BUDGET 2022‐23 Fund 858 ‐ Fractional Mello CFD 2004‐01
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
279,209 227,638 331,195 340,250 340,250 $ 651,000
498,098 222,276 245,805 316,106 317,546 $ 612,406
(218,889) 5,362 85,389 24,144 22,704 $ 38,594
REVENUE
858‐000‐30280 Tax Assessment 192,390 203,760 201,016 185,000 185,000 $ 185,000858‐000‐31666 Food Sales ‐ Rec ‐ ‐ ‐ ‐ ‐ $ 28,000 858‐000‐31676 Ice Rink Master 84,068 21,389 130,001 80,000 80,000 $ 250,000 858‐000‐31682 Advertising Charge ‐ ‐ ‐ ‐ ‐ $ 25,750 858‐000‐37002 Interest on Investments 1,541 (60) 120 250 250 $ 250 858‐000‐39999 Interfund Transfers In ‐ ‐ ‐ 75,000 75,000 $ 162,000 TOTAL REVENUE 279,209 227,638 331,195 340,250 340,250 $ 651,000 279,209.13 227,638.02 331,194.70 265,250.00 265,250.00 $ 489,000 DEPT 436 MULTI‐USE FACILITY
EXPENSES
858‐436‐40000 Regular Salaries 18,441 20,097 16,084 47,412 48,852 $ 90,575858‐436‐40111 Temporary Wages 51,782 44,434 47,050 56,351 56,351 $ 117,633 858‐436‐40113 Overtime Wages 297 86 ‐ 1,163 ‐ $ 500 858‐436‐40130 Comprehensive Leave ‐ ‐ ‐ 4,125 4,125 $ 6,733858‐436‐41002 Health Ins Premiums ‐ ‐ ‐ 24,559 24,559 $ 54,252858‐436‐41012 Workers Comp Insurance 1,046 2,364 660 3,436 3,436 $ 6,295 858‐436‐41020 PERS (Retirement) 3,958 8,745 13,416 16,618 16,618 $ 31,157 858‐436‐41028 PARS (Part Time Retirement) 979 771 894 1,111 1,111 $ 2,319 858‐436‐42006 Uniforms & Personal Equip 1,201 957 1,077 1,500 1,500 $ 2,500 858‐436‐42007 Maintenance Supplies 1,585 2,123 83 3,000 3,000 $ 10,000 858‐436‐42008 Recreation Supplies 5,114 4,014 2,124 7,000 7,000 $ 8,000 858‐436‐42030 Special Operational 3,142 812 1,999 3,500 3,500 $ 14,000 858‐436‐43031 Contractual Services 27,576 20,008 23,294 30,000 30,000 $ 25,000858‐436‐43066 Vehicle & Equip Replacement 3,843 2,969 3,737 2,969 2,969 $ 5,191858‐436‐43110 Mem'ships, Dues, Subscr, Publi 345 275 275 275 275 $ 1,000 858‐436‐43120 Printing & Reproduction 2,319 2,283 846 2,000 2,000 $ 9,500 NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
858‐436‐43130 Advertising & Legal Notices 2,145 ‐ 630 1,000 1,000 $ 7,000 858‐436‐43150 Training, Ed, Conf & Mtgs 1,221 198 22 2,000 2,000 $ 3,500 858‐436‐43404 Public Utilities 44,045 45,279 59,527 50,000 50,000 $ 150,000858‐436‐45080 Park Grounds & Bldgs Maint 5,857 4,015 4,723 4,500 4,500 $ 2,250 858‐436‐46200 Machinery & Equip ‐ Non Cap ‐ ‐ ‐ ‐ ‐ $ 60,000 858‐436‐46460 Computer Hardware ‐ Non Cap ‐ ‐ ‐ ‐ ‐ $ 5,000 TOTAL EXPENSES 227,018 208,710 229,356 308,356 309,796 $ 612,406 DEPT 438 PARKS, BLDGS & TRAILS MAINT
EXPENSES
858‐438‐42007 Maintenance Supplies ‐ ‐ ‐ 500 500 858‐438‐43031 Contractual Services 9,757 5,589 3,143 5,000 5,000 858‐438‐43404 Public Utilities 1,133 1,600 2,287 1,250 1,250 858‐438‐45080 Park Grounds & Bldgs Maint ‐ 810 388 1,000 1,000 TOTAL EXPENSES 21,080 13,567 16,449 7,750 ‐ 7,750 $
BUDGET 2022‐23 Fund 859 ‐ In Lieu Mello‐Roos CFD 2005‐01
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
2,938 2,738 2,722 2,470 2,470 $ 2,470
998 1,303 798 900 900 $ 900
1,941 1,436 1,924 1,570 1,570 $ 1,570
REVENUE
859‐000‐30280 Tax Assessment 2,581 2,634 2,684 2,470 2,470 $ 2,470 TOTAL REVENUE 2,938 2,738 2,722 2,470 2,470 $ 2,470
DEPT 460 ENGINEERING
EXPENSES
859‐460‐43031 Contractual Services 998 1,303 798 900 900 $ 900 TOTAL EXPENSES 998 1,303 798 900 900 $ 900
NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
BUDGET 2022‐23 Fund 860 ‐ Transit Facilities CFD 2013‐3
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
10,639 26,636 25,853 7,800 7,800 $ 7,800
8,453 9,650 12,156 2,865 2,865 $ 2,865
2,186 16,986 13,697 4,935 4,935 $ 4,935
REVENUE
860‐000‐30280 Tax Assessment 10,356 26,497 17,391 7,800 7,800 $ 7,800 TOTAL REVENUE 10,639 26,636 25,853 7,800 7,800 $ 7,800
DEPT 475 TRANSIT SERVICESEXPENSES
860‐475‐43031 Contractual Services 8,453 9,650 12,156 2,865 2,865 $ 2,865 TOTAL EXPENSES 8,453 9,650 12,156 2,865 2,865 $ 2,865
NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
BUDGET 2022‐23 Fund 861 ‐ Mammoth View BAD 2014‐01
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
36,115 517 3,861 3,750 3,750 $ 4,500
3,138 4,040 4,420 3,750 3,750 $ 4,500
32,977 (3,522) ‐ (560) ‐ ‐ $
REVENUE
861‐000‐30280 Tax Assessment 35,035 116 3,728 3,750 3,750 $ 4,500 861‐000‐37002 Interest on Investments 1,079 401 ‐ 133 ‐ TOTAL REVENUE 36,115 517 3,861 3,750 3,750 $ 4,500
DEPT 450 STREET MAINTENANCE
EXPENSES
861‐450‐43031 Contractual Services 3,138 4,040 4,420 3,750 3,750 $ 4,500 TOTAL EXPENSES 3,138 4,040 4,420 3,750 3,750 $ 4,500
NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
TOML BUDGET WORKSHEET
BUDGET 2022‐23 Fund 910 ‐ Garage Services
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
1,982,483 1,008,005 1,679,837 1,148,952 1,148,952 $ 1,498,653 1,765,360 1,511,804 1,412,206 1,433,224 1,459,624 $ 1,498,653 217,123 (503,798) 267,631 (284,272) ‐ (310,672) $
REVENUE
910‐000‐31602 Charges for Services 491,674 531,959 434,635 456,000 456,000 $ 495,000 910‐000‐31922 Garage‐ESTA 613,968 364,301 723,633 507,476 507,476 $ 810,000 910‐000‐31924 Garage Services: County 3,965 2,282 4,262 10,000 10,000 $ 10,000910‐000‐31926 Garage Services: MLFPD 54,946 31,158 50,709 78,635 78,635 $ 80,000910‐000‐31928 Garage: Schools 63,805 12,940 76,565 89,480 89,480 $ 95,000910‐000‐37100 Refunds and Rebates 2,203 4,294 34 7,361 7,361 $ 8,653 TOTAL REVENUE 1,982,483 1,008,005 1,679,837 1,148,952 1,148,952 $ 1,498,653 DEPT 456 STREET MAINTENANCE
EXPENSES
910‐456‐40000 Regular Salaries 432,036 484,217 460,640 441,910 468,310 $ 471,322910‐456‐40130 Comprehensive Leave (18,460) ‐ 4,541 12,835 12,835 $ 15,053910‐456‐41002 Health Ins Premiums 157,518 180,541 178,819 167,366 167,366 $ 184,387910‐456‐41012 Workers Comp Insurance 21,721 29,639 22,036 30,314 30,314 $ 31,466910‐456‐41020 PERS (Retirement) 143,861 167,728 169,668 154,399 154,399 $ 165,025910‐456‐43031 Contractual Services 391 8,807 1,100 10,000 10,000 $ 10,000 910‐456‐43110 Mem'ships, Dues, Subscr, Publi ‐ ‐ ‐ 200 200 $ 200 910‐456‐43150 Training, Ed, Conf & Mtgs ‐ ‐ 1,272 2,000 2,000 $ 2,000 910‐456‐43404 Public Utilities 1,076 ‐ 538 100 100 $ 100 910‐456‐46010 Equipment Lease 5,571 6,456 5,483 100 100 $ 100 910‐456‐46200 Machinery & Equip ‐ Non Cap 3,994 ‐ 31,974 3,000 3,000 $ 3,000 910‐456‐46480 Computer Software ‐ Non Cap 1,616 ‐ ‐ 5,000 5,000 $ 10,000 TOTAL EXPENSES 804,858 938,521 885,939 827,224 853,624 $ 892,653 NET TOML REV ‐ EXP
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
DEPT 580 GENERAL FLEET GARAGE
EXPENSES
910‐580‐42016 Gasoline & Diesel 10,235 6,208 5,657 5,000 5,000 $ 5,000910‐580‐42017 Vehicle Maintenance Parts 2,768 9,461 3,984 5,000 5,000 $ 5,000 TOTAL EXPENSES 13,003 15,669 9,641 10,000 10,000 $ 10,000 DEPT 581 PARKS MAINTENANCE GARAGE
EXPENSES
910‐581‐42016 Gasoline & Diesel 13,839 13,463 15,792 13,000 13,000 $ 13,000910‐581‐42017 Vehicle Maintenance Parts 25,510 29,010 26,630 10,000 10,000 $ 10,000 TOTAL EXPENSES 39,350 42,472 42,422 23,000 23,000 $ 23,000 DEPT 582 MONO COUNTY SCHOOLS
EXPENSES
910‐582‐42016 Gasoline & Diesel 5,675 3,113 4,977 8,000 8,000 $ 8,000 TOTAL EXPENSES 5,675 3,113 4,977 8,000 8,000 $ 8,000
DEPT 583 MONO COUNTY GARAGE
EXPENSES
910‐583‐42016 Gasoline & Diesel 3,065 2,097 3,152 5,000 5,000 $ 5,000 TOTAL EXPENSES 3,065 2,097 3,152 5,000 5,000 $ 5,000
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
DEPT 584 TRANSIT GARAGE SERVICES
EXPENSES
910‐584‐42016 Gasoline & Diesel 45,155 8,289 53,934 75,000 75,000 $ 75,000910‐584‐42017 Vehicle Maintenance Parts 30,108 4,934 10,576 35,000 35,000 $ 35,000 TOTAL EXPENSES 75,262 13,223 64,510 110,000 110,000 $ 110,000 DEPT 585 ESTA GARAGE
EXPENSES
910‐585‐42016 Gasoline & Diesel 164,683 171,937 176,753 150,000 150,000 $ 150,000910‐585‐42017 Vehicle Maintenance Parts 108,626 125,478 111,347 75,000 75,000 $ 75,000 TOTAL EXPENSES 273,309 297,414 288,100 225,000 225,000 $ 225,000 DEPT 586 FIRE DEPT ‐ GARAGE
EXPENSES
910‐586‐42016 Gasoline & Diesel 13,505 12,807 12,601 20,000 20,000 $ 20,000910‐586‐42017 Vehicle Maintenance Parts 13,852 10,069 11,743 15,000 15,000 $ 15,000 TOTAL EXPENSES 27,357 22,876 24,344 35,000 35,000 $ 35,000 DEPT 587 MAMMOTH UNIFIED SCHOOL
EXPENSES
910‐587‐42016 Gasoline & Diesel 19,920 7,868 24,817 20,000 20,000 $ 20,000910‐587‐42017 Vehicle Maintenance Parts 14,813 2,569 9,414 25,000 25,000 $ 25,000 TOTAL EXPENSES 34,734 10,437 34,230 45,000 45,000 $ 45,000
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
DEPT 588 PUBLIC SAFETY GARAGE
EXPENSES
910‐588‐42016 Gasoline & Diesel 54,952 53,350 37,372 45,000 45,000 $ 45,000910‐588‐42017 Vehicle Maintenance Parts 25,909 37,228 17,519 40,000 40,000 $ 40,000 TOTAL EXPENSES 80,861 90,578 54,890 85,000 85,000 $ 85,000 DEPT 599 INTERFUND TRANSFERSEXPENSES
910‐599‐49999 Transfers Out 407,885 ‐ 75,404 60,000 60,000 $ 60,000 TOTAL EXPENSES 407,885 ‐ 75,404 60,000 60,000 $ 60,000
TOML BUDGET WORKSHEET
BUDGET 2022‐23 Fund 915 ‐ Vehicle Replacememt
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
‐ ‐ 945,919 1,237,631 1,237,631 $ 1,306,284
‐ ‐ 989,664 747,481 ‐ 747,481 $
‐ ‐ (43,746) 490,150 490,150 $ 1,306,284
REVENUE
915‐000‐32230 Equip Replacement Charge ‐ ‐ 918,930 897,631 897,631 $ 966,284915‐000‐39999 Interfund Transfers In ‐ ‐ ‐ 340,000 340,000 $ 340,000 TOTAL REVENUE ‐ ‐ 945,919 1,237,631 1,237,631 $ 1,306,284 DEPT 570 VEHICLE & EQUIP REPLACE
EXPENSES915‐570‐48100 Vehicles ‐ Capital ‐ ‐ 283,758 747,481 ‐ 747,481 $ TOTAL EXPENSES ‐ ‐ 989,664 747,481 ‐ 747,481 $
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
NET TOML REV ‐ EXP
BUDGET 2022‐23 Fund 930 ‐ EE 125 & Insurance Benefits
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
360,718 322,335 335,335 257,000 257,000 $ 329,376
169,900 219,880 149,962 257,000 257,000 $ 257,000
190,817 102,455 ‐ 185,373 ‐ $ 72,376
REVENUE
930‐000‐37002 Interest on Investments ‐ ‐ ‐ ‐ ‐ 930‐000‐38100 Premiums Retirement & Health 131,170 125,028 121,940 102,560 102,560 $ 122,406 930‐000‐38110 Premiums Dental & Vision 229,548 197,308 213,395 154,440 154,440 $ 206,970 TOTAL REVENUE 360,718 322,335 335,335 257,000 257,000 $ 329,376 DEPT 591 EE BENEFITSEXPENSES
930‐591‐40000 Regular Salaries ‐ ‐ ‐ ‐ ‐ 930‐591‐41002 Health Ins Premiums 49,520 49,134 50,401 54,000 54,000 $ 54,000 930‐591‐41010 EE Dental & Vision 120,380 170,746 99,561 155,000 155,000 $ 155,000 930‐591‐41030 Retiree Health Benefit Trust ‐ ‐ ‐ 48,000 48,000 $ 48,000 TOTAL EXPENSES 169,900 219,880 149,962 257,000 257,000 $ 257,000 NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
BUDGET 2022‐23 Fund 990 ‐ Debt Service / Future Capital
ACCOUNT NUMBER ACCOUNT NAME
ACTUAL
FY2019‐20
ACTUAL
FY20‐21
YEAR‐TO‐DATE
FY21‐22
APPROVED BUDGET
FY21‐22
MODIFIED
BUDGET FY21‐22
COUNCIL APPROVED
BUDGET FY22‐23
3,944,828 4,451,259 4,583,640 3,272,341 4,676,682 $ 3,275,141 3,146,283 3,499,928 3,237,820 3,239,378 3,239,378 $ 3,143,547 798,545 951,330 1,345,821 32,963 1,437,304 $ 131,594
REVENUE
990‐000‐37002 Interest on Investments 2,711 (9) ‐ 156,958 ‐ 990‐000‐37500 Proceeds of Debt ‐ ‐ ‐ ‐ ‐ 990‐000‐39999 Interfund Transfers In 3,942,117 4,451,268 4,426,682 3,272,341 4,676,682 $ 3,275,141 TOTAL REVENUE 3,944,828 4,451,259 4,583,640 3,272,341 4,676,682 $ 3,275,141 DEPT 590 DEBT SERVICESEXPENSES
990‐590‐43031 Contractual Services 6,766 3,660 1,250 5,000 5,000 $ 5,000 990‐590‐49497 Debt Svce Lease Rev Bond 2015 314,192 314,540 314,299 314,608 314,608 $ 314,394 990‐590‐49494 Debt SVCE‐Multi Use Facility 615,925 614,441 568,412 612,733 612,733 $ 615,747 990‐590‐49498 Debt Service MLLA Settlement 1,869,400 1,867,288 1,869,537 1,867,037 1,867,037 $ 1,868,406 TOTAL EXPENSES 2,806,283 2,799,928 2,797,820 2,799,378 2,799,378 $ 2,803,547 DEPT 599 INTERFUND TRANSFERS
EXPENSES
990‐599‐49999 Transfers Out 340,000 700,000 440,000 440,000 440,000 $ 340,000 TOTAL EXPENSES 340,000 700,000 440,000 440,000 440,000 $ 340,000 NET TOML REV ‐ EXP
TOML BUDGET WORKSHEET
TOTAL TOML REVENUE
TOTAL TOML EXPENDITURES
ARTICLE XIIIB APPROPRIATIONS LIMIT
Fiscal Year 2022-23
Article XIIIB of the California Constitution was created by the passage of Proposition 4 in November 1979 and establishes a limit on the amount of tax revenue that can be appropriated by government jurisdictions. This limit is popularly known as the Gann Limit. Each year, the limit is recalculated by multiplying the previous year’s limit by adjustment factors for population growth and inflation. Proposition 111, passed in June 1990, gave cities the option of using their own growth or the growth of the entire county in which the city is located as the population adjustment factor. Cities were also given the option of using the increase in California Per Capita Income or the increase in the assessed valuation of non-residential property in the City as the inflation adjustment factor. Cities have the option each year of deciding which factor to use. For FY 22-23, the Town of Mammoth Lakes is using the population growth of Mono County and the increase in California Per Capita Income.
2021-22 Appropriations Limit $28,245,641
2021-22 Adjustment Factors
Mono County Population Change = 1.0061 (0.61% change)
California Per Capita Income Change = 1.0755 (7.55% change) Combined Change = 1.0061 x 1.0755 = 1.0821
2022-23 Appropriations Limit $30,563,494
Not all Town appropriations are subject to the limitation of Article XIIIB. The intent of Proposition 4 was to restrict only the appropriation of “proceeds of taxes.” Determining which appropriations are subject to the limit requires classifying each funding source as either proceeds of taxes or non-proceeds of taxes. Property tax and local taxes are subject to limitation i.e. TOT, Measure R, and Measure U. State taxes that are subvented to the Town count against the Town’s limit if their use is unrestricted, as in the case of sales tax. State subventions that are restricted in use, such as gas tax and state grants, are applied against the State’s limit rather than the Town’s, so they are considered nonproceeds of taxes for the Town’s calculation. Interest income is prorated so that the interest earned on tax revenue is included as proceeds of taxes.
The Town’s other revenue sources are classified as non-proceeds of taxes: franchise fees, assessment districts, fines and penalties, license and permit fees, service charges, rentals and concessions, federal grants, internal service revenues and other miscellaneous revenues. Enterprise funds are also exempt from the limitation. Fund transfers are reappropriations of revenue and have already been included in the calculation of appropriations and are not counted twice.
RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA,
ESTABLISHING THE APPROPRIATION LIMIT
FOR FISCAL YEAR 2022-23 PURSUANT TO ARTICLE XIIIB
OF THE STATE OF CALIFORNIA CONSTITUTION
WHEREAS, Article XIIIB of the California Constitution establishes a limit on the amount of tax revenue that can be appropriated by government jurisdictions; and WHEREAS, as a government jurisdiction, the Town of Mammoth Lakes must recalculate the limit annually by multiplying the previous year’s limit by the allowable adjustment factors, which include: (a) Town’s own growth or the growth of Mono County; and (b) the increase in California per capita income or the increase in the assessed valuation of non-residential property in the Town; and
WHEREAS, for Fiscal Year 2022-23, the Town chose to use the Mono County population change and the increase to the California per capita income as the adjustment factors;
NOW, THEREFORE, BE IT RESOLVED that the Appropriation Limit of the Town of Mammoth Lakes for Fiscal Year 2022-23 is $30,563,494 as reflected in Exhibit 1.
APPROVED AND ADOPTED THIS 15th day of June 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
Town of Mammoth Lakes Investment Policy – FY 22-23 Page 1
TOWN OF MAMMOTH LAKES
INVESTMENT POLICY
Fiscal Year 2022-23
I. Scope
The Town’s Investment Policy establishes a framework for prudent investment of the Town’s resources. This Policy is intended to apply to all funds and investment activities under the direct authority of the Town of Mammoth Lakes.
II. Definition of Treasurer
The Finance Director, or Finance Manager as designee to perform the duties, serves as the Town Treasurer.
III. Objectives
A. SAFETY: It is the primary duty and responsibility of the Treasurer to protect, preserve and maintain cash and investments placed in his/her trust on behalf of the citizens of the community.
B. LIQUIDITY: An adequate percentage of the portfolio should be maintained in liquid short-term securities, which can be converted to cash if necessary to meet disbursement requirements. Since all cash requirements cannot be anticipated, investments in securities with active secondary or resale markets is highly recommended. Emphasis should be on marketable securities with low sensitivity to market risk.
C. YIELD: Yield should become a consideration only after the basic requirements of safety and liquidity have been met.
D. MARKET-AVERAGE RATE OF RETURN: The investment portfolio shall be designed to attain a market-average rate of return throughout budgetary and economic cycles, taking into account the Town’s risk constraints, the cash flow characteristics of the Town’s portfolio, and State and Local laws, ordinances or resolutions that restrict investments.
E. DIVERSIFICATION: The investment portfolio will be diversified to avoid incurring unreasonable and avoidable risk regarding specific security types or individual financial institutions.
F. PRUDENCE: The Town’s investment strategies shall adhere to the guidance provided by the “prudent man rule”, which obligates a fiduciary to insure that:
“…investment shall be made with the exercise of that degree of judgment and care, under circumstances then prevailing, which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation but for investment considering the probable safety of their capital as well as the probable income to be derived.”
Town of Mammoth Lakes Investment Policy – FY 22-23 Page 2 G. PUBLIC TRUST: All participants in the investment process shall act as custodians of the public trust. Investment officials shall recognize that the investment portfolio is subject to public review and evaluation. The overall program shall be designed and managed with a degree of professionalism that is worthy of the public trust. In a diversified portfolio it must be recognized that occasional measured losses are inevitable, and must be considered within the context of the overall portfolio’s investment return, provided that adequate diversification has been implemented.
IV. Delegation of Authority
The Treasurer and the Town Manager shall act jointly to make investments on behalf of the Town of Mammoth Lakes. Neither the Treasurer nor the Town Manager has authority to make investments independently of the other. An Investment Summary Sheet (Exhibit A) shall be signed by the Treasurer and Town Manager for all investments other than LAIF.
Investments shall be limited to the types of investments specified in Section VII. When specific Town Council approval is required, the investment shall not be made until the Treasurer receives and files with the Town Clerk written evidence of such Council approval.
V. Reporting
The Treasurer shall submit a monthly investment report to the Town Council of Mammoth Lakes. This report may be posted online for the Town Council’s and public’s view. This report will include all required elements of the monthly report as prescribed by Government Code Section 53646.
Required elements of the monthly report:
Type of investment.
Institution.
Date of maturity.
Amount of deposit or cost of the security.
Current market value of securities with maturity in excess of 12 months. Rate of interest.
Statement that there are sufficient and readily available liquid funds to meet the next 30 days’ obligations.
Accrued interest as prescribed by the California Section 53646, if required by the Legislative Body.
VI. Investment Instruments
Authorized investment instruments which may be utilized and which are in accordance with Government Code Section 53601 are as follows:
Town of Mammoth Lakes Investment Policy – FY 22-23 Page 3 Maximum
Percentages Maximum
Permitted Investments/Deposits or Amount Maturity
Investment Type A:
Securities of the US Government Unlimited 5 years
Certificates of Deposit Unlimited 5 years
Commercial Paper (A1, P1 only) 30% 180 days
LAIF $75,000,000 n/a
Mono County Investment Pool $6,000,000 n/a
Passbook Deposits ---- n/a
Investment Type B:
Negotiable Certificates of Deposit 30% 5 years
Bankers Acceptances 40% 270 days
Repurchase agreements ---- 1 year
Mutual Funds 15% 5 years
Medium Term Notes 30% 5 years
Type A investments do not require any specific approval of the Council. All Type B investments require a specific resolution of approval of the Town Council prior to the investment purchase/deposit.
VII. Internal Controls
Internal controls are designed to prevent losses of public funds arising from fraud, employee error, misrepresentation of third parties, unanticipated changes in financial markets, or imprudent actions by employees and officers of the Governmental Agency. A System of Internal Control shall be documented and attached hereto (Exhibit B).
VIII. Maturities
Maturities shall be in conformance with the legal limits as specified in Section VII.
Although the allowable maturity limit is up to five years for certain types of investments, the focus the investment should remain within the immediate two-year period for reasons of prudence.
IX. Banks and Securities Dealers
In selecting financial institutions for the deposit or investment of Government Agency funds, the Treasurer shall consider the creditworthiness of institutions. The Treasurer shall continue to monitor financial institutions’ credit characteristics and financial history throughout the period in which agency funds are deposited or invested.
X. Risk Tolerance
The Governmental Agency recognizes that investment risks can result from issuer defaults, market price changes or various technical complications leading to temporary illiquidity.
Portfolio diversification is employed as a way to control risk. The Treasurer and Town Manager are expected to display prudence in the selection of securities, as a way to minimize
Town of Mammoth Lakes Investment Policy – FY 22-23 Page 4 default risk. No individual investment transaction shall be undertaken which jeopardizes the total capital position of the overall portfolio. Certificates of Deposit shall be limited to FDIC insurance limitations. The Treasurer shall periodically establish guidelines and strategies to control risks of default, market price changes and illiquidity.
In addition to these general policy considerations, the following specific policies will be strictly observed.
A. All transactions will be executed on a delivery versus payment basis.
B. A competitive bid process, when practical, will be used to place all investment purchases.
XI. Safekeeping and Custody
The Treasurer is responsible for maintaining the proper mix of investments, taking into consideration limits imposed by law and the need for liquidity.
All investments shall be held in the name of the Town of Mammoth Lakes. The Town Council shall from time to time execute such documents as are necessary to provide evidence of the Treasurer’s and Town Manager’s joint trading authority as set forth in this document.
