliver all applications and act on the Town’s behalf in all matters pertaining to all such applications.
SECTION 5:
If an application is approved, the Town Manager is authorized to enter into, execute and deliver the grant agreement (i.e., Standard Agreement) and any and all subsequent amendments thereto with the State of California for the purposes of the grant.
SECTION 6:
If an application is approved, the Town Manager is authorized to sign and submit Funds Requests and all required reporting forms and other documentation as may be required by the State of California from time to time in connection with the grant.
Resolution No. 22-__
PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Mammoth Lakes held on March 16, 2022 by the following vote:
AYES: __________ NOES: __________
ABSENT: __________ ABSTAIN: __________
___________________________________
LYNDA SALCIDO, Mayor
Town Council
STATE OF CALIFORNIA
Town of Mammoth Lakes
I, Jamie Gray, Town Clerk of the Town of Mammoth Lakes, State of California, hereby certify the above and foregoing to be a full, true and correct copy of a resolution adopted by said Town Council on this 16
th day of March, 2022.
Jamie Gray
Town Clerk of the Town of Mammoth Lakes,
State of California
BY: ____________________________________
Jamie Gray, Town Clerk
RESOLUTION NO. 2022-__
A RESOLUTION APPROVING AN APPLICATION FOR FUNDING AND
THE EXECUTION OF A GRANT AGREEMENT AND ANY AMENDMENTS
THERETO FROM THE 2020 COMMUNITY DEVELOPMENT BLOCK
GRANT PROGRAM – CORONAVIRUS RESPONSE ROUND 2 and 3 (CDBGCV2 and CV3) NOFA DATED DECEMBER 18, 2020 BE IT RESOLVED by the Town Council of the Town of Mammoth Lakes as follows:
SECTION 1:
The Town Council has reviewed and hereby approves the submission to the State of California of one or more application(s) in the aggregate amount, not to exceed, of $248,809 for the following CDBG-CV2 and CV3 activities pursuant to the December 2020 CDBG-CV2/3 Notice of Funding Availability (NOFA):
List Activities and Amounts
Public Improvements & Facilities – New Park and Playground – Not to exceed $248,809 SECTION 2:
The Town Council hereby approves the use of Program Income in an amount not to exceed $0 for the CDBG-CV2 and CV3 activities described in Section 1.
SECTION 3:
The Town Council acknowledges compliance with all state and federal public participation requirements in the development of its application(s).
SECTION 4:
The Town Council hereby authorizes and directs the Town Manager to execute and deliver all applications and act on the Town’s behalf in all matters pertaining to all such applications.
SECTION 5:
If an application is approved, the Town Manager is authorized to enter into, execute and deliver the grant agreement (i.e., Standard Agreement) and any and all subsequent amendments thereto with the State of California for the purposes of the grant.
SECTION 6:
If an application is approved, the Town Manager is authorized to sign and submit Funds Requests and all required reporting forms and other documentation as may be required by the State of California from time to time in connection with the grant.
Resolution No. 22-__
PASSED AND ADOPTED at a regular meeting of the Town Council of the Town of Mammoth Lakes held on March 16, 2022 by the following vote:
AYES: __________ NOES: __________
ABSENT: __________ ABSTAIN: __________
___________________________________
LYNDA SALCIDO, Mayor
Town Council
STATE OF CALIFORNIA
Town of Mammoth Lakes
I, Jamie Gray, Town Clerk of the Town of Mammoth Lakes, State of California, hereby certify the above and foregoing to be a full, true and correct copy of a resolution adopted by said Town Council on this 16
th day of March, 2022.
Jamie Gray
Town Clerk of the Town of Mammoth Lakes,
State of California
BY: ____________________________________
Jamie Gray, Town Clerk
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Consider Final Draft Mobility Hub Study and Program Council Meeting Date: 3/16/2022
Prepared by: Sandra Moberly, Community and Economic Development Director Recommended Motion: Staff recommends that the Town Council review the final draft Mobility Hub Study and Program and provide comments as needed.
Summary: Over the past two years the Town has worked with two consultants to develop baseline data on mobility hubs and prepare a mobility hub study and program to facilitate the development of mobility hubs in town. The Final Draft Mobility Hub Study and Program (Attachment 1) focuses on the development of mobility hub locations within the urban core of town with a focus on pilot projects to demonstrate how mobility hubs could be implemented in the community. Site design and amenities for these two pilot project sites were shaped by the baseline mobility hub data as well as the 2021 community outreach process.
Staff will walk through the Final Draft Mobility Hub Study and Program and take comments/questions from the Town Council as needed.
Mobility Hub Study
and Program
Prepared for:
Town of Mammoth Lakes
2/9/22
Project Number
SD21-0403
Table of Contents
1. Introduction............................................................................................................................... 5
1.1 Project Introduction and Purpose..................................................................................................................................5
1.2 Building on Previous Efforts .............................................................................................................................................5
1.3 Study Overview......................................................................................................................................................................5
2. Mobility Hubs 101..................................................................................................................... 7
2.1 What is a Mobility Hub?.....................................................................................................................................................7
2.2 Mobility Hub Typologies: Primary & Destination Hubs ........................................................................................7
2.3 Mobility Hub Amenities .....................................................................................................................................................8
3. Mobility Hubs in Mammoth Lakes ........................................................................................ 10
3.1 Description of the Town of Mammoth Lakes ..........................................................................................................10
3.2 Data Overview......................................................................................................................................................................10
3.2.1 Parking Utilization and Citation Data..............................................................................................................10
3.2.2 Travel Demand Data ..............................................................................................................................................11
3.2.3 US Census Data........................................................................................................................................................11
3.3 Community Outreach........................................................................................................................................................11
3.3.1 Online survey............................................................................................................................................................12
3.3.2 In-person Outreach Event ...................................................................................................................................14
3.4 How, Why, and Where People Travel .........................................................................................................................16
3.4.1 Tourists........................................................................................................................................................................16
3.4.2 Residents ....................................................................................................................................................................16
3.4.3 Employees..................................................................................................................................................................17
3.5 Mobility Hub Location Recommendations...............................................................................................................17
4. Mobility Hub Pilot Project ..................................................................................................... 19
4.1 Pilot Site Identification......................................................................................................................................................19
4.2 Pilot Strategy Identification and Refinement...........................................................................................................19
4.2.1 Quick-Build Strategies ..........................................................................................................................................22
5. Findings and Next Steps......................................................................................................... 24
4.3 Implementation...................................................................................................................................................................24
4.3.1 Suggested Guidance and Criteria for Development of a Mobility Application .............................26
4.4 Monitoring.............................................................................................................................................................................29
4.5 Potential Funding Strategies ..........................................................................................................................................32
4.5.1 Considerations .........................................................................................................................................................32
4.5.2 Grantees......................................................................................................................................................................32
4.5.3 State of California Grant Funding Programs ................................................................................................33
4.5.4 Federal Grant Programs .......................................................................................................................................33
4.5.5 Public-Private Partnerships .................................................................................................................................35
4.5.6 Other Local Funding Strategies.........................................................................................................................35
5. Conclusion................................................................................................................................ 37 Appendix A – Task 2 Memorandum...................................................................................................................................39 Appendix B – Task 3.2 Memorandum................................................................................................................................40 Appendix C – Survey Data......................................................................................................................................................41 Appendices
Appendix A – Task 2 Memorandum
Appendix B – Task 3.2 Memorandum
Appendix C – Survey Data
List of Figures
Figure 1: Survey Respondents Relationship to the Town.................................................................................................. 12 Figure 2: Survey Respondents Reason for Not Using Mammoth's Transit Services............................................... 13 Figure 3: Survey Respondents Bicycle Use in Town............................................................................................................. 14 Figure 4: Outreach Boards for Mammoth Festival of Beers & Bluesapalooza.......................................................... 15 Figure 5: Participants Sharing Feedback on Travel Behavior and Mobility Hub Amenities................................. 15 Figure 6: Community Input Collected at Outreach Event.................................................................................................. 16 Figure 7: Mode Choice of Residents (ACS 5-Year Estimate, 2019.................................................................................. 17 Figure 8: Recommended Mobility Hub Locations................................................................................................................ 18 Figure 8: Quick-Build Strategies for Existing Park and Ride Lot..................................................................................... 20 Figure 9: Quick-Build Strategies for Community Recreation Center ............................................................................ 21 List of Tables
Table 1: Mobility Hub Location by Typology ......................................................................................................................... 18 Table 2: Quick-Build Strategies for Pilot Project Locations .............................................................................................. 22 Table 3: Mobility Hub Implementation Steps ........................................................................................................................ 25 Table 4: Mobility Hub Strategies Performance Measurements ...................................................................................... 29
Mobility Hub Study and Program
2/9/2022
5 1. Introduction
1.1 Project Introduction and Purpose
The Town of Mammoth Lakes (“the Town”) is a year-round recreation destination for those seeking outstanding landscapes and outdoor recreation. This popularity, combined with large seasonal variations in climate, creates mobility challenges for residents, employees, and visitors.
The Mobility Hub Study and Program (“Study” and “Project”) builds upon previous mobility planning efforts with the overarching goal of promoting the Town’s “feet-first” philosophy by increasing and improving use of the transit system, preventing roadway congestion, improving circulation for residents and visitors, and helping to create a sense of place in Mammoth Lakes. Mobility hubs are a key component to achieving this goal.
This Study considers the unique mobility needs of the Town when identifying mobility hub locations and amenities, the process of implementing a mobility hub program, and potential funding sources. The following report identifies eight mobility hub locations. Two of the eight mobility hubs were selected for an initial pilot project program. Site design and amenities for these two pilot project sites were drafted in collaboration with Town Staff and refined through a community outreach process.
1.2 Building on Previous Efforts
The Mobility Hub Study and Program intends to utilize and build upon previous mobility-related plans and studies to align with existing mobility efforts completed by the community. Multiple plans and studies outline the Town’s mobility needs and provide general guidance on potential strategies for mobility hubs and mobility hub locations.
The Study aligns and supports the findings and strategies developed as part of the Main Street Plan, Walk, Bike, Ride Action Plan,(2017) and the Town General Plan Mobility Element (2016) These documents outline a need for mobility hub elements, such as “transit plazas,” “a multi-modal transportation facility”, and “a central transit hub.” The Town General Plan Mobility Element establishes goals, policies, and actions necessary to achieve a progressive and comprehensive multi-modal transportation system that serves the needs of residents, employees, and visitors alike. The Walk, Bike, Ride Action Plan aims to provide seamless connections between destinations and high-quality mobility options for walking, biking, and riding transit.
1.3 Study Overview
This Study represents the culmination of the project and includes a summary of the recommendations and next steps for the Town. The Report is divided into six chapters.
Mobility Hub Study and Program
2/9/2022
6 1. Chapter 1 introduces the Study and outlines the document.
2. Chapter 2 introduces the mobility hub concept, mobility hub typologies, and amenities for enhancing a multi-modal network in the Town of Mammoth Lakes.
3. Chapter 3 provides an analysis of the data and community outreach used to identify key users and locations for mobility hub strategies.
4. Chapter 4 outlines the process used to identify quick-build strategies to enhance the use of each pilot mobility hub site.
5. Chapter 5 identifies steps for implementing the mobility hubs, including potential funding strategies and revenue sources.
6. Chapter 6 provides a summary of conclusions.
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7 2. Mobility Hubs 101
2.1 What is a Mobility Hub?
Mobility hubs are places where people can make seamless connections between multiple transportation options. Mobility hubs offer visibility to – and connection between – public transit and other mobility services that in turn support sustainability, connectivity, and reduce dependence on private vehicles.
Mobility hubs can also help reduce congestion due to community growth. Building a hub in one location of the Town can help alleviate congestion elsewhere as the benefits from mobility hub services and amenities are felt throughout the network. While individual hubs can form a cohesive network, the design and accommodations at each hub location will vary based on the unique transportation needs of the area.
2.2 Mobility Hub Typologies: Primary & Destination Hubs Mobility hubs can vary in size and the types of amenities provided. Mobility hub typologies depend on a variety of factors, including proximity to activity centers, transit, and characteristics of nearby roadway and non-motorized transportation facilities. To support a “park-once” strategy and to reduce congestion and parking demand, a network of “primary” and “destination” mobility hubs is recommended. These categories are differentiated by scale, amenities, and context.
Primary mobility hubs are intended to be locations where ample space and existing public parking is available. The intent of these mobility hubs is to allow tourists and employees to park their vehicle at these locations for the duration of their trip and use various transportation options offered at the mobility hubs to travel to key destinations. Doing so would increase the likelihood that travelers will use alternate modes of transportation while they are in town, therefore reducing congestion along Town roads and parking demand at key destinations. To encourage mobility hub use, the parking lots at these locations should not have time restrictions and have minimal cost or free parking. The primary mobility hubs should include amenities and services that allow and encourages users to “park once” and utilize alternative modes of transportation to get around the Town. For example, transit access, comfortable transit stops (with benches, enclosures, and user information), bike share, robust travel and tourist information, and other amenities as described in Section 2.3 of this document.
Destination mobility hubs are intended to be smaller and will not include parking options that allow for all-day parking. The key purpose of these mobility hubs is to provide access to key destinations that do not offer robust parking such as Canyon Lodge, Eagle Lodge, and Main Street. A person would park at the “primary hub,” their lodging, or commercial areas and take transit to get to the “destination hubs”. The destinations hubs would provide return travel back to the primary hubs, lodging options, and commercial centers throughout the town. Many of the amenities and services are similar to the primary hubs but provided at a more basic scale and parking would be limited, very time restrictive, and potentially have a cost.
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8 2.3 Mobility Hub Amenities
Mobility hub amenities can be tailored to specific modes (e.g., EV charging or bicycle parking) or be more general (e.g., travel information kiosks or traveler restrooms). Mobility hubs support and connect to major transportation modes like public transit, pedestrian routes, and existing bicycle facilities. Amenities can also provide useful travel information aimed at enhancing the transportation experience, such as information on local restaurants, shops, and hotels.
Potential mobility hub amenities (by mobility hub type) include:
Primary Mobility Hub
• Parking & Charging
◦ Surface parking lots
◦ Electric vehicle (EV) charging
◦ Structure parking
◦ Valet Parking
• Multi-modal Amenities
◦ Transit Service/Stops
◦ Transit Stop Enhancements
◦ Taxi/Rideshare Service
◦ Taxi/Rideshare Loading Zones
◦ Robust Visitor Information
◦ Real time travel & Trip Planning Information
◦ Pedestrian Friendly Streetscape
◦ Car Share
◦ Bike/Racks/Secure Bike Lockers
◦ Seasonal Bike Share Hub
◦ Seating/Waiting Area
◦ Restrooms
◦ Concierge Service (Luggage Delivery)
◦ Recreational Equipment Lockers & Storage
Destination Mobility Hub
• Parking & Charging
◦ Limited Electric vehicle (EV) charging
Mobility Hub Study and Program
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9 ◦ Limited Valet Parking
• Multi-modal Amenities
◦ Transit Service/Stops
◦ Transit Stop Enhancements
◦ Taxi/Rideshare Service
◦ Taxi/Rideshare Loading Zones
◦ Basic Visitor Information
◦ Pedestrian Friendly Streetscape
◦ Bike/Racks/Secure Bike Lockers
◦ Seating/Waiting Area
◦ Restrooms
◦ Recreational Equipment Lockers & Storage
Certain amenities like EV charging are easier to implement quickly, whereas other amenities like structured parking are typically thought of as long-term strategies.
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10 3. Mobility Hubs in Mammoth Lakes
The project team analyzed available mobility data and conducted outreach to better understand how, why, and where people travel in the Town. The following section provides an overview of the analysis and outreach performed that supported the development of mobility hub strategies.
3.1 Description of the Town of Mammoth Lakes
The Town includes a mix of land use types, including single- and multi-family residential, commercial, and recreational, among others. High activity centers are not limited to the core of the Town. Inside the town core, high activity centers include commercial areas along Main Street (SR-203) and Old Mammoth Road, Mammoth Mountain access points at Main Lodge, Canyon Lodge, and Eagle Lodge, as well as at the Village at Mammoth. Popular destinations, such as Lakes Basin and Sherwin Recreational Area, are outside the town core and make it challenging to provide effective transit connections. Though transit and non-motorized transportation options exist, many people choose to drive due to extreme weather and limited transit effectiveness.
3.2 Data Overview
To better understand the Town’s mobility needs, the project team reviewed parking utilization, travel demand, and US Census data.
3.2.1 Parking Utilization and Citation Data
Parking utilization and citation data was reviewed to determine areas where parking availability is limited and determine locations where parking or travel connections are desired, but not currently provided.
The parking utilization data provided parking occupancy collected on February 15, 2020, at 8 AM, 10 AM, 12 PM, 2 PM and 4 PM. Parking occupancy was most consistently high for the parking areas near the Village, along Main Street west of Old Mammoth Road, and along the Old Mammoth Road Commercial District.
The parking citation data collected between March 2019 and February 2020 shows a higher concentration of parking citations issued in the following areas:
• Canyon Lodge: along Rainbow Lane, Lakeview Boulevard, and Davison Road • The Village: primarily along Canyon Boulevard, SR-203 (Minaret Road) and Forest Trail • Old Mammoth Road Commercial District: Chateau Road east of Old Mammoth Road • Main Street: near Stellar Brew and Natural Café
• SR-203 (Minaret Road): near the Stump Alley Express and Gold Rush Express ski lifts (i.e., The Mill) Most of the parking citations were for vehicles parked in no parking zones or in time restricted zones.
Mobility Hub Study and Program
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11 Parking appears to be in highest demand (paired with lower availability) in areas that serve Mammoth Mountain Ski Area lifts or commercial destinations. These areas (listed above) may be good candidates for destination hubs that provide return service to primary mobility hubs, as they are desired destinations at which parking supply is low or substantial amounts of parking citations have been issued.
3.2.2 Travel Demand Data
The Teralytics1travel demand data that was provided includes the number of “home”, “work,” or “other” related trips (originating or terminating at home, work, or other destinations) from counties throughout California and Nevada. While this data does not show travel patterns within the Town of Mammoth Lakes, it does provide information about the purpose of travel to the town. The predominant trip purpose was “Other,” meaning that the trip is not a trip to home or work and is most likely associated with recreational or tourism trips. Additional insights are provided in the “Why People Travel” sections below.
3.2.3 US Census Data
The U.S. Census Bureau’s American Community Survey (2019: ACS 5-Year Estimate) commute mode choice breakdown for residents of Mono County was obtained to provide work related travel behavior and mode choice. Additional insights are provided in the sections below.
3.3 Community Outreach
The project team conducted public outreach through an online survey and in-person interviews in the summer of 2021. This outreach was used to identify amenities for the pilot project and the overall strategy for mobility hubs in the Town.
Key takeaways from the online survey and in-person interviews include:
• There is a lack of information about alternative transportation options (e.g., transit, e-bike rentals) that exist throughout town.
• There is a lack of reliable transit service.
• Many people did not know that transit service is free within town. • There is an interest in having more EV charging throughout town. • There is a lack of non-motorized infrastructure.
• There is a lack of secure bicycle parking at key destinations. • There is a lack of information about existing non-motorized transportation networks like bicycle and pedestrian routes.
1 Teralytics is a travel demand data (“big data”) provider that works with telecom operators to provide access to mobility metrics relating to people’s movement. The data comes from anonymous cell phone GIS and cell tower records.
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12 3.3.1 Online survey
The survey was available online from 7/30/2021 – 9/3/2021. The survey focused on three goals:
establishing the respondent’s relationship to the Town, understanding travel behavior/needs, and understanding mobility preferences/perceptions. Respondents were asked a series of questions based on their relationship to the Town: visitor/tourist, resident, or worker. In effort to understand differences in travel behavior of each relationship type, travel behavior questions were grouped by relationship type. A total of forty-seven visitors/tourists, residents, and workers responded to the online survey. 51% of the respondents were visitor/tourists, 40% of respondents were residents, and the remaining 9% of respondents were workers. The complete survey data summary is provided in Appendix C.
Relationship Type
The respondents were primarily made up of year-round visitors/tourists, residents, and workers. Of the 24 visitors that responded to the survey, 50% of respondents (n=12) visit during the Winter and Summer months. Of the 19 residents that responded to the survey, 85% of resident respondents (n=17) live in the Town year-round. Similarly, 75% of workers (n=3) are not seasonal workers. As a result, the project team believes our survey results below reflect mobility needs and desires of a majority year-round population.
Figure 1: Survey Respondents Relationship to the Town
Each relationship type was asked about their existing mode of travel and what options they might use if convenience was not a factor. While 100% of resident respondents (n=19) typically drive with in the Town, our results indicate visitors/tourists and workers engage with modes other than a vehicle. Thirty-seven percent of visitors/tourists typically walk or bike and 17% of workers walk or take public transit.
Visitors/tourists and workers expressed overwhelming interest in traveling around the Town by means other than driving if convenience wasn’t a factor. Fifty percent of residents still believe they would opt to drive even if convenience was not a factor.
51% 40%
9%
Survey Question: What is your relationship to
Mammoth Lakes?
Visitor/Tourist
Resident
Worker
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13 Transit
Several survey questions were dedicated to understanding use of the Town’s free transit services, such as the Town Trolleys or ESTA shuttles. Sixty-six percent of respondents (n=31) had used the Town’s free transit services. Of the 34% who had never used the Town’s free transit service, most shared that they “didn’t know it existed,” “didn’t know the route schedule,” and “didn’t know the service was free.” More frequent shuttles, more reliable service, and real-time travel/trip planning information were the most common response for ways to make transit a more attractive mode type.
Figure 2: Survey Respondents Reason for Not Using Mammoth's Transit Services Bicycle
Around half of all survey respondents had used a bicycle in the Town. Safe and protected bicycle pathways and secure bicycle parking were the most selected option for ways to make biking a more attractive mode. Lack of dedicated facilities and not comfortable riding a bicycle was the most common responses for why respondents have not used a bicycle to travel in the Town. As described, when asked the question, “What would make riding a bicycle more attractive?, 72% of respondents indicated that “enhanced bicycle pathways” would be their first choice, followed by “secure bicycle parking.” 0 1
2 3
4 5
6 7
Didn't know
it existed
Didn't know
it was free
Didn't know
the route
schedule
Not
convenient
Routes don't
serve my
destinations
Prefer to
drive
# of respondents
Survey Question: Why haven't you used
Mammoth's transit services (Town Trolleys or
ESTA Shuttles)?
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14 Figure 3: Survey Respondents Bicycle Use in Town
Park and Ride
Majority of survey respondents (89%) had never used the Park and Ride Lot (PNR) before. Of the 11% who had used the Park and Ride Lot, transit connection to other destination was the most common response for what motivated respondent to the use the PNR. For the 89% of respondents who had never used the PNR before, the majority (n=21) indicated that they, “didn’t know it existed” followed by they “prefer to park at my destination.”
In addition to the questions mentioned above, respondents were asked to share desired mobility services at the Town’s Park and Ride Lot. Taxi/rideshare loading (n=20), bike share/rental station (n=19), and visitor information (n=16) were the top responses for desired services overall.
3.3.2 In-person Outreach Event
The project team attended the Mammoth Festival of Beers & Bluesapalooza on August 7, 2021, to collect in-person feedback on travel behavior and proposed mobility hub amenities. Outreach was conducted in two ways:
• A booth was set up inside the event with boards for people to review and provide feedback. The following interactive exhibits were provided:
◦ Map boards asking participants, “Where do you go and stay?” ◦ Mobility hub amenities board asking participants to “Place stickers on the amenities that make you interested in using a mobility hub.”
◦ Board asking participants about the existing Park & Ride Lot. 53%
47%
Survey Question: Do you ever use a bicycle to
travel around Mammoth?
Yes
No
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15 ◦ Jar activity asking participants to place a bottle cap into a jar indicating their favorite way to get around.
• Intercept surveys were performed of people standing in line to enter the event. The surveys asked basic questions including:
◦ Do you live in Mammoth? If not, where are you traveling from? ◦ How do you get around Mammoth?
◦ What would make it easier for you to walk, bike, or take transit? Approximately 65 people responded during the intercept survey and approximately 30 individuals stopped by the booth to ask questions and provide feedback.
Figure 4: Outreach Boards for Mammoth Festival of Beers & Bluesapalooza Figure 5: Participants Sharing Feedback on Travel Behavior and Mobility Hub Amenities A mix of visitors/tourists and residents engaged with the different data collection tools. Majority of the respondents who engaged in the jar activity prefer methods other than a vehicle when getting around Mammoth Lakes: walking (30%), transit (23%), biking (21%), and car (19%). Many of the tourists engaged did not know about the free transit or how to utilize the service. The following mobility hub amenities were desired by respondents:
• Gondola services
• Bike racks & lockers
• Seasonal bike share hub
• Shuttle service/stops
• Bus stop enhancement
• Taxi/rideshare loading zones
• Structured parking
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16 • Visitor information
• Real-time travel/trip planning information
• Recreational equipment lockers & storage
• Limited direct equipment rentals (for bikes, helmets, skis, and boots) • Overnight large vehicle parking
Feedback on amenity preferences were incorporated into the quick-build strategies outlined in Table 2.
Figure 6: Community Input Collected at Outreach Event
3.4 How, Why, and Where People Travel
This section summarizes travel behavior for tourists, residents, and employees based on the data sources described above and anecdotal observations based on our discussions with Town staff and our experience visiting the Town.
3.4.1 Tourists
Tourists typically travel by private automobile, though they may complete short trips by foot or bike once in town. Most tourists traveling in and around the Town of Mammoth Lakes do so to access restaurants, shopping, and recreation. Tourists primarily visit The Village, Old Mammoth Road Commercial District, Canyon Lodge, Main Street, and along SR-203 between Main Lodge and The Mill.