XII. Annual Review and Confirmation of the Investment Policy The Investment Policy shall be reviewed and confirmed annually by the Town Council of Mammoth Lakes.
IN NON-LAIF INSTRUMENTS
The following investment has been reviewed by both the
Finance Director and the Town Mananger and has been found to be in conformance with the Town's investment policy
SETTLEMENT DATE:
MATURITY DATE:
INVESTMENT:
PAR VALUE:
PRICE:
PRINCIPAL COST:
ACCRUED INTEREST:
TOTAL COST:
DATE INTEREST PAID:
CUSIP:
YIELD TO MATURITY:
INTEREST RATE:
We hereby confirm the above investment directive on behalf of the Town of Mammoth Lakes.
Finance Director Town Manager
WAS MADE WHEN INVESTING TOWN FUNDS
EXHIBIT A
INVESTMENT SUMMARY SHEET
THE PURPOSE OF THIS DOCUMENT IS
TO CONFIRM THAT A JOINT DECISION
EXHIBIT B
INTERNAL CONTROL SYSTEM FOR TREASURY FUNCTION
OBJECTIVES OF INTERNAL CONTROL
Internal control is the plan of organization and all related systems established by the management’s objectives of ensuring, as far as practicable:
The orderly and efficient conduct of business, including adherence to management policies
The safeguarding of assets
The prevention or detection of errors and fraud
The accuracy and completeness of the accounting records The timely preparation of reliable financial information
LIMITATION OF INTERNAL CONTROL
No internal control system, however elaborate, can by itself guarantee the achievement of management’s objectives. Internal control, because of its inherent limitations, can only provide reasonable assurance that the objectives are met.
Elements of a system of internal control are the means by which the Town of Mammoth Lakes can satisfy the objectives of internal control.
CONTROL ELEMENTS
The Treasurer/Finance Manager and Town Manager will approve investment transactions.
The Treasurer/Finance Manager will execute investment transactions.
Recording of investment transactions in the Town’s accounting records should be done by the Town’s Finance Manager and approved by the Finance Director/Town Manager.
The Town’s Finance Manager should do verification of investment, i.e., match broker confirmation to the Town’s Accounting Records.
Periodic review of the investment portfolio as prepared by the Treasurer/Finance Manager, specifically investment types, purchase price, market values, maturity dates, investment yields, conformance to stated investment policy shall be performed on an ongoing basis by the Town Manager, and annually by the external auditors during the course of the annual audit.
RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA
AMENDING THE TOWN’S INVESTMENT POLICY
WHEREAS, the Town Council has adopted the Town’s Investment Policy; and WHEREAS, the Investment Policy is typically reviewed on an annual basis; and WHEREAS, upon a recent review of the Investment Policy, the Administrative Services Finance Director recommends one amendment to the policy to expand the limit of LAIF investment to $75,000,000 to accommodate the Town’s investment needs; and NOW, THEREFORE, BE IT RESOLVED that the Town Council of Mammoth Lakes does hereby adopt updates to the attached Investment Policy and directs the Treasurer and Town Manager to prudently manage Town funds in accordance with the adopted policy.
APPROVED AND ADOPTED THIS 15th day of June 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
1 Reserve Policy – Town of Mammoth Lakes
Updated June 2022
General Provision:
A comprehensive reserve strategy is a crucial part of sound financial management for any municipality.
This is true for Town of Mammoth Lakes is particularly highlighted because of the heavy reliance on the single revenue stream of Transient Occupancy Tax (TOT). Revenue form TOT accounts for over 60% of the Town’s General Fund budgeted revenue. To prepare for and respond to unknown adverse financial conditions, it is recommended that the Town’s Reserve for Economic Uncertainty and the operating reserve combine be funded at an amount equal to or grated than 25% of Total General Fund Revenue.
The Reserve Policy is comprised of four components, three for operational needs and one for debt service payments, all combine for a comprehensive reserve strategy. The components include Reserve for Economic Uncertainty (REU), Operating Reserve (OR), Contingency, and Debt Reserve. This policy is reviewed on an annual basis during final budget adoption to review the established baseline revenue used in calculating REU and OR.
Component #1 – Reserve for Economic Uncertainty (REU)
Purpose: To minimalize the impact to town services in the event of a long-term revenue shortfall from an economic downturn or other localized event that negatively affects the town's revenue sources. These localized events could be in the form of a natural disaster that affects the town itself or access to the town. These events are unique and significant in order to engage use of the REU.
Engagement Timing: This reserve can only be engaged at Town Council direction, who would determine that a qualifying event has occurred and the level of impact from the emergency warrants the use of the REU.
Funding Target: $5,500,000 for FY22-23 based on 20% of Baseline Revenue established for FY22-23.
Baseline must meet or exceed the General Fund Revenue in the adopted budget for the Fiscal Year.
2 Funding Priority: The REU is the most important component of the reserve strategy as it maintains the most critical security for continued Town operations. For that reason, this fund must take priority to maintain 100% funded status if possible. The engagement of this policy means the town has experienced a significant emergency and therefore may have a long recovery period. Following the economic recovery from such an emergency, Town Council would determine priorities of funding depending on current town needs.
Fund Location: These funds reside in the Mono County investment pool and any interest earned on these funds are rolled into the REU balance.
Component #2 – Operating Reserve (OR)
Purpose: This component can be used to weather short term economic impacts or to take advantage of unanticipated funding needs such as grant opportunities, response to damaged facilities, unanticipated short term declines in revenue or new state and federal cost mandates. This component is more flexible than the REU and therefore could be engaged more frequently.
Engagement Timing: This tool may be engaged when revenues fall short of needs in any year, which are not offset by a reduction in expenses. The funds are authorized for use by town council, usually in response to a request from staff. This fund will be fully depleted in advance of engaging the REU.
Funding Target: $1,375,000 for FY22-23 based on 5% of Baseline Revenue established for FY22-23.
Baseline must meet or exceed the General Fund Revenue in the adopted budget for the Fiscal Year.
Funding Priority: We do have a number of revenue sources that are not budgeted on an annual basis due to their uncertainty. It is possible to designate any revenue received from these sources to fund the Operating Reserve. This entry could be made on a quarterly basis and minimize the request of Fund Balance or other one time dollars to fund this account. If the qualifying events were severe enough to engage the REU funds, this re-funding process would begin once REU is fully restored.
Fund Location: These funds reside in the Town's LAIF investment pool. This would allow for interest earning as well as immediate access when needed.
Component #3 – Contingency
Purpose: This fund allows for flexibility for rapid response to small projects or unanticipated needs that arise such as damages to town facilities, repair or replacement of equipment, offsetting small amounts of variance on revenue estimates or expenses like postage and office supplies.
Engagement Timing: This tool is generally allocated at Town Manager’s designation as needed or as authorized by Town Council direction.
Funding Target: This component is a part of the normal budget process and is budgeted at $100,000 per year.
3 Funding Priority: This component is allocated during the annual budget process for the Town’s operating budget. Funds can be used at the direction of Council or Town Manager and once used will not be funded again during the year. To this point, these funds should be reserved for the most important projects or one-time unanticipated costs. Any funds remaining in the account at the end of the year may be shifted to REU or OR to remain within the reserve structure.
Fund Location: These funds reside in the Town's LAIF investment pool. This would allow for interest earning as well as immediate access when needed.
Component #4 – Debt Reserve
Purpose: This reserve secures money to cover the Town’s debts in the event of a long-term revenue shortfall from an economic downturn or other localized event that negatively affects the town's revenue sources.
Engagement Timing: This reserve can only be engaged at Town Council direction, who would determine that a qualifying event has occurred and the level of impact from the emergency warrants the use of the REU for operational needs and employ this reserve to cover debt payments made from the General Fund.
Funding Target: $1,100,000 which is 50% of the annual payments for debt service paid by the General Fund. The chart below was used to establish the funding target. Any additional debt secured by the Town and serviced with payments from the General Fund would be added to this calculation.
Funding Priority: This component is fully funded, and any new General Fund debt would require immediate increase to remain within policy.
Fund Location: These funds reside in the Town's LAIF investment pool. This would allow for interest earning as well as immediate access when needed.
Conclusion:
This policy outlines a secure plan for funding for unknown circumstances, loss of revenue or substantial unfunded expenditures. When fully funded this reserve policy will provide 25% or more of the Town’s General Fund operating budget with an additional 50% of annual debt payments made from the General Fund. Town administration and Finance leadership believe this policy provides a financially sound reserve capacity to support the town should the need arise. This policy outlines the recommended amounts for each category. There is nothing in the policy that prohibits Council from allocated funds beyond the currently stated targets.
RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA
AMENDING THE TOWN’S RESERVE POLICY
WHEREAS, the Town Council has adopted the Town’s Reserve Policy; and WHEREAS, the Reserve Policy is typically reviewed on an annual basis; and WHEREAS, annual review includes update of the baseline revenue used to determine policy parameters.
WHEREAS, Administrative Services / Finance Director recommends a change in baseline revenue, to approximate General Fund revenue for FY22-23, increasing baseline to $27,500,000; and
WHEREAS, no other adjustments to rates or structure are recommended for the Town’s reserve policy update; and
NOW, THEREFORE, BE IT RESOLVED that the Town Council of Mammoth Lakes does hereby adopt the attached Reserve Policy and directs the Treasurer and Town Manager to prudently manage Town resources in accordance with the adopted policy.
APPROVED AND ADOPTED THIS 15th day of June 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
Town of Mammoth Lakes,
California
Debt Management Policy
FY2022-23
JNA Consulting Group, LLC
410 Nevada Way, Suite 200
Boulder City, NV 89006
702-294 Page 293 of 478 -5100 fax 702-294-5145
Debt Management Policy Town of Mammoth Lakes
i
EXECUTIVE SUMMARY
This Debt Management Policy (the “Debt Policy”) has been developed to provide guidance in the issuance and management of debt by the Town of Mammoth Lakes (the “Town” or “Mammoth Lakes”) or any other public agency for which the Town Council sits as its legislative body and is intended to comply with Government Code Section 8855(I), effective on January 1, 2017. The main objectives are to establish conditions for the use of debt; to ensure that debt capacity and affordability are adequately considered; to minimize the Town’s interest and issuance costs; to maintain the highest possible credit rating; to provide complete financial disclosure and reporting; and to maintain financial flexibility for the Town.
Debt, properly issued and managed, is a critical element in any financial management program. It assists in the Town’s effort to allocate limited resources to provide the highest quality of service and facilities to the public. The Town desires to manage its debt program to promote economic growth and enhance the vitality of the Town for its residents and businesses. This policy covers various types of debt; some of which it is unlikely the Town would issue.
This Debt Policy was approved by the Town Council on June 15, 2022. The Debt Policy may be amended by the Town Council as it deems appropriate from time to time in the prudent management of the debt of the Town.
Debt Management Policy Town of Mammoth Lakes
ii
TABLE OF CONTENTS
Page
FINDINGS.......................................................................................................................................................1 POLICIES....................................................................................................................................................... 2 Purposes For Which Debt May Be Issued ............................................................................................ 2 Long-Term Debt..................................................................................................................................... 2 Short-term Debt .................................................................................................................................... 3 Financings on Behalf of Other Entities.................................................................................................4 TYPES OF DEBT ............................................................................................................................................ 5 General Obligation (GO) Bonds ............................................................................................................ 5 Revenue Bonds...................................................................................................................................... 5 Lease-Backed Debt/Certificates of Participation (COP/Lease Revenue Bonds) ................................ 5 Special Assessment/Special Tax District Debt ..................................................................................... 5 Tax Allocation Bonds.............................................................................................................................6 Multi-Family Mortgage Revenue Bonds...............................................................................................6 HUD Section 108 Loan Guarantee Program.........................................................................................6 METHOD OF SALE........................................................................................................................................ 7 Competitive Sale.................................................................................................................................... 7 Negotiated Sale..................................................................................................................................... 7 Private Placement ................................................................................................................................. 7 RELATIONSHIP OF DEBT TO CAPITAL IMPROVEMENT PROGRAM AND BUDGET...................................8 POLICY GOALS RELATED TO PLANNING GOALS AND OBJECTIVES..........................................................8 INTERNAL CONTROL PROCEDURES...........................................................................................................9 WAIVERS OF DEBT POLICY..........................................................................................................................9
Debt Management Policy Town of Mammoth Lakes
1 “FINDINGS”
This Debt Policy shall govern all debt undertaken by the Town. The Town hereby recognizes that a fiscally prudent debt policy is required to:
• Maintain the Town’s sound financial position.
• Ensure the Town has the flexibility to respond to changes in future capital needs and service priorities, revenue levels, and operating expenses.
• Protect the Town’s credit-worthiness.
• Ensure that all debt repayment is structured to protect both current and future taxpayers, ratepayers and constituents of the Town and fit within the projected revenues available to pay debt service.
• Ensure that the Town’s use and repayment of debt is consistent with the Town’s planning goals and objectives and capital improvement program or budget, as applicable. • Encourage those that benefit from a proposed facility or improvement to pay the cost of that facility or improvement to minimize the impact on limited general fund resources.
Debt Management Policy Town of Mammoth Lakes
2 “POLICIES”
“Purposes for Which Debt May Be Issued”
The Town will consider the use of debt financing primarily for capital improvement projects (CIP) when the project’s useful life will equal or exceed the term of the financing and when resources are identified sufficient to fund the debt service requirements. An exception to this CIP driven focus is the issuance of short-term instruments such as tax and revenue anticipation notes, which are to be used for prudent cash management purposes and conduit financing, as described below. Bonded debt should not be issued for projects with minimal public benefit or support, or to finance normal operating expenses.
If a department has any project which is expected to use debt financing, the department director is responsible for providing the Town Manager and the Administrative Services Director with reasonable cost estimates, including identifying sources for the payment for debt service. This will allow for an analysis of the project’s potential impact on the Town’s debt capacity and limitations. The department director shall also provide an estimate of any incremental operating and/or additional maintenance costs associated with the project and identify sources of revenue, if any, to pay for such incremental costs. “Long-Term Debt”
Long-term debt may be issued to finance or refinance the construction, acquisition, and rehabilitation of capital improvements and facilities, equipment and land to be owned and/or operated by the Town. Longterm debt financings are appropriate when the following conditions exist:
• When the project to be financed is necessary to provide basic services. • When the project to be financed will provide benefit to constituents over multiple years. • When total debt does not constitute an unreasonable burden to the Town and its taxpayers and ratepayers.
• When the debt is used to refinance outstanding debt to produce debt service savings or to realize the benefits of a debt restructuring.
•Long-term debt financings will not generally be considered appropriate for current operating expenses and routine maintenance expenses.
Debt Management Policy Town of Mammoth Lakes
3 The Town may use long-term debt financings subject to the following conditions:
•The project to be financed has been or will be approved by the Town Council. •The weighted average maturity of the debt (or the portion of the debt allocated to the project) will not exceed the average useful life of the project to be financed by more than 20%, unless specific conditions exist that would mitigate the extension of time to repay the debt and it would not cause the Town to violate any covenants to maintain the tax-exempt status of such debt, if applicable. •The Town estimates that sufficient income or revenues will be available to service the debt through its maturity and to the extent possible repayment will come from user fees or dedicated revenues and not from general fund sources.
•The Town determines that the issuance of the debt will comply with the applicable requirements of state and federal law.
•The Town considers the improvement/facility to be of vital, time-sensitive need of the community and there are no plausible alternative financing sources. •Periodic reviews of outstanding long-term debt will be undertaken to identify refunding opportunities. Refunding will be considered (within federal tax law constraints, if applicable) if and when there is a net economic benefit of the refunding. Refundings which are non-economic may be undertaken to achieve Town objectives relating to changes in covenants, call provisions, operational flexibility, tax status of the issuer, or the debt service profile.
In general, refundings which produce a net present value savings of at least three percent (3%) of the refunded par amount will be considered economically viable. Refundings which produce a net present value savings of less than three percent (3%) will be considered on a case-by-case basis, and are subject to Town Council approval. Advance refundings will also be evaluated based on the future outlook for interest rates, breakeven analysis and the potential use of the estimated debt service savings. “Short-term Debt” Short-term borrowing may be issued to generate funding for cash flow needs in the form of Tax and Revenue Anticipation Notes (TRAN).
Short-term borrowing, such as commercial paper, and lines of credit, will be considered as an interim source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any purpose for which long-term debt may be issued, including capitalized interest and other financing-related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to secure repayment of the debt.
The final maturity of the debt issued to finance the project shall be consistent with the economic or useful life of the project and, unless the Town Council determines that extraordinary circumstances exist, must not exceed seven (7) years.
Short-term debt may also be used to finance short-lived capital projects; for example, the Town may undertake lease-purchase financing for equipment, and such equipment leases may be longer than 7 years. “Financings on Behalf of Other Entities”
The Town may also find it beneficial to issue debt on behalf of other governmental agencies or private third parties in order to further the public purposes of Town. In such cases, the Town shall take reasonable steps to confirm the financial feasibility of the project to be financed and the financial solvency of any borrower and
Debt Management Policy Town of Mammoth Lakes
4 that the issuance of such debt is consistent with the policies set forth herein. In no event will the Town incur any liability or assume responsibility for payment of debt service on such debt.
Debt Management Policy Town of Mammoth Lakes
5 “TYPES OF DEBT”
In order to maximize the financial options available to benefit the public, it is the policy of the Town of Mammoth Lakes to allow for the consideration of issuing all generally accepted types of debt, including, but not exclusive to the following:
“General Obligation (GO) Bonds”
General Obligation Bonds are suitable for use in the construction or acquisition of improvements to real property that benefit the public at large. Examples of projects include libraries, parks, and public safety facilities. All GO bonds shall be authorized by the requisite number of voters in order to pass. “Revenue Bonds”
Revenue Bonds are limited-liability obligations tied to a specific enterprise or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue. An example of projects that would be financed by a Revenue Bond would be improvements to a utility system, which would be paid back with money raised from the rates and charges to water users.
Generally, no voter approval is required to issue this type of obligation but in some cases, the Town must comply with proposition 218 regarding rate adjustments. A dedicated voter approved tax measure that allows the use of the tax for debt is another example.
“Lease-Backed Debt/Certificates of Participation” (COP/Lease Revenue Bonds) Issuance of Lease-backed debt is a commonly used form of debt that allows a Town to finance projects where the debt service is secured via a lease agreement and where the payments are budgeted in the annual budget appropriation by the Town from the general fund. Lease-Backed debt does not constitute indebtedness under the state or the Town’s constitutional debt limit and does not require voter approval. Lease Revenue Bonds may be issued by the Mammoth Lakes/Guadalupe Valley Municipal Improvement District Public Financing Authority on behalf of the Town.
“Special Assessment/Special Tax District Debt”
The Town will consider requests from developers for the use of debt financing secured by property based assessments or special taxes to provide for necessary infrastructure for new development only under strict guidelines adopted by the Town Council, which may include minimum value-to-lien ratios and maximum tax burdens. Examples of this type of debt are Assessment Districts (AD) and Community Facilities Districts (CFD) sometimes referred to as Mello-Roos Districts. In order to protect bondholders as well as the Town’s credit rating, the Town will also comply with all State guidelines regarding the issuance of special tax district or special assessment debt, as well as any policy required to be adopted under Government Code Section 53312.7.
“Tax Allocation Bonds”
Tax Allocation Bonds are special obligations that are secured by the allocation of tax increment revenues that are generated by increased property taxes in the designated redevelopment area. Tax Allocation Bonds are not debt of the Town. Due to changes in the law affecting California Redevelopment agencies with the passage of ABX1 26 (as amended, the Dissolution Act) as codified in the California Health and Safety Code, the Town may not form a Redevelopment Agency and will not be able to issue tax allocation bonds.
Debt Management Policy Town of Mammoth Lakes
6 “Multi-Family Mortgage Revenue Bonds”
The Town is authorized to issue mortgage revenue bonds to finance the development, acquisition and rehabilitation of multi-family rental projects. The interest on the bonds can be exempt from Federal and State taxation. As a result, bonds provide below market financing for qualified rental projects. In addition, the bonds issued can qualify projects for allocations of Federal low-income housing tax credits, which can provide a significant portion of the funding necessary to develop affordable housing. “HUD Section 108 Loan Guarantee Program”
The U.S. Department of Housing and Urban Development (HUD) Section 108 Loan Guarantee Program allows cities to use their annual Community Development Block Grant (CDBG) entitlement grants to obtain federally guaranteed funds large enough to stimulate or pay for major community development and economic development projects. The program does not require a pledge of the Town’s General Fund, only of future CDBG entitlements. By pledging future CDBG entitlement grants as security, the Town can borrow at favorable interest rates because of HUD’s guarantee of repayment to investors.
The Town may from time to time find that other forms of debt would be beneficial to further its public purposes and may approve such debt without an amendment of this Debt Policy.
To maintain a predictable debt service burden, the Town will give preference to debt that carries a fixed interest rate. An alternative to the use of fixed rate debt is variable rate debt. The Town may choose to issue securities that pay a rate of interest that adjusts after a pre-determined period according to a pre-determined formula or a rate resulting from a periodic remarketing of securities. When making the determination to issue bonds with a variable rate, consideration will be given in regard to the useful life of the project or facility being financed or the term of the project requiring the funding, market conditions, credit risk and third-party risk analysis, and the overall debt portfolio structure when issuing variable rate debt for any purpose. The maximum amount of variable-rate debt should be limited to no more than 20 percent of the total debt portfolio.
The Town will not employ derivatives, such as interest rate swaps, in its debt program. A derivative product is a financial instrument which derives its own value from the value of another instrument, usually an underlying asset such as a stock, bond, or an underlying reference such as an interest rate. Derivatives are commonly used as hedging devices in managing interest rate risk and thereby reducing borrowing costs. However, these products bear certain risks not associated with standard debt instruments. “Internal Debt”
The Town may from time to time use its own internal resources to fund defined CIP projects, acquire land and facilities or to meet operational needs. The Town Council must authorize such borrowing and may set the term, interest rate if any, and define the source of repayment. The use of internal debt shall meet any legal restrictions placed on the use of funds by federal or state law, or Town ordinances.
Debt Management Policy Town of Mammoth Lakes
7 “METHOD OF SALE”
Bonds can generally be sold at a competitive sale or negotiated sale, or be privately placed. “Competitive Sale”
Offering documents are sent to any firm interested in purchasing the bonds. A day and time are chosen for the sale and bonds are awarded to the firm offering the lowest true interest cost on the bonds (the “TIC”).
The TIC is the discount rate which results in a present value of the future debt service payments equal to amount bid for the bonds.
“Negotiated Sale”
One firm, or group of firms, is chosen in advance to offer the bonds for sale. At the time of sale, interest rates and other terms of the bonds are negotiated with the Underwriter. “Direct Placement”
A purchaser, usually an individual or bank, is identified and the bonds are placed directly. The purchaser can be selected through either a competitive or negotiated process. Interest rates and other terms of the bonds are negotiated with the selected purchaser.
The Town will generally pursue a competitive process for selling its bonds. There are certain circumstances under which the Town would consider a negotiated sale or private placements. Such circumstances include, but are not limited to;
•Bonds issued with a variable rate of interest
•Bonds rated below A- or not rated
•Very small or very large bond issues
•Unstable or highly volatile markets
•Bonds with unusual security or structure
•Bonds for which a negotiated sale provides other benefits such as flexible timing or local marketing of bonds
If the Town determines that a negotiated sale is warranted it will select an underwriting firm(s) based on a competitive process and/or prior performance. The selection of an underwriter(s) will be based on a determination of the firm that demonstrates its ability to obtain the overall best interest rate for Town while achieving the Town’s goals with the financing. Consideration in making this determination will be given to the firm’s experience with similar financings, proposed compensation structure and marketing plan.
Debt Management Policy Town of Mammoth Lakes
8 “RELATIONSHIP OF DEBT TO CAPITAL IMPROVEMENT PROGRAM AND BUDGET” The Town intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the Town’s capital budget and the capital improvement plan.
The Town shall strive to fund the upkeep and maintenance of its infrastructure and facilities due to normal wear and tear through the expenditure of available operating revenues. The Town shall seek to avoid the use of debt to fund infrastructure and facilities improvements that are the result of normal wear and tear, unless a specific revenue source has been identified for this purpose.
The Town shall integrate its debt issuances with the goals of its capital improvement program by timing the issuance of debt to ensure that bond proceeds are available when needed in furtherance of the Town’s public purposes.
The Town shall seek to issue debt in a timely manner to avoid having to make unplanned expenditures for capital improvements or equipment from its general fund or holding bond proceeds for extended periods while earning negative arbitrage.
“POLICY GOALS RELATED TO PLANNING GOALS AND OBJECTIVES” The Town is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration. The Town intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the Town’s annual operating budget.
It is a policy goal of the Town to protect taxpayers, ratepayers and constituents by utilizing conservative financing methods and techniques to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs.
The Town will comply with applicable state and federal law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates and charges.
Except as described in Section 2.A., when refinancing debt, it shall be the policy goal of the Town to realize, whenever possible, and subject to any overriding non-financial policy considerations minimum net present value debt service savings equal to or greater than 3% of the refunded principal amount.
Debt Management Policy Town of Mammoth Lakes
9 “INTERNAL CONTROL PROCEDURES”
When issuing debt, in addition to complying with the terms of this Debt Policy, the Town shall comply with any other applicable policies regarding initial bond disclosure, continuing disclosure, post-issuance compliance, and investment of bond proceeds.
The Town will periodically review the requirements of and will remain in compliance with the following:
•any continuing disclosure undertakings under SEC Rule 15c2-12, •any federal tax compliance requirements, including without limitation arbitrage and rebate compliance, related to any prior bond issues, and
•the Town’s investment policies as they relate to the investment of bond proceeds.
Whenever reasonably possible, proceeds of debt will be held by a third-party trustee and the Town will submit written requisitions for such proceeds. The Town will submit a requisition only after obtaining the signature of the Town Manager or the Administrative Services Director or a designee. “WAIVERS OF DEBT POLICY”
There may be circumstances from time to time when strict adherence to a provision of this Debt Policy is not possible or in the best interests of the Town and the failure of a debt financing to comply with one or more provisions of this Debt Policy shall in no way affect the validity of any debt issued by the Town in accordance with applicable laws.
RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL
OF THE TOWN OF MAMMOTH LAKES, STATE OF CALIFORNIA
REAFFIRMING THE TOWN’S DEBT MANAGEMENT POLICY
WHEREAS, the Town of Mammoth Lakes (the “Town”) seeks to reaffirm its formal Debt Management Policy; and
WHEREAS, the Town or its related entity the Mammoth Lakes Municipal Services Corporation has issued bonds or other financing obligations (collectively, “Local Debt”) subject to the filing of reports with the California Debt and Investment Advisory Commission (“CDIAC”) pursuant to Section 8855 of the California Government Code (“Section 8855”); and
WHEREAS, Senate Bill No. 1029 (“SB 1029”), effective January 1, 2017, amended Government Code Section 8855 to augment the information that must be provided by municipal issuers of Local Debt to CDIAC; and
WHEREAS, prior to SB 1029, Section 8855 has required municipal issuers of Local Debt to file a Report of Proposed Debt Issuance at least 30 days prior to the sale of any Local Debt issue; and
WHEREAS, SB 1029 amends the requirements of the Report of Proposed Debt Issuance to require that this report include a certification by the municipal issuer (the “Town”) that it has adopted local debt policies concerning the use of Local Debt and that the contemplated Local Debt issuance is consistent with those local debt policies; and WHEREAS, SB 1029 further requires that the local debt policy subject to the aforementioned certification must include all five of the following elements: (1) the purposes for which the debt proceeds may be used; (2) the types of debt that may be issued; (3) the relationship of the debt to, and integration with, the issuer’s capital improvement program or budget, if applicable; (4) policy goals related to the issuer’s planning goals and objectives; and (5) the internal control procedures that the issuer has implemented, or will implement, to ensure that the proceeds of the proposed debt issuance will be directed to the intended use; WHEREAS, the Town Mammoth Lakes Municipal Services Corporation may also, in the future, issue Local Debt for which a Report of Proposed Debt Issuance, including the aforementioned certification, will need to be filed with CDIAC; WHEREAS, to facilitate issuance of Local Debt in the future and the ability of the Town and its related entities to make the requisite local debt policies certification required in connection therewith by subdivision (i) of Section 8855, as amended by SB 1029, the Town desires to adopt the Debt Management Policy to include all five elements required by Section 8855, as amended by SB 1029, as set forth in the proposed Debt Management Policy attached hereto and incorporated by reference;
NOW, THEREFORE, THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The above recitals are true and correct.
SECTION 2. The Debt Management Policy, as attached hereto, is hereby approved and adopted and shall be made applicable to all Local Debt issued by or on behalf of the Town Mammoth Lakes including Mammoth Lakes Municipal Services Corporation.
SECTION 3. The Town Manager, the Town Treasurer, the Administrative Services Director, and all other officers of the Town are hereby authorized and directed, jointly and severally, to do any and all things to effectuate the purposes of this Resolution and to implement the Policy, and any such actions previously taken by such officers are hereby ratified and confirmed.
APPROVED AND ADOPTED THIS 15th day of June 2022.
___________________________
LYNDA SALCIDO, Mayor
ATTEST:
________________________________
JAMIE GRAY, Town Clerk
1 Jamie Gray
From: [email protected]
Sent: Friday, June 10, 2022 4:58 PM
To: Jamie Gray
Cc: Stuart Brown; Sandra Moberly; Haislip Hayes; Amy Callanan; Dan Holler; Rob Patterson Subject: Public Comment for Town Council meeting of June 15 [EXTERNAL EMAIL]
PUBLIC COMMENT
Public Comment related to Item 9.2, ‘…. Annual Budget for FY 22/23’; Attachment 2, Presentation page 23. Versions of these comments have been previously submitted for consideration during CIP and preliminary budget presentations, with no specific discussion. All three comments have the potential to impact the FY 22/23 budget and future budgets.
Please accept these three comments in the spirit in which they are provided – in the best interests of the Community as a whole.
COMMENT A: Tanner Rill (Mill Ditch): All I am requesting is that Town Council consider providing some indication as to whether or not they agree that the concept of future passive/interpretive/open space/community improvements to Tanner Rill is a good thing. The Town Manager has (appropriately) indicated the planning work “will likely be done” in coordination with future phases. Direction to staff to ensure the planning actually takes place seems appropriate. This area was discussed during Plan The Parcel, with several public comments indicating the community did not want this to just turn into a backyard drainage. The Parcel Master Plan states “Mill Ditch: The Mill Ditch is intended to function as stormwater management and as a community amenity. The Mill Ditch is intended to remain a natural and open space.
Any changes or improvements to the Mill Ditch shall be considered as part of the Design Review Application for Development Area 4.”
REQUEST: Consider; Direction to staff to include ‘Tanner Rill Interpretive Open Space’ in the five-year CIP. The ‘budget’ would not include the MUPS, it would simply include other possible amenities such as interpretive signage, benches or other passive improvements to enhance the enjoyment of this open space area.
BUDGET IMPACT: No impact in FY 22/23. Could be added to 5-year CIP in, perhaps, year three for planning/design and year four for construction.
COMMENT B: Park at The Parcel, Planning and Design Approach: The Town Manager has indicated the “primary focus is on the Parcel residents.” While this may seem to be a reasonable approach, this park will be the most central of all Town parks and may, therefore, have a large community use, not just by Parcel residents. It seems planning and design of the park should be done in a comprehensive manner. The Town Manager has also indicated the “community park site is relatively small .6 acre or less of usable space.” That is actually consistent with other Town parks:
Trails End Park: less than 0.5 acres including paths, pavilion, tables and play area – but not including the skate park and rock areas.
Shady Rest Park: 0.8 acres is the size of the ‘pavilion’, play area and turf, exclusive of the volleyball courts.
Mammoth Creek Park West (pre-CRC construction start): 0.6 acres, including accessible playground, graded area west of playground and turf area north of playground, exclusive of rock play area.
Ice Rink (existing): 1.0 acres is the fenced area.
2 The point being, this is not a small ‘usable space’ by Town current park standards and it deserves an appropriate planning process to ensure the best use is made of every square foot.
REQUEST: Consider; Direction to staff to have the designer present the preliminary concept design to the Parks and Rec Commission for input on amenities after some consideration of improvements at other Town parks.
BUDGET IMPACT: Funds for planning and design should be minimal, staff time and Parks and Recreation commission time will be required.
COMMENT C: Park at The Parcel, Phasing: This will be an important amenity for the Community. This may likely be our most community-oriented park, with less out-of-town visitor use than others. As noted above, it should be planned in a comprehensive fashion and there will likely be significant design and use advantages to building it out as One Phase.
REQUEST: Consider; Direction to staff to plan, design and implement the Park at The Parcel as one phase, in an effort to mitigate ‘phasing’ costs and to provide this full amenity to this new neighborhood and the entire community in one package, with required funding to be included in the FY 22/23 CIP.
BUDGET IMPACT: Staff has noted a potential cost of up to $700,000 with no specificity as yet due to no design as yet.
Staff has also indicated they will continue to seek additional funding sources. If there are no ‘excess’ FY21/22 funds available, perhaps this could be noted as ‘first in line’ for potential excess FY22/23 funds, with the planning and design to proceed now so the work would be ‘shovel ready.’
Thank you in advance for your thoughtful consideration.
Grady Dutton
Mammoth Lakes CA 93546
1 TOWN COUNCIL STAFF REPORT
Title: Town of Mammoth Lakes FY22-23 Master Fee Schedule Update.
Meeting Date: June 15, 2022
Prepared by: Rob Patterson, Administrative Services / Finance Director RECOMMENDATION:
Staff is recommending that the Town Council conduct a public hearing on the proposed fees and charges. After taking public comments and consideration of the proposed fees, adopt the attached resolution establishing and updating a master schedule of fees and charges for Town services for FY22-23.
BACKGROUND:
Proposition 4 was approved by the California voters in 1979 and amended Article XIIIB of the California Constitution. Article XIIIB limits government appropriations and defines proceeds of taxes as all tax revenue and the proceeds to an entity of government, from regulatory licenses, user charges, and user fees to the extent that those proceeds exceed the costs reasonably borne by that entity in providing the regulation, product, or service. In 2006 the voters adopted Proposition 218 which further limited local government’s ability to set fees and charges and required specific types of fees and charges to go through more involved public process. In line with the California Constitution and subsequent court rulings, the Town of Mammoth Lakes Municipal Code Chapter 3.39 Fee and Service Charge Revenue/Cost Comparison System details Town services provided that are to receive a subsidy from the General Fund and defines “costs reasonably borne”.
The cost recovery for eligible fee supported services range from 0% to 100% of the “costs reasonably borne” to provide the service. The Town has established a policy of a range of cost recover to encourage certain actives and compliance with Town codes. For example, there is only partial cost recovery for recreation services. The cost of a film permit is also partially recovered as the use of the area for this purpose is desired and Town costs should not be a hindrance for compliance or to conducting business. The vast majority of development related services are designed for full cost recovery. The “costs reasonably borne” include but are not limited to; direct costs such as wages and benefits, indirect costs such as computer costs, communication expenses, services and supplies, insurance, and both department and general overhead costs. The proposed fees and charges have been reviewed by staff and meet the statutory requirements.
The fees that the Town collects for services provided can be categorized into two broad areas. The first is variable fees. For variable fees a deposit is collected, and staff time and costs are tracked against the deposit (cost accounting.). This method is especially useful for large or complicated projects. The fees listed on the updated fee schedule with the
2 designation of “Cost Accounted” are the variable fees. Cost accounting includes charging for direct pass-through costs such as consultant charges, hourly salary and benefit rate for employees plus an overhead charge. The second category is fixed fees. A fixed fee simplifies the collection process and saves the customer the cost that is generated from the time involved doing the “cost accounting”. The general method that is used to determine a fixed fee is to first identify each service-by-service type. Second, staff time is tracked for the majority of fees and an average amount of time is calculated then multiplied by the staff billable rate. Some fixed rates are also set more based on the market and the desire to provide community services such as those provided through the recreation department and are not necessarily designed for full cost recovery.
The list below includes a summary of changes made to the Town of Mammoth Lakes fee schedule proposed for FY22-23:
Financial Services / Administration Fees
The Finance department has added a fee for the new Certified Properties annual renewal fee. The fee is comprised of pass-through cost for online monitoring, $25 per unit, and cost of staff time for processing the renewal and administrative activity, $17 per unit, for a total of $42 per unit annually.
Staff also updated the Annual Renewal Business Tax Certificate (BTC) Processing by $4 per year to $17 per BTC per year. This reflects additional staff costs in processing the renewal and administrative activity for each account.
Community and Economic Development – Building Division
New Structures and Additions permit fee is based on the square footage construction costs from the International Codes Council’s Building Valuation Table as adopted by the Town and multiplied by a factor of 0.032. The Development Impacts Fees (DIF) were increased by 13.4% in accordance with the Construction Cost Index as published by Engineer News Record for the preceding twelve months.
Public Safety Fees
There are no recommended changes to the Public Safety Division Fees for FY22-23.
Airport Fees
The Airport had minor revisions to the fee schedule to address Ground Transportation kiosk, signage and usage of the Airport. The proposed fee includes a charge of $100 per month for ground transportation operators picking up and dropping off at Airport Facilities.
There is a new charge of $76 per month for Kiosk location and storage on airport property (optional), and Ground Transportation posted signage (optional) $35 per month. The intent is to formalize the procedures and fees governing ground transportation companies operating at the Airport.
Public Works / Engineering Fees
There are no recommended changes to the Public Works / Engineering Division Fees at this time. The cost of operations on the Town’s snow storage lot is currently in
3 negotiation and fees associated with the cost of operations will be brought before Town Council as a separate item once more information is known.
Community and Economic Development – Planning Division
The Planning Division has made a number of updates to Permit/Services section fees for FY22-23. The fee increases represent increased cost of administering these services. See below for a summary of updates:
Adjustments increasing by $50 to $1,058 per item.
Administrative Permit increasing by $50 to $651 per item Administrative Permit – Mobile Business increasing $50 to $476 per item.
Design Review – Administrative (New Single Family) (ADR) increasing $50 to $1,071 per item.
Design Review – Administrative (Not New Single Family) increasing by $50 to $582 per item.
Design Review – Minor (DR) increasing by $50 to $1,407 per item.
Lot Line Adjustment (LLA) increasing by $50 to $1,096 per item.
Public Art
This fee is currently reduced $0 through June 2023 by resolution in FY21-22 fee schedule adoption.
Parks and Recreation Fees
The Parks and Recreation department brings the program fee to Town Council annually in March, ahead of the program sign up season. The fee increases were approved on March 16, 2022 and are included as highlights on Attachment A to identify those that have changed. In addition to the program fee updates, Parks and Recreation has added some fees subsequent to the program updates. The Edison Theatre was added to the program in late May and a fee schedule was developed to reflect this new amenity.
Below is a summary of additional charges:
Rental Fee – Library / Conference Room - $31 per hour with two hour minimum.
Rental Fee – Edison Theatre - $125 partial day – four hour minimum Rental Fee – Edison Theatre - $200 per day – eight hour session.
Technical Assistance – Sound, Stage, Lights etc. - $60 per hour Rental Fee – Parking Lot - $15.50 per hour.
Other Fees and Charges
The Master Fee Schedule includes the majority of the service-related fees and charges for the Town but is not all-inclusive. There are some fees and charges specifically enumerated by ordinance and tied to a specific permits or licenses. It does not include taxes, fines or penalties.
4 OPTIONS ANALYSIS
Option 1: Approve the attached resolutions establishing and updating a schedule of fees and charges for Town services
Option 2: Provide alternative direction on proposed fees.
FINANCIAL CONSIDERATIONS:
The proposed modifications to the Town’s fees and charges are designed to achieve proper cost recovery for the services provided and to enhance efficiencies in the process. The lack of proper fees and charges will mean a redirection of other revenue from Town General Fund to support Town services that should be fee supported. The proposed fees and charges provide a balance between full and partial cost recovery based on the type of fee and services provided.
RESOLUTION NO. 22-
RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF MAMMOTH LAKES, STATE
OF CALIFORNIA, ESTABLISHING AND UPDATING A SCHEDULE OF FEES AND
CHARGES FOR TOWN SERVICES
WHEREAS, the Town of Mammoth Lakes has conducted a review and analysis of its services, the costs reasonably borne in 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 desires to continue to implement its policy of recovering a range of the costs reasonably borne in providing specific services of a voluntary and limited nature, such that general taxes are not diverted from general services of a broad nature and thereby utilized to subsidize unfairly and inequitably such services; and
WHEREAS, the Town Council has established its policy as to the recovery of costs and more particularly the percentage of costs reasonably borne to be recovered from users of Town services; and WHEREAS, notice of public hearing has been provided pursuant to Government Code Section 6062a, oral and written presentations made and received, and the required public hearing held; 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 develop a schedule of fees and charges based on the Town's budget and projected costs reasonably borne for Fiscal Year beginning July 1, 2018; and WHEREAS, all requirements of California Government Code Section 66016 and 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:
Section 1. Fee Schedule Adoption. The attached schedule of fees and charges are hereby directed to be computed by and filed by the various Town departments effective July 1, 2018 and to be collected by all Town Departments for the listed special services when provided by the Town or its designated contractors.
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 measuremt basis, the fee is for each identified unit or portion thereof within the indicated ranges of such units.
Section 3. Fees. The attached fees shall be charged and collected for the enumerated services starting on July 1, 2022.
Section 4. Interpretations. This resolution may be interpreted by the several Town department heads in consultation with the Town Manager; should there be a conflict between two fees, then the lower in dollar amount of the two shall be applied.
Section 5. Severability. If any section, subsection, subdivision, paragraph, sentence, clause or phrase in this resolution, or any part thereof, is held invalid or unconstitutional, then such decision shall not affect the validity of the remaining sections or portions of this resolution or part thereof. The Town Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase of this resolution irrespective of the fact that any one or more sections, subdivisions, paragraphs, sentences, clauses or phrases may be declared invalid or unconstitutional..
Section 6. Effective Date. This resolution shall go into full force and effect immediately, but shall be subject to the terms and conditions as provided for in this resolution and Chapter 3.39 of the Municipal Code.
PASSED, APPROVED AND ADOPTED this 15th day of June 2022. ______________________________
LYNDA SALCIDO, Mayor
ATTEST:
_______________________________
JAMIE GRAY, Town Clerk
BUILDING DIVISION FEE SCHEDULE
Fiscal Year 2022-2023
Building Valuation
The valuation to be used in computing permit fees under any of the provisions of this Fee Schedule shall be determined by the Building Official. The valuation shall be the total of all construction work for which the permit is issued including all finish work, roofing, electrical, plumbing, heating, air conditioning, elevator, fire extinguishing systems, and any other permanent construction and equipment. Valuation shall be taken at the contract price as approved by the Building Official or adopted edition of the International Code Council’s Building Valuation Data Table.
Building Division Fees
Where plans are incomplete, inaccurate, or changed so as to require additional plan review beyond three plan checks, an additional plan review fee shall be charged at the hourly rate of $90.00 per hour for in-house plan checks and at the hourly rate of the outside plan check firm if the plans are routed to an outside plan checker.
1. New Structures and Additions
The building permit fee for a new structure or an addition to an existing structure shall be based on the square foot construction costs from the International Code Council’s Building Valuation Table as adopted by the Town and multiplied by a factor of 0.032. The Table in effect for fee calculations will be the most recent table in effect as July 1 of the current fiscal year. For new structures and additions, 10% of the building permit fee will be collected at the time of permit submittal and is non-refundable. The balance of the building permit fee as well as all other applicable fees will be due at the time of permit issuance.
2. Alterations, Repairs, Remodels, and all other projects The building permit fee for alterations, repairs, remodels, and all other projects (e.g. retaining wall) other than new structures or additions to existing structures shall be based on the Building Division Valuation Table. For alterations, repairs, remodels and all other projects with valuations greater than $30,000, 10% of the building permit fee will be collected at the time of permit submittal and is non-refundable. The balance of the building permit fee as well as all other applicable fees will be due at the time of permit issuance.
Building Division Valuation Table
Valuation Fee
$0.00 - $10,000 $225.00
$10,001 - $50,000 $520.00 + 0.01926 x valuation over $10,000 $50,001 - $300,000 $1,390.00 + 0.01526 x valuation over $50,000 $300,001 - $1,000,000 $5,210.00 + 0.01326 x valuation over $300,000 $1,000,001 - $3,000,000 $14,495.00 + 0.01318 x valuation over $1,000,000 $3,000,001 - $6,000,000 $40,860.00 + 0.01238 x valuation over $3,000,000 $6,000,001 - $9,999,999 $78,005.00 + 0.00840 x valuation over $6,000,000
3. Large Project Permit Fees
The building permit fee for large projects, as defined below, will be a deposit collected at the time of permit submittal. The project will be cost accounted, and any unused funds will be refunded to the applicant upon finalization.
1 Project type Valuation Cost accounted, deposit
amount
New Structures and Additions Permits at or above $5,000,000 valuation $160,000.00
Alterations, Repairs, Remodels,
and all other projects
Permits at or above
$10,000,000 valuation $111,604.95
4. Manufactured/Mobile Home Installation
A. Conventional installation (tie downs or similar) per module - $225.00 B. Manufactured/Mobile home on a permanent foundation - Building Division fees for mobile home installation on a permanent foundation system shall be calculated by the Building Division Valuation Table.
5. Re-Roofing Permit
Fee is calculated on each 100 square feet of re-roof area in project (100 sq. ft. = 1 square). Each separate building or structure must be calculated individually.
Square Feet of Roof Fee
Less than 5 squares $45.00
5 or more squares $135.00
1 Cost accounted projects require an executed Agreement for Payment of Costs of Development Application Processing Form prior to issuance of a building permit.
6. Special Service Fees
Fees are based on the hourly rate of $90 per hour for processing and/or inspection services.
Service Fee
Appeals Board Application $200.00
Demolition Permit – Up to $10,000 demo value $90.00
Demolition Permit - Greater than $10,000 demo value $225.00 Inspection Request – one (1) inspection – Misc. $45.00
Issuance of Duplicate Certificate of Occupancy or Final Letter $45.00
LPG Upgrade (new tank, change line, change tank, etc.) $90.00 per tank Permit Research / Miscellaneous Services Cost Accounted $90.00 Deposit
Re-inspection Fee $45.00
Change of Use or Occupancy Permit – no new construction proposed $225.00
Temporary Certificate of Occupancy $225.00
Water Heater Permit $45.00
Woodstove Permit $90.00
Work Done without a Permit Double the building
permit fee
* Limited Scope Permit – Value of less than $1,000 - No formal plan check $45.00
* Limited Scope Permit – Value of $1,000 – to $20,000; No formal plan check $60.00
Pool or Spa Permit – excluding any structural work or
accessary structures $225.00
* All permits are reviewed by the Building Division but not all permits are placed into the formal plan check queue for processing.
7. Document Management / Archive Fee
Type of Submittal Fee
All submittal items that are 8 ½” x 11” up to and including 11”x 17” and larger sized submittals of 10 pages or less $25.00 Submittal of items larger than 11” x 17” containing more than 10 pages $300.00
8. Strong Motion Instrumentation Program, State of California (SMIP) The California Strong Motion Instrumentation Program (CSMIP) was established in 1972 by California Legislation to obtain vital earthquake data for the engineering and scientific communities through a statewide network of strong motion instruments. When the planned network is completed, statewide coverage will ensure that strong ground motion for any moderate to larger size earthquake in the state will be recorded.
Type of Construction Fee
Residential 0.00013 x construction valuation
Commercial 0.00028 x construction valuation
9. California Building Standards Administration Special Revolving (BSASRF) On September 30, 2008 Governor Schwarzenegger signed SB 1473 into law and it took effect on January 1, 2009. Among other things, the bill provides for the creation of the Building Standards Administration Special Revolving Fund, which is established in the State Treasury. Money deposited in this fund will come from a surcharge on both residential and nonresidential building permits. The rate is as follows:
$1.00 for every $25,000 or fraction there of construction value.
10. Certified Access Specialist program (CASp) Fee
Per Senate Bill 1186, from January 1, 2018 through December 31, 2023, a four-dollar ($4) additional fee is to be paid by any applicant for a local business license, permit or similar instrument when it is issued or renewed. If no such instrument exists, the fee is to be paid by an applicant for a building permit. The fee is divided between the local entity that collected the funds, which retains 90 percent, and DSA, which receives 10 percent.
11. New Development Fee (MC Section 15.16.030)
This fee is collected for all new residential, commercial, and industrial construction for the purpose of Town Long Range Planning. The fee is twenty cents ($0.20) per square foot of gross building area, exclusive of parking and open walkway and deck areas. ($0.20 x square footage of habitable area)
12. Fees for Rooftop Solar Energy Systems (Government Code Section 66015) A. Residential rooftop solar energy system that produces current electricity: $450 plus $15 per kilowatt for each kilowatt above 15kw.
B. Commercial rooftop solar energy system that produces current electricity: $1,000 plus $7 per kilowatt between 51kw and 250kw, plus $5 per kilowatt for each kilowatt above 250kw.
13. Public Art Fee
The Town's public art fee is established and explained in Section 15.18.070 of the Municipal Code.
Please refer to that Code section for a detailed explanation. In general, a project applicant is either required to install an artwork approved by the Town or to pay an in -lieu fee. The in -lieu fee is a percentage of building valuation data: 1 % for new commercial, office, and industrial construction; 1% for remodel and reconstruction projects involving existing commercial, office, or industrial property resulting in the addition of habitable square feet and /or a change in use; and 0.5% for new construction of two or more units of single - family housing (transient or nontransient), mobile homes, and multi -unit housing (transient or nontransient). Nothing in this fee schedule shall be deemed to supersede Section 15.18.070, and the provisions of the ordinance shall prevail in the event of any inconsistency between the ordinance and this fee schedule. The Town’s Public Art Fee is reduced to $0.00 through July 31, 2023, for all projects pursuant to Town Council Resolution 21-54.
Developmental Impact Fee Schedule
Refer to Municipal Code Section 15.16. Article II and Resolution 15-32 (Adopted by Town Council July 1, 2015) and Ordinance 19-02 (Adopted by Town Council April 3, 2019) for Details
The DIF fees in the Table below (Tow n DIF Fees) shall be adjusted automatically on July 1st of each fiscal year by a percentage equal to the Construction Cost Index as published by Engineer New s Record for the preceding tw elve months.
A studio or one-bedroom unit shall be considered one-half unit for the purposes of calculating DIF fees.
Development Impact Fee for Other Districts
Development Impact Fee for Fire District as of August 26, 2016 Facility Single Family
(Per Unit)
Mobile
Home (Per
Unit)
Multi-Unit
(Per Unit)
Lodging
(Per Room)
Commercial
(Per Square
Foot)
Offices & Other
Services (Per
Square Foot)
Industrial (Per
Square Foot)
Institutional
(Per Square
Foot)
Police $175 $149 $181 $350 $1.21 $0.48 $0.31 $0.66
Vehicle
Circulation
$310 $162 $215 $194 $0.67 $0.26 $0.17 $0.36
Multi-Modal
Circulation
$1,619 $848 $1,131 $1,016 $3.50 $1.37 $0.87 $1.92
Storm Drainage $984 $535 $683 $510 $0.10 $0.10 $0.32 $0.37 General
Facilities &
Equipment
$824 $702 $862 $503 $0.77 $0.77 $0.32 $0.42
Parkland and
Recreation
$831 $708 $869 $621 $0.00 $0.00 $0.00 $0.00
Airport $0 $0 $0 $0 $0.00 $0.00 $0.00 $0.00
Subtotal Tow n
Fees
$4,743 $3,104 $3,941 $3,194 $6.25 $2.98 $1.99 $3.73
Facility Single family
Non-transient
Single family
Transient
Mobile Home Multi-unit Non
Transient
(per unit)
Multi-unit
Transient
(per unit)
Commercial
and Office (per
unit)
Industrial (per
unit)
Library Fees $2,001 $340 $1,721 $1,721 $340 -
-
Child Care Fees $374 $624 $374 $374 $624 -
-
Subtotal Other Fees $2,375 $964 $2,095 $2,095 $964
Facility Single family
Non-transient
Per unit
Single family
Transient
Per unit
Mobile Home
Per unit
Multi-unit
Non
Transient
Per unit
Multi-unit
Transient
Per unit
Commercial
and Office
Per 1,000sf
Industrial
Per 1,000sf
Hotel
Per unit
Fire District
Fees
$1,526 $2,014 $1,526 $961 $2,014 $2,610 $1,282 $1,007
HOUSING IMPACT MITIGATION FEE SCHEDULE
The Housing Impact Mitigation Fee Schedule set forth below is established pursuant to Municipal Code Chapter 17.136, and Resolution 21-77 (Adopted by Town Council September 15, 2021) and Housing (Ordinance 15-03). Housing Impact Mitigation Fees apply to new development, non-residential additions, and conversions of uses that are not exempt pursuant to Section 17.136.100. Credit for housing mitigation may be applied consistent with Section 17.136.030.B.
Use
Category Use Typesi Feeii
,
iii Additional Information
Residential Single family homes, multifamily (MF) units$6,420 per unit
Exemptions include additions,
RMF-1 Zone MF projects of 4
or fewer units where average
habitable s.f. does not exceed
1,300 per unitiv , legal
secondary units, and
apartments
Lodging Hotels, motels $4,280 per
room
Room = a hotel or motel key
Fee includes accessory uses
in a lodging project (e.g., retail,
restaurant, conference, etc.)