3.4.2 Residents
According to the American Community Survey (2019: ACS 5-Year Estimate), most commuters in Mono County travel via automobile (62 percent) or by transit (21 percent), with the remaining portion either commuting by bicycle or walking, or telecommuting.
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17 Figure 7: Mode Choice of Residents (ACS 5-Year Estimate, 2019 This was further supported by the Study’s community outreach survey data in which nearly two-thirds of residents who responded indicated they drive around town. Anecdotally, the project team understands that although some residents commute to work, residents primarily travel for personal (e.g., running errands, dining out) or recreational (e.g., skiing, hiking, camping) purposes. Residents will typically travel from their homes to grocery stores, restaurants, and recreational destinations.
3.4.3 Employees
The commute mode data presented above also applies to employees, as such it is expected that most employees travel to work in private automobiles. Employees travel within the town for work-related trips, while some make recreational trips or trips to access grocery stores or restaurants before or after work.
Non-resident employees travel into town using SR-203 and continue to the various destinations along Main Street, in the Village, in the Old Mammoth Road Commercial District, and the Mammoth Mountain Ski Area.
3.5 Mobility Hub Location Recommendations
Using the information collected above on traveler markets and behavior, and to support a “park-once” strategy and to reduce congestion and parking demand, the following mobility hub locations are recommended:
Recommended mobility hub locations are shown below on Table 1 and Figure 2. As previously mentioned in Section 2.2, mobility hubs are categorized into two typologies: Primary and Destination.
Primary mobility hubs allow tourists and employees to park their vehicle at these locations for the duration of their trip and use various transportation options offered at the mobility hubs to travel to key destinations. Destination mobility hubs are smaller and have a key purpose of providing return service to the primary mobility hubs, lodging options, and commercial centers throughout the town. 62%
21%
5%
6% 6%
Mode Choice (Mono County)
Automobile Transit Walking Bicycle Worked from Home
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18 Table 1: Mobility Hub Location by Typology
Location Typology
Mammoth Lakes Community Center and the Village at Mammoth Parking area Primary Mammoth Lakes Visitor Center Primary
The future Community Recreation Center (CRC) at Mammoth Creek Park Primary Old Mammoth Road Commercial District at existing Tavern Road Park-and-Ride lot near Old Mammoth Road and Tavern Road
Destination
Canyon Lodge Destination
Main Street near Stellar Brew and Natural Café Destination Along Minaret Road (SR-203) near Main Lodge Destination Along Meridian Boulevard near Eagle Lodge Destination
Figure 8: Recommended Mobility Hub Locations
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19 4. Mobility Hub Pilot Project
The project team identified two mobility hub pilot project sites that would make the most impact on mobility overall and could be implemented using quick-build strategies.. Quick-build strategies will allow the Town to implement improvements faster and measure strategy effectiveness at a lower cost.A summary of this effort is described below.
4.1 Pilot Site Identification
The Towns PNR and future CRC sites were selected for mobility hub pilot projects. In this Study, the project team identified quick-build strategies that could be used to enhance the use of each site. These sites were selected because they either already exist (PNR lot) or are under construction (CRC site), and quick-build strategies could be implemented more easily. Site design is shown in more detail on Figure 3 and Figure 4.
4.2 Pilot Strategy Identification and Refinement
Building off the travel demand data and feedback from the community in the outreach survey and the inperson outreach at Bluesapalooza, the project team identified an initial set of quick-build strategies that could be implemented at either the PNR or CRC site. Strategies were identified that :
1. Support Mobility Element goals of reducing driving, increasing walking, managing parking, etc.
2. Are contextually appropriate (e.g., sized based on anticipated travel demand, applicable during winter and/or summer, etc.)
3. Meet travel demand needs
4. Can be implemented quickly and for a relatively low cost
OLD MAMMOTH ROAD
SIERRA MANORS ROAD
MAMMOTH TAVERN ROAD
MAMMOTH LAKES MOBILITY HUB STUDY
Existing Park & Ride Lot
Pick-up/Drop-off Area
Public Information Kiosk
Eye-catching kiosk that includes marketing
of free transit
NOTE: Maps with information about mobility
services, nearby destinations and walking routes
will be included at the Public Information Kiosk.
NOTE: The multi-modal amenities are most
effective if a pedestrian connection to the bus stop
is also implemented
PARKING & CHARGING
MULTI-MODAL AMENITIES
SIDEWALKS & PATHWAYS
Paved Sidewalks
Proposed Pedestrian Connection
to Old Mammoth Road
Restrooms
Seating/Waiting Area
Free Surface Parking
Free/Subsidized EV Charging
NOTE: The number of free surface parking and
free/subsidized EV charging spaces will be
determined in coordination with Town staff. Staff
will also explore expanding existing Tesla chargers
to include universal chargers.
Quick-Build
Mobility Hub Strategies
Secure Bike Lockers/
Short-term Bike Parking
OLD MAMMOTH ROAD
TO MEADOW LANE
Community
Recreation Center
MAMMOTH LAKES MOBILITY HUB STUDY
Community Recreation Center
Quick-Build
Mobility Hub Strategies
Free Surface Parking
Free/Subsidized EV Charging
PARKING & CHARGING
SIDEWALKS & PATHWAYS
Paved Sidewalks
Pedestrian Connections
NOTE: The number of free surface parking and
free/subsidized EV charging spaces will be
determined in coordination with Town staff. Spaces
may be limited or unavailable during certain hours
and/or CRC events.
Public Information Kiosk
Eye-catching kiosk that includes marketing
of free transit
MULTI-MODAL AMENITIES
Secure Bike Lockers/
Short-term Bike Parking
Pick-up/Drop-off Area
NOTE: Maps with information about mobility
services and nearby destinations will be included at
the Public Information Kiosk.
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22 4.2.1 Quick-Build Strategies
Following the community outreach process, the project team refined the list of quick-build strategies and identified the following strategies for the pilot locations:
Table 2: Quick-Build Strategies for Pilot Project Locations Strategy Park & Ride Community Rec Center
Free Surface Parking X X
EV Charging X X
Free Printed Map that Shows Walking Routes X
Drop-off/Pick-up Area X X
Seating/Waiting Area X
Restrooms X
Bike Valet/Secure Bike Lockers X X
Public Information Kiosk (Marketing of FREE
Transit)
X X
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23
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24 5. Findings and Next Steps
The strategies identified above have the potential to reduce the percentage of trips made via private automobile, therefore enhancing mobility throughout town. This section outlines the steps to implement mobility hubs, monitor program effectiveness, and some of the potential funding strategies. This will include considerations from grant programs, potential recipients of these grants, and potential funding strategies.
4.3 Implementation
Mobility hub strategies will need to be designed in a coordinated effort between Town staff and key stakeholders. Successful implementation of mobility hubs is dependent on the Town’s abilities to advance the program and success in identifying and implementing partnerships to provide mobility services.
Table 3 identifies key steps for implementing mobility hubs.
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25 Table 3: Mobility Hub Implementation Steps
Note: TOML = Town of Mammoth Lakes; SMP = Shared Mobility Provider; PB = Private Business Step Description Involved Parties
and Responsibility
Identify and
Secure Sites
The Mobility Hub Study identifies mobility hub locations, typologies, and amenities. While the pilot project focuses on land owned by the Town, some sites may require public/private partnerships, access agreements, or purchasing.
TOML and PB
Shared
Mobility
Partnerships
Public-private partnerships can increase the number of shared mobility options such as shared bicycles (or electric bicycles or scooters) available in the Town of Mammoth Lakes.
TOML and SMP
Mobility Hub
Configuration/
Design
Design and implement mobility hubs, including context sensitive amenities and services. Design and construct necessary utility and communications upgrades. Incorporate and plan for additional pedestrian amenities, such as pedestrian pathways and improved crossings. Identify any impacts or changes impacting transit service operation.
TOML, SMP, and
PB
Mobility as a
Service/Smart
Phone Mobility
Application
Create a mobile smartphone application for residents and tourists to obtain information about mobility services, plan trips, compare mobility choices, purchase tickets, or reserve service.
TOML, SMP, and
PB
Education and
Encouragement
Marketing
Campaigns
Develop an education and encouragement campaign to provide information and increase awareness of mobility hub options and encourage use. Provide local businesses advertisement opportunities and campaign materials to promote program.
TOML, SMP, and
PB
Performance
Monitoring
Plan
Establish data collection measurements, frequency, metrics to monitor performance and adjust shared mobility services to best meet changing demands.
TOML and SMP
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26 Individual destination and primary mobility hub sites will be designed based on mobility needs and community preferences. Site design should allow for flexibility to incorporate future mobility services and technologies.
4.3.1 Suggested Guidance and Criteria for Development of a Mobility Application
As part of this Study, the Town requested preliminary research into the development of an app-based service for integrated multi-modal trip planning, ticketing, and fare collection/validation. Currently the mobility application TransitApp is available for free public use and provides users with information on ESTA transit times. At time of the Study, the application is not widely used. One of the key drawbacks is that the app uses crowdsourced data as the data source for producing transit times. This means that the app relies on people having the app downloaded and in use to get information while they are riding the transit. Since the app isn’t widely used, the data is sparse and can be inaccurate.
The current TransitApp is specifically focused on providing transit route information. A more comprehensive multi-modal transportation application can support the Town in providing seamless travel for customers and effectively monitoring mobility hub amenities proposed in this Study. A more comprehensive app-based service could be used to support the existing transit system and proposed mobility hub amenities, such as electric vehicle charging stations, shuttle services, car share, secure bike racks, etc. The following section suggests elements and criteria for the Town to consider when procuring a provider and provides ideas for improving the existing application if switching service providers is not desired
Potential Requirements and Desirable Elements
The following list of features could all be identified as desirable elements. Some of the items below could be elevated to minimum requirements, keeping in mind that given the complexities of app development, a long list of requirements may unnecessarily constrain respondents and reduce the number of proposals.
For example, the items listed below in BOLD could be identified as required and the remaining elements could be identified as desired.
The Town would need to assist the selected vendor in building the local relationships (technical and business) required to develop the features listed below. • Compatible with both Android and IOS, and responsive on all browsers/platforms • Compliant with relevant accessibility standards (ADA, CVAA, WCAG, etc.) • Available for free download on Apple iTunes and Google Play The following Mobility
App-based services
were reviewed as part
of this Study:
• ByteMark
• Civic Connect
• Double Map
• Moovel
• Moovit
• RouteMatch
• Token Transit
• Transloc
• TransitApp
• TripShot
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27 • Allow users to search for and purchase rides from local transit agencies • Display real-time vehicle locations and arrival predictions • View automobile and bicycle parking locations
• Accommodate demand responsive transit features
• Ability to prepay for automobile parking
• Allow users to search for and purchase rides from on-demand or shared mobility providers (Lyft/Uber, Taxi, bikeshare, scooter share, etc.) and private transportation operators (resort/hotel shuttles).
• Allow riders to purchase tickets for ski/mountain bike areas or special events • Rewards program to incentivize transit use (points program, virtual gift cards, discounts at local businesses)
• Ability to send customer questionnaires
• Future applications such as Wallet, luggage concierge, links with on-line booking engines to allow trip planning on a pre-arrival basis, as well as integration capabilities with other applications General Considerations for Selecting an App Developer
Based on discussions with customers of mobility application developers, a general theme is that when a small and more nimble application developer is acquired by a larger company, the responsiveness and flexibility decline significantly for existing/legacy clients. Review proposed contracts for unfavorable language that limits the responsibility of developers in the case of acquisition or merger. Some companies may have undergone changes in ownership that limit their ability to provide the kind of locally customized and branded or “white label” application desired by the Town of Mammoth Lakes.
We encourage using an app developer that is popular among mountain communities. This familiarity provides ease of use. There does not appear to be a universal mobility application in use among mountain communities. Utah Transit Authority also uses the TransitApp, while Park City uses myStop Mobile.
Application providers like RouteMatch and TripShot have local business integration which could promote public-private partnership between the Town and local merchants.
Cost / Fee Structure
Customized Trip Planning: A customized app under complete ownership of the Town would likely be the costliest structure and there would be little incentive to upgrade or continue supporting the application beyond the agreed upon contract term.
White Label: These apps generally offer custom branding and some customization of functionality, but most elements of the application remain the property of the vendor. Up-front costs vary significantly based on desired elements and payments for ongoing support and maintenance are also typically required.
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28 Commission Based: For applications that allow in-app purchases, contracts with revenue sharing agreements can significantly reduce up front capital costs and provide an incentive for the app developer to promote, maintain and update the application on an ongoing basis.
Service Provider: Bytemark Service Provider: Moovit
Service Provider: TransLoc Service Provider: Route Match Ideas for Improving Usage of TransitApp and Ridership Data Collection As mentioned above, ESTA currently uses TransitApp, but the application is not widely used. Since transit in the Town is free and application usage is low among riders, it is difficult to actively track transit ridership. In addition, since the app uses crowdsourced data to report transit times and the app usage is low, the data provided on the app is not reliable. Strategies to increase app usage is a key first step in deploying reliable data to users and obtaining transit ridership information.
The following strategies can be used to increase app use:
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29 • Establish regular coordination between ESTA and Town staff to collaborate on encouraging transit usage, improving use of the app, and discussing next steps for either a new or improved app. • Develop a marketing campaign for the app to increase usage. The app should be advertised on the transit vehicles and at transit stops. It would also be helpful to include an advertisement on the ESTA, Town, and www.visitmammoth.com websites as well as print materials that are provided to tourists at hotels (for example the map that is handed out upon check-in at many of the hotels). Marketing can also be done through radio and social media. • Develop an incentive program that offers people who download the app coupons to local businesses or other prizes (for example stickers or other souvenirs that are branded with the Mammoth Lakes logo).
• Investigate if the app can utilize GPS module data instead of crowdsourced data. A GPS module would be installed on each transit vehicle to track and provide travel data within the app. This would provide more reliable information and not rely on increased app usage. However the improved data may encourage increased use.
4.4 Monitoring
The following section outlines recommended data collection types for six of the eight proposed pilot project quick-build strategies. Once implemented, the effectiveness of the strategies at each location will be analyzed using a data-driven process. Primarily, utilization and count data will be collected at regular intervals to determine if the proposed strategies are successful at supporting the Town mobility goals of reducing auto congestion by promoting a “park once” environment. This data will assist the Town in determining the best long-term strategies to include in future mobility planning efforts. Note that the specific measures of effectiveness may need to be adjusted once baseline data is collected.
Table 4: Mobility Hub Strategies Performance Measurements Mobility Hub
Strategy
Measure of
Effectiveness Data Type Frequency Estimated Cost Implementation Considerations Free Surface
Parking
Increased use
of mobility hub.
Parking
utilization of
70% or greater.
Utilization
Bi-Annually
(Winter and
Summer)
with at least
3 days of
data for
each season
Low to high
cost
Costs will vary based on the
collection method used,
whether from on-site
observations (low cost)2 or
sensors (high cost).3
2 On-site observations should also monitor amenities motorists use after parking on-site. 3 Streetlight Data (2021) https://www.streetlightdata.com/modes/
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30 Mobility Hub
Strategy
Measure of
Effectiveness Data Type Frequency Estimated Cost Implementation Considerations Free/Subsidized
EV Charging
Increased EV
use. EV space
occupancy of
50% or greater.
Utilization
Bi-Annually
(Winter and
Summer)
with at least
3 days of
data for
each season
n/a4
Local agency should request EV
Charging Station vendors
include the installation of
equipment capable of
collecting and reporting
utilization data.
5 Outside of EV
vendors, occupancy data can
be collected during parking
occupancy surveys.
Free Printed
Map that
Shows Walking
Routes
Increased
pedestrian
activity along
identified
walking route.
50% increase in
pedestrian
counts over the
baseline count.
Pedestrian
Counts
Annually Low cost
On-site observations or
feedback from business owners
via survey or focus groups.6
4 Vendors may include utilization data under service contract or provide for an additional cost. Cost for this data is not available at this time.
5 Northeast Corridor Regional Strategy for Electric Vehicle Charging Infrastructure (Nescaum 2018) https://www.nescaum.org/documents/northeast-regional-charging-strategy-2018.pdf/ 6 Curbside Management Practitioners Guide (Institute of Transportation Engineers 2019) https://s23705.pcdn.co/wpcontent/uploads/2019/03/ITE-Kerbside-Curbside-Management-Guide.pdf
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31 Mobility Hub
Strategy
Measure of
Effectiveness Data Type Frequency Estimated Cost Implementation Considerations Drop-off/PickUp Area
Curbside
activity that
results in 20
drop-off/pickups during
daylight hours.
Vehicle
counts
Annually.
Basic
observations
performed
for at least 3
consecutive
days
High cost
(for
continual
monitoring)
Low cost for
basic
observations
Automated (video) data
collection methods may
require public transport and
ride services to provide
sufficient data to collect and
monitor use of Drop-off/PickUp Area.7 Data can also be collected through basic
observations; however, it would
be more limited.
Bike
Valet/Secure
Bike Lockers
Bike valet or
bike parking
occupancy of
50% or greater.
Utilization Annually
Low cost to
n/a8
On-site observations can be
performed if design allows for
visibility. Bike lockers with
digital access features are likely
equipped with data reporting
capabilities.9 The local agency
should confirm with service
provider.
Marketing of
FREE Transit
and TransitApp
Transit ridership
increase by 50%
after first year
of
implementation
of measures to
expand
TransitApp use
or deployment
of a new app.
Utilization Annually Low cost
The Town should consider
measures to expand the use of
the TransitApp or development
of an updated transit or
integrated app-based mobility
service. Data can be collected,
evaluated, and managed in
partnership with the Eastern
Sierra Transit Authority.
7 The Shared-Use City: Managing the Curb (OECD 2018) https://www.itf-oecd.org/sites/default/files/docs/shared-usecity-managing-curb.pdf 8 Vendors may include utilization data under service contract or provide for an additional cost. Cost for this data is not available at this time.
9 Cycle Safe (2021) https://cyclesafe.com/bike-parking/options/bike-locker-digital-access/
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32 4.5 Potential Funding Strategies
Mobility hubs are often funded through local, state, and federal funding sources.
Potential local funding sources include:
• Funding from local or county tax measures such as sales or use tax • Special assessments on property within neighborhoods or special districts • Parking or other use fees with specific allocation for transportation investment • Financing capital costs through local bond measure
4.5.1 Considerations
Transportation grant programs generally provide financial assistance to implement programs or facilities that support regional, county, and goals for mobility, land use, climate action and resiliency. Many grant programs require a local match financial contribution, or a local funding source that constitutes a portion of the overall cost. Generally, transportation grants do not cover the entire project cost. As such, it is highly recommended that the Town prepares a capital cost estimate for the project(s). The capital cost estimates should outline the cost against potential revenue sources, including financing (such as bond funds) and available grant funding. This effort will also assist the Town prepare and articulate the project(s) in a grant application process.
Once capital cost estimates are prepared, the Town should prioritize projects. Projects with the biggest effect on multiple facilities, modes, and aligned with Town mobility goals should be prioritized first. In addition, the projects should be prioritized based on how they set up implementation for other projects, for example, consider if you build one project does it help make it easier to construct the next one.
Packaging projects from different planning documents will make the application stronger and help the Town achieve mobility goals more quickly and efficiently.
4.5.2 Grantees
Grant programs are available to different jurisdictions operating in the Town and eligibility may very across entities. The potential grantee options for these project(s) are:
• Town of Mammoth Lakes (Town)
• Eastern Sierra Transit Authority (ESTA)
• Mono County
• Caltrans
Depending on the grant program, it is also possible for the Town to jointly apply for grants in partnership with the County or ESTA.
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33 4.5.3 State of California Grant Funding Programs
The State of California offers a myriad of mobility grant programs to local communities and transit operators. The following programs may be opportunities for the Town. • State Transportation Improvement Program
◦ Five-year Program funding improvements that increase highway system capacity including transit and active transportation projects
• Active Transportation Program
◦ Funds and promotes alternative transportation options to encourage active modes • Local Partnership Program
◦ Intended to incentivize cities/counties that have passed tax measures for transportation improvements
• California Climate Investment: Cap and Trade Program
◦ Eligible grantees could be either the Town or ESTA, depending on the program type ◦ The State offers Technical Assistance to support communities applying for funding under these program
◦ California Climate Investments seek to invest in cleaner energy and innovative means to reduce pollution. Funding within this program does include investments in cleaner transportation as well as affordable housing, zero-emission, and renewable energy. A portion of California Climate Investments also invest in low-income and disadvantaged communities. • Potential funding programs for Mobility Hubs:
◦ Transit & Intercity Rail Capital: funds transformative capital improvements that modernize California’s transit systems including bus
◦ Low Carbon Transit Operations: offers capital assistance grants for transit agencies to improve mobility through new or expanded services
4.5.4 Federal Grant Programs
The United States Department of Transportation (US DOT) Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) offer many grant programs for transit authorities, regional, and local entities to construct improvements within transportation networks. Grant programs range from formula programs where the program funding is allocated to the States Department of Transportation or discretionary funds awarded to Regional Planning organization through a competitive application process.
The capital cost of mobility hubs generally could be eligible under the following programs:
• Grants for Bus and Bus Facilities Program
Mobility Hub Study and Program
2/9/2022
34 ◦ Competitive program
◦ Supports the investment in bus facilities such as mobility hubs ◦ Grants can fund up to 80 percent of the total project cost and the grantee will be required to demonstrate funding plan
• Better Utilizing Investment to Leverage Development (BUILD) ◦ Competitive program
◦ For “shovel-ready” projects that have a significant regional or local impact ◦ BUILD grants span US DOT with FTA administering for transit-related investments ◦ Eligible projects include funding for re-construction activities and right-of-way acquisition ◦ As a condition of award, FTA would likely require projects that involve right-of-way acquisition to commit to completing the anticipated improvements within a particular timeframe
• Congestion Mitigation and Air Quality Program (CMAQ)
◦ Formula funding
◦ Provides funding for nonattainment or maintenance areas for ozone, carbon monoxide, and/or particulate matter.
◦ States that have no nonattainment or maintenance areas still receive a minimum apportionment of CMAQ funding for either air quality projects or other elements of flexible spending
◦ Funds may be used for any transit capital expenditures otherwise eligible for FTA funding provided they have an air quality benefit
• Rural Transportation Grant Programs
◦ Intended to support mobility and transit in nonurbanized areas ◦ Formula and competitive grant programs exist
• Access and Mobility Partnership Grant
◦ Competitive grant program
◦ Grantee could be partnership of Town, County and/or other service providers ◦ Provides competitive funding to support innovative projects for the transportation disadvantaged that will improve the coordination of transportation services and nonemergency medical transportation services ◦ The Mobility Hub project could include innovative features to support the objectives of this grant program
◦ Grant program requires project completion within 18 months of award
Mobility Hub Study and Program
2/9/2022
35 ◦ Grants can fund up to 80 percent of the total project cost and the grantee will be required to demonstrate funding plan
4.5.5 Public-Private Partnerships
Mobility hubs and increased transit ridership will provide a myriad of benefits for local businesses.
Businesses and developers may no longer need to provide as much parking, freeing up land for other revenue-generating uses or reducing barriers to development. This increases economic activity and funding for the Town. Reducing congestion and improving mobility improves quality of life for residents and can make the Town more desirable for tourists and residents alike. Operating a business near a mobility hub can provide a competitive edge for nearby businesses, making them more accessible to a larger market than other locations. These positive externalities associated with mobility hubs can be captured by the Town and formalized through the development of public-private partnerships.
Private contributions from local businesses can include land for mobility hubs, dedication of space for mobility hub services, reduced rates for shared mobility services, data to assist in identifying markets and monitoring performance, and contributions for education and encouragement marketing campaigns.
Public-private partnerships also include the provisions of some mobility hub services and amenities such as bikeshare, carshare, shared ride-hailing, and electric charging stations. The Town may be required to provide a benefit such as a subsidy, marketing, or exclusivity to the private entity for providing the service.
These partnerships can be mutually beneficial for both parties and may further increase the effectiveness of mobility hub services and amenities.
4.5.6 Other Local Funding Strategies
Other funding opportunities are also available through parking fees or fees on other uses on the transportation network. One strategy for encouraging shared mobility use is to appropriately charge for parking. Parking charges may be set to align with the cost of land or to align demand and supply where parking supply is limited. While parking charges incur some cost, such as for enforcement, signage, and revenue collection, often there is surplus revenue that can be applied to services, such as amenities outlined in the mobility hub quick-build program above. This can be a valuable source to cover ongoing operating and maintenance costs.
Other potential user fee types could include:
• Recreational user fees that supplement day-use fees
• Lodging taxes
• Increased parking costs during congested periods
• Distance based parking fees
Local funding could also be provided for certain mobility hub amenities through a business improvement district that levies fees on local businesses in defined areas. Such mobility strategies that are commonly
Mobility Hub Study and Program
2/9/2022
36 funded through such programs include microtransit shuttles, local circulation and streetscape improvements, and marketing campaigns.
Mobility Hub Study and Program
2/9/2022
37 5. Conclusion
The Town of Mammoth Lakes has a unique set of transportation needs and constraints because of its seasonal weather and tourist-oriented services. This Study builds on previous planning efforts and existing Town philosophies, such as “park once” or “feet first,” to develop a proposed list of mobility hub locations to address the Towns transportation needs. This Study identifies quick-build amenities for two mobility hub locations and outlines next steps for implementing a comprehensive mobility hub network that promotes the sustainable use of the transportation and enhances the daily life of residents and tourists.