Retail/
Restaurants
General retail, bars, cafés,
restaurants, coffee shops
$2.35 per
gross
square foot
Any non-residential
development that would not
contribute new demand for
employment or housing (e.g.,
replacement of an existing use
or addition of non-habitable
s.f.) or would generate no
more than one total new
employee is exempt
Office Offices providing accounting,
advertising, architectural,
counseling, research, graphic
design, interior design, legal,
and/or similar services
$2.35 per
gross
square foot
Light
Industrial
Manufacturing, recycling
facility
$1.17 per
gross
square foot
Service
Uses
Banks, day care centers,
maintenance services, medical
services, personal services
$2.35 per
gross
square foot
i Use types identify examples included within each use category. Use types do not list every type of development or use that would be included within each use category. The Community and Economic Development Director shall determine the appropriate use category(ies) for a project (Section 17.136.040.B). ii Fees shall be paid at time of building permit issuance. However, applicants for residential projects shall be allowed to pay at time of final inspection (prior to issuance of any certificate of occupancy) if a contract to pay the housing impact mitigation fee at time of final inspection is executed pursuant to Government Code 66007. iii Instead of paying the fee, housing mitigation can be satisfied through the provision of on-site or off-site housing, conveyance of land, or an alternate housing mitigation plan in accordance with Chapter 17.136. iv This exemption applies to mobile homes located in the Mobile Home Park Zone.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Mammoth Lakes Tourism – Contract Updates, Deliverables, and Compensation for FY22-23.
Council Meeting Date: 6/1/2022
Prepared by: Rob Patterson, Administrative Services / Finance Director Recommended Motion: Authorize the annual updates to the Mammoth Lakes Tourism (MLT) contract for marketing services specifically, contract deliverables (Exhibit B) and annual compensation (Exhibit C) for FY22-23.
Summary: The contract between MLT and the Town is in its fourth and final year per the term of the current agreement. Staff expects to work with MLT in the coming year to work through contract edits to bring a new agreement to Town Council for FY23-24. The current contract was established with general contract provisions, scope of services (Exhibit A), and annual planning calendar (Exhibit D) that were consistent for the life of the agreement. However, the annual contract deliverables (Exhibit B) and annual compensation (Exhibit C) require annual update for each fiscal year.
In January, Town Council and MLT Board had a joint meeting to discuss focus items the Town Council wanted to see addressed in the marketing efforts for FY22-23. In the same meeting, Town Council established the funding to be allocated to MLT for FY22-23. The funding, $2M and the quarterly payment schedule is included in the attached contract.
In April, MLT and the Town Council had a joint meeting to discuss the draft deliverables that MLT had created to address the focus items requested by Town Council. The meeting included discussion on a few points of clarification and general acceptance of the deliverables as drafted.
The deliverables are included in the attached agreement.
Attachments:
1. Service Agreement - Mammoth Lakes Tourism
a. Exhibit A – Scope of Services
b. Exhibit B – Contract Deliverables
c. Exhibit C – Annual Compensation
d. Exhibit D – Annual Planning Calendar
SERVICES AGREEMENT BETWEEN THE TOWN OF MAMMOTH
LAKES AND MAMMOTH LAKES TOURISM
1. PARTIES AND DATE.
This Agreement is made and entered into effective on the 1 st day of July 2019, by and
between the Town of Mammoth Lakes, a municipal corporation, organized under the laws of the State of California, with its principal place of business at 437 Old Mammoth Rd., Suite 230, Mammoth Lakes, California, 93546 (“Town”) and Mammoth Lakes Tourism, a California mutual benefit corporation and Federal 501(c)(6) nonprofit, with its principal place of business at 2520 Main Street, Mammoth Lakes CA, 93546 (“Contractor” or “MLT”). Town and Contractor are sometimes individually referred to herein as “Party” and collectively as “Parties.”
2. RECITALS.
2.1 Contractor.
Contractor desires to perform and assume responsibility for the provision of Town’s tourism attraction, marketing and branding services, required by the Town on the terms and conditions set forth in this Agreement. Contractor represents that it is experienced in providing said professional services and is familiar with the plans of Town.
2.2 Project.
Town desires to engage Contractor to render such professional services related to Town’s visitor attraction, marketing, branding, and visitor experience as set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Contractor promises and agrees to furnish to the Town all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional services related to visitor attraction, marketing, branding, public relations and visitor experiences (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations. Exhibit “B” sets forth the deliverables under the scope of work which will be reviewed annually by the parties and updated by written mutual agreement.
3.1.2 Term. The term of this Agreement shall commence on July 1, 2019 and terminate June 30, 2023, The Town and MLT may agree to extend the term of this agreement for up to one additional year by written mutual agreement. Notwithstanding the foregoing, this Agreement may be terminated as provided herein.
MLT Services Agreement - FY 2019-20 to 2022-23
2 3.2 Responsibilities of Contractor.
3.2.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Contractor or under its supervision. Contractor will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. Town retains Contractor on an independent contractor basis and not as an employee.
Contractor retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Contractor shall also not be employees of Town and shall at all times be under Contractor's exclusive direction and control. Neither Town, nor any of its officials, officers, directors, employees or agents shall have control over the conduct of Contractor or any of Contractor's officers, employees, or agents, except as set forth in this Agreement. Contractor shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Contractor shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.
3.2.2 Key Personnel. Contractor has represented to Town that certain key personnel will perform and coordinate the Services under this Agreement. The key personnel for performance of this Agreement are as follows: Executive and the Board of Directors.
3.2.3 Town's Representative. The Town hereby designates the Town Manager or designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement (“Town's Representative”). Town's Representative shall have the power to act on behalf of the Town but not the authority to change the total compensation due to Contractor under this Agreement. Any official communication from the Town of Mammoth Lakes with respect to the performance of this contract by the Contractor must come from either the Town Manager or the Town Council, and no other party.
3.2.4 Contractor's Representative. Contractor hereby designates John Urdi, Executive Director or his/her designee, or the executive director as may be filled during the term of this agreement, to act as its representative for the performance of this Agreement (“Contractor's Representative”). Contractor's Representative shall have full authority to represent and act on behalf of the Contractor for all purposes under this Agreement at the direction of the MLT Board.
The Contractor's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.
3.2.5 Coordination of Services. Contractor agrees to work closely with Town staff in the performance of Services and shall be available to Town's staff, Contractors and other staff at all reasonable times.
3.2.6 Standard of Care; Performance of Employees. Contractor shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of
MLT Services Agreement - FY 2019-20 to 2022-23
3 California. Contractor represents and maintains that it is skilled in the professional calling necessary to perform the Services. Contractor warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, Contractor represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Contractor shall perform, at its own cost and expense and without reimbursement from the Town, any services necessary to correct errors or omissions which are caused by the Contractor's failure to comply with the standard of care provided for herein.
3.2.7 Laws and Regulations. Contractor shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Services, and shall give all notices required by law. Contractor shall be liable for all violations of such laws and regulations in connection with Services. If Contractor performs any work knowing it to be contrary to such laws, rules and regulations, Contractor shall be solely responsible for all costs arising therefrom. Contractor shall defend, indemnify and hold Town, its officials, directors, officers, employees, agents, and volunteers free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations
3.2.8 Insurance:
3.2.8.1 Time for Compliance. Contractor shall not commence work under this Agreement until it has provided evidence satisfactory to the Town that it has secured all insurance required under this section. In addition, Contractor shall not allow any subcontractor to commence work on any subcontract until it has provided evidence satisfactory to the Town that the subcontractor has secured all insurance required under this section.
3.2.8.2 Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, the Contractor, in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Contractor agrees to amend, supplement or endorse the policies to do so.
(A) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office “occurrence” form CG 0001, or the exact equivalent, and shall be no less than $1,000,000 per occurrence and no less than $2,000,000 in the general aggregate. Defense costs shall be paid in addition to the limits.
The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; or (3) contain any other exclusion contrary to the Agreement.
(B) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering “Any Auto” (Symbol 1), or the exact equivalent, covering bodily injury and property damage for all activities
MLT Services Agreement - FY 2019-20 to 2022-23
4 shall be in an amount of not less than $1,000,000 combined limit for each occurrence. (C) Workers’ Compensation: Workers' Compensation Insurance, as required by the State of California and Employer's Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease.
(D) Professional Liability: Professional Liability insurance with minimum limits of $1,000,000. Covered professional services shall specifically include all work to be performed under the Agreement and delete any exclusions that may potentially affect the work to be performed (for example, any exclusions relating to lead, asbestos, pollution, testing, underground storage tanks, laboratory analysis, soil work, etc.). If coverage is written on a claimsmade basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.
3.2.8.3 Endorsements. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the Town for approval.
(A) The policy or policies of insurance required by Section 3.2.8.2(A), Commercial General Liability shall be endorsed to provide the following:
(1) Additional Insured: Contractor agrees to endorse the third party general liability coverage required herein to include as additional insured the Town, its officials, employees and agents, using standard ISO endorsement No. CG 2010 with an edition date of 1985.
Contractor also agrees to require all contractors, subcontractors, and anyone else involved in any way with the Services contemplated by this Agreement to do likewise.
(2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the Town except ten (10) days shall be allowed for non-payment of premium.
(B) The policy or policies of insurance required by Section 3.2.10.2(B) Automobile Liability, and Section 3.2.8.2(D) Professional Liability, shall be endorsed to provide the following:
(1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the Town except ten (10) days shall be allowed for non-payment of premium.
(C) The policy or policies of insurance required by Section 3.2.8.2(C), Workers' Compensation, shall be endorsed to provide the following:
MLT Services Agreement - FY 2019-20 to 2022-23
5 (1) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the indemnified parties.
(2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the Town except ten (10) days shall be allowed for non-payment of premium.
3.2.8.4 Primary and Non-Contributing Insurance. All insurance coverages shall be primary and any other insurance, deductible, or self-insurance maintained by the indemnified parties shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.
3.2.8.5 Waiver of Subrogation. Required insurance coverages shall not prohibit Contractor from waiving the right of subrogation prior to a loss. Contractor shall waive all subrogation rights against the indemnified parties. Policies shall contain or be endorsed to contain such provisions.
3.2.8.6 Deductible. Any deductible or self-insured retention must be approved in writing by the Town and shall protect the indemnified parties in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.
3.2.8.7 Evidence of Insurance. Contractor, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates and endorsements on forms approved by the Town. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15) days prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the Town. If such coverage is cancelled or reduced, Contractor shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the Town evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.
3.2.8.8 Failure to Maintain Coverage. Contractor agrees to suspend and cease all operations hereunder during such period of time as the required insurance coverage is not in effect and evidence of insurance has not been furnished to the Town. The Town shall have the right to withhold any payment due Contractor until Contractor has fully complied with the insurance provisions of this Agreement. In the event that the Contractor's operations are suspended for failure to maintain required insurance coverage, the Contractor shall not be entitled to an extension of time for completion of the Services because of production lost during suspension.
3.2.8.9 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and authorized to do business in the State of California, or otherwise allowed to place insurance through surplus line
MLT Services Agreement - FY 2019-20 to 2022-23
6 brokers under applicable provisions of the California Insurance Code or any federal law.
3.2.8.10 Insurance for Subcontractors. All subcontractors shall be included as additional insureds under the Contractor's policies, or the Contractor shall be responsible for causing subcontractors to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the Town as an Additional Insured to the subcontractor's policies. Contractor shall provide to Town satisfactory evidence as required under Section 3.2.8.1 of this Agreement.
3.2.9 Safety. Contractor shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Contractor shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed.
3.3 Fees and Payments.
3.3.1 Compensation. The Town will provide to Contractor compensation under the terms and conditions as provided for in Exhibit “C”. Exhibit “C” will be updated each fiscal year to reflect the current year compensation for MLT based on the Town’s adopted base budget for Transient Occupancy Tax (TOT) revenues.
3.3.2 Reserved.
3.3.3 Reimbursement for Expenses. The compensation provided for in this Agreement constitutes the total compensation to be provided to Contractor. Contractor shall not be granted additional reimbursement for any expenses.
3.3.4 Extra Work. At any time during the term of this Agreement, Town may request that Contractor perform Extra Work to be agreed upon in writing between the parties in exchange for additional compensation to be agreed upon between the parties. As used herein, "Extra Work" means any work which is determined by Town to be necessary for the proper completion of the agreed upon task, service or project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Contractor shall not perform, nor be compensated for, Extra Work without written authorization from the Town.
3.4 Accounting Records.
3.4.1 Maintenance and Inspection. Contractor shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Contractor shall allow a representative of Town during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Contractor shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.
MLT Services Agreement - FY 2019-20 to 2022-23
7 3.5 General Provisions.
3.5.1 Termination of Agreement.
3.5.1.1 Grounds for Termination. Town may by written notice to Contractor, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Contractor of such termination, and specifying the effective date thereof, at least sixty (60) days before the effective date of such termination. Upon termination, Contractor shall be compensated only for those services which have been actually rendered to Town, and Contractor shall be entitled to no further compensation. Contractor may not terminate this Agreement except for cause, which shall consist solely of a breach by Town that remains uncured following sixty (60) days notice from Contractor to Town specifying the nature of the alleged breach. Contracts entered into by Contractor which are supported by funds provided under this Agreement, which are consistent with the purposes of this Agreement, and for which the project or service was approved through the a public process approved by Contractor’s Board of Directors and for which funds were allocated shall continue to be funded by the Town to the extent possible, subject to the availability of funding and ability for the Town to assume the contractual obligations, through what would otherwise have been the expiration date of this Agreement if this Agreement is terminated without cause.
3.5.1.2 Effect of Termination. If this Agreement is terminated as provided herein, Town may require Contractor to provide all finished or unfinished Documents and Data and other information of any kind prepared by Contractor in connection with the performance of Services under this Agreement. Contractor shall be required to provide such document and other information within fifteen (15) days of the request.
3.5.1.3 Replacement Services. In the event this Agreement is terminated in whole or in part as provided herein, Town may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.
3.5.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:
Contractor: Mammoth Lakes Tourism
2520 Main Street
P.O. Box 48
Mammoth Lakes, CA 93546
ATTN: John Urdi, Executive Director
Town: Town of Mammoth Lakes
Old Mammoth Rd., Suite 230
Mammoth Lakes, CA 93546
ATTN: Town Manager
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at
MLT Services Agreement - FY 2019-20 to 2022-23
8 its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
3.5.3 Ownership of Materials and Confidentiality.
3.5.3.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for Town to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Contractor under this Agreement (“Documents & Data”). Contractor shall require all subcontractors to agree in writing that Town is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Contractor represents and warrants that Contractor has the legal right to license any and all Documents & Data.
Contractor makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Contractor or provided to Contractor by the Town.
Town shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at Town's sole risk.
3.5.3.2 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Contractor in connection with the performance of this Agreement shall be held confidential by Contractor. Such materials shall not, without the prior written consent of Town, be used by Contractor for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services. Nothing furnished to Contractor which is otherwise known to Contractor or is generally known, or has become known, to the related industry shall be deemed confidential.
3.5.3.3 Confidential Information. The Town shall refrain from releasing Contractor’s proprietary information ("Proprietary Information") unless the Town's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the Town shall notify Contractor of its intention to release Proprietary Information.
Contractor shall have five (5) working days after receipt of the Release Notice to give Town written notice of Contractor's objection to the Town's release of Proprietary Information. Contractor shall indemnify, defend and hold harmless the Town, and its officers, directors, employees and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information. Town shall not release the Proprietary Information after receipt of the Objection Notice unless either: (1) Contractor fails to fully indemnify, defend (with Town's choice of legal counsel), and hold Town harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that Town release such information.
MLT Services Agreement - FY 2019-20 to 2022-23
9 3.5.4 Brown Act, Public Records Act, Conflict of Interest and Harassment Training and Compliance. At all times during the term of this Agreement Contractor’s board of directors shall comply fully with the Ralph M. Brown Act, Government Code Section 54950 et seq. Contractor’s obligation hereunder shall not be limited to complying with the Brown Act with respect to the Services, but rather such obligations shall apply to all activities of Contractor and/or its board during the term of this Agreement. Contractor shall comply with the California Public Records Act (PRA) (Government Code Section 6250 et seq). Contractor shall comply with the provisions of the Political Reform Act and the related regulations adopted by California Fair Political Practices Commission, including without limitation the provisions and regulations concerning conflicts of interest. Specific conflict standards for the Board and Staff will be defined in an adopted conflict of interest policy. Contractor’s management staff and board shall attend similar harassment and ethics training as required of elected officials at least every two years and within six months of taking on their respective position. Contractor staff and board will attend similar harassment training as required of Town elected officials and staff, by attending Town or, other governmental agency sponsored training or similar online training program. Documentation of training will be maintained by the contractor. MLT shall notify the Town Clerk of any Board vacancy and the name(s) of all new Board members. The Town, with costs funded from the Tourism Reserve as provided for in Exhibit C will provide clerking support services to include preparation of agendas, clerking meetings, preparing minutes and coordination of compliance with the above laws and similar support for standing committees that are subject to the Brown Act. All of Contractor’s public meetings shall be held in the Town Council Chambers and broadcast though the Granicus system, which may include cable TV government channel broadcasting, unless there is a conflict for meeting space and meetings cannot be rescheduled.
3.5.5 Reserved
3.5.6 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
3.5.7 Attorney's Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorney's fees and all other costs of such action.
3.5.8 Indemnification.
3.5.8.1 Scope of Indemnity. To the fullest extent permitted by law, Contractor shall defend, indemnify and hold the Town, its directors, officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Contractor, its officials, officers, employees, subcontractors, Contractors or agents in connection with the performance of the Contractor's Services or this Agreement, including without limitation the payment of all consequential damages, expert witness fees and attorney’s fees and other related costs and expenses.
MLT Services Agreement - FY 2019-20 to 2022-23
10 3.5.8.2 Additional Indemnity Obligations. Contractor shall defend, with counsel of Town’s choosing and at Contractor's own cost, expense and risk, any and all claims, suits, actions or other proceedings of every kind covered by Section 3.5.8.1 that may be brought or instituted against Town or its directors, officials, officers, employees, volunteers and agents. Contractor shall pay and satisfy any judgment, award or decree that may be rendered against Town or its directors, officials, officers, employees, volunteers and agents as part of any such claim, suit, action or other proceeding. Contractor shall also reimburse Town for the cost of any settlement paid by Town or its directors, officials, officers, employees, agents or volunteers as part of any such claim, suit, action or other proceeding. Such reimbursement shall include payment for Town's attorney's fees and costs, including expert witness fees. Contractor shall reimburse Town and its directors, officials, officers, employees, agents, and/or volunteers, for any and all legal expenses and costs incurred by each of them in connection therewith or in enforcing the indemnity herein provided. Contractor's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the Town, its directors, officials officers, employees, agents, or volunteers.
3.5.9 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.
3.5.10 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Mono County.
3.5.11 Time of Essence. Time is of the essence for each and every provision of this Agreement.
3.5.12 Town's Right to Employ Other Contractors. Town reserves the right to employ other Contractors.
3.5.13 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.
3.5.14 Assignment or Transfer. Contractor shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the Town. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.
3.5.15 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days.
All references to Contractor include all personnel, employees, agents, and subcontractors of Contractor, except as otherwise specified in this Agreement. All references to Town include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of
MLT Services Agreement - FY 2019-20 to 2022-23
11 reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.
3.5.16 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.
3.5.17 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.
3.5.18 No Third-Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.
3.5.19 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
3.5.20 Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, Town shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of Town, during the term of his or her service with Town, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
3.5.21 Equal Opportunity Employment. Contractor represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Contractor shall also comply with all relevant provisions of Town's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.
3.5.22 Labor Certification. By its signature hereunder, Contractor certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.
3.5.23 Authority to Enter Agreement. Contractor has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and
MLT Services Agreement - FY 2019-20 to 2022-23
12 authority to make this Agreement and bind each respective Party.
3.5.24 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
3.6 Subcontracting.
3.6.1 To the extent that Contractor subcontracts any portion of the work required by this Agreement, each such subcontract shall contain a provision making it subject to all relevant provisions stipulated in this Agreement.
TOWN OF MAMMOTH LAKES MAMMOTH LAKES TOURISM
By: By:
Daniel C. Holler John Urdi, Executive Director
Town Manager
John Morris, Chairman
Attest:
By:
Jamie Gray, Town Clerk
Approved as to Form:
By:
Andrew Morris, Town Attorney
MLT Services Agreement - FY 2019-20 to 2022-23
A - 1
EXHIBIT “A”
SCOPE OF SERVICES
Mammoth Lakes Tourism (MLT) is tasked with improving the tourism industry in Town and increasing quality visitation. The scope of services provides an overview of the engagement between MTL and the Town of Mammoth Lakes. Specific SMART deliverables within these scope of service categories will be drafted by MLT and delivered to Town Council as part of the annual budget and operating plan review. MLT will be
Access & Transportation Awareness
This service category is focused on increasing awareness of travel access to the destination. The intent is for MLT to drive outbound communications and marketing to improve both visitor awareness of travel options to and within town as well as monitor efficacy of subsidy programs that support regional transportation. Examples of Access and Transportation Awareness include but are not limited to:
● Air Access
○ Future Connectivity, Airline Partners, Airport Expansion ● Air Service Promotion - Develop advertising and communication strategy for regional air service into MMH through media buying partners
○ Promote air service locally through various channels
○ Collaborate with airline partners for “locals’ discount program” ○ Partner with local businesses to promote air service to their guests ● In-Town Transportation Awareness
● Regional Mobility
Brand & Community Awareness
As a destination and a brand, the Town of Mammoth Lakes engages MLT to develop and articulate a tourism destination voice that attracts people to the destination. This voice takes into consideration the disparate audiences that are engaged by tourism and marketing to visit the community, Examples of Brand and Community Awareness include but are not limited to:
● Brand Voice for Community
○ Develop tone of voice, key messaging and outreach strategy ● Domestic & International Marketing
○ Develop marketing plans to reach target audiences in order to increase visitation during identified periods (shoulder season, fall, midweek winter) ○ Maintain website with up-to-date information on local businesses and attractions ○ Manage destination Visitor Guide
● Multi-Season Opportunities
● Sustainable Visitation
MLT Services Agreement - FY 2019-20 to 2022-23
A - 2
● Destination Draw
○ Recreation
○ Business
○ Community
○ Events, Arts & Culture
● Public Relations / Communications
Experience & Attractions
Mammoth Lakes primary drivers for visitation are the experiences delivered in the region and the recreation opportunities available. MLT is tasked to drive awareness of and facilitate the development of best-in-class experiences that drive visitation. This includes leveraging partnerships to create recreation opportunities in the surrounding forest lands as well as create program and event support system for experiences in town. Examples of Experiences & Attractions include but are not limited to:
● Event Promotion, Development & Support
● Activity Promotion
● Diverse experience opportunities
● Sustainable Visitation
In Market Communication (B2C)
While outreach to visitors are their point of origin is critical so is the engagement both with the visitor once in the town. MLT will develop communication tools to educate our visitors once in the community. Examples of B2C include but are not limited to:
● Collateral tools
○ Maps, Visitor Guides, Stickers
● Banners
○ Street and Event
● Wayfinding
● In-person representation (boots on the ground)
○ Marketing manager develops communication strategy within local community ○ California Welcome Center
● Local promotion programs
In Market Engagement (B2B)
Integral to the success of tourism outreach is the engagement and support of the local business community that drives tourism engagement and revenue generation. MLT will develop communication tools to educate and engage the tourism industry in the town. Examples of B2B include but are not limited to:
● Marketing Education Programs
● Local advertising programs
MLT Services Agreement - FY 2019-20 to 2022-23
A - 3
● Public Engagement & Outreach
● Local Partnerships (Chamber, MLR, Etc.)
Administration
There are programmatic oversight and financial management roles assigned to MLT. These Programs and management of funds are executed by MLT and include:
● TBID Administration
● Event Allocations
MLT Services Agreement - FY 2019-20 to 2022-23
B - 1
EXHIBIT “B”
Mammoth Lakes Tourism
FY 2022-23 - DELIVERABLES
The FY 2022-23 deliverables reflect MLT’s commitment to a community-first approach in presenting the Town of Mammoth Lakes to our residents and visitors and in maintaining our brand awareness in existing and emerging destination markets. Stewardship for our community and environment are paramount.
I. Overarching Organization Strategy: Community Vision of Sustainable Revenue Generation The Town of Mammoth Lakes continues to thrive as a tourism-based destination from the revenues associated with visitation. Mammoth Lakes Tourism will continue to work to maximize revenues for our businesses and the Town while taking the lead role in education, stewardship, and responsible travel. Balancing resident quality of life, environmental protection and economic prosperity will be the ongoing focus. Considering staffing challenges throughout the town, more people or 100% occupancy is no longer the goal; instead, the focus will be on enhancing the experience of our visitors, and our locals, while maximizing revenues.
In this case, “sustainable” means “to be able to be maintained at a certain level or rate” and “to use a resource without it being depleted or permanently damaged” such as our natural recreation resources.
II. Overarching Organization Objectives:
1. Increased Brand and Community Awareness
2. Enhanced Community Engagement and Communications
3. Access and Mobility Awareness and Expansion
III. Overarching Organization Deliverables:
A. Achieve $23m in TOT revenues for FY 2022-23 with 6 months at $2m+ and 5 months at $1m+.
B. Achieve $6m in TBID revenues for FY 2022-23 via increased length of stay & visitor spend.
C. Increase midweek blended average occupancy in January, February & March from
59.5% to 62% by significantly increasing investment for destination marketing for winter 2022-23.
MLT Services Agreement - FY 2019-20 to 2022-23
B - 2
D. Enplanement goals for FY 2022-23 of 4,500 at MMH and 15,000 at BIH (goal of 10,000+ at MMH in the coming years).
E. Renew TBID (10-years) by September 2022 and achieve 66% support from assessed businesses.
F. Coordinate with TOML, MLH, MLR, MMSA, USFS and other entities to begin developing a comprehensive Sustainable Destination Management Plan for our future success.
G. Create a NPS (net promoter score) baseline for community perspective by April 2023.
This is to set a baseline of “How likely are you to recommend Mammoth Lakes as a vacation destination?”
I. Increased Brand and Community Awareness:
1. Responsible Travel & Visitor Education
A. Heavily educate via stewardship messaging to visitors both before they arrive and while they are here and promote alternative activities/locations to limit overcrowding in popular recreation areas. Focus 75%+ of summer 2022 marketing spend on stewardship & visitor education efforts.
B. Achieve five (5) quality (2m+ UVM) domestic PR summer story placements with community stewardship talking points included.
2. Domestic Marketing
A. Develop air service marketing plan for potential new markets starting in winter 2023-
24. B. Major marketing focus on midweek winter visitation to minimize the off-peak periods.
C. Email database growth increase by 10% (approx. 1,300) as compared to FY 2021-22 numbers.
D. Launch new brand campaign with focus on stewardship by Oct 2022.
E. Design and launch future-proof, mobile-first website based on new brand campaign by April 2023 and set new baseline for all web stats (i.e., page views, unique users, etc.)
3. Multi-Season & Need Period Opportunities
A. Emphasize marketing of fall months to re-establish and stabilize TOT revenues in September at $1+ million and October at $800,000+ for 2022.