Mobility hubs are an emerging transportation solution throughout the country. This Study aims to build on the evolving nature of mobility hubs and provide context sensitive solutions for the Town’s unique transportation needs. This Study used parking utilization, travel demand and US Census data, as well as community input, observations made by Town Staff, and expertise from the project team, to identify mobility hub locations and future users. The Study focuses on travel demands unique to the user types in the Town of Mammoth Lakes: Residents, Tourists, and Employees. Two mobility hubs typologies are proposed for Mammoth Lakes to reflect the different transportation needs in different parts of the community. These hub types are differentiated by scale, amenities, and magnitude of physical improvements.
This Study outlines recommended steps for implementing a smooth and effective roll-out of the mobility hub program. Additionally, performance measurements were outlined to measure and assess mobility hub utilization and success. This includes collecting utilization and count data regularly to determine if the proposed strategies are successful at supporting the Town mobility goals. In addition, funding strategies have been identified, such as grant programs, public-private partnerships, and additional revenue sources.
Mobility hubs offer a robust solution to implementing the Town’s vision of parking a vehicle once and relying on a well-connected multi-modal network to access the Town’s recreational, commercial, and cultural attractions. In this vision, visitors park at one of the primary or destination mobility hubs when they enter the Town and then use transit, biking or walking for the remainder of their stay. Residents have enough mode options to commute to work by walking, biking and/or transit and experience a higher quality of life by avoiding congestion and reducing expenses associated with automobile ownership and usage.. Through this Study, mobility hub locations are strategically placed allowing visitors/tourists, residents, and the local work force to seamlessly connect between modes and services.
Mobility hub strategies will need to be designed in a coordinated effort between Town staff and key stakeholders. Successful implementation of mobility hubs is dependent on the Town’s abilities to advance the program and success in identifying and implementing partnerships to provide mobility services. The project team recommends the Town consider consolidating all existing mobility-related plans and studies into a Mobility Master Plan with a master multi-modal improvement priority list. Through a robust and inclusive planning process, the Town can synthesize the previous mobility planning studies, develop a list of priority projects, and secure funding to implement projects. The Mobility Master Plan should also
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38 include designing an interactive web-based GIS platform to actively track and interact with public as mobility projects move through the planning progress. This plan can serve as the Towns transportation roadmap for years to come.
Appendix A – Task 2 Memorandum
Town of Mammoth Lakes
June 8th, 2021
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Memorandum
Date: June 8
th, 2021
To: Chandler Van Schaack, Town of Mammoth Lakes
From: Katy Cole, Madison Roberts and Chris Wahl; Fehr & Peers Subject: Draft Data Review and Mobility Hub Siting Refinement (Task 2) SD21-0403
The purpose of this memorandum is to review data collected for the Mobility Hub Study and Program Administrative Draft and determine whether the proposed mobility hub sites identified in the Administrative Draft are appropriate. Specifically, this memo reviews the parking utilization and citation data that was collected for the Mobility Hub Study and Program, travel demand (i.e., Teralytics) data that was previously collected and analyzed, and United States Census commute data. This memorandum summarizes predominant travel patterns throughout Mammoth Lakes and provides updated mobility hub siting recommendations.
The findings of this memorandum will support the development of mobility hub strategies and the refinement of the Mobility Hub Study and Program document.
Data Overview
The following data sources were reviewed to help understand travel behavior to/from and within the Town.
Parking Utilization and Citation Data
Key Finding: Parking appears to be in highest demand (paired with lower availability) in areas that serve Mammoth Mountain Ski Area lifts or commercial destinations. These areas (listed below) may be good candidates for smaller mobility hubs that provide return service to larger mobility hubs, as they are desired destinations at which parking supply is low or substantial amounts of parking citations have been issued.
Parking utilization and citation data was reviewed to determine areas where parking availability is limited and determine locations where parking or travel connections are desired, but not currently provided.
Town of Mammoth Lakes
June 8
th, 2021
The parking utilization data provided parking occupancy collected on February 15, 2020, at 8 AM, 10 AM, 12 PM, 2 PM and 4 PM. Parking occupancy was most consistently high for the parking areas near the Village, along Main Street west of Old Mammoth Road, and along the Old Mammoth Road Commercial District.
The parking citation data collected between March 2019 and February 2020 shows a higher concentration of parking citations issued in the following areas:
• Canyon Lodge: along Rainbow Lane, Lakeview Boulevard, and Davison Road • The Village: primarily along Canyon Boulevard, SR-203 (Minaret Road) and Forest Trail • Old Mammoth Road Commercial District: Chateau Road east of Old Mammoth Road • Main Street: near Stellar Brew and Natural Café
• SR-203 (Minaret Road): near the Stump Alley Express and Gold Rush Express ski lifts (i.e., The Mill)
Most of the parking citations were for vehicles parked in no parking zones or in time restricted zones.
Travel Demand Data
Key Finding: Most people traveling to the Town of Mammoth Lakes are doing so for recreational or tourism purposes.
The Teralytics travel demand data that was provided includes the number of home, work or “other” related trips (originating or terminating at home, work, or other destinations) from counties throughout California and Nevada. While this data does not show travel patterns within the Town of Mammoth Lakes, it does provide information about the purpose of travel to the town. The predominant trip purpose was “Other,” meaning that the trip is not a trip to home or work and is most likely associated with recreational or tourism trips. Additional insights are provided in the “Why People Travel” sections below.
US Census Data
The U.S. Census American Community Survey (2019: ACS 5-Year Estimate) commute mode choice breakdown for residents of Mono County was obtained to provide work related travel behavior and mode choice. Additional insights are provided in the “Why People Travel” sections below.
How, Why, and Where People Travel – Evaluating the Data This section summarizes travel behavior for tourists, residents, and employees based on the data sources described above and anecdotal observations based on our discussions with Town staff and our experience visiting the Town.
Town of Mammoth Lakes
June 8
th, 2021
Tourists
How
Due to limited transportation options from other counties to the Town of Mammoth Lakes and observed congestion in the town during peak tourism periods, it is assumed that most tourists will drive their private automobile to the town or rent a car at the airport when they arrive.
While in town some tourists may complete short trips by foot or bike, predominantly in the summer, but most trips to restaurants and recreational destinations are assumed to be completed by car or using the existing complimentary shuttle system operated by the Eastern Sierra Transit Authority (ESTA).
Why
The Teralytics data identifies weekend travelers (on a typical weekend in January 2019) traveling to the Town of Mammoth Lakes from 47 different counties within California and Nevada.
Approximately 92% of all trips from this data set are not home or work-related trips, supporting the fact that the Town of Mammoth Lakes is a key regional destination for recreation and tourism.
With this understanding, it can be assumed that travel in and around the Town of Mammoth Lakes is primarily for recreation and secondarily for work trips to and from recreational commercial uses. Of the trips completed only within Mono County, approximately 94% were categorized as non-home or work-related, indicating that even local travel (within Mono County) is most focused on recreation.
By reviewing the land uses surrounding the areas of highest travel demand (using parking occupancy and parking citations as a proxy) it appears that most tourists traveling in and around the Town of Mammoth Lakes do so to access restaurants, shopping, and recreation.
Where
The parking utilization and citation data illustrates that the areas with highest travel demand for tourists are the following:
• The Village: around Canyon Boulevard, Minaret Road and Forest Trail • The Old Mammoth Road Commercial District
• Canyon Lodge: along Lakeview Boulevard
• Main Street: near Stellar Brew and Natural Café
• SR-203 (Minaret Road): near the Stump Alley Express and Gold Rush Express ski lifts (i.e., The Mill)
Predominately, trips are taken to access commercial, recreational, or lodging uses.
Town of Mammoth Lakes
June 8
th, 2021
Citation data is assumed to be most indicative of preferred destinations for tourists because it is expected that tourists have a higher tolerance for parking citation fees than residents and employees. It is also assumed that residents and employees are more aware of locations where parking is allowed near destinations.
Residents
How
The U.S. Census American Community Survey (2019: ACS 5-Year Estimate) provides the following commute mode choice breakdown for residents of Mono County.
Note to Town Staff: The commute transit mode share (21%) reported by the ACS seems high for Mono County. Are you able to provide any insight as to why it is this high? For reference, the transit mode share for commuters in California is five percent.
Although commute or work trips do not represent all trips that a person makes throughout the day, work trips can be representative of a person’s general willingness to use alternative modes of transportation. As the commute mode choice is predominantly automobile, it is expected that residents generally use their automobile to access destinations throughout the Town of Mammoth Lakes. It is also anticipated that residents of the town use automobiles more frequently during winter and spring months when temperatures tend to be much lower and the presence of snow and ice along roadways and adjacent nonmotorized pathways can create substantial mobility challenges.
Why
Data summarizing why residents travel was not available at the time this memorandum was prepared. However, anecdotally, the project team understands that although some residents commute to work, residents primarily travel for personal (e.g., running errands, dining out) or recreational (e.g., skiing, hiking, camping) purposes.
62%
21%
5%
6% 6%
Mode Choice (Mono County)
Automobile Transit Walking Bicycle Worked from Home
Town of Mammoth Lakes
June 8
th, 2021
Where
Despite data not being currently available for town residents’ travel patterns, it can be logically assumed that residents will typically travel from their homes to grocery stores, restaurants, and recreational destinations. A small portion of the residents are assumed to commute out of the town for work. Due to these relatively scattered travel patterns, it is not expected that residents will be the key market for the mobility hub network, though mobility hub strategies will be available for residents should they elect to do so.
Employees
How
Anecdotally, we understand that most employees who work in the Town of Mammoth Lakes do not live within the town, but rather in other areas within Mono and Inyo Counties. The commute mode data presented above for residents is also representative of the mode choices of employees commuting to the town and as such, it is expected that most employees travel to work in private automobiles. Additionally, seasonal weather fluctuations are anticipated to increase the percentage of the employees commuting to work in private automobiles in the winter and spring, similar to residents of the town.
Why
Employees are expected to travel within the Town primarily for work-related trips (either the commute to or from work or other work-related trips during the workday). While in the town a smaller portion of employees may complete recreational trips or trips to access grocery stores or restaurants before or after work, but these trips are expected to be infrequent.
Where
Although travel pattern data is limited, non-resident employees are expected to travel into town using SR-203 and continue to the various restaurants, lodging, and recreational destinations along Main Street, in the Village, in the Old Mammoth Road Commercial District, and the Mammoth Mountain Ski Area. This concentrated travel pattern along SR-203 may make employees an ideal audience for a mobility hub along SR-203 at the eastern edge of the town, especially if a mobility hub in this location provides transportation to employment centers during shift changes.
Review of Mobility Hub Siting
The Mobility Hub Study and Program Administrative Draft recommended three different types of mobility hubs: Recreational Gateway, Community, and Regional. Each type of mobility hub was proposed to include a different suite of amenities ranging from enhanced transit waiting areas to universal transportation accounts.
Town of Mammoth Lakes
June 8
th, 2021
The final mobility hub sites identified in the report are:
• The Village
• Eagle Lodge
• Old Mammoth Road Commercial District
• Main Street/Old Mammoth Road
• Mammoth Creek Park
• Mammoth Yosemite Airport
Updated Mobility Hub Site Recommendations
To support a “park-once” strategy and to reduce congestion and parking demand in undesirable areas, a network of “primary” and “destination” mobility hubs is recommended.
Primary mobility hubs are intended to be locations where ample space and existing public parking is available. The intent of these mobility hubs is to allow tourists and employees to park their vehicle at these locations for the duration of their trip and use various transportation options offered at the mobility hubs to travel to key destinations. Doing so would increase the likelihood that travelers will use alternate modes of transportation while they are in town, therefore reducing congestion along Town roads and parking demand at key destinations. To encourage mobility hub use, the parking lots at these locations should not have time restrictions.
Destination mobility hubs are intended to be smaller and will not include parking options that allow for all-day parking. The key purpose of these mobility hubs is to provide return service to the primary mobility hubs, lodging options, and commercial centers throughout the town.
Recommended mobility hubs are described in more detail in Table 1 and shown on Figure 1.
Town of Mammoth Lakes
June 8th, 2021
Table 1. Mobility Hub Recommendations
Type Location Recommendation Rationale Implementation Considerations Primary Mammoth Lakes Community Center and the Village
at Mammoth Parking area
The Village is a large tourist destination for lodging
and restaurants, and a direct connection to Canyon
Lodge and the Mammoth Mountain Ski Area is also
provided via the Village Gondola. The Community
Center is an ideal location as it is publicly owned and operated and within walking distance to the key
destinations in the Village.
If the Village at Mammoth Parking area is privately
operated the town may need to implement a
memorandum of understanding to allow long-term
parking.
Mammoth Lakes Visitor Center
This is the eastern-most tourist destination that all
visitors and most employees pass when entering town
on SR-203. The location is ideal to prevent traffic from entering the town, thereby reducing traffic congestion
in town.
Location is owned by the U.S. Forest Service. For the
Town to use this site as a mobility hub a
Memorandum of Understanding will need to be
implemented. Since Main Street (SR-203) is part of
the California state highway system, coordination with
Caltrans may also be required when developing
mobility hub strategies.