B. Host 2 international media visits and 3 domestic media visits to promote fall through story placements.
MLT Services Agreement - FY 2019-20 to 2022-23
B - 3
4. Public Relations / Communications
A. Coordinate 20 high quality domestic media (non-syndicated) placements over 2021-
22. B. Achieve 10% growth in unique impressions domestically over 2021-22 (nonsyndicated).
C. Coordinate 12 high quality international media placements over 2021-22.
D. Achieve 10% growth in impressions internationally over 2021-22.
E. Host 15 domestic and 5 international highly qualified media visits.
F. Host the Midwest Travel Journalists Assoc from Oct. 5-9 focused on fall & air service messaging.
G. Promote high altitude training through Crib visitation and collaboration with Mammoth Track Club (Olympic focus). Host 40 athletes throughout the year and incorporate stewardship messaging in content.
5. International Marketing
A. Work with Visit California and Alterra to re-establish visitation from key international markets with initial focus on the United Kingdom, Australia, Canada, Latin America, India, and Europe.
B. Host 5 travel trade FAM trips to promote Mammoth Lakes as a year-round destination.
C. Increase the international traffic on VisitMammoth.com by 20%. Symphony dashboard to track.
D. Represent MLT at 8-10 international trade and media sales missions / industry conferences to promote Mammoth Lakes as a year-round destination.
II. Enhanced Community Engagement and Communications
1. Local Promotion and Advertising Programs
A. Create advertising and promotion plans (including work with MLCC, Lodging and Restaurant Associations) for local outreach both to residents and visitors for restaurants, retail, activities, gift cards, air programs, events, etc.
B. Track website pass-throughs to local businesses and events and achieve 5% (approx. 14K) increase over 2021-22 actuals.
2. Public Engagement and Outreach
A. Continue Community Coffee events, virtually, with a goal of 40+ participants monthly.
B. Distribute 5-in-5 weekly via email – grow email distribution list by 20% percent.
MLT Services Agreement - FY 2019-20 to 2022-23
B - 4
C. Monthly Tourism Insights email – grow email distribution list by 10% percent.
D. Host an annual open house in Spring 2023 with a goal of 50 attendees.
E. Expand board member engagement including their roles and expectations within the community.
F. Work with global research leaders to provide actionable recommendations for engaging residents/businesses by November 2022.
3. Local Partnerships
A. Assist TOML in the marketing of the workforce housing program to help educate locals on efforts to mitigate the ongoing housing crisis.
B. Craft a communications plan to promote the ESCCRP 50,000-acre wildfire reduction effort (“The Donut”) and the preventative steps being done to protect Mammoth Lakes. Have staff participate in the Citizens Wildfire Academy C. Continue to participate in, and provide promotional support for, Camp Like a Pro program.
4. (B2C) – Banners & Signage
A. MLT to produce quality banner product promoting 4-seasons and work with TOML to replace broken banners, hardware and hang banners as needed. Banners should go up in April and down in November and replaced by lighted snowflakes November through April.
B. Coordinate with TOML to secure digital safety and event message board on the corner of Old Mammoth Road and Main Street by summer/fall 2022.
C. Explore installing digital kiosks in key locations of town to provide real-time guest information and stewardship messaging on touch screen monitors.
5. Experience & Attractions: Event Promotion/Support
A. Increase budget to $300,000 (31% increase YOY) for 2022-23 event grant funding cycle for events in spring, summer, fall 2023 including a new Tier 1 event to fill offpeak event calendar.
B. Expand event promotion/advertising plan for summer 2022 to include campground hosts.
C. Develop an event survey to better understand visitor use, event success and local economic impact and implement for 2022-23 season.
MLT Services Agreement - FY 2019-20 to 2022-23
B - 5
III. Access and Mobility Awareness and Expansion
1. Air Access
A. MLT to continue to support MMH Airport and scheduled charter air service through marketing efforts, airline contracting, and subsidy negotiation and payments.
B. Explore possible expansion to year-round service at MMH and BIH in spring 2023.
C. Work towards adding one new carrier, one new market & upgraded aircraft type to BIH for Winter 2023-24.
D. Look at additional scheduled charter markets in California and the region for winter 2023-24.
2. Air Service Promotion
A. Increase marketing funding for both commercial and scheduled charter services by at least 60%.
B. Promote local air discount programs to encourage both commercial and scheduled charter flying to fill outbound, off-peak flights and increase number of locals’ discount codes requested/distributed by 5% over winter 2021-22.
C. Track fluctuations in BIH air service via NPS scores related directly to “visiting Mammoth Lakes”. Benchmark set at 79. Work with the TOML, business partners, transportation providers, MLCC and MMSA to reach an NPS score of 81 for summer 2022 and winter 2022-23 air visitors.
3. Regional Mobility
A. Continue to assist with coordination and subsidization of transportation services for air passengers arriving at BIH and MMH.
B. Actively seek additional rental car options for both BIH and MMH.
C. Develop comprehensive action plan for crisis management of winter highway closures and diversion plans for scheduled charter from MMH to BIH.
MLT Services Agreement - FY 2019-20 to 2022-23
C - 1
EXHIBIT “C”
COMPENSATION
The Town Council adjusted the compensation process for FY22-23, setting an appropriate level of funding based on marketing focus and deliverables. The previous compensation, based on approved Transient Occupancy Tax (TOT) revenue and a calculation of annual compensation was replaced with this specific amount for the final year of the contract. This compensation adjustment sets the funding provided to MLT only and does not adjust the percentage of TOT that is allocated to Tourism.
Section 1: Payments and Financial Accounting and Reporting (a) Funding Amount for FY 22-23: The annual compensation for FY22-23 has been set to $2,000,000 based on the requested marketing effort and defined deliverables. Notwithstanding this funding allocation, and except as provided below, Town shall make quarterly payments to Contractor for FY22-23 as provided below. If this Agreement is terminated prior to the end of a quarter for which payment has been made, Contractor shall refund to Town a prorated amount for the remainder of the quarter, in accordance with the termination provisions of the agreement.
The Town has established a Town-held “Tourism Reserve” to account for TOT revenues received in addition to the amount provided herein, consisting of 18.076923% of such additional revenues.
MLT may request the use of this reserve fund, but Town shall not be required to grant any such request. Prior to the expenditure of any portion of this reserve by the Town, the Town Council will consult with MLT on the Town use of this reserve. The use of this reserve requires Council approval via adoption of a resolution, appropriation of the funds and a budget amendment. The Tourism Reserve may be used to: (i) fund extra work agreed to by the parties to include, but not limited to expanded visitor experiences, special events, capital investment (i.e. signage and wayfinding), expanded promotion/marketing special projects (i.e. L.A. Kings Promotion) or
MLT Services Agreement - FY 2019-20 to 2022-23
C - 2
similar projects; or (ii) as otherwise approved by the Town Council. The Tourism Reserve is not to be used to supplant required services provided for in the agreement. (b) In the event that this Agreement is extended, MLT may carry over not more than 15% of the payments received from Town in one fiscal year to the next fiscal year to assist in meeting cash flow needs of MLT. A carryover of any amount in excess of 15% from one fiscal year to the next requires Town approval prior to August 31st and requires the specific use of such funds to be defined and made a part of the deliverables provided for in this Agreement. To the extent MLT performs an unapproved carryover of funds, Town shall retain funds that would otherwise be due to MLT in the following fiscal year, in an amount equal to the unapproved carryover. Any such funds retained by the Town shall be used for tourism related purposes as determined in the Town’s sole discretion. MLT will provide a proposed budget to the Town in May of each fiscal year. In addition to withholding funds as a result of an unapproved carryover, the Town may at its sole discretion reduce funding in future years if uncommitted reserves exceed 25% of the payments made by Town to MLT in any fiscal year.
(c) By January 30th of each year, MLT will provide to the Town an accounting, plus a copy of any audit, of expenditures showing the use of Town provided funding for the previous fiscal year, July 1 to June 30.
(d) Funds received from non-Town sources shall be identified and accounted for separately.
Separation of sources and uses of funds is necessary to provide accounting of the use of restricted funds in compliance with any restrictions placed on funding.
Section 2: The Town may in its sole discretion provide additional funding to MLT in amounts approved by a resolution of the Town Council. The resolution will set forth the purpose of the funding, the source, any restrictions, and other matters relating thereto.
Section 3. In the event MLT ceases to operate or exist, all unexpended Town funds held by MLT shall be returned to the Town.
MLT Services Agreement - FY 2019-20 to 2022-23
D - 1
EXHIBIT “D”
ANNUAL PLANNING CALENDAR
January Audited Financial Statement
Accounting of Expenditures of Town provided funding from prior year February Year to Date Financial Review
Programs update to Board of Directors
March Board of Directors Strategy & Goal Setting
Community Presentation
April MLT Deliverables Draft to Board of Directors
Deliverables and Strategy Draft to Town Council
May MLT Budget Draft to Board of Directors
Board of Directors to sign off on Deliverables.
June MLT Budget Approval
Council approval of budget and deliverables
July New Fiscal Year & Budget begins
Tracking of new Deliverables
August No Planning Events
September No Planning Events
October No Planning Events
November Quarter 1 Update
Prior Year Recap Report to Board and Town Council
December No Planning Events
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Mammoth Lakes Tourism FY22-23 Budget Review.
Council Meeting Date: 6/1/2022
Prepared by: Rob Patterson, Administrative Services / Finance Director Recommended Motion: The Town Council will receive a presentation on the Mammoth Lakes Tourism FY22-23 Budget for comments or questions.
Summary: The contract between Mammoth Lakes Tourism (MLT) and the Town is in its fourth and final year per the term of the current agreement. The agreement includes an annual planning calendar designating the timing of discussion between MLT and the Town Council and the calendar calls for a presentation of the MLT budget in June of each year. This presentation will address that requirement.
The budget documents attached will be presented to the MLT Board for formal adoption at the June 1, 2022, Board meeting. During this presentation, MLT Executive Director John Urdi will walk the Town Council through the highlights of the budget for the coming fiscal year as approved by the MLT Board. The planned expenditures align with the strategic plan and deliverables requested by Town Council for FY22-23. The presentation will not cover every line item on their budget but the documents containing those details are attached for your review. Any questions that arise from this review should be presented to Mr. Urdi as part of the discussion, which can include comments provided on the presentation.
Attachments:
1. MLT FY22-23 - Strategic Plan
2. MLT FY22-23 - Measure A Budget
3. MLT FY22-23 - TBID Budget
4. Year over Year Budget Comparison
5. Budget Progression last 10 years
6. Final MLT FY22-23 Deliverables
FY 2022-23
Strategic Plan
MLT BOARD MEETING | MAY 2022
HUG WHAT YOU LOVE
FY21/22 State of MLT Business
FY22/23 Strategic Plan Framework
& Approach
FY22/23 Program Plans & Budgets
Domestic Consumer Program
PAID CHANNELS
OWNED CHANNELS
LOCAL MARKETING
Communications Program
EARNED CHANNELS
LOCAL COMMUNITY ENGAGEMENT
International Consumer Program
Special Events Program
2 AGENDA
3 MLT BUSINESS
STATE OF THE
4 ● Covid-19 business restrictions greatly reduced
● Delta and Omicron variants had impacts, but minimal
● Better behaved summer visitor base
● No major fires or smoke issues
● USFS forest closure impacted Labor Day weekend
● No out-of-state visitor quarantines
● October 29th early opening of Mammoth Mountain
● Nearly 17 FEET of snow had fallen by New Year’s, unfortunately, >4.5 feet has fallen since ● Record shattering TOT October – March (November to February up 40%+ each month) ● TOT revenues on pace to reach $26,000,000+ for FY 2021-22 (Budget $14.5m) ● BIH air service very successful - ZERO weather cancellations FY21/22 – A Year of Abundance
FY21/22 RECAP STATE OF THE BUSINESS
5 ● Expecting high demand for the 45 days from July 1 – August 15 ○ We are still a tourism destination that relies on visitation revenues for both businesses and TOML funding
● Continued concerns of overcrowding, visitor impacts and resident quality of life ● Housing shortage and staffing challenges will continue ● Continued questions of inevitable Covid-19 variants and their impacts ● Resident perceptions of visitation and impacts on quality of life ● Special events back in full force for summer 2022
● Bishop Airport to continue to provide consistent and reliable commercial air service ○ Adding San Francisco for summer 2022 with United Airlines ● Mammoth Yosemite Airport for scheduled charter
○ Adding Carlsbad and Hawthorne (LA) for summer 2022 with Advanced Airlines Assumptions
FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
6 ● Focus on community and business by sharing Responsible Recreation messages and values ● The business community should work toward higher revenues from fewer visitors during peak demand timeframes (July/Aug)
○ More is NOT better, i.e. 100% occupancy can no longer be the goal ○ Is 70-80% occupancy at 100%+ of revenue proving to be more beneficial? ■ Higher revenues, with lower cost of business and impacts benefit all ■ Lower occupancy can be better managed in light of staffing challenge ■ Less wear and tear on businesses
○ High demand with limited supply gives opportunity to increase rates/prices ○ Easiest way to limit overcrowding is to manage yield
● Focus on longer-length, destination stays
● Becoming an elitist destination is NOT the intention; decreasing impacts is ● Work with Chamber to provide revenue and yield management training Continued Paradigm Shift
FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
7 Overarching Organization Goals & Focus Points
FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
Outreach to our
Community
Focus on
Education
Drive Quality
Visitation
1 2 3
8 ● Focus on mitigating visitor impacts (community and environmental) ● Relay benefits of off-peak visitation during historically slow periods ● Heavily promote stewardship and behavior expectations ○ "Hug What You Love” Campaign
○ “Mammoth Lakes Love Song”
○ Visitor and resident stewardship marketing messages throughout town ○ Encourage visitor distribution past the overly popular locations and times ○ Inspire good behavior, patience and kindness with all visitors ○ Help people arrive at ways they can assist us in protecting this place/experience FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
GOAL #1 Focus on Education
Educate people regarding their impacts on our community and environment
9 ● Re-energize key international markets
● Continued heavy focus on midweek winter visitation
● Keep emphasis on establishing longer length of stay
● Focus efforts on off-peak visitation
● Develop destination visitor awareness through increased marketing spend ● Increase “ease of access” messaging with commercial air service to BIH ● Explore new air service markets, carriers and aircraft for winter 2023-24 ● Work towards year-round air service at both MMH and BIH ● Promote the Eastern Sierra region including National Parks, USFS land, public lands ● Encourage, attract and support special events and activities to promote off-peak visitation
FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
GOAL #2 Drive Quality Visitation
Support residents & businesses by creating opportunities during slower periods
10 FY22/23 LOOKING FORWARD STATE OF THE BUSINESS
● Reflect community values in our intended visitor experience ● Understand resident and visitor perspectives of our community ● Work with TOML and other NGO’s to minimize visitation impacts & maximize resident benefit ● Communicate our community and environmental stewardship expectations to our guests ● Cultivate strong community relationships (TOML, C of C, events, lodging, restaurant & retail) ● Re-establish and support special events (with enhanced focus and support of non-peak times) ● Continue our commitment to environmental sustainability & stewardship ● Increase MLT Board member communication and interaction with constituents ● Inform community members and Town Council of MLT efforts through various channels ● Assist TOML to define local infrastructure improvements to benefit both residents and visitors GOAL #3 Outreach to our Community
Foster a symbiotic relationship between resident quality of life & visitation
11 Executive Budget Summary
12 ● FY21/22 TBID anticipated $1,000,000+ surplus by June 30 (excludes previous commitments) ● Surplus TBID revenue, or TBID reserves, will be used if needed for any additional shortfalls ● Substantial one-time expenses in the FY22/23 marketing budget ○ Website rebuild ($300,000)
○ Brand refresh ($474,000)
● More than doubling of destination and air service marketing efforts ($550,000 to $1.25m) ● $300,000 in special event grant funding from Special Event Reserve ($625,000+) ● A total of $361,548.78 will be used from the MLT Measure A Reserve (currently $800,621.23) ● Increased Air Subsidy amounts due to two summer carriers and flights ○ Inyo County likely to participate with subsidy funding to reduce this burden, amount is TBD ● Employee benefits budget increase to cover employee dependant insurance premiums ● July 1 - 5% wage increase for all employees (exclude Exec. Director) to account for inflation Executive Summary
FUNDING & BUDGET CALLOUTS STATE OF THE BUSINESS
13 FRAMEWORK & APPROACH
STRATEGIC PLAN
14 PLAN FRAMEWORK
FY23 PLANNING
FRAMEWORK FALL WINTER SPRING/SUMMER AIR SERVICE
Impact Timing September –
November December – Mid-April Mid-April – August Winter & Spring/Summer Business Goal Achieve Consistent $25M in Annual TOT Revenue by FY24/25; 12-Months TOT Viability Marketing
Objectives
Quality Visitation = Maintain/Increase Length of Stay & Visitor Spending Educate Visitors on Responsible / Sustainable Tourism
October & November
TOT Viability ($1M)
Increase Mid-Week
Visitation
Increase Far Market
Visitation
June TOT Increase
May TOT Viability ($1M)
Increase Mid-Week
Visitation
Increase Load Factor
FY23 PLANNING FRAMEWORK
15 PLAN FRAMEWORK
HOW MLT WILL
Meet Marketing Objectives
REFINED
BRAND
STRATEGY
NEW
BRAND
CAMPAIGN
& WEBSITE
TARGET
MARKETS,
AUDIENCES
& TIMING
INTEGRATED
PROGRAM
PLANNING &
EXECUTION
MEASUREMENT
PLAN
16 PLAN FRAMEWORK
FUNCTIONAL
● A rustic, rugged, authentic mountain
destination
● Vast national forest, diverse terrain,
pockets of wonder, many vacations
● in one
○ More space to roam; less dense
● Exhilarating environment and
activities
● Pristine, natural beauty – not just
nature but pure nature, natural and
unrefined
● Unique local culture
EMOTIONAL
● Unique in character/feeling, down to
earth, real
● Grounded/centered/humbled - out of
the chaos
● Extraordinary sense of awe, wonder
and feelings of exhilaration
○ Leaves a lasting impression on you;
recreation that allows you to recreate
yourself
○ Feeling of being truly alive, truly well,
living life fully
○ Exciting every time, not just the first
time
● Carefree feeling of letting go
Brand Attributes
17 PLAN FRAMEWORK
Brand Positioning
CONSUMER NEEDS
A strong desire to be in a constant state of
wonder (bored of anything ordinary). Looking
for an authentic mountain experience.
Restoration and a sense of mental and physical
well being only gained through being in nature.
Pure enjoyment of nature - feelings of awe and
exhilaration, no matter the activity.
MAMMOTH LAKES BRAND
Rustic, rugged, unrefined Mammoth
Lakes is a mountain destination that is
both down to earth and otherworldly.
With vast scenic splendor and pockets of
wonder, its pure nature inspires awe and
offers a backdrop for exhilarating activities
no matter the season.
MOTHER
NATURE’S
ADVENTURELAND
What sets us apart (from comp set): You don’t know until you go; a must see for yourself to satisfy your wonderlust.
Why it works: Allows us to continue to grow beyond California; intrigue & desire to check off the bucket list.
Continues to provide a strong connection to the importance and value of sustainable/responsible travel.
Brand Character: Down to earth, rugged, confident, genuine, relatable Page 375 of 478 18 PLAN FRAMEWORK
Creative Messaging Strategy
OVERARCHING CAMPAIGN
It’s so incredible,
you must see it to
believe it.
It’s so incredible,
you want to protect
it like it’s yours.
BRAND SUSTAINABILITY
19 PLAN FRAMEWORK
EXPANDED PRESENTATION TO THE BOARD IN JULY | OFFICIAL LAUNCH WINTER 2022 ● Mammoth Lakes Tourism introduced the No Small Adventure brand campaign in 2014, which has been in market the past 8 years. ● Since then, Mammoth Lakes’ needs and objectives as a destination and organization have grown to include the importance of sustainable/ responsible tourism and drawing in new, Winter out-of-state visitors.
Our strategies, messaging, and campaign must evolve to reflect this. ● This effort includes a multi-season video + photo shoot to bring the campaign concept to life across all marketing channels.
New Brand Campaign Development
20 PLAN FRAMEWORK
Target Markets
PRIMARY NEAR
California & Nevada
Spot Markets: LA, SF, SD, Sac
PRIMARY FAR
WINTER ONLY
Denver & Northeast
(NYC, NJ, Boston)
INTERNATIONAL
21 Target Audiences
PLAN FRAMEWORK
NATURE ENTHUSIASTS
WITHOUT KIDS
Fall Colors, Scenic Drives,
Hiking, Nature Walks, Fishing
SNOWSPORTERS
WITH & WITHOUT KIDS
Skiing (Cross Country or Downhill),
Snowboarding or Snowmobiling
OUTDOOR ACTIVES
WITH & WITHOUT KIDS
Hiking, Scenic Drives, Bicycling, Boating,
Canoeing, Kayaking, Fishing
22 PLAN FRAMEWORK
BRAND
Year-round
AIR SERVICE
FALL SEASON
September-October
WINTER SEASON
November-April
SPRING/SUMMER SEASON
May-August
Key Impact Timing
Views
Impressions
Awareness Lift
Ad Recall Lift
AWARENESS
23 All teams working together to
amplify the Brand message, which
strengthens consumers’ awareness,
consideration and intent to travel
to Mammoth Lakes.
MOTHER NATURE’S
ADVENTURELAND
PAID OWNED
EARNED
INT’L EVENTS
LOCAL
Integrated Program Planning & Execution
DETAILED PROGRAM PLANS
OUTLINED IN THE NEXT SECTION
24 PLAN FRAMEWORK
Measurement Plan
Set for day-to-day guidance to
determine:
1. How we are doing
2. What can we do to improve
our performance
Analysis and optimization of KPIs/goals
that focus on SMART data:
1. Specific
2. Measureable
3. Achievable
4. Realistic
5. Time-Sensitive
Ongoing research to report
on overarching program, including:
1. Ad Effectiveness Studies
2. ROI Study
3. Seasonal Air Service Studies
4. Monthly Symphony Dashboards
BENCHMARKS
TOT GOAL, TBID GOAL, AIR CAPACITY
REPORTING RESEARCH
& BUDGETS
PROGRAM PLANS
26 domestic consumer program
27 Paid Channels
28 PAID CHANNELS
● Build awareness of the Mammoth Lakes brand through the launch of a new brand campaign in Winter 2022
● Educate visitor base on Responsible/Sustainable tourism practices prior to and while experiencing Mammoth Lakes
● Drive consideration and intent to travel, with an emphasis on Winter visitors in further reaching destination markets who stay longer and spend more
● Provide air service support by generating awareness of routes in key fly markets and driving demand for visitation
FY22/23 Paid Advertising Objectives
29 29
Awareness:
Inspire and engage new
audiences while keeping
ML top of mind among
familiar audiences.
Consideration:
Educate and build preference
among aware; drive traffic to ML
website for destination exploration.
Intent:
Drive aware audiences who have
not taken action; capitalize on
awareness created higher in funnel.
Content:
Video, Audio, Custom Content,
Rich Media
Traffic-Driving:
Social, Display, Native
Re-Engage:
Social, Display, Native
Social,
Display,
Search
Engagement KPIs:
Video Views
Completed View Rate
Content Views
Time Spent with Content
Rich Media Engagement Rate
Traffic-Driving KPIs:
CTR
Sessions/TOS
Pageviews/TOP
Conversion KPIs:
Partner Handoffs/Referral Rate
Booking Searches/Search Rate
LAYERED MEDIA APPROACH PAID CHANNELS
30 VIDEO & AUDIO SOCIAL PROGRAMMATIC SEARCH
● Drive awareness
using video across
devices using
multiple partners
● Target MLT brand
audience and
lookalikes
● Seed retargeting
pools for added
engagement
● Reach prospective
travelers through social
channels where
consumers spend
significant amounts of
time
● Target established MLT
segments as well as
lookalikes of web
visitors
● Retarget site visitors
and video viewers
where possible
● Reach prospects
through affinity
targeting or
predictive targeting
● Incorporate mobile
rich media to drive
engagement
● Native style units to
drive site traffic
● Include Aseasonal
Brand, Activities, and
Accommodation
terms and
Summer-specific and
Yosemite terms
● Inclusion of
competitive terms is
not recommended
A multimedia approach connects target markets with multiple messaging touchpoints.
PAID CHANNELS
Sample Media Partners
31 Fall Campaign Framework
MEDIA
Flighting Mid-August – October
Target Audience Nature Enthusiasts (w/o Kids)
Target Markets
• California & Nevada Base
• Spot Markets: LA, San Diego, San Francisco,
Las Vegas, Sacramento
Budget $150,000
CREATIVE
Key Messages
• Responsible/Sustainable Travel
• See Fall Colors (End-Sep through Early Oct)
• Off The Beaten Path
• Wellness/Nature is Nurture
• General Offers
Creative Assets • No Small Adventure Brand Campaign
• Fall Seasonal w/ Responsible Travel tie
PAID CHANNELS
32 Winter Campaign Framework
MEDIA
Flighting
• CA/NV: October – Mid-April
• Denver: October – February
• Northeast: October – February
Target Audience Snowsporters (with & without Kids)
Target Markets
• California & Nevada Base (Mid-Week Push)
• Spot Markets: NorCal, Nevada, Denver,
Northeast
Budget
• CA/NV: $750,000
• Denver: $500,000
• Northeast: $750,000
CREATIVE
Key Messages
• Responsible/Sustainable Travel
• Ski & Snowboard California
• Mid-Week Offers
• First Snow Blitz (Messaging rotation)
Creative Assets • NEW Brand Campaign (Official Launch)
• Winter Seasonal w/ Responsible Travel tie
PAID CHANNELS
Total: $2M
33 Spring/Summer Campaign Framework
MEDIA
Flighting Mid-April – Mid-August
Target Audience Outdoor Actives (with & without Kids)
Target Markets
• California & Nevada Base
• Spot Markets: LA, San Francisco, Sacramento,
San Diego, Las Vegas
Budget $400,000
CREATIVE
Key Messages
• Responsible/Sustainable Travel
• Off The Beaten Path
• Wellness/Nature is Nurture
• Mid-Week Offers
Creative Assets • NEW Brand Campaign
• Spring/Summer Seasonal w/ Responsible Travel tie
PAID CHANNELS
34 Air Service Campaign Framework
MEDIA
Flighting Within Winter & Spring/Summer Campaigns
Target Audience Match Seasonal Targeting
Target Markets
• Winter: SoCal (Carlsbad), LA, San Francisco,
Denver, Northeast
• Spring/Summer: LA
Budget Included within Seasonal Budgets ($1.25M)
CREATIVE
Key Messages • More Service Offerings & Reliability
• Spend More Vacation Time on Your Vacation
Creative Assets • United (SFO, Denver, Northeast)
• Advanced Air (LA, Carlsbad)
PAID CHANNELS
35 Air Service Subsidy
FY22/23 Budget for Air Service & Subsidy
Summer $ 415,000
Advanced Air $ 200,000
United $ 215,000
Winter $ 2,035,000
Advanced Air $ 625,000
United $1 ,410,000
Transportation $ 325,000
Winter Subsidy $ 300,000
Diversion Cost $ 25,000
Airplanners/Consultants $48,000
TOTAL $ 2,823,000 Page 393 of 478
36 • Planned Consumer Shows & Sponsorships:
– LA Kings Hockey Sponsorship Package
– Anaheim Ducks Sponsorship Package
– Fred Hall Long Beach
– Fred Hall San Diego
– SF & LA Travel Adventure Shows
• Explore new opportunities to build awareness,
considerations include:
– Airport Activation with Advanced Air
– Skiing & Snowboarding Trade Shows
– Sponsored Events & Activations
Opportunities to be evaluated based on exposure to prospective Target Audience
PAID CHANNELS
Experiential Opportunities
37 PAID CHANNELS
FY22/23 Budget for Brand Strategy, Creative & Media
Production $ 849,000.00
Brand Campaign Production $ 474,000.00
Seasonal Campaign Asset Execution $ 125,000.00
Video Content Series Production $ 250,000.00
Research $ 136,500.00
Agency Fees $ 204,000.00
Billable Travel & Misc. $ 65,000.00
Contingency (includes Awards) $ 50,000.00
Travel $ 15,000.00
TOTAL $4,025,230
Paid Media $2,718,000
Fall (Mid-Aug, Sep, Oct) $ 150,000.00
Winter - CA/NV (Oct through Mid-Apr) $ 750,000.00
Winter - Denver (Oct through Feb) $ 500,000.00
Winter - Northeast (Oct through Feb) $ 750,000.00
CA Visitor Guide & DogTrekker $ 32,000.00
Summer FY21/22 (Jul, Aug) $ 250,000.00
Summer FY22/23 (Mid-Apr, May, Jun) $ 150,000.00
LA Kings $100,000.00
Anaheim Ducks Year-2 $ 36,000.00
Experiential / Trade Shows $52,730 Page 395 of 478
38 Owned Channels
39 OWNED CHANNELS
Create new and enhance existing User Experience, content and navigation that builds out the consumer journey.