The future Community Recreation Center (CRC) at
Mammoth Creek Park
The future CRC will be centrally located within the
Town, as well as along the Town Multi Use Path
(MUP) and trail system (MLTS).
Vehicular parking for mobility hub users at this
location may be limited during CRC events.
Destination
The Old Mammoth Road Commercial District,
specifically the southeast corner of the intersection of Old Mammoth Road and Tavern Road.
This area is a key destination for tourists and residents accessing restaurants, shopping, and entertainment
uses, and for employees accessing jobs.
Due to the nature of the commercial uses available,
transportation options will need to run frequently as
trips to nearby uses are expected to be short.
Town of Mammoth Lakes
June 8
th, 2021
Type Location Recommendation Rationale Implementation Considerations Canyon Lodge
This location is a key destination for tourists accessing the mountain. Its proximity to ski lifts makes it a
convenient location to pick up tourists and take them
back to primary mobility hubs.
As this is a key destination for accessing the
mountain, subsidized or publicly provided ski or
mountain bike storage and lockers should be located
here.
Main Street near Stellar Brew and Natural Café
Main Street is a popular commercial district that is far enough away from the Village mobility hub to make
walking inconvenient.
Transportation option service can be less frequent in
this location due to the nature of the commercial uses
(i.e. – restaurants where tourists may stay for longer).
Along Minaret Road (SR-203) near Main Lodge
Main Lodge is a key access point for the Mammoth
Mountain Ski Area, and the area around it is a popular
destination for tourist lodging.
Since Minaret Road (SR-203) is part of the California
state highway system, coordination with Caltrans may
be necessary depending on the siting of mobility hub
features.
Along Meridian Boulevard near Eagle Lodge
Eagle Lodge is a key access point for the Mammoth
Mountain Ski Area, and the area around it is a large
destination for tourist lodging.
Eagle Lodge typically closes winter operations prior
Canyon Lodge and Main Lodge and remains closed
through the summer/fall. As such, services here may
be reduced or eliminated completely when ski
operations conclude.
Town of Mammoth Lakes
June 8
th, 2021
Figure 1. Mobility Hub Recommendations
Town of Mammoth Lakes
June 8th, 2021
Other Key Findings
Due to the impacts of seasonality on transportation choices in the Town of Mammoth Lakes, it is important that transportation options and strategies provided at the various mobility hubs are appropriate for the season in which they are available. For example, bikeshare may be popular during summer/fall months whereas ATV rentals or the free shuttle may be more appealing during winter/spring months. This seasonality may also impact the mobility hubs that are serviced in different seasons. For example, a full suite of transportation options is expected to be needed at the Canyon Lodge destination mobility hub in the winter months, but these services could be reduced, or the mobility hub could be closed during summer months depending on the number of tourists using the mountain for hiking and mountain biking.
Given that the Teralytics data shows most trips made to Mammoth Lakes are for recreational purposes, it is very important for the siting of mobility hubs, and the transportation options provided at these hubs, to cater to the unique needs of recreational users. Features like ski or snowboard storage, mountain bike racks and oversize personal effect storage for backpacks and trekking poles will need to be considered in the selection of transportation options to encourage use of these options over private vehicles. Mobility hub sites should be connected to trail heads, ski access points and other recreational destinations via existing or planned transportation services.
Appendix B – Task 3.2 Memorandum
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Memorandum
Date: November 11, 2021
To: Chandler Van Schaack, Town of Mammoth Lakes
From: Katy Cole, Chris Wahl, and Angelica Rocha; Fehr & Peers Subject: Mammoth Lakes Mobility Hub Study and Program Wrap-up: Mini Pilot Project Performance Monitoring Plan
SD21-0403
The purpose of this Performance Monitoring Plan (PMP) is to identify methods for analyzing the effectiveness of quick-build strategies proposed for the Mammoth Lakes park and ride (PNR) lot and future Community Recreation Center (CRC). The PMP will help determine if the proposed strategies are successful at supporting the Towns mobility goals of reducing auto congestion by promoting a “park once” environment. Monitoring the effectiveness of the quick-build strategies will assist the Town in determining the best long-term strategies to include in the future Mobility Master Plan. This PMP includes information on effectiveness of the proposed mobility hub strategies, monitoring data types, data collection frequency, and implementation considerations.
Performance Measurements
The following section outlines recommended data collection types for six of the eight proposed quick-build strategies. Restrooms and Seating/Waiting Area are the two mobility hub strategies excluded from the PMP. Although these strategies are recommended for the mini pilot project, other metrics are more effective at measuring and monitoring the success of the two mobility hubs.
A mix of utilization data and count data are recommended for measuring effectiveness as shown in Table 1. Relative annual costs were estimated based on professional planning experience.
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Table 1: Mobility Hub Strategies Performance Measurements Mobility Hub
Strategy
Measure of
Effectiveness
Data Type Frequency
Estimated
Cost
Implementation
Considerations
Free Surface
Parking
Increased use
of mobility hub
Utilization
Bi-Annually
(Winter and
Summer)
Low to
high cost
Costs will vary based on
the collection method
used, whether from onsite observations (low
cost)1 or sensors (high
cost).
2 Free/Subsidized
EV Charging
Increased EV
use
Utilization
Bi-Annually
(Winter and
Summer)
n/a3
Local agency should
request EV Charging
Station vendors include
the installation of
equipment capable of
collecting and reporting
utilization data.
4 Free Printed
Map that Shows
Walking Routes
Increased
pedestrian
activity along
identified
walking route
Pedestrian
Counts
Annually Low cost
On-site observations or
feedback from business
owners via survey or
focus groups.5
1 On-site observations should also monitor amenities motorists use after parking on-site. 2 Streetlight Data (2021) https://www.streetlightdata.com/modes/ 3 Vendors may include utilization data under service contract or provide for an additional cost. Cost for this data is not available at this time.
4 Northeast Corridor Regional Strategy for Electric Vehicle Charging Infrastructure (Nescaum 2018) https://www.nescaum.org/documents/northeast-regional-charging-strategy-2018.pdf/ 5 Curbside Management Practitioners Guide (Institute of Transportation Engineers 2019) https://s23705.pcdn.co/wp-content/uploads/2019/03/ITE-Kerbside-Curbside-Management-Guide.pdf
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Mobility Hub
Strategy
Measure of
Effectiveness
Data Type Frequency
Estimated
Cost
Implementation
Considerations
Drop-off/PickUp AreaCurbside
activity
Vehicle
counts
Annually High cost
Automated (video) data
collection methods may
require public transport
and ride services to
provide sufficient data
to collect and monitor
use of Drop-off/Pick-Up
Area.6
Bike
Valet/Secure
Bike Lockers
Increased
bicycle mode
share
Utilization Annually
Low cost
to n/a7
On-site observations
can be performed if
design allows for
visibility. Bike lockers
with digital access
features are likely
equipped with data
reporting capabilities.8
The local agency should
confirm with service
provider.
6 The Shared-Use City: Managing the Curb (OECD 2018) https://www.itfoecd.org/sites/default/files/docs/shared-use-city-managing-curb.pdf 7 Vendors may include utilization data under service contract or provide for an additional cost. Cost for this data is not available at this time.
8 Cycle Safe (2021) https://cyclesafe.com/bike-parking/options/bike-locker-digital-access/
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Mobility Hub
Strategy
Measure of
Effectiveness
Data Type Frequency
Estimated
Cost
Implementation
Considerations
Marketing of
FREE Transit
Improved
transit
ridership
Utilization Annually Low cost
The Town should
consider implementing
a transit or integrated
app-based mobility
service. Data can be
collected, evaluated,
and managed in
partnership with the
Eastern Sierra Transit
Authority.
Summary
The PMP was developed to support the Town of Mammoth in measuring the success of the quick-build strategies proposed for two mobility hub mini pilots. The goal of this document is to provide the Town with different data types at varying costs. Fiscal and staffing constraints will influence the type of data collected and collection frequency.
Appendix C – Survey Data
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1 Clerk
From: Pat Agnitch <[email protected]>
Sent: Tuesday, March 15, 2022 10:36 PM
To: Clerk
Subject: Town Council Meeting - Agenda #11.1
[You don't often get email from [email protected]. Learn why this is important at http://aka.ms/LearnAboutSenderIdentification.]
[EXTERNAL EMAIL]
Jamie, thank you for attaching my comment to the Final Draft Mobility Hub Study and Program, Agenda item #11.1.
Honorable Mayor Salcido and Town Councilmembers,
With the amount of time, energy and expense spent by the Town in addressing mobility issues in the Town of Mammoth Lakes these past few years, I feel that it is imperative for the community to publicly comment on the Mobility Hub Study agenda item that will impact the town for years to come.
It appears that much of the outreach with this study involved a committee of hand-picked individuals and 60+ Bluesappolusa participants. Wouldn’t the Town Council want a stronger community response to validate the Study? I respectfully request an advertised 1-month public comment period on the Mobility Hub Study before Town Council takes action. Thank you for your consideration.
Best regards,
Pat Agnitch
Sent from my iPad
1 Jamie Gray
From: Sharon Clark <[email protected]>
Sent: Tuesday, March 15, 2022 9:41 PM
To: Jamie Gray
Subject: Agenda item #11-1
[EXTERNAL EMAIL]
Hi Jamie,
Please include the following in TC packet. Thank you,
Sharon
Hello Mammoth Lakes Town Council:
At your TC meeting, March 16, staff is presenting the Final Draft of the Mobility Hub Study and Program for your consideration. Do you really want to make a decision on the Final Draft without hearing from our community?
It is appropriate to schedule a formal Public Review of the findings of the Mobility Hub Study. As a long time Mammoth resident, I think this is a critically important decision, to accept the study or not, and want an opportunity to share you my concerns with you.
Thank you,
Sharon R. Clark
1 Clerk
From: dianebeglau1 <[email protected]>
Sent: Tuesday, March 15, 2022 7:23 PM
To: Clerk
Subject: Mobility Hub Study
You don't often get email from [email protected]. Learn why this is important <http://aka.ms/LearnAboutSenderIdentification>
[EXTERNAL EMAIL]
Hello Jamie, regarding the Town Council meeting, March 16, I feel there should be a public review comment period prior to finalization of the Mobility Hub Study. Thank you from a concerned citizen, Diane Beglau Sent from my Verizon, Samsung Galaxy smartphone
1 Jamie Gray
From: Sandy Hogan <[email protected]>
Sent: Wednesday, March 16, 2022 11:55 AM
To: Jamie Gray
Subject: Agenda item 11.1
[EXTERNAL EMAIL]
Jamie: please add my comment to item 11.1, the draft Mobility Hub Study.
Mayor Salcido, Mayor Pro-tem Wentworth and Council Members: I am submitting a request to have a formal public comment period for the draft Mobility Hub Study of at least one month. This study has had little public input during its more than two years' drafting, and no request for written public comments at all. It appears that it has not relied upon the Town's approved plans, merely referencing prior unapproved and/or "accepted" draft studies. For these reasons, a formal public comment period is merited, as is done for other studies and public documents.
Thanks, Sandy Hogan
1 TOWN COUNCIL STAFF REPORT
Title: Policy Discussion on Mammoth Lakes Recreation Contract.
Meeting Date: March 16, 2022
Prepared by: Daniel C. Holler, Town Manager
RECOMMENDATION:
Provide staff direction in preparing for joint meeting with the Board of Mammoth Lakes Recreation (MLR) to Review Contract areas of focus.
BACKGROUND:
The current contract between the Town and Mammoth Lakes Recreation is set expire on June 30, 2022, with the option to extend by mutual agreement for up to two one-year terms.
A substantial amount of work was put into the current one-year agreement by the Town and MLR. The agreement reflected a narrowing of the scope of the work program and focusing on specific areas. This has assisted in managing expectations on work efforts for MLR and the Town. The has allowed MLR to work in areas outside of the Town contract, such as expanding the adopt-a-trail program into Mono County and securing a grant to support local arts organizations. Clearly defining the scope of work and expectations has supported success in local programs and support for the Town’s Trail programs, Measure U Grants and Advisory Committees.
The Contract was centered on three basic areas of focus:
1. Stewardship and Implementation of Outdoor Recreation, Arts and Culture
2. Communications and Outreach
3. Management of Advisory Committees and Funding Recommendations Other sections dealt with providing Town Updates, Whitmore Park Grant support, and the option for the Town to request additional services for a set fee. The Whitmore Park Grant was finalized and submitted under MLR. If the Grant is successful MLR would continue to assist in administration of the grant with funding from the grant. A copy of the current Scope of Services is provided for information.
Staff anticipates some of the details under the three focus areas to be updated to reflect current project status. This next year the work with the Office of Outdoor Recreation will begin and will likely influence elements of the work program. Overall, the contract structure has worked well for the current year and no significant changes are currently recommended. MLR has one staff member who shares office space as needed with Town staff. The close working relationship has improved communication and coordination of work. Compensation provided for in the current agreement is $90,500. At this time staff is not recommending any change in the compensation, provided the scope of services remains similar.
2 Exhibit A – Scope of Services and Deliverables FY21-22 Stewardship and Implementation of Outdoor Recreation, Arts and Culture 1) Support for Mammoth Lakes Trail System
a) Weekly coordination to optimize Measure R resources and link TOML to regional efforts: MLTS coordination meeting, MLR/MLTS/MLTPA coordination meeting, SRIC coordination meeting. Meetings attended may be limited based on the needs of the Town. 2) Support Adopt A Trail program.
3) Coordinate work program with Town Office of Outdoor Recreation as it is ramped up and staffed.
Communications and Outreach
1) Regular public communications on sustainable outdoor recreation opportunities in and around Mammoth Lakes.
2) Community Stakeholder Meetings: Convene community meetings (two – four per year) to inform and update a diverse recreational audience on recreation related projects and programs in coordination with Town staff.
3) Prepare Webpages for TOML Projects and Programs.
a) Develop, host, and maintain webpages for TOML Projects and programs as defined under current MLTS work program, including but not limited:
i) Sherwins Meadow Trails and Trailhead,
ii) Shady Rest Inyo Craters.
iii) Lakes Basin Connector Trails, and
iv) Adopt A Trail
b) Measure R and U Allocations information (application, process, documents, partners, and awardees)
Management of Advisory Committees and Funding Recommendations 1) Mammoth Trails Committee
a) Convene up to six (6) meetings annually to provide fiscal and operational recommendations to TOML in coordination with Town staff 2) Allocations Committee
a) Conduct at least one public hearing on the proposed allocation and use of Measure U Funds
b) Conduct at least one public hearing on the proposed allocation and use of Measure R Funds
c) Convene at least one (1) but no more than four (4) application review meetings and at least one (1) public hearing on the programming allocation of Measure U funds d) Conduct public meeting (s) on the specific allocations of Measure R and/or U funds for special projects.
e) Conduct public meetings on the use of non-committed reserve funds 3) Provide recommendations to the Town Council on recommendations for all uses of Measure R and U funds following the public hearing/meeting process. 4) Measure U and Measure R Grant Awards
a) Provide staff assistance to Measure U applicants ensuring applications are complete and align with restricted use of these funds
b) Work with awardees to leverage grant award and review after-event performance reports. 5) Collaborate with TOML to review and update Measure R & U allocation process.
3 Town Updates
1) Advise the Town Council, Commissions and staff on recreational projects and programs outside of Town recreation programs and on arts and culture opportunities through regular reports at meetings. Provide information on MLR work program and progress on implementation of scope of work.
Grant Support
1) Assist Town in convening public process meetings on conceptual plan for he expanded Whitmore Recreation Area
2) Serve as Town lead applicant and assist in TOML Staff driven grant preparation for Prop 68 grant for improvements at Whitmore Park (Grant to include administrative costs for MLR) Additional Contracted Services
1) The Town may request extra work outside of the scope of services provided herein which will require the following:
a) MLR to provide a proposal estimating the hours required to complete the work b) The overall time frame in which the work will be completed c) The impact on achieving the scope of services provided herein d) Other required to determine the ability of MLR to perform the work 2) Compensation for extra work will be paid at a rate of $58.00 per hour. Payment will be made based on invoices documenting the hours worked and services provided.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Amend Chapter 2.40 – Town of Mammoth Lakes Recreation Commission of the Town of Mammoth Lakes Municipal Code.
Council Meeting Date: 3/16/2022
Prepared by: Stuart Brown, Parks and Recreation Director Recommended Motion: Waive the first reading and approve by title only the attached ordinance amending Chapter 2.40 of the Town of Mammoth Lakes Municipal Code.
Summary: On May 21, 2014 Town Council approved a funding scenario for Mammoth Lakes Recreation and directed staff to “Guide the Recreation Commission in re-defining its roles/responsibilities, including ensuring that the upcoming application information for two members shows the intended changes. Further, guide the new Commission seated in July 2014 in bringing forward an amended Recreation Commission ordinance to reflect the new focus for this Commission.”
The amendments to Chapter 2.40 contained in the draft ordinance incorporate changes initially proposed and accepted by the Commission in 2014, but revisions were also made to align with the on-going functions and work program of the Recreation Commission as described in the 2022 Strategic Work Plan.
On March 1, 2022, the proposed amendments to Chapter 2.40 of the Town of Mammoth Lakes Municipal Code were unanimously approved by the Recreation Commission.
MAMMOTH LAKES TOWN COUNCIL
STAFF REPORT
1 Council Meeting Date: March 16, 2022 Date Prepared: March 4, 2022 Prepared by: Stuart Brown, Parks and Recreation Director Title: Amend Chapter 2.40 of the Town of Mammoth Lakes Municipal Code.
Agenda: Policy Item
RECOMMENDATION:
Waive the first reading and approve by title only the attached ordinance amending Chapter 2.40 of the Town of Mammoth Lakes Municipal Code.
BACKGROUND INFORMATION:
On May 21, 2014 Town Council approved a funding scenario for Mammoth Lakes Recreation and directed staff to “Guide the Recreation Commission in re-defining its roles/responsibilities, including ensuring that the upcoming application information for two members shows the intended changes. Further, guide the new Commission seated in July 2014 in bringing forward an amended Recreation Commission ordinance to reflect the new focus for this Commission.” On August 5, 2014, the Recreation Commission reviewed the proposed amendments and provided consensus recommendations to staff and requested staff return the item to the next regular meeting for further consideration and acceptance. After discussion, the proposed amendments were accepted by the Recreation Commission, on September 9, 2014, however, the ordinance amendments were not presented to Town Council for ratification. At the direction of the Town Manager, staff presented proposed amendments to the Recreation Commission for review and acceptance on March 1, 2022.
ANALYSIS:
The amendments to Chapter 2.40 contained in the draft ordinance incorporate changes initially proposed and accepted by the Commission in 2014, but revisions were also made to align with the on-going functions and work program of the Recreation Commission as described in the 2022 Strategic Work Plan.
Highlighted changes include the following:
A. Renaming of the Commission from the Recreation Commission to the Parks and Recreation Commission.
B. Inclusion of “arts and culture” in recreation programming references.
C. Revision of “G” under section 2.40.040 “Powers and duties” to include a review of the Town's Capital Improvement Program (CIP) plan and provide recommendations to staff regarding future recreational capital and deferred maintenance projects.
2 D. Revision of “H” under section 2.40.040 “Powers and duties” for the Commission to not conduct public hearings, but to provide input or recommendations for public hearings related to land acquisition or facility design and development for recreation/arts and cultural purposes.
E. Revision of “L” under section 2.40.040 “Powers and duties” related to the recommendation to Town Council of Measure R and Measure U funds.
F. Inclusion of section 2.40.080 “Professional Development Reimbursement”.
On March 1, 2022, the proposed amendments to Chapter 2.40 of the Town of Mammoth Lakes Municipal Code were unanimously approved by the Recreation Commission.
STAFFING CONSIDERATIONS:
None
ENVIRONMENTAL CONSIDERATIONS:
None
LEGAL CONSIDERATIONS:
The proposed ordinance has been reviewed by the Town Attorney.
FINANCIAL CONSIDERATIONS:
None
RECOMMENDATION:
Waive the first reading and approve by title only the ordinance amending Chapter 2.40 of the Town of Mammoth Lakes Municipal Code.
ATTACHMENTS:
A. An Ordinance of The Town Council of The Town of Mammoth Lakes, State of California, Amending Municipal Code Chapter 2.40.
ORDINANCE NO. 22-
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF
MAMMOTH LAKES, STATE OF CALIFORNIA,
AMENDING MUNICIPAL CODE CHAPTER 2.40 – TOWN OF MAMMOTH LAKES
RECREATION COMMISSION
WHEREAS, the Town of Mammoth Lakes has a Recreation Commission, the duties, composition, compensation, and other details of which are established in Chapter 2.40 of the Town’s Municipal Code; and
WHEREAS, Town staff and members of the Recreation Commission have identified a need to revise the title, powers, and duties of the Commission in order to better reflect the Commission’s role and to allow it to better serve the Town Council and the community.
THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA, DOES ORDAIN AS FOLLOWS:
Section 1: Chapter 2.40 of the Town of Mammoth Lakes Municipal Code is hereby amended to read as set forth in Exhibit A, attached hereto and incorporated herein by reference.
Section 2: EFFECTIVE DATE OF ORDINANCE
This Ordinance shall become effective and enforceable thirty (30) days from and after the date of its adoption.
Section 3: POSTING
The Town Clerk shall, within fifteen (15) days after the passage of this Ordinance, cause it to be posted at the duly designated posting places established by resolution of the Town Council, published once in a newspaper of general circulation, and entered in the Book of Ordinances of the Town.
Section 4: SEVERABILITY
If any provision of this Ordinance of the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications, and to this end the provisions of this Ordinance are declared to be severable.
Ordinance No. 22_
The foregoing Ordinance was PASSED, APPROVED, AND ADOPTED on the 6th day of April, 2022.
_________________________________
LYNDA SALCIDO, Mayor
ATTEST:
__________________________
JAMIE GRAY, Town Clerk
Ordinance No. 22_
Exhibit A
Chapter 2.40
TOWN OF MAMMOTH LAKES PARKS AND RECREATION COMMISSION
Sections:
2.40.010 Definitions
2.40.020 Created
2.40.025 Composition
2.40.030 Vacancies—Vote
2.40.040 Powers and duties
2.40.050 Receipt of donations
2.40.060 Compensation
2.40.070 Special requirement
2.40.080 Professional development reimbursement
For the purpose of this chapter, "commission" means the Town of Mammoth Lakes Parks and Recreation Commission.
2.40.020 Created
There is created within the Town a Parks and Recreation Commission which shall consist of five regular voting members. Such members shall be appointed by the Town Council in the manner and for the terms prescribed in Sections 2.04.060 and
2.28.010.
2.40.025 Composition.
The commission shall be comprised of members who represent a broad spectrum of recreation interests.
2.40.030 Vacancies—Vote.
A vacancy or vacancies on the commission shall not impair the right of the remaining members to exercise the powers of the commission. Three members shall constitute a quorum. The commission shall act only upon a majority vote of the members present, but in no case shall action be taken unless a quorum is present.
2.40.040 Powers and duties.
Within the limitations provided by law, the commission shall have the following powers and duties to:
A. Act in an advisory capacity to the Town Council in all matters pertaining to Town-owned or managed parks, recreation (arts & culture), facilities, trails/paths, special events and all other associated activities as prescribed by ordinances or by Town Council action;
B. Establish a schedule of regular meeting times and places; C. Make recommendations to the Department Director (or designee) on funding priorities related to the departmental budget;
Ordinance No. 22_
D. Assist Town staff in the advancement, coordination, and delivery of community recreation services and activities by serving as a liaison between partner organizations, civic groups, youth sports programs, other municipalities, the private sector and other recreation providers;
E. Provide recommendations to the Town Council regarding the rules, regulations and policies relating to conduct in Town-owned or managed parks and other recreation areas. The administration of said policies, rules and regulations, once adopted, shall be the responsibility of the Parks and Recreation Department Director or designee;
F. Review surveys provided by the Department Director (or designee) of recreation users to ensure that the parks and recreation needs of the public are being addressed;
G. Review the Town's Capital Improvement Program (CIP) plan and provide recommendations to staff regarding future recreational capital and deferred maintenance projects;
H. Upon Town Council direction, provide input or recommendations for public hearings related to land acquisition or facility design and development for recreation/arts and cultural purposes;
I. Provide input to Town staff and/or contracted professionals to assist in the design of recreation facilities and amenities approved for construction through the budget process by Town Council;
J. Inform and provide funding recommendations to Mammoth Lakes Recreation (MLR) or any other body or entity designated by the Town Council for the use of Measure R or Measure U funds for Town-owned or managed parks, recreation (arts & culture), facilities, trails/paths, special events, and all other associated activities as prescribed by ordinances or by Town Council action.
2.40.050 Receipt of donations.
The commission shall be empowered to receive donations, contributions and other gifts to be used for recreation purposes, but all money so received by it shall be deposited in a special park and recreation account. After appropriation by the town council, money deposited in such an account shall be expended for park and recreation purposes, including but not limited to capital and operating expenditures.
2.40.060 Compensation.
The members of the commission may receive such reasonable compensation as is established from time to time by resolution of the Town Council.
2.40.070 Special requirements.
Unless otherwise provided by law, or by ordinance or resolution of the town council, at least four members of the recreation commission shall initially, and during their incumbencies, be bona fide residents and registered voters of the town. To capture a "Sphere of Influence," one member of the commission may reside outside of the town
Ordinance No. 22_
boundaries but between June Lake and Tom's Place, inclusive. No such member shall at appointment or during his or her incumbency be an employee of the town.