DREAM PLAN BOOK EXPERIENCE BUILD
LOYALTY
Travel Consumer Journey
40 OWNED CHANNELS
FY22/23 Owned Channel Conversions
PARTNER PASS THROUGHS
• Partner Pass-thrus - 383,773
YTD -30.5% YOY
Looking Ahead: Drive more
pass-thrus with continued
internal linking strategy, overall
pageview growth and interactive
map features
How are we driving people to local businesses?
VISITOR GUIDE
• Visitor Guide new format
• Use of QR Codes
• Push visitors back to
website for deeper
experience and content
Looking Ahead: Continue to
develop new content and
distribution channels
41 FY22/23 Website Content Programs
RESPONSIBLE RECREATION
• Continue to promote responsible recreation
– Support Hug What You Love, Mammoth Promise
and Stewardship messaging
• Use and update (as needed) existing
stewardship content (water, camping,
mountains, town, etc.)
AIR SERVICE INFORMATION & DEALS
• Promote summer and winter air services through blog
posts and “Fly” page
MIDWEEK VISITATION
• Create and highlight content to promote midweek
visitation in winter months
OWNED CHANNELS
42 Complete UX Redesign Reflective of New Brand Campaign, as well as Destination (sustainable/responsible tourism education) & Consumer Needs
INTERACTIVE
MAPS
Seasonal maps
Ex: summer activities
and fall colors to help
spread guests out and
highlight lesser-known
areas, dispersed
camping, trail heads and
content from MLTPA
CRM/BUSINESS
LISTING & SEARCH
UPGRADES
Optimized search
featured for business
listings and more
informative design to
listing pages.
Allow for business to
update own listings.
GETTING TO KNOW
OUR AUDIENCE
Better integration of
email newsletter sign
ups to grow our list
and learn more about
our most loyal visitors
& outreach to locals
INTERACTIVE
LANDING PAGES
Increasing time on site
and decreasing
bounce rate on
campaign landing
pages by
implementing more
interactive features.
Site reacts to each
visitor based on
season, activities,
events, or date of
planned visit.
OWNED CHANNELS
New Destination Website
43 Focus on content that will drive KPIs.
OWNED CHANNELS
Content KPIs
TIME ON SITE
& BOUNCE RATE
● Focus on
engagement and
exploratory
content
● Campaign
specific content
will ensure people
who click through
from campaigns
stay on the site
MAP & WIDGET
INTERACTIONS
● Interactive map
conversions
highlighting
lesser-known
areas
● Tracking flight
booking widget
interactions
PARTNER PASS
THROUGHS
● Focus on
encouraging
click throughs
to local
business
partners by
internal linking
and upgrades
to listing search
features
EMAIL SIGN-UP
CONVERSIONS
● Utilize custom
sign-up forms
to grow email
sign-ups by
converting on
specific related
content pages
44 Understanding & Growing Our Email Subscribers
OWNED CHANNELS
EMAIL/CRM
● Using an enhanced CRM
platform to help segment,
understand and grow our
email subscriber lists in
order to increase brand
awareness through email
marketing.
45 Social Media’s Role Along the Consumer Journey
INSPIRATION & ASPIRATION
● Continue to target
consumers to inspire
visitation to the region
through compelling digital
content across all platforms
● Social media allows us to
stay top of mind to brand
loyalists
LOOKING AHEAD
● Educating and encouraging more responsible behavior
from our visitors continues to be our prominent
messaging
● Creating loyalty to Mammoth Lakes, and allowing
individuals to share their own experiences on
social media
Working to educate a
more DIVERSE AUDIENCE
of travelers.
New stewardship
messaging will be front
and center for 2022/23.
OWNED CHANNELS
46 LOOKING AHEAD
● Work towards a more
educated and aware
summer/fall visitor base who
show care and respect for
Mammoth Lakes
● Gain more click-thrus into
web content for greater
visitor awareness
TACTICS
● Include video and
graphics being
developed by The
Shipyard
● Local targeted ad
campaigns
● Utilize partnership
content
This year we are taking a major shift into promoting stewardship and responsible recreation. This includes making sure #RecreateResponsibly, Hug What You Love and the Mammoth Promise messaging is front and center.
OWNED CHANNELS
Social Media & Stewardship Content
47 LOOKING AHEAD
● Continue to engage users
with remarkable photography
● Utilize Instagram Stories to
further push brand and
engage guests / current
events & news
● Sustainability focused
highlights & reels
● Prioritize seasonal themes
TACTICS
● Organic content
● Instagram Reels Focus
● Utilize promoted content
to highlight important
messaging
● Story branding
● Motivation Mondays
● User and influencer
generated content
SOCIAL MEDIA
Instagram
Instagram is a platform of inspiration and dreaming,
but has proven to be an excellent platform for
engagement with our stewardship messaging.
OWNED CHANNELS
48 LOOKING AHEAD
● Continue to push
“Recreate Responsibly”
and stewardship
messaging
● Inspire targeted visits
● Organic engagement
through captivating
content
TACTICS
● Supporting local
marketing efforts and
campaign video series
● Motivation Mondays
(Elevation Training)
● FB Lives to share
upcoming events, news
& general updates
● Accurate and timely
crisis communications
SOCIAL MEDIA
Facebook
Facebook bridges the gap between dreaming
and planning.
OWNED CHANNELS
49 LOOKING AHEAD
● Target specific audiences
only found on Twitter
● Utilize Twitter as a way to
communicate and
engage with athletes,
travel writers and
bloggers
● Real time tweet updates
of events/happenings
TACTICS
● Build organic
engagement through
photos/video
● Share information from
partner organizations
● News and Events posting
● Drive traffic to blog
content
SOCIAL MEDIA
Twitter
Twitter promotes engagement, communicating
on the real-time experience, and in turn
builds brand loyalty.
OWNED CHANNELS
50 SOCIAL MEDIA
TikTok
WHY TIKTOK
● One of the fastest growing social networks in
the world for 2021
● 1.2 billion monthly users, larger than Snapchat,
Twitter, or Pinterest
● Unique way to share inspiring content from our
region
● Organic reach is better than any other current
social platform
Continuing to grow with TikTok
OWNED CHANNELS
TACTICS
● Continue to share out new and inspiring videos
● Focus on Stewardship in a fun, lighthearted way
● Partner with large accounts to generate native
sponsored content
● Work with influencers to gain brand awareness
51 SOCIAL MEDIA
VCA Stories
Visit California hosted Web Stories
continue to grow
WHY STORIES
● Visit California partnership that gives
mobile web presence on VCA website
● Allows web / social crossover
● Inspirational content that doesn’t
require social media accounts to access
● Evergreen content that is searchable on
Google
● Sustainability messaging is highlighted
● Geo locations give direct
recommendations / activities
OWNED CHANNELS
52 SOCIAL MEDIA
Technology
As technology continues to advance,
so do we.
WHY
● Continue to bring state of the art
technology into our tactics on social
media / web
● New GoPros & Sony Cameras
● PRISM Cam
○ State of the art webcam
experience for our region
OWNED CHANNELS
53 FALL
● Pushing Stewardship & Responsible Recreation Messaging ● Fall Colors Influencers Visit
● Fall Photography Meetup
WINTER
● Snow Season, Snow Updates (Live Posts)
● Winter Contest
● Local Business Association Promotions
SPRING
● Pushing Stewardship & Responsible Recreation Messaging ● Wildflower and Waterfall Updates
● Nature and History, cross channel stories
SUMMER ● Pushing Stewardship & Responsible Recreation Messaging ● Summer Trail Challenge
OWNED CHANNELS
Seasonal Engagement Calendar
54 FY22/23 Budget for Owned Channels
Additional Owned Initiatives
Owned Channel Content Production $157,550
Trip Ideas & Blogs $8,400
Fact Checking $30,000
Local Video Series, Video Assets & misc,
Content Program Optimization, Travel
Production & Film Permit Fees
$31,650
Visitor Guide Design, Printing &
Distribution $87,500
Prism Cam $9,000
Social Channel Post Boosts $12,000
Social Analytics $1,188
Industry Relations $104,632
Hardware/Software $10,420
TOTAL $294,790
Website
New Website Build & CRM Management $300,000
Crowdriff UGC & Content Library $20,900
Custom/Smart Content (Bound) $18,000
SEO & Reporting $5,000
Misc Web Costs (Madden Dev, Domain Names) $15,000
Email Marketing $30,000
Hosting $6,240
TOTAL $395,140
OWNED CHANNELS
55 Local Marketing
56 LOCAL MARKETING
● Town business marketing and communication
● Continue close relationships with local businesses and keep the local community well-informed ● Optimize business listings on website by educating how utilize built-in web tools (i.e. featuring starting at rates and special offers, maximizing amenity listings) ● Develop more campaigns to promote town businesses
● Expand the Mammoth e-Gift Card program by soliciting more local businesses to participate ● When appropriate, work with Events Manager to develop promotional plan for town events ● Plan and execute local marketing campaigns that include owned, earned, paid and town asset channels
○ Social
○ SEM
○ Print & Radio
○ Signage, Newsletters & Direct Mail
Local Marketing Program Goals
57 LOCAL MARKETING
● Continue marketing campaign throughout town that educates visitors on responsible recreation and the Mammoth Promise utilizing local media, and organic and paid social channels ○ Includes newspaper ads, radio PSAs, signage in key locations and in local businesses ● Tap into new local channels by partnering with local businesses, organizations and land agencies ○ Increase messaging on campground information boards, at trailheads, marinas etc. ○ Sponsoring a trailhead
● Utilize social media channels to deliver additional stewardship messaging to our audiences Local Stewardship Messaging
58 LOCAL MARKETING
● Educate surrounding communities on expanded
service to BIH and MMH through continued
regional marketing campaign through local and
regional media channels
○ newspaper ads, radio spots, paid social
media
● Continue outreach and promotion of the Locals’
Discount program utilizing local media and social
channels
● Promote seasonal airfare sales to surrounding
communities via marketing campaigns
● Work with lodging properties to promote air
service through each of their channels
○ websites, booking confirmation and
pre-arrival emails, “on hold” phone
messaging, social media
Local Air Service Marketing
59 LOCAL MARKETING
LODGING
● Continue to strengthen relationships within the Mammoth lodging community through participation in lodging association
● Collaborate with lodging community to enhance promotional opportunities within in-market advertising ○ Example: promoting midweek winter deals and rates
● Provide opportunities to enhance guest opportunities and experience (Dining guide, stickers, fishmas) ● Expand on current occupancy reporting
RESTAURANTS
● Strengthen relationship with the Mammoth restaurant community through participation in restaurant association ● Create and implement town-wide dining promotions through owned channels (web, newsletter, social media) and local paid media
○ Examples: Takeout & Dining Guide, Après Trail Map
RETAIL
● Create promotional opportunities for retailers utilizing owned and local media channels ○ Examples: Made in Mammoth Gift Guide, Yiftee Mammoth Gift Card Promoting Local Businesses
60 Local Marketing
Stickers & Maps Production $33,000
Community Signage (Sustainability, Fishmas, etc.) $21,500 California Welcome Center (ESIA) $57,750
Visit California CWC Dues $5,000
Industry Site Updates Included in website
Trail Challenge Program (Bandwango) $10,750
STR/Occupancy reporting $12,000
In-Destination Community Campaigns $45,000
Local Air Service Marketing $57,500
History Museum Trolly $16,000
TOTAL $258,500
LOCAL MARKETING
FY22/23 Budget for Local Community Marketing
61 international consumer
b2b & pr programs
62 The primary goal is to re-establish our international markets and regain our international visitation year-round.
● All international efforts are focused on future visitation, 12-24 months out
● International programs will be focused on consumer education, B2B trainings, and aspirational coverage in international media ● ROI will be tracked
INTERNATIONAL
The Return of International Guests
63 Consumer Education
● Identify Mammoth Lakes as
California’s premier, four-season
alpine destination
● Promote Mammoth Lakes as
key part of the Western Road Trip
for summer and autumn
● Promote Mammoth Lakes &
Mammoth Mountain as a
destination ski resort
INTERNATIONAL
64 B2B Trainings
● Train and educate travel trade
partners on Mammoth Lakes’
location, amenities and activities
● Push travel trade partners to our
California STAR training portal
● Promote winter air service
and connectivity with DEN & SFO
● Host year-round travel trade FAM’s
INTERNATIONAL
65 Aspirational Coverage in International Media
● Continue to supply media partners
with fresh content and story pitches
that promote Mammoth Lakes as a
year-round destination
● Continue to give media interviews
● Host year-round media FAM’s from all
markets
INTERNATIONAL
66 International Program Partners
● Continue to work with Brand USA and
Visit California to promote Mammoth Lakes
● Continue to work with Mono County
Tourism and the Alterra Mountain Company
to promote visitation
● Continue to work with MLT’s in-market
agencies to promote Mammoth Lakes
INTERNATIONAL
67 Tracking ROI
● Utilize the Symphony Dashboard to track international visitation, length of stay, movement / activities, and spend (Visa) ● Track the value of all media placements (print / digital) ● Track the value of all Co-Op partnership with international partners ● Continue to monitor international web traffic
INTERNATIONAL
68 INTERNATIONAL
International Marketing
Agency Fees $250,000
International Sales Mission, Expos $46,500
Domestic Shows, Expos $8,000
International Research, Data, Training $24,000
Staff Travel T/E $69,000
Memberships, Dues, Subscriptions $12,000
International Advertising, Co-Ops $77,500
FAM Hosting $30,000
Supplies, Shipping $18,000
Promotional Items, Branded Swag $5,000
Sponsorships $8,000
TOTAL $548,000
FY22/23 Budget for International Marketing
69 communications program
70 Local Community
Outreach &
Engagement
71 Communication within the Community
Continues to be a High Priority
● Community Feedback
● Community Coffee
● Newsletters
● Seasonal Business Messaging
● Open House
● Board Role
LOCAL COMMUNICATIONS
72 ● Continue to use as a tool to connect
with the community on a monthly basis
● A platform to provide quality
information to the community that is
valuable to both locals and visitors
● Goal of 40+ attendees per month,
online
LOCAL COMMUNICATIONS
Monthly Community Coffee
73 Before we try to grow current communication
channels, turn the table a little and ask the
community how it wants us to communicate.
NEWSLETTERS
● 5-in-5 weekly newsletter - grow email
distribution list by 20 percent
● Tourism Insights monthly newsletter -
grow email distribution list by 10 percent
LOCAL COMMUNICATIONS
Community Communications
● Wildfire, snowfall, educational messaging, etc.
● Survey community to see what else it
wants/needs
SEASONAL BUSINESS MESSAGING
74 Host annual MLT open house, in person
● Connect with the community to share information and ideas Continue work with Board members to develop board engagement within the community to further inform all sectors of the community on our mission and goals
● Ex. Board engagement in Town Council reports and TBID renewal
LOCAL COMMUNICATIONS
MLT Open House
Board Role
75 Earned Channels
76 Main goals
include: summer
stewardship, fall
attraction, and
winter destination
EARNED CHANNELS
● Increase domestic impressions by 10 percent
over 2021-22 (non-syndicated numbers).
Approx. 183 placements
● Incorporate influencer program fully into the
PR department
● Host Midwest Travel Journalist Association
conference in October
○ Focus of fall and stewardship
● Continue to be selective on media hosted in
peak summer months
○ Coverage must include stewardship
messaging
● Promote off peak seasons for media visits
○ Spring and fall coverage
Program Overview
77 Influencer Program ● A moldable space when working with the correct content creators
● Opportunities to share our messages,
organically
● More opportunities for audience
engagements
● Often similar vetting and hosting techniques
as traditional media
● Glen Plake Brand Ambassador ○ Promote destination
awareness and stewardship
through a new partnership
78 EARNED CHANNELS
● Continue to promote air service in
Bishop as well as charter service
to MMH through earned media
placements with a focus on
destination visitors.
Air Service
79 ● Return to promoting high
altitude training through
Crib visitation
○ Get back to 2019 levels
of visitation from
athletes (43)
● Continue collaboration with
Mammoth Track Club
● Begin to explore upcoming
LA Olympic opportunities
EARNED CHANNELS
Endurance Crib
80 COMMUNICATIONS
Communications
Media FAM Trips $125,500
Staff Travel $9,300
Press Events $6,400
Dues/Subscriptions $3,225
Sponsorship $87,000
Crib Condo $32,928
Promotional & Community PR $11,700
PR Agency $86,000
Promotional (TBID) $71,250
TOTAL $433,303
FY22/23 Budget for Communications Program
81 special events
82 State of Special Events
ONGOING EDUCATION FOR
EVENT PRODUCERS
● Help producers evolve their
events in a post Covid-19
world
● Full-day events workshops
(Spring & Fall)
○ Guest speakers from
multiple agencies
○ Include a new event
producer workshop
● Monthly Event Emails
○ Weekly during busy
event periods
○ Front desk printouts
SPECIAL EVENTS
DATA COLLECTION/ECONOMIC
IMPACT OF EVENTS
● Utilize data collection
technology through NFC (Near
Frequency Communication)
with cellular phones
FURTHER COMMUNICATION
& PROMOTION OF EVENTS
● Promotion thru local ad plan
● Work with local businesses to
cross-promote events
● Develop Camp Host event
program
83 Special Events Funding
FUNDING STRATEGY
● Develop new funding
strategy plan for 2022-23
and beyond
● Work with Measure U & R
funding committees to
establish coherence
○ Create online portal
SPECIAL EVENTS
EVENT WORKSHOP
● Continue success of event
producer workshops
$300,000 FOR 2022/23
● Funds will come from the
$625,000+ event reserve
○ Establish a new Tier 1
need event
84 Special Events Infrastructure
SPECIAL EVENTS
DIGITAL SIGN MONUMENT
● Continue working with TOML
to establish a sign at the
entrance to town
○ Serve as a
communication tool for
the town and event
producer
COMMUNITY RECREATION CENTER
● Work with partner organizations to
establish the CRC as an event
location.
○ Event Producer Walkthrough
○ 4,000 indoor capacity for
concerts
○ Protective flooring
OUTDOOR EVENT TENT
● Multiple Events need
○ Rent out to events locally
MAIN EVENT VENUE
● Continuing conversations
with MMSA to build a
full-scale outdoor event venue
at Canyon Lodge
○ Sample from Park City
85 Special Events Community / Stewardship
MLT EAST SIDE FACELIFT:
ACT LOCAL
● Largest trash cleanup in the
history of the Eastern Sierra;
grow from success of 2020
SPONSORED MUSIC SERIES
● Promotion of local businesses
midweek
○ Feature bands at
different locations
○ Event calendar
activation
SPONSORSHIPS
● Create opportunities for
MLT to introduce new
sponsorships to current
Mammoth Lakes events
● Partner with GoPro
● Sierra Trash Eliminators
GREEN EVENTS
● Continue to partner with local
organizations to enforce
sustainability efforts for all
events
SPECIAL EVENTS
86 SPECIAL EVENTS
Special Events
Events Advertising & Marketing $76,400
Dues & Subscriptions $1,094
Industry & Community Training $30,200
Staff Travel & Event Conferences $15,525
Special Events Grant Funding $300,000
TOTAL $423,219
FY22/23 Budget for Special Events
87 general & administrative
88 THE TEAM
89 G&A – 12.6% of total budget
Payroll & Taxes $855,172
Benefits $151,200
Overhead $322,775
TOTAL $1,329,147
FY22/23 Budget for General & Administrative
90 THANK YOU
SUMMARY - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Wages & Payroll Taxes $ 36,975.05 $ 36,975.05 $ 36,029.05 $ 35,083.05 $ 35,083.06 $ 35,083.06 $ 35,083.06 $ 35,083.06 $ 35,083.05 $ 35,083.05 $ 35,083.05 $ 35,083.05 $ 425,726.62 $ 439,578.71 ($13,852.09) -3.15% Employee Benefits $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 9,200.00 $ 110,400.00 $ 97,200.00 $13,200.00 13.58% Overhead $ 41,070.00 $ 9,085.00 $ 8,495.00 $ 32,645.00 $ 21,685.00 $ 9,620.00 $ 23,545.00 $ 9,085.00 $ 9,995.00 $ 17,470.00 $ 9,085.00 $ 8,495.00 $ 200,275.00 $ 145,550.00 $54,725.00 37.60% Marketing $ 103,052.50 $ 119,570.00 $ 12,990.00 $ 286,527.00 $ 26,370.00 $ 172,690.00 $ 50,307.50 $ 111,820.00 $ 19,622.00 $ 35,877.50 $ 191,070.00 $ 63,220.00 $ 1,193,116.50 $ 1,043,962.86 $149,153.64 14.29% Sales $ 135,000.00 $ 23,500.00 $ 61,750.00 $ 21,500.00 $ 13,500.00 $ 13,750.00 $ 14,500.00 $ 30,750.00 $ 33,250.00 $ 15,750.00 $ 19,750.00 $ 10,000.00 $ 393,000.00 $ 293,500.00 $99,500.00 33.90% Communications & PR $ 24,619.00 $ 29,119.00 $ 59,069.00 $ 27,469.00 $ 20,819.00 $ 18,119.00 $ 22,644.00 $ 23,319.00 $ 18,819.00 $ 20,669.00 $ 22,319.00 $ 15,069.00 $ 302,053.00 $ 261,450.00 $40,603.00 15.53% Events $ 19,694.00 $ 2,500.00 $ 11,850.00 $ 15,550.00 $ 19,650.00 $ 1,600.00 $ 6,050.00 $ 307,150.00 $ 6,750.00 $ 13,025.00 $ 14,675.00 $ 4,725.00 $ 423,219.00 $ 261,569.00 $161,650.00 61.80% TOTAL PROJECTED REVENUE $ 500,200.25 $ 200.00 $ 100,700.00 $ 535,200.25 $ 200.00 $ 1,700.00 $ 500,200.25 $ 10,200.00 $ 700.00 $ 500,200.25 $ 175,200.00 $ 700.00 $ 2,325,401.00 $ 2,392,279.00 ($66,878.00) -2.80% TOTAL PROJECTED RESERVE USE $ - $ 361,549.78 $ - $ - $ 60,839.34 $ - $ - $ 300,000.00 $ - $ - $ - $ - $ 722,389.12 TOTAL PROJECTED EXPENSES $ 369,610.55 $ 229,949.05 $ 199,383.05 $ 427,974.05 $ 146,307.06 $ 260,062.06 $ 161,329.56 $ 526,407.06 $ 132,719.05 $ 147,074.55 $ 301,182.05 $ 145,792.05 $ 3,047,790.12 $ 2,538,485.57 $509,304.55 20.06% Net (Reserve/Shortfall) $ 0.00
Measure A Reserves
$ 1,423,297.93 $ 1,423,297.93
OVERHEAD - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts Account # July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Office Rent to TOML 62010 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 0% Accounting Services 62020 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 4,100.00 $ 11,000.00 $ 2,200.00 $ 9,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 42,300.00 $ 37,200.00 $5,100.00 14% Legal Services 62030 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 9,000.00 $ 4,000.00 $5,000.00 125% Internet Access 62040 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 315.00 $ 3,780.00 $ 3,780.00 $0.00 0% Insurance (non-Health) 62050 $ 18,500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 18,500.00 $ 13,500.00 $5,000.00 37% Electricity 62060 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 4,800.00 $ 4,800.00 $0.00 0% Pest Control 62070 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 780.00 ($780.00) -100% Janitorial Services 62080 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 3,000.00 $ 2,700.00 $300.00 11% Phones - Landlines 62090 $ 475.00 $ 475.00 $ 475.00 $ 475.00 $ 2,875.00 $ 475.00 $ 475.00 $ 475.00 $ 475.00 $ 475.00 $ 475.00 $ 475.00 $ 8,100.00 $ 8,290.00 ($190.00) -2% Phones - Cellular 62100 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 900.00 $ 10,800.00 $ 9,600.00 $1,200.00 13% Copier Lease & Usage 62110 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 710.00 $ 8,520.00 $ 9,000.00 ($480.00) -5% Postage Machine Lease 62130 $ - $ 590.00 $ - $ - $ 590.00 $ - $ - $ 590.00 $ - $ - $ 590.00 $ - $ 2,360.00 $ 2,800.00 ($440.00) -16% Postage 62140 $ 2,000.00 $ 75.00 $ 75.00 $ 75.00 $ 75.00 $ 1,000.00 $ 75.00 $ 75.00 $ 75.00 $ 1,000.00 $ 75.00 $ 75.00 $ 4,675.00 $ 6,000.00 ($1,325.00) -22% Office Supplies 62160 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 800.00 $ 9,600.00 $ 6,000.00 $3,600.00 60% MLT Promtional Items TBD $ 7,500.00 $ - $ - $ 7,500.00 $ - $ - $ 7,500.00 $ - $ - $ 7,500.00 $ - $ - $ 30,000.00 $ 450.00 $29,550.00 6567% Bank Charges 62250 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 150.00 $ 1,800.00 $ 660.00 $1,140.00 173% Building Repairs & Maintenance 62320 $ 300.00 $ - $ - $ 300.00 $ - $ - $ 300.00 $ - $ - $ 300.00 $ - $ - $ 1,200.00 $ 1,200.00 $0.00 0% Vehicle Maintenance 62190 $ 250.00 $ - $ - $ 250.00 $ 1,200.00 $ - $ 250.00 $ - $ - $ 250.00 $ - $ - $ 2,200.00 $ 800.00 $1,400.00 175% Gas 62200 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 5,400.00 $ 4,800.00 $600.00 13% Uniforms 62210 $ - $ - $ - $ 4,500.00 $ - $ - $ - $ - $ 1,500.00 $ - $ - $ - $ 6,000.00 $ 6,000.00 $0.00 0% IT Support 62220 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 14,400.00 $ 8,400.00 $6,000.00 71% Property Taxes 62370 $ 600.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 600.00 $ 250.00 $350.00 140% Employee Benefits 61020 $ 3,500.00 $ - $ - $ 9,500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 13,000.00 $ 14,000.00 ($1,000.00) -7% Bad Debt Expense 62390 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 240.00 $ 240.00 $0.00 0% Totals: $ 41,070.00 $ 9,085.00 $ 8,495.00 $ 32,645.00 $ 21,685.00 $ 9,620.00 $ 23,545.00 $ 9,085.00 $ 9,995.00 $ 17,470.00 $ 9,085.00 $ 8,495.00 $ 200,275.00 $ 145,250.00 $ 55,025.00 38%
MARKETING - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Air Subsidy - 63010 - A
Air Subsidy $ - $ - $ - $ 249,000.00 $ - $ 150,000.00 $ - $ 100,000.00 $ - $ - $ 175,000.00 $ 51,000.00 $ 725,000.00 $ 375,000.00 $350,000.00 Total By Month 63010 $ - $ - $ - $ 249,000.00 $ - $ 150,000.00 $ - $ 100,000.00 $ - $ - $ 175,000.00 $ 51,000.00 $ 725,000.00 $ 375,000.00 $350,000.00 93.33% Contract Services - 63040 - A
Community Host Program $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 150,000.00 ($150,000.00) ESIA Management Fee of CWC $ 14,437.50 $ - $ - $ 14,437.00 $ - $ - $ 14,437.50 $ - $ - $ 14,437.50 $ - $ - $ 57,749.50 $ 57,749.50 $0.00 Airplanners LLC - Air Service Consulting $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 48,000.00 $ 48,000.00 $0.00 0.00% Mammoth Lakes History Museum - History Trolly $ 4,000.00 $ - $ - $ 4,000.00 $ - $ - $ 4,000.00 $ - $ - $ 4,000.00 $ - $ - $ 16,000.00 $ 15,000.00 $1,000.00 100.00% Bandwango $ 4,750.00 $ - $ - $ - $ - $ - $ 6,000.00 $ - $ - $ - $ - $ - $ 10,750.00 $10,750.00 Terrain Scouts - Trail Challenge $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 40,000.00 ($40,000.00) -100.00% 68010-A LA Kings Partnership $ - $ 100,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 100,000.00 $ 50,000.00 $50,000.00 Desert Springs Fish Stocking $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000.00 ($50,000.00) Total By Month 63040 $ 27,187.50 $ 104,000.00 $ 4,000.00 $ 22,437.00 $ 4,000.00 $ 4,000.00 $ 28,437.50 $ 4,000.00 $ 4,000.00 $ 22,437.50 $ 4,000.00 $ 4,000.00 $ 232,499.50 $ 410,749.50 ($178,250.00) -43.40% Collateral Distribution - 63052-A
Visitor Guide $ 10,000.00 $ - $ - $ - $ - $ - $ 5,000.00 $ - $ - $ - $ 2,000.00 $ - $ 17,000.00 $ 15,190.96 $1,809.04 Misc Shipping $ - $ - $ 1,000.00 $ - $ - $ 1,000.00 $ - $ - $ 3,000.00 $ - $ - $ - $ 5,000.00 $ 5,000.00 $0.00 0.00% Total By Month 63052 $ 10,000.00 $ - $ 1,000.00 $ - $ - $ 1,000.00 $ 5,000.00 $ - $ 3,000.00 $ - $ 2,000.00 $ - $ 22,000.00 $ 20,190.96 $1,809.04 8.96% Giveaway Promotion - 63140-A
Travel Packages/Promotions $ - $ - $ - $ 3,000.00 $ - $ 3,000.00 $ - $ - $ 2,000.00 $ - $ 8,000.00 $ - $8,000.00 VIP Promotions $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ - $12,000.00 Total By Month 63140 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 4,000.00 $ 1,000.00 $ 4,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 3,000.00 $ 1,000.00 $ 1,000.00 $ 20,000.00 $ - $20,000.00 #DIV/0! Industry Training - 63160 - A
Visit California Outlook Forum (2) $ - $ - $ - $ - $ 1,300.00 $ - $ - $ - $ - $ - $ - $ - $ 1,300.00 $ 1,600.00 ($300.00) ESTO (US Travel) (2) $ 1,750.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,750.00 $ - $ 1,750.00 DI Annual Convention (2) $ 1,990.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,990.00 $ - $1,990.00 Expedia EXPLORE $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 TTRA Conference $ 950.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 950.00 $ - $950.00 DMA West Summit $ - $ - $ - $ - $ 500.00 $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ - $500.00 MMGY DMO MOJO $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 California Travel Summit (2) $ 1,800.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,800.00 $ - $1,800.00 Destination Capitol Hill (US Travel) $ - $ - $ - $ - $ - $ - $ - $ 170.00 $ - $ - $ - $ - $ 170.00 $ 170.00 $0.00 CalTravel Rally Day/Board Meetings $ - $ - $ 170.00 $ - $ - $ 170.00 $ - $ 680.00 $ - $ 170.00 $ - $ - $ 1,190.00 $ 1,190.00 $0.00 Skill Training & Team Building $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 6,000.00 $ 2,400.00 $3,600.00 Total By Month 63160 $ 6,990.00 $ 500.00 $ 670.00 $ 500.00 $ 2,300.00 $ 670.00 $ 500.00 $ 1,350.00 $ 500.00 $ 670.00 $ 500.00 $ 500.00 $ 15,650.00 $ 5,360.00 $10,290.00 191.98% Dues and Subscriptions - 63180 - A
California Office of Tourism - CWC Association $ - $ - $ 1,250.00 $ - $ - $ 1,250.00 $ - $ - $ 1,250.00 $ - $ - $ 1,250.00 $ 5,000.00 $ 5,000.00 $0.00 CalTravel Association $ - $ 7,800.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,800.00 $ 7,500.00 $300.00 DMA West $ 1,650.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,650.00 $ - $1,650.00 Destinations International $ 9,560.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,560.00 $ - $9,560.00 US Travel Association $ - $ - $ - $ - $ - $ 8,000.00 $ - $ - $ - $ - $ - $ - $ 8,000.00 $ 4,570.00 $3,430.00 TTRA $ 445.00 $ 445.00 $ - $445.00
Total By Month 63180 $ 11,655.00 $ 7,800.00 $ 1,250.00 $ - $ - $ 9,250.00 $ - $ - $ 1,250.00 $ - $ - $ 1,250.00 $ 32,010.00 $ 17,070.00 $14,940.00 87.52% Lodging - 63191-A
CalTravel Board Quarterly Meeting(2) $ 1,200.00 $ - $ - $ - $ - $ - $ 1,200.00 $ - $ - $ 1,200.00 $ - $ - $ 3,600.00 $ 7,800.00 ($4,200.00) CalTravel Summit $ - $ - $ - $ 1,200.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 1,200.00 $ - $1,200.00 ESTO (US Travel)(2) $ - $ 1,600.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,600.00 $ - $1,600.00 IPW $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,500.00 $ - $ 2,500.00 MMGY DMO MOJO $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,400.00 $ 1,400.00
Expedia EXPLORE $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,400.00 $ - $ 1,400.00 US Travel Destination Capitol Hill $ - $ - $ - $ - $ - $ - $ - $ - $ 800.00 $ - $ - $ - $ 800.00 $ 650.00 $150.00 Visit California Board Quarterly Meeting(2) $ - $ - $ - $ 800.00 $ - $ - $ - $ - $ - $ - $ 800.00 $ - $ 1,600.00 $ 1,300.00 $300.00 Visit California Welcome Center Meetings $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 600.00 ($600.00) Visit California Outlook Forum(2) $ - $ - $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - $ - $ - $ 2,000.00 $ 2,600.00 ($600.00) Total By Month 63191 $ 1,200.00 $ 1,600.00 $ - $ 2,000.00 $ - $ - $ 1,200.00 $ - $ 2,800.00 $ 1,200.00 $ 4,700.00 $ 1,400.00 $ 16,100.00 $ 12,950.00 $3,150.00 24.32% Gas/Mileage - 63192-A
Various $ 500.00 $ 200.00 $ 200.00 $ 500.00 $ 200.00 $ 200.00 $ 500.00 $ 200.00 $ 500.00 $ 500.00 $ 500.00 $ 200.00 $ 4,200.00 $ 1,440.00 $2,760.00 Total By Month 63192 $ 500.00 $ 200.00 $ 200.00 $ 500.00 $ 200.00 $ 200.00 $ 500.00 $ 200.00 $ 500.00 $ 500.00 $ 500.00 $ 200.00 $ 4,200.00 $ 1,440.00 $2,760.00 191.67%
Flights - 63193-A
ESTO (US Travel Summit), Grand Rapids $ - $ 1,400.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,400.00 $ 750.00 $650.00 DI $ - $ - $ - $ - $ - $ - $ - $ - $ 1,500.00 $ - $ - $ - $ 1,500.00 $ - $1,500.00 DMA West $ - $ - $ - $ - $ - $ - $ 600.00 $ - $ - $ - $ - $ - $ 600.00 $ - $600.00 IPW $ - $ - $ - $ - $ - $ - $ - $ 1,200.00 $ - $ - $ - $ - $ 1,200.00 $ - $1,200.00 MMGY DMO MOJO $ - $ - $ - $ - $ - $ - $ - $ 900.00 $ - $ - $ - $ 900.00 $ - $900.00 TTRA Conf $ - $ - $ - $ - $ - $ - $ - $ 900.00 $ - $ - $ - $ - $ 900.00 $ - $900.00 US Travel Destination Capitol Hill, Washington, $ - $ - $ - $ - $ - $ - $ - $ - $ 750.00 $ - $ - $ - $ 750.00 $ 1,400.00 ($650.00) Total By Month 63193 $ - $ 1,400.00 $ - $ - $ - $ - $ 600.00 $ 2,100.00 $ 3,150.00 $ - $ - $ - $ 7,250.00 $ 1,500.00 $5,750.00 383.33% Incidentals - 63194-A
Various $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 720.00 $480.00 Total By Month 63194 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 720.00 $480.00 66.67% Meals - 63200-A
CalTravel Board Quarterly Meeting $ 500.00 $ - $ - $ - $ - $ - $ 700.00 $ - $ - $ 700.00 $ - $ - $ 1,900.00 $ 1,065.00 $835.00 CalTravel Summit $ - $ - $ - $ 700.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 700.00 $ 300.00 $400.00 Destination Capitol Hill (US Travel) $ - $ - $ - $ - $ - $ - $ - $ - $ 852.00 $ - $ - $ - $ 852.00 $ 852.00 $0.00 DMO MOJO $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ 500.00 $ - IPW $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $ - ESTO (US Travel) $ - $ 500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ 500.00 $0.00 Visit California Board Quarterly Meeting $ - $ - $ - $ 300.00 $ - $ - $ 300.00 $ - $ - $ - $ 300.00 $ - $ 900.00 $ 639.00 $261.00 Visit California Welcome Center Meetings $ - $ - $ 300.00 $ - $ 300.00 $ - $ - $ - $ - $ 300.00 $ - $ 300.00 $ 1,200.00 $ 284.00 $916.00 Visit California Outlook Forum $ - $ - $ - $ - $ - $ - $ - $ 600.00 $ - $ - $ - $ - $ 600.00 $ 568.00 $32.00 Yosemite Gateway Partners Quarterly Meeting $ 50.00 $ - $ - $ 20.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 70.00 $ 40.00 $30.00 Total By Month 63200 $ 550.00 $ 500.00 $ 300.00 $ 1,020.00 $ 300.00 $ - $ 1,000.00 $ 600.00 $ 852.00 $ 1,000.00 $ 800.00 $ 1,300.00 $ 8,222.00 $ 4,248.00 $3,974.00 93.55% Production - 63270-A
Travel & Meals $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 2,400.00 $ - $2,400.00 #DIV/0! Content Program Optimizations/Local Photo &
Video $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ - $12,000.00 #DIV/0! Fact Checking $ 7,000.00 $ - $ 2,000.00 $ - $ 16,000.00 $ - $ 5,000.00 $ - $ - $ - $ - $ 30,000.00 $ 26,000.00 $4,000.00 15.38% Total by Month 63270-T $ 8,200.00 $ 1,200.00 $ 3,200.00 $ 1,200.00 $ 17,200.00 $ 1,200.00 $ 6,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 44,400.00 $ 26,000.00 $18,400.00 70.77% #DIV/0!
Website Development and Maintenance- 66020 -
A #DIV/0!
Madden - Dev & Reporting $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 1,200.00 $ 14,400.00 $ 22,500.00 ($8,100.00) -36.00% Madden - Maintenance $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 8,160.00 ($8,160.00) Bound - Get Smart Content $ 4,500.00 $ - $ - $ 4,500.00 $ - $ - $ 4,500.00 $ - $ - $ 4,500.00 $ - $ - $ 18,000.00 $ 18,000.00 $0.00 Visitor Guide ebook App $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00 Prism Cam $ 9,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,000.00 $ - $9,000.00 Woofu.com - Visitor Guide Fulfillment App $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 20.00 $ 240.00 $ 179.40 $60.60 Onnivert 360 Player $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 ($5,000.00) OAG - Flightview App $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,200.00 ($7,200.00) -100.00% CrowdRiff Licensing $ 20,900.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 20,900.00 $ 19,845.00 $1,055.00 Domain Names (various) $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 50.00 $ 600.00 $ 50.00 $550.00 Total By Month 66020 $ 35,670.00 $ 1,270.00 $ 1,270.00 $ 5,770.00 $ 1,270.00 $ 2,270.00 $ 5,770.00 $ 1,270.00 $ 1,270.00 $ 5,770.00 $ 1,270.00 $ 1,270.00 $ 64,140.00 $ 81,934.40 ($17,794.40) -21.72% Media - 66060 - A
MLT Social: Boosted Posts $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,300.00 ($7,300.00) In-destination campaigns: Google, Local Messaging $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 37,000.00 ($37,000.00) Local Air Marketing $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 42,500.00 ($42,500.00) Total By Month 66060 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 86,800.00 ($86,800.00) -100.00% Hosting - 66130-A
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 66130 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Totals $ 103,052.50 $ 119,570.00 $ 12,990.00 $ 286,527.00 $ 26,370.00 $ 172,690.00 $ 50,307.50 $ 111,820.00 $ 19,622.00 $ 35,877.50 $ 191,070.00 $ 63,220.00 $ 1,193,116.50 $1,043,962.86 $ 149,153.64 14.29%
SALES - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY MLT Promo Items - 64160
Promotional Items / SWAG $ 1,000.00 $ - $ - $ 1,000.00 $ - $ 1,000.00 $ - $ - $ - $ 2,000.00 $ - $ 5,000.00 $ 8,000.00 ($3,000.00) Total By Month 64160 $ - $ 1,000.00 $ - $ - $ 1,000.00 $ - $ 1,000.00 $ - $ - $ - $ 2,000.00 $ - $ 5,000.00 $ 8,000.00 ($3,000.00) -38% International Travel Shows - 64010
Australian Consumer Shows $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 $ - $ 5,000.00 $ 3,000.00 $2,000.00 German / French Sales Mission $ - $ - $ 3,000.00 $ - $ - $ - $ 3,000.00 $ - $ - $ 6,000.00 $ 5,000.00 $1,000.00 Canada Sales Mission with Ikon $ - $ - $ - $ 5,000.00 $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 $ 5,000.00 $0.00 Showcase USA, Italy $ - $ - $ - $ - $ - $ - $ - $ - $ 3,500.00 $ - $ - $ - $ 3,500.00 $ 3,000.00 $500.00 Scandinavian Sales Mission $ - $ - $ 4,000.00 $ - $ - $ - $ - $ - $ - $ - $ 4,000.00 $ 2,000.00 $2,000.00 India Sales Mission (BUSA/VC) $ - $ - $ - $ - $ - $ 5,000.00 $ - $ - $ - $ - $ - $ - $ 5,000.00 $ - $5,000.00 UK Sales Mission (BUSA) $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ 2,000.00 $1,000.00 Brazil Sales Mission $ - $ - $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ 4,000.00 ($1,000.00) Asia Sales Mission (with VC) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,000.00 $ - $ - $ 4,000.00 $ 4,000.00 $0.00 Mexico Sales Mission $ - $ - $ - $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ 2,000.00 $1,000.00 International PowWow $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 $ 5,000.00 $ 4,000.00 $1,000.00 Total By Month 64010 $ - $ 3,000.00 $ 10,000.00 $ 8,000.00 $ - $ 5,000.00 $ - $ - $ 6,500.00 $ 4,000.00 $ 5,000.00 $ 5,000.00 $ 46,500.00 $ 34,000.00 $12,500.00 37% Domestic Shows/Ski Clubs - 64020
MTS $ - $ - $ - $ - $ - $ - $ - $ - $ 4,000.00 $ - $ - $ 4,000.00 $ 3,000.00 $1,000.00 Go West $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - $ - $ - $ - $ 2,000.00 $ 3,000.00 ($1,000.00) Ski Clubs $ - $ - $ - $ - $ 2,000.00 $ - $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - $2,000.00 Total By Month 64020 $ - $ - $ - $ - $ 2,000.00 $ - $ - $ 2,000.00 $ 4,000.00 $ - $ - $ - $ 8,000.00 $ 6,000.00 $2,000.00 33% Inter Research / Data / Training - 64030
Visa Vue $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ 3,000.00 $0.00 Ubermedia $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 25,000.00 ($25,000.00) California Star / VC $ - $ 15,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 15,000.00 $ 15,000.00 $0.00 Club California $ - $ - $ - $ 3,000.00 $ - $ - $ - $ - $ 3,000.00 $ - $ - $ - $ 6,000.00 $6,000.00 Total By Month 64030 $ 3,000.00 $ 15,000.00 $ - $ 3,000.00 $ - $ - $ - $ - $ 3,000.00 $ - $ - $ - $ 24,000.00 $ 43,000.00 ($19,000.00) -44% Lodging - 64041 $ - $ 1,500.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 3,000.00 $ 500.00 $ 1,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 23,000.00 $ 12,000.00 $11,000.00 Total By Month 64041 $ - $ 1,500.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 3,000.00 $ 500.00 $ 1,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 23,000.00 $ 12,000.00 $11,000.00 92% Gas/Mileage - 64042 $ - $ - $ 500.00 $ 500.00 $ 250.00 $ 250.00 $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 2,750.00 $ 1,750.00 $1,000.00 Total By Month 64042 $ - $ - $ 500.00 $ 500.00 $ 250.00 $ 250.00 $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 2,750.00 $ 1,750.00 $1,000.00 57% Airfare - 64043 $ - $ 1,500.00 $ 5,000.00 $ 3,000.00 $ 2,000.00 $ 3,000.00 $ 1,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 25,500.00 $ 12,000.00 $13,500.00 Total By Month 64043 $ - $ 1,500.00 $ 5,000.00 $ 3,000.00 $ 2,000.00 $ 3,000.00 $ - $ 1,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 1,000.00 $ 25,500.00 $ 13,000.00 $12,500.00 96% Incidentals - 64044 $ - $ - $ 750.00 $ 500.00 $ 500.00 $ 500.00 $ 250.00 $ - $ 500.00 $ 500.00 $ 250.00 $ 3,750.00 $ 3,500.00 $250.00 Total By Month 64044 $ - $ - $ 750.00 $ 500.00 $ 500.00 $ 500.00 $ 250.00 $ - $ 500.00 $ - $ 500.00 $ 250.00 $ 3,750.00 $ 3,500.00 $250.00 7% Meals - 64050
Meals $ - $ 1,000.00 $ 2,000.00 $ 2,000.00 $ 750.00 $ 1,000.00 $ 250.00 $ 1,000.00 $ 1,000.00 $ 2,000.00 $ 2,000.00 $ 1,000.00 $ 14,000.00 $ 6,750.00 $7,250.00 Total By Month 64050 $ - $ 1,000.00 $ 2,000.00 $ 2,000.00 $ 750.00 $ 1,000.00 $ 250.00 $ 1,000.00 $ 1,000.00 $ 2,000.00 $ 2,000.00 $ 1,000.00 $ 14,000.00 $ 6,750.00 $7,250.00 107% Membership Dues & Subs - 64060
NTA $ - $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00
Visit USA, Italy $ 2,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,000.00 $ 2,000.00 $0.00 Visit USA, France $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - $ - $ - $ - $ - $ 2,000.00 $ 2,000.00 $0.00 SF Travel Partnership $ - $ - $ 500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ 500.00 $0.00 Visit USA, UK $ 1,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00 High Siera V.C. $ - $ - $ - $ - $ - $ - $ 3,500.00 $ - $ - $ - $ - $ - $ 3,500.00 $ 3,500.00 $0.00 ABA $ - $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00 MPI $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 LA Tourism Partnership $ 1,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $1,000.00 VisitUSA, Belgium, Lux $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 CalSAE $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 64060 $ 4,000.00 $ - $ 500.00 $ - $ - $ - $ 7,500.00 $ - $ - $ - $ - $ - $ 12,000.00 $ 11,000.00 $1,000.00 9% Advertising - 64070
Australia Print / Co-Ops $ - $ - $ 4,000.00 $ - $ 4,000.00 $ - $ - $ - $ - $ - $ - $ - $ 8,000.00 $ 8,000.00 $0.00 Spainish print / Co-ops $ - $ - $ 2,500.00 $ - $ - $ - $ - $ 2,500.00 $ - $ - $ - $ 5,000.00 $ 5,000.00 $0.00 Brand USA $ - $ - $ 10,000.00 $ - $ - $ - $ - $ 10,000.00 $ - $ - $ - $ - $ 20,000.00 $ 20,000.00 $0.00 Visit California $ - $ - $ 5,000.00 $ - $ - $ - $ - $ 5,000.00 $ - $ - $ - $ - $ 10,000.00 $ 10,000.00 $0.00 UK Print / Co-Ops $ - $ - $ 2,500.00 $ - $ - $ - $ 2,500.00 $ - $ - $ - $ - $ 5,000.00 $ 5,000.00 $0.00 German Print / Co-Ops $ - $ - $ 3,000.00 $ - $ - $ - $ - $ 3,000.00 $ - $ - $ - $ - $ 6,000.00 $ 5,000.00 $1,000.00 Dutch Print / Co-Ops $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ - $ - $ - $ - $ 3,000.00 $ 3,000.00 $0.00 Italian Print / Co-Ops $ - $ - $ 2,500.00 $ - $ - $ - $ - $ 2,500.00 $ - $ - $ - $ - $ 5,000.00 $ 2,500.00 $2,500.00 French Print / Co-Ops $ - $ - $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ - $3,000.00 Latin America Print / Co-Ops $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Indian Print / Co-Ops $ - $ - $ 2,500.00 $ - $ - $ - $ - $ 2,500.00 $ - $ - $ - $ 5,000.00 $ 2,500.00 $2,500.00 Canadian Print / Co-Ops $ - $ - $ 2,500.00 $ - $ - $ - $ - $ - $ 2,500.00 $ - $ - $ - $ 5,000.00 $ - $5,000.00 Chinese Print / Co-Ops $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Scandinavian Co-Ops $ - $ - $ - $ - $ - $ - $ - $ - $ 2,500.00 $ - $ - $ - $ 2,500.00 $ - $2,500.00 Total By Month 64070 $ - $ - $ 37,500.00 $ - $ 4,000.00 $ - $ 2,500.00 $ 23,500.00 $ 10,000.00 $ - $ - $ - $ 77,500.00 $ 61,000.00 $16,500.00 27% Supplies - 64080
Printing / Creation of Vacation Planners $ 3,000.00 $ - $ 2,000.00 $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - $ - $ 7,000.00 $ 4,000.00 $3,000.00 Shipping of Promo Items $ - $ - $ 500.00 $ 500.00 $ - $ 500.00 $ - $ 500.00 $ 500.00 $ 500.00 $ - $ 3,000.00 $ 3,000.00 $0.00 Shipping of Print Collateral $ - $ 500.00 $ 500.00 $ 500.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 500.00 $ 500.00 $ 500.00 $ 8,000.00 $ 8,000.00 $0.00 $0.00
Total By Month 64080 $ 3,000.00 $ 500.00 $ 2,500.00 $ 1,000.00 $ 1,500.00 $ 1,000.00 $ 1,500.00 $ 1,000.00 $ 1,500.00 $ 3,000.00 $ 1,000.00 $ 500.00 $ 18,000.00 $ 15,000.00 $3,000.00 20% Agency Fees - 64090
Black Diamond (UK) $ 30,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 30,000.00 $ 22,000.00 $8,000.00 Gate 7 (Australia) $ 39,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 39,000.00 $ 22,000.00 $17,000.00 AviaReps (Italy/ Spain) $ 12,500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,500.00 $ 5,000.00 $7,500.00 MSI (Germany) $ 12,500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,500.00 $ 8,500.00 $4,000.00 Sartha Global (India) $ 20,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 20,000.00 $ 5,000.00 $15,000.00 Chinese Agency $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Atlantic Link (Scandinavia) $ 11,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 11,000.00 $ 5,000.00 $6,000.00 Total By Month 64090 $ 125,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 125,000.00 $ 67,500.00 $57,500.00 85% $0.00
Promotions / Sponsorships - 64100 $0.00
California CUP $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ - $ 3,000.00 $ 3,000.00 $0.00 IMM / UK $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 ($3,000.00) MLT Ambassadors $ - $ - $ - $ 500.00 $ 500.00 $ - $ 1,000.00 $ 1,000.00 $ 500.00 $ 500.00 $ - $ 1,000.00 $ 5,000.00 $ 5,000.00 $0.00 IPW $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 64100 $ - $ - $ - $ 500.00 $ 500.00 $ - $ 1,000.00 $ 1,000.00 $ 500.00 $ 500.00 $ 3,000.00 $ 1,000.00 $ 8,000.00 $ 11,000.00 ($3,000.00) -27% Totals $ 135,000.00 $ 23,500.00 $ 61,750.00 $ 21,500.00 $ 13,500.00 $ 13,750.00 $ 14,500.00 $ 30,750.00 $ 33,250.00 $ 15,750.00 $ 19,750.00 $ 10,000.00 $ 393,000.00 $ 293,500.00 $ 99,500.00 34%
COMMUNICATIONS/PR - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY FAM Trip Airfare - 65011 $ 500.00 $ 500.00 $ 500.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 700.00 $ 500.00 $ 500.00 $ 500.00 $ 13,700.00 $ 7,100.00 $6,600.00 Total By Month 65011 $ 500.00 $ 500.00 $ 500.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 $ 700.00 $ 500.00 $ 500.00 $ 500.00 $ 13,700.00 $ 7,100.00 $6,600.00 93% FAM Trip Lodging - 65012 $ 1,000.00 $ 1,000.00 $ 10,000.00 $ 500.00 $ 500.00 $ 2,000.00 $ 2,000.00 $ 1,000.00 $ 1,000.00 $ 500.00 $ 2,000.00 $ 1,000.00 $ 22,500.00 $ 8,500.00 $14,000.00 Total By Month 65012 $ 1,000.00 $ 1,000.00 $ 10,000.00 $ 500.00 $ 500.00 $ 2,000.00 $ 2,000.00 $ 1,000.00 $ 1,000.00 $ 500.00 $ 2,000.00 $ 1,000.00 $ 22,500.00 $ 8,500.00 $14,000.00 165% FAM Trip Meals - 65013 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ 5,600.00 $6,400.00 Total By Month 65013 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ 5,600.00 $6,400.00 114% FAM Trip Transportation - 65015 $ 250.00 $ 250.00 $ 5,000.00 $ 5,000.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 12,500.00 $ 4,000.00 $8,500.00 Total By Month 65015 $ 250.00 $ 250.00 $ 5,000.00 $ 5,000.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 12,500.00 $ 4,000.00 $8,500.00 213% Ambassador Fees - 65016 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 4,800.00 $ 1,600.00 $3,200.00 Total by Month 65016 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 400.00 $ 4,800.00 $ 1,600.00 $3,200.00 200% STAFF Lodging - 65021 $ - $ 500.00 $ 500.00 $ - $ 1,000.00 $ 500.00 $ - $ 500.00 $ 500.00 $ 3,500.00 $ 2,500.00 $1,000.00 Total By Month 65021 $ - $ - $ 500.00 $ 500.00 $ - $ - $ 1,000.00 $ 500.00 $ - $ 500.00 $ - $ 500.00 $ 3,500.00 $ 2,500.00 $1,000.00 40% STAFF Gas/Mileage - 65022 $ 500.00 $ 500.00 $ - $ 400.00 $ 500.00 $ 500.00 $ 2,400.00 $ 1,000.00 $1,400.00 Total By Month 65022 $ - $ - $ - $ 500.00 $ - $ - $ - $ 500.00 $ - $ 400.00 $ 500.00 $ 500.00 $ 2,400.00 $ 1,000.00 $1,400.00 140% STAFF Airfare - 65023 $ - $ - $ 500.00 $ 500.00 $ - $ - $ - $ - $ 500.00 $ 500.00 $ - $ 2,000.00 $ 1,000.00 $1,000.00 Total By Month 65023 $ - $ - $ 500.00 $ 500.00 $ - $ - $ - $ - $ - $ 500.00 $ 500.00 $ - $ 2,000.00 $ 1,000.00 $1,000.00 100% STAFF Entertainment - 65024 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 65024 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! STAFF Transportation - 65028 $ - $ - $ 200.00 $ - $ - $ - $ - $ - $ 100.00 $ 200.00 $ 500.00 $ 200.00 $300.00 Total By Month 65028 $ - $ - $ - $ 200.00 $ - $ - $ - $ - $ - $ 100.00 $ - $ 200.00 $ 500.00 $ 200.00 $300.00 150% STAFF Meals - 65030
Meals $ 200.00 $ 200.00 $ - $ - $ - $ 250.00 $ 250.00 $ 900.00 $ 200.00 $700.00 Total By Month 65030 $ - $ - $ - $ 200.00 $ 200.00 $ - $ - $ - $ - $ 250.00 $ - $ 250.00 $ 900.00 $ 200.00 $700.00 350% Press Events - 65090
California $ - $ 1,200.00 $ - $ 2,000.00 $ - $ 1,200.00 $ - $ - $ 4,400.00 National $ - $ - $ 1,200.00 $ 800.00 $ 2,000.00
Total By Month 65090 $ - $ - $ 1,200.00 $ 1,200.00 $ - $ 2,000.00 $ - $ 1,200.00 $ - $ 800.00 $ - $ - $ 6,400.00 $ 5,600.00 $800.00 14% Dues/Subscriptions - 65040
NASJA $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 200.00 $ - $ 200.00 $ 200.00 $0.00 SATW $ - $ - $ - $ - $ - $ 350.00 $ - $ - $ - $ - $ - $ 350.00 $ 350.00 $0.00 ATTA $ 1,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00 PRSA $ - $ - $ - $ - $ - $ - $ 175.00 $ - $ - $ - $ - $ - $ 175.00 $ 175.00 $0.00 NATJA $ - $ 500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ 500.00 $0.00 TravMedia $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 65040 $ 1,000.00 $ 500.00 $ - $ - $ 1,000.00 $ - $ 525.00 $ - $ - $ - $ 200.00 $ - $ 3,225.00 $ 3,225.00 $0.00 0% Sponsorship - 65050
Mammoth Track Club $ - $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ - $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 45,000.00 $ -
Fall Colors with John Poimiroo $ - $ - $ 2,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 2,000.00 $ - MTJA Media Conference $ 10,000.00 $ 10,000.00 $ 20,000.00 $ 40,000.00 Total By Month 65050 $ 10,000.00 $ 15,000.00 $ 27,000.00 $ 5,000.00 $ 5,000.00 $ - $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 5,000.00 $ - $ 87,000.00 $ 61,500.00 $25,500.00 41% Promotional and Community PR - 65060
Community Outreach and Education $725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 725.00 $ 8,700.00 Community Open House $ 1,500.00 $ 1,500.00 $ 3,000.00
Total By Month 65060 $725.00 $725.00 $2,225.00 $725.00 $725.00 $725.00 $725.00 $725.00 $725.00 $725.00 $2,225.00 $725.00 $ 11,700.00 $ 3,500.00 $8,200.00 234% Agency - 65080
Lyman PR $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 84,000.00 Agency costs $ - $ - $ 1,000.00 $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ 2,000.00 $ - $ - $ - $ -
Total By Month 65080 $ 7,000.00 $ 7,000.00 $ 8,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 8,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 7,000.00 $ 86,000.00 $ 85,000.00 $ 1,000.00 1% Crib Condo Expenses - 65200
HOA $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 540.00 $ 6,480.00 $ 5,400.00 $ 1,080.00 Insurance $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 3,600.00 $ 1,492.00 $ 2,108.00 Property Taxes $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 554.00 $ 6,648.00 $ 6,647.00 $ 1.00 Repairs & Maintenance $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 600.00 $ 7,200.00 $ 7,200.00 $ - Supplies $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 1,200.00 $ - Utilities $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 450.00 $ 5,400.00 $ 7,320.00 $ (1,920.00) Crib Condo Expenses Other $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 2,400.00 $ 6,741.00 $ (4,341.00) Total By Month 65200 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 2,744.00 $ 32,928.00 Totals $ 24,619.00 $ 29,119.00 $ 59,069.00 $ 27,469.00 $ 20,819.00 $ 18,119.00 $ 22,644.00 $ 23,319.00 $ 18,819.00 $ 20,669.00 $ 22,319.00 $ 15,069.00 $ 302,053.00 $ 261,450.00 $ 40,603.00 16%
EVENTS - Measure A
Mammoth Lakes Tourism
2022-23 Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Airfare - 67110 $ -
Misc $ - $ 400.00 $ - $ 400.00 $ - $ - $ - $ 600.00 $ - $ 600.00 $ 500.00 $ - $ 2,500.00 $ - Total By Month $ - $ 400.00 $ - $ 400.00 $ - $ - $ - $ 600.00 $ - $ 600.00 $ 500.00 $ - $ 2,500.00 $ - $2,500.00 #DIV/0! Lodging - 67115 $ -
Visit California Outlook Forum $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ - $ 1,000.00 $ 800.00 $200.00 Fred Hall Fishing Expo $ 600.00 $ 600.00 $0.00
Tabling Events $ 250.00 $ 250.00 $ 250.00 $ 250.00 $0.00 The Speical Event Tradeshow, Anaheim $ 600.00 $0.00
Event Marketer Summit $ 950.00 $0.00
Misc $ - $ 250.00 $ 250.00 $ - $ - $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ 2,000.00 $ 1,750.00 $250.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total By Month $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ - $ 500.00 $ 1,850.00 $ 1,100.00 $ 1,200.00 $ 850.00 $ 250.00 $ 6,750.00 $ 3,500.00 $3,250.00 93% Meals - 67120 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Misc $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ - $ 300.00 $ 600.00 $ 500.00 $ 500.00 $ 300.00 $ 250.00 $ 3,450.00 $ 1,025.00 $2,425.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month $ - $ 250.00 $ 250.00 $ 250.00 $ 250.00 $ - $ 300.00 $ 600.00 $ 500.00 $ 500.00 $ 300.00 $ 250.00 $ 3,450.00 $ 1,025.00 $2,425.00 237% Transportation - 67125 $ -
Misc $ - $ - $ 250.00 $ 250.00 $ 250.00 $ - $ 150.00 $ - $ 350.00 $ 125.00 $ 125.00 $ 125.00 $ 1,625.00 $ 1,125.00 $500.00 $0.00
Total By Month $ - $ - $ 250.00 $ 250.00 $ 250.00 $ - $ 150.00 $ - $ 350.00 $ 125.00 $ 125.00 $ 125.00 $ 1,625.00 $ 1,125.00 $500.00 44% Supplies - 67130 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Misc $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 1,200.00 $0.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,000.00 ($2,000.00) $0.00
Total By Month $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 100.00 $ 1,200.00 $ 3,200.00 ($2,000.00) -63% Advertising - 67135 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Laura Patterson Design Work $ 1,000.00 $ 500.00 $ 500.00 $ 2,000.00 $ 2,500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 10,000.00 $ 12,000.00 ($2,000.00) Large Events Poster Printing (300 qty) $ - $ - $ - $ - $ 1,200.00 $ - $ - $ - $ - $ - $ - $ - $ 1,200.00 $ 1,200.00 $0.00 Events Brochure Distributon - Certified 50K $ - $ - $ - $ - $ 2,600.00 $ - $ - $ - $ - $ - $ - $ - $ 2,600.00 $ 2,600.00 $0.00 Events Brochure Printing $ - $ - $ - $ - $ 4,000.00 $ 4,000.00 $ 275.00 $3,725.00 Campground Host Program $ 1,500.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 500.00 $ 2,000.00 $ 1,000.00 $1,000.00 Promotional Items $ 1,000.00 $ - $ - $ 1,000.00 $ - $ - $ 500.00 $ 500.00 $ 3,000.00 $ 3,000.00 $0.00 Local Print/Radio/Other for Events $ 5,000.00 $ 500.00 $ 500.00 $ 300.00 $ 500.00 $ 1,000.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 300.00 $ 500.00 $ 10,600.00 $ 10,600.00 $0.00 Mammoth Lakes Music Series $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 2,000.00 $ 3,000.00 $ 2,000.00 $ 3,000.00 $ 2,000.00 $ 21,000.00 $21,000.00 Faecbook Targeted Ads $ - $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 2,000.00 $2,000.00 Event Surveys $ 10,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 10,000.00 $ - $ 20,000.00 $ 2,000.00 $18,000.00 Total By Month $ 18,500.00 $ 1,500.00 $ 4,500.00 $ 6,300.00 $ 13,800.00 $ 1,500.00 $ 3,500.00 $ 4,000.00 $ 3,500.00 $ 4,000.00 $ 12,800.00 $ 2,500.00 $ 76,400.00 $ 42,675.00 $33,725.00 79% Dues & Subscriptions - 67140 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Event Marketer $ 299.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 299.00 $ 299.00 Sports Events & Tourism Membership $ 795.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 795.00 $ 795.00 Total By Month $ 1,094.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,094.00 $ 1,094.00 $0.00 0% Industry Training - 67145 $ - $0.00
Events Workshop #1 = Late Fall $ - $ - $ - $ - $ 5,000.00 $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 $ 5,000.00 $0.00 Events Workshop # 2 = Spring $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 5,000.00 $ - $ - $ 5,000.00 $ 5,000.00 $0.00 Lodging Mixer $ - $ - $ - $ - $ - $ - $ - $ - $ 1,200.00 $ - $ - $ - $ 1,200.00 $ 1,200.00 $0.00 Events Association Quartlery Mixer $ - $ - $ 1,500.00 $ - $ - $ - $ 1,500.00 $ - $ - $ 1,500.00 $ - $ 1,500.00 $ 6,000.00 $ 500.00 $5,500.00 MLT Facelift $ - $ - $ 5,000.00 $ 8,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 13,000.00 $ 1,000.00 $12,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month $ - $ - $ 6,500.00 $ 8,000.00 $ 5,000.00 $ - $ 1,500.00 $ - $ 1,200.00 $ 6,500.00 $ - $ 1,500.00 $ 30,200.00 $ 12,700.00 $17,500.00 138%
Event Grant Funding - 68030 $ - $ - $ - $ - $ - $ - $ 300,000.00 $ - $ - $ - $ - $ 300,000.00 $ 150,000.00 $0.00
Total By Month $ - $ - $ - $ - $ - $ - $ - $ 300,000.00 $ - $ - $ - $ - $ 300,000.00 $ 150,000.00 $150,000.00 100% Totals $ 19,694.00 $ 2,500.00 $ 11,850.00 $ 15,550.00 $ 19,650.00 $ 1,600.00 $ 6,050.00 $ 307,150.00 $ 6,750.00 $ 13,025.00 $ 14,675.00 $ 4,725.00 $ 423,219.00 $ 215,319.00 $207,900.00 97%
REVENUE - Measure A
Mammoth Lakes Tourism
2022-23 Budget
Total % Change
Revenue Accounts Account # July August September October November December January February March April May June LY $ Totals $ Change YOY YOY
NON-MEASURE A FUNDS
Visitor Guide Sales 40400 $ - $ - $ - $ 10,000.00 $ - $ - $ - $ 10,000.00 $ - $ - $ - $ - $ 20,000.00 $ - $20,000.00 #DIV/0! Sponsorship 40500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Brochure Distribution Revenue 40900 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 1,200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 200.00 $ 3,400.00 $ 8,100.00 ($4,700.00) -58% Retail Sales/Licensing Fees 40310 $ - $ - $ 500.00 $ - $ - $ 500.00 $ - $ - $ 500.00 $ - $ - $ 500.00 $ 2,000.00 $ 2,000.00 $0.00 0%
MEASURE A FUNDS
25.00% 25.00% 25.00% 25.00%
TOT Payments from TOML 40600 $ 500,000.00 $ - $ - $ 500,000.00 $ - $ - $ 500,000.00 $ - $ - $ 500,000.00 $ - $ - $ 2,000,000.00 $ 2,332,178.00 ($332,178.00) -14% Air Subsidy Payments from TOML TBD $ - $ - $ - $ 25,000.00 $ - $ - $ - $ - $ - $ - $ 175,000.00 $ - $ 200,000.00 $ - $200,000.00 #DIV/0! LA Kings Partnership (Tourism Reserve) 47110 $ - $ - $ 100,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 100,000.00 $ 150,000.00 ($50,000.00) Estimated Total Revenues $ 500,200.25 $ 200.00 $ 100,700.00 $ 535,200.25 $ 200.00 $ 1,700.00 $ 500,200.25 $ 10,200.00 $ 700.00 $ 500,200.25 $ 175,200.00 $ 700.00 $ 2,325,400.00 $ 1,960,224.00 $365,176.00 19%
RESERVE ACCOUNTS - Measure A
Mammoth Lakes Tourism
2022-23 Budget
Total
Reserve Account Earmarks Account # July August September October November December January February March April May June MLT Visitation Infrastructure Reserve $ 800,617.01 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 800,617.01 MLT Special Event Reserve $ 622,680.92 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 622,680.92 $ 1,423,297.93 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,423,297.93
TBID SUMMARY
Mammoth Lakes Tourism
2022-23 TBID Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Wages & Payroll Taxes $ 36,975.05 $ 36,975.05 $ 36,029.05 $ 35,083.05 $ 35,083.06 $ 35,083.06 $ 35,083.06 $ 35,083.06 $ 35,083.05 $ 35,083.05 $ 35,083.05 $ 35,083.05 $ 425,726.62 $ 439,578.71 ($13,852.09) -3.15% Overhead $ 10,440.00 $ 8,380.00 $ 4,720.00 $ 4,320.00 $ 6,900.00 $ 17,700.00 $ 18,900.00 $ 17,200.00 $ 15,200.00 $ 11,040.00 $ 5,100.00 $ 6,100.00 $ 126,000.00 $ 95,859.00 $30,141.00 31.44% Marketing $ 968,229.00 $ 149,204.00 $ 465,129.00 $ 229,404.00 $ 395,829.00 $ 1,354,142.63 $ 621,467.63 $ 484,092.63 $ 543,672.67 $ 191,717.63 $ 1,118,210.81 $ 382,429.00 $ 6,903,528.00 $ 4,104,908.00 $2,798,620.00 68.18% Sales $ 125,000.00 $ 500.00 $ 4,500.00 $ 2,000.00 $ - $ 2,000.00 $ 5,000.00 $ 5,000.00 $ 3,000.00 $ 2,000.00 $ 2,000.00 $ 4,000.00 $ 155,000.00 $ 77,500.00 $77,500.00 100.00% Communications & PR $ 13,750.00 $ 8,750.00 $ 14,750.00 $ 15,000.00 $ 10,500.00 $ 10,500.00 $ 10,000.00 $ 10,000.00 $ 9,500.00 $ 9,500.00 $ 9,500.00 $ 9,500.00 $ 131,250.00 $ 63,200.00 $68,050.00 107.67% TOTAL PROJECTED EXPENSES $1,154,394.05 $ 203,809.05 $ 525,128.05 $ 285,807.05 $ 448,312.06 $ 1,419,425.69 $ 690,450.69 $ 551,375.69 $ 606,455.72 $ 249,340.68 $ 1,169,893.86 $ 437,112.05 $ 7,741,504.62 $ 3,877,213 $3,864,291.75 99.67% TOTAL PROJECTED REVENUES $ 522,000.00 $ 419,000.00 $ 236,000.00 $ 216,000.00 $ 345,000.00 $ 885,000.00 $ 945,000.00 $ 860,000.00 $ 760,000.00 $ 552,000.00 $ 255,000.00 $ 305,000.00 $ 6,300,000.00 $ 4,792,957 $1,507,043.00 31.44% TOTAL PROJECTED RESERVE USE $ - $ - $ 39,127.53 $ - $ - $ 1,043,302.97 $ - $ 198,140.34 $ - $ - $ 160,933.78 $ - $ 1,441,504.62 Projected 2022-23 Cash Flow $ (632,394.05) $ 215,190.95 $ (250,000.52) $ (69,807.05) $(103,312.06) $ 508,877.29 $ 254,549.32 $ 506,764.66 $ 153,544.28 $ 302,659.32 $ (753,960.08) $ (132,112.05) $ 0.00 Available TBID Reserves
TBID Reserve Funding (CDARS) $ 4,502,378 $ 4,502,378.39 Total Reserve $ 4,502,378.39
OVERHEAD - TBID
Mammoth Lakes Tourism
2022-23 TBID Budget
Expense Accounts July August September October November December January February March April May June Total % Change LY $ Totals $ Change YOY YOY
TOML Processing Fee 2% 62380-T $ 10,440 $ 8,380 $ 4,720 $ 4,320 $ 6,900 $ 17,700 $ 18,900 $ 17,200 $ 15,200 $ 11,040 $ 5,100 $ 6,100 $ 126,000 $ 95,859 $30,141.00 31% Totals: $ 10,440 $ 8,380 $ 4,720 $ 4,320 $ 6,900 $ 17,700 $ 18,900 $ 17,200 $ 15,200 $ 11,040 $ 5,100 $ 6,100 $ 126,000
MARKETING
Mammoth Lakes Tourism
2022-23 TBID Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Air Service 63010-T $ -
United Airlines Subsidy $ 294,650.00 $ - $ - $ - $ - $ 755,000.00 $ - $ - $ - $ - $ 655,000.00 $ 120,350.00 $ 1,825,000.00 $ 1,710,000.00 $ 115,000.00 6.73% Advanced Airlines Subisdy $ - $ - $ 200,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 200,000.00 $ - $ 200,000.00 Air Service Transportation Subsidy & MMH Diversions $ - $ - $ - $ - $ - $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 2,500.00 $ - $ 300,000.00 $ - $ 325,000.00 $ - $325,000.00 $ -
Total by Month 63010-T $ 294,650.00 $ - $ 200,000.00 $ - $ - $ 762,500.00 $ 7,500.00 $ 7,500.00 $ 2,500.00 $ - $ 955,000.00 $ 120,350.00 $ 2,350,000.00 $ 1,710,000.00 $ 640,000.00 37.43% Research - 63020-T
Ad Awareness, Vis Profile, Vis Volume Econ Impact $ 100,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 100,000.00 $ 125,000.00 ($25,000.00) -20.00% Airport Research $ 2,500.00 $ 2,500.00 $ 500.00 $ - $ - $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ - $ - $ 18,000.00 $ - $18,000.00 DMOcracy $ 9,500.00 $ 9,500.00 $ - $9,500.00
STR/Occupancy Reporting $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ - $12,000.00 Visa Vue Domestic Data $ 9,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 9,000.00 $ - $9,000.00 Total by Month 63020-T $ 122,000.00 $ 3,500.00 $ 1,500.00 $ 1,000.00 $ 1,000.00 $ 3,500.00 $ 3,500.00 $ 3,500.00 $ 3,500.00 $ 3,500.00 $ 1,000.00 $ 1,000.00 $ 148,500.00 $ 125,000.00 $23,500.00 18.80% Contract Services - 63040-T
The Shipyard Monthly Agency Fee $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 204,000.00 $ 150,000.00 $54,000.00 Meeting space $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,250.00 ($2,250.00) Total by Month 63040-T $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 17,000.00 $ 204,000.00 $ 152,250.00 $51,750.00 33.99% Giveaway Promotion - 63140-T
Travel Show Giveaway $ - $ - $ - $ - $ 2,000.00 $ 2,000.00 $ 2,000.00 $ - $ - $ - $ - $ - $ 6,000.00 $ 9,000.00 ($3,000.00) Total By Month 63140 $ - $ - $ - $ - $ 2,000.00 $ 2,000.00 $ 2,000.00 $ - $ - $ - $ - $ - $ 6,000.00 $ 9,000.00 ($3,000.00) Experiential - 63170-T
Fred Hall Outdoor Show Long Beach $ - $ - $ - $ - $ - $ - $ 14,000.00 $ 3,000.00 $ - $ - $ - $ - $ 17,000.00 $ 7,500.00 $9,500.00 Fred Hall Outdoor Show San Diego $ - $ - $ - $ - $ - $ - $ - $ - $ 3,000.00 $ - $ - $ - $ 3,000.00 $ 1,000.00 $2,000.00 Travel Adventure Shows (LA & SF) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 4,000.00 $ 4,000.00 $ - $ 8,000.00 InstaMeet $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,500.00 ($3,500.00) -100.00% Total by Month 63170-T $ - $ - $ - $ - $ - $ - $ 14,000.00 $ 3,000.00 $ 3,000.00 $ 4,000.00 $ 4,000.00 $ - $ 28,000.00 $ 12,000.00 $16,000.00 133.33% Dues and Subscriptions - 63180 - T
$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total By Month 63180 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 $ -
Lodging - 63191-T
Fred Hall Outdoor Show Long Beach $ - $ - $ - $ - $ - $ - $ - $ - $ 3,800.00 $ - $ - $ - $ 3,800.00 $ 3,800.00 $0.00 0.00% Fred Hall Outdoor Show San Diego $ - $ - $ - $ - $ - $ - $ - $ - $ 2,800.00 $ - $ - $ - $ 2,800.00 $ 2,800.00 $0.00 0.00% Travel Adventure Shows (LA & SF) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $ - $ 2,000.00 Kings Game activation $ - $ - $ - $ - $ - $ 500.00 $ - $ - $ - $ - $ - $ - $ 500.00 $ 250.00 $250.00 100.00% Total by Month 63191-T $ - $ - $ - $ - $ - $ 500.00 $ - $ - $ 6,600.00 $ 1,000.00 $ 1,000.00 $ - $ 9,100.00 $ 6,850.00 $2,250.00 32.85% Gas/Mileage - 63192-T
Various $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 3,600.00 $ 1,950.00 $1,650.00 Total by Month 63192-T $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 300.00 $ 3,600.00 $ 1,950.00 $1,650.00 84.62% Flights - 63193-T
Trade Shows $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 Total by Month 63193-T $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Incidentals - 63194-T
Misc. Incidentals $ - $ - $ - $ - $ - $ - $ - $ 450.00 $ 780.00 $ 200.00 $ 300.00 $ - $ 1,730.00 $ 1,430.00 $300.00 Total by Month 63194-T $ - $ - $ - $ - $ - $ - $ - $ 450.00 $ 780.00 $ 200.00 $ 300.00 $ - $ 1,730.00 $ 1,430.00 $300.00 20.98% Meals - 63200-T
Fred Hall Outdoor Show Long Beach $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ 1,000.00 $ 1,000.00 $0.00 Fred Hall Outdoor Show San Diego $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ - $ - $ - $ 1,000.00 $ 700.00 Travel Adventure Shows (LA & SF) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,000.00 $ 1,000.00 $ - $ 2,000.00 $ - Kings Game Activation $ - $ - $ - $ - $ - $ 100.00 $ - $ 100.00 $ - $ 100.00 $ - $ - $ 300.00 $ 150.00 $150.00 Total by Month 63200-T $ - $ - $ - $ - $ - $ 100.00 $ - $ 100.00 $ 2,000.00 $ 1,100.00 $ 1,000.00 $ - $ 4,300.00 $ 1,850.00 $2,450.00 132.43% Production - 63270-T*
Fishmas Signage $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,000.00 $ - $ - $ 7,000.00 $ 5,000.00 $2,000.00 40.00% Community Signage (stewardship) $ 3,500.00 $ - $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 7,000.00 $ - $ 14,500.00 $ 14,500.00 $0.00 0.00% Road Banners $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,500.00 $ - $ - $ 2,500.00 $ 2,500.00 $0.00 0.00% Stickers/Town/Fishing/Colors Map $ 4,000.00 $ 9,500.00 $ 1,500.00 $ - $ 10,000.00 $ - $ - $ - $ 2,500.00 $ - $ - $ 5,500.00 $ 33,000.00 $ 33,000.00 $0.00 0.00% Visitor Guide Design & Printing $ - $ - $ - $ 56,000.00 $ 8,000.00 $ 1,500.00 $ - $ - $ - $ - $ - $ - $ 65,500.00 $ 