2.40.080 Professional Development Reimbursement
The members of the commission may receive reasonable reimbursement for attending industry professional development classes, programs, or conferences approved by the Parks and Recreation Department Director or designee, subject to Town policies regulating such reimbursements and funding of such professional development programs.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Adopt Resolution Supporting an Independent and Democratic Ukraine and Condemning the Russian Invasion of Ukraine.
Council Meeting Date: 3/16/2022
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: Adopt Resolution Supporting an Independent and Democratic Ukraine and Condemning the Russian Invasion of Ukraine.
Summary:
The proposed resolution was prepared in response to Council Member requests and Staff’s desire to express on behalf of the Town of Mammoth Lakes support for Ukraine and condemnation of the aggression taken towards Ukraine by Russia.
1 RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA, SUPPORTING AN
INDEPENDENT AND DEMOCRATIC UKRAINE AND CONDEMNING THE RUSSIAN
INVASION OF THE COUNTRY OF UKRAINE
WHEREAS, on August 24, 1991, the elected Verkhovna Rada of Ukraine declared the independence of Ukraine from the Soviet Union with an overwhelming majority vote; and WHEREAS, on December 1, 1991, more than 90 percent of Ukrainian citizens voted in a national referendum in support of independence, with majorities in every region; and WHEREAS, on February 20, 2014, the Russian Federation invaded the independent state of Ukraine, which continues to confront aggressive Russian activity, including the ongoing illegal annexation of Crimea, conflict in the Donbas region, and threats to freedom of navigation in the Black Sea and the Sea of Azov; and
WHEREAS, Russia began an invasion of Ukraine on February 24, 2022, in an escalation of the Russo-Ukrainian War that began in 2014 and is the largest conventional military attack in Europe since World War II; and
WHEREAS, the Russian invasion of Ukraine has and will result in the death of both Ukrainian and Russian military personnel, civilians and the displacement of millions of people creating one of the largest humanitarian crisis in Europe since World War II.
NOW, THEREFORE, BE IT RESOLVED, that the Town Council of the Town of Mammoth Lakes California condemns the illegal military invasion of the independent state of Ukraine by the Russian Federation.
BE IT FURTHER RESOLVED that the Town Council commends the courage, resolve, and actions taken by the Ukrainian people in the pursuit and fight to retain their sovereignty as an independent state and pays tribute to the many men and women who have and are giving their lives in pursuit of a free and democratic Ukraine.
BE IT FURTHER RESOLVED that the Town Council expresses overwhelming concern for the Ukrainian people who have been forced to flee their homes by the thousands in response to Russia’s unprovoked military aggression against the people of Ukraine; and with the world witnessing a mounting humanitarian disaster as civilians attempt to leave the country for safety and refuge.
BE IT FURTHER RESOVED with the world witnessing a mounting humanitarian disaster as civilians attempt to leave the country for safety and refuge that the Town Council encourages our residents to keep the people of Ukraine in our thoughts and prayers and to consider ways through trusted resources to provide support for the people of Ukraine.
2 APPROVED AND ADOPTED THIS 16TH day of March 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
TOWN COUNCIL STAFF REPORT
Title: Fiscal Year 22-23 Budget – Preliminary Revenue Projections.
Meeting Date: March 16, 2022
Prepared by: Rob Patterson – Administrative Services / Finance Director RECOMMENDATION:
Staff is requesting Town Council comment and direction on proposed revenue projections that will assist staff in preparing the preliminary FY22-23 budget to be presented on April 27th for Town Council consideration.
BACKGROUND:
The methodology and background used for each revenue forecast is consistent with prior years.
Preparing these initial revenue estimates provides a base line for providing current service levels with specific areas identified for additional investment. The development of a robust capital improvement program (CIP) along with current and future planned investment in housing programs requires a very measured process in setting revenue estimates for the Town’s operating budget. We remain conservative in our estimates to prevent over reliance on high revenues for operations, while allowing for greater flexibility in executing on the CIP and other priority investments. These revenue estimates are completed with the best available information to date.
Staff will receive updates to information for revenue projections and make adjustments through the budget cycle. Staff is working on the expense side of the budget as we prepare a preliminary budget for discussion on April 27th.
ANALYSIS:
In preparing for the FY22-23 budget, several key revenue projections are made to set the stage for the expenditure side of the budget. The primary focus is on the General Fund, which supports the majority of the Town’s operations. The following highlights our projection of revenues for the preliminary budget work. These projections are subject to change as more information is obtained through the budget process. The following discussion uses the adopted FY21-22 Budget as a point of comparison as well as trends over the past several years. The preliminary base operating revenue for FY22-23 is $27,341,480 which represents a 9.9% increase from prior year adopted budget ($24,874,749). This increase is consistent with natural growth of the organization as we have enhanced our core services to meet the needs of our community.
TOT
The base Transient Occupancy Tax (TOT) is recommended at $16.0 million this year, which is $1,500,000 or 10.3% higher than last year and represents 58.5% of the General Fund budgeted revenue for FY22-23. We believe this base TOT is sustainable based on summer / winter diversification and TBID marketing efforts. Staff does believe this revenue item will exceed the
Fiscal Year 22-23 Budget Revenue Projections Page 2
budget within the next year allowing for the implementation of the CIP and other priority investments to support the community (e.g. housing and childcare). However, locking in a higher budget would increase our vulnerability to fluctuating visitation. This approach also allows us to allocate revenue in excess of the operating budget to special projects and one time spending that will further critical community programs. The Town is unique in that we depend so heavily on visitation and this revenue stream, but we are also unique in the fact we have generated additional financial capital to further our projects. This fact is also unique for local government.
The lodging community has enjoyed a strong demand for visitation and has appropriately adjusted the average daily rental rate on most units. This adjustment has increased the overall revenue for both the operators and Town while still meeting the current visitor demand. Staff does anticipate this practice will continue provided the economy continues to support leisure travel. The current global issues may have an impact on our visitation as the cost of fuel continues to rise and uncertainty of potential escalation of current conflicts, weigh on consumers. We do anticipate an increase in foreign travel that was significantly reduced during the pandemic which should help the region with additional visitors.
For comparison purposes, TOT enforcement related revenues from assessments, penalties or interest are not included int the base TOT revenue analysis. The analysis provides a comparison of Non-Winter months (May – November) and Winter-Months (December – April). The two seasons are used to demonstrate both steady increase in Non-Winter month revenue and more potential volatility in the Winter months. The average for the past 8, 6, & 4 years is provided.
Fiscal Year 22-23 Budget Revenue Projections Page 3
Staff is requesting Council discussion and confirmation on the TOT revenue recommended for the initial preparation of the operating budget.
Property Tax
All Combined Property Tax revenue streams represent approximately 17.0% of the General Fund revenue or $4,650,000. This projected revenue is 10.3% higher than prior year adopted budget with the most of this increase coming from secured property tax and property tax-in lieu VLF.
While this increase looks like a lot when compared to prior year budget, the increase is just 1.7% higher than last year actual revenue. ($4,572,245). These estimates will be reviewed in the coming weeks as we anticipate receiving more detailed projections from Mono County. This initial projection assumes approximately 2% increase over last year. Base property tax rates are poised to increase by 2% as provided for under Prop 13, plus growth from new development and changes related to property sales. Staff also used trends in individual property tax line items to determine the distribution and those items listed above have seen the most increase in the last two years.
Below you will find a historical representation of property tax.
Fiscal Year 22-23 Budget Revenue Projections Page 4
Sales Tax
Sales Tax represents 9.9% of the General Fund or $2,700,000 for FY22-23. This amount is a 3.8% higher than prior year adopted budget. (2,600,000) The Town did see an impact to Sales Tax in prior years as visitation was reduced during the pandemic. The amounts recommended for FY22- 23 represent a return to pre-pandemic expectation on visitation. In April 2019, AB147 was signed into law requiring every retailer engaged in business in the state to collect the tax from the purchaser, file a return, and remit the tax to the State. This bill also identified “Marketplace facilitator” as one who contracts with marketplace sellers to facilitate the sale of products (a.k.a Online Sales). This required online sales platforms to collect and remit taxes. The return of normal visitation coupled with collection of online sales tax should result in a strong year for this revenue stream. Below you will find a historical representation of sales tax.
Franchise Fees
Franchise Fees revenue estimate of $900,000 represents 3.3% of the General Fund revenue budget for FY22-23. The Town receives franchise fees for Solid Waste, Electricity, Gas and Cable. The budgeted revenue is 10.8% higher than prior year adopted budget. In the prior year, the Town completed a new Solid Waste franchise agreement with Waste Connections, Inc. (DBA Mammoth Disposal) included a 2% increase in the franchise fee. The Town has also seen an increase in solid waste collections. Staff has forecast a 25% increase in the solid waste franchise fees, a 9.5%
Fiscal Year 22-23 Budget Revenue Projections Page 5
increase in electricity franchise fees, flat or no increase for Gas franchise fees and a 2.2% increase for cable franchise fees. Combined these expectations make up the increase of $88,000 represented in the number forecast for this revenue stream. Below you will find a historical representation of combined franchise fees.
Other Revenues
Other Revenues represent 10.4% of the General Fund revenue and includes a variety of fees and charges for service, interest, grants, etc. Some of the larger elements include the annual COPs grant ($100,000) and tobacco grant (103,800); business license ($326,000); building permit fees ($760,000); planning and zoning applications ($120,000); TBID Administrative fee ($100,000); and facility rentals; ($165,000); transit fee ($125,000). The category incorporates planning fees; other development related fees; charges for programs; licenses and permits; interest, and miscellaneous administrative fees. The projected revenue is approximately $2,841,480.
Fiscal Year 22
-23 Budget Revenue Projections Page 6
Fiscal Year 22
-23 Budget Revenue Projections Page 7
Fiscal Year 22-23 Budget Revenue Projections Page 8
Other Funds
The Town has other funds that will be incorporated into the preliminary budget such as Gas Tax, Airport, Vehicle maintenance and replacement, Measures R & U, and a number of smaller funds, such as the various assessment districts. Finalizing both revenues and expenses for several of these funds is tied to the General Fund. Using the direction provided on the above revenues will assist staff in proceeding with the next step in the budget cycle.
CONCLUSION
Your Town leadership team and finance staff have put in a number of hours in preparing for the budget cycle. They are committed to working within the Towns’ financial limits and the policy direction provided by Town Council as we provide services to our community. Council discussion and recommendation on the key revenue components of the FY22-23 budget are a critical first step in the development of our budget. As the budget cycle progresses, staff will provide additional budget details, comparisons and other relevant information that serves to inform the overall budget development.
FY22-23 Budget
General Fund Revenue Projections
Rob Patterson
Administrative Services / Finance Director
March 16, 2022
General Fund - Projected Revenue
General Fund - Projected Revenue
General Fund - Projected Revenue
General Fund - Projected Revenue
General Fund - Projected Revenue
General Fund - Projected Revenue
Agenda Item ________
File No. ____________
AGENDA BILL
Subject: Councilmember Reports
Initiated by: Jamie Gray
______________________________________________________________________ BACKGROUND:
Each member of the Town Council is appointed to serve as a Town representative to a number of committees, commissions, and organizations.
These groups meet infrequently and from time to time the representatives will report to the rest of the Council at a regularly scheduled meeting.
In addition, Councilmembers on occasion participate in meetings, conferences and seminars, and their reports on these educational opportunities are of benefit to the rest of the Council.
ANALYSIS/DISCUSSION:
California Government Code requirements pertaining to the open meeting act stipulate that all items for discussion must be listed on the agenda before the matter can be discussed and/or acted upon. To meet this requirement, and the intent of the Brown Act, Councilmember Reports are listed on each agenda to allow representatives to report to the rest of the Council at these meetings.
The following is a list of the commission/committees on which members of the Council serve:
Land Use:
Local Agency Formation Commission (LAFCO) – Rea, Stapp, and Salcido as alternate
Airport Land Use Commission – Stapp and Rea
Mono County Collaborative Planning Team (CPT) – Salcido and Rea as alternate Intergovernmental Relations:
Town and County Liaison Committee – Stapp, Salcido, and Town Manager and Rea as alternate
Desert Mountain Division of the League of California Cities – Sauser and Town Manager as alternate
Eastern Sierra Council of Governments (ESCOG) – Salcido, Wentworth, and Sauser as alternate
Great Basin Unified Air Pollution Control District – Wentworth and Stapp as alternate
League of California Cities City Voting Delegate – Sauser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Rea and Assistant to the Town Manager as alternate
Transportation:
Local Transportation Commission (LTC) – Wentworth, Sauser, and Jennifer Burrows; Town Manager as alternate
Eastern Sierra Transit Authority (ESTA) Board – Stapp and Sauser Local Issues:
Mammoth Lakes Tourism (MLT) Board – Sauser
Mammoth Lakes Recreation (MLR) Board – Rea
Mammoth Lakes Housing (MLH) Board – Stapp
Treasury Oversight Committee – Stapp; Town Manager and Finance Director as alternates
LEGAL CONSIDERATIONS:
According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.
RECOMMENDATION(S):
This agenda bill is submitted for information only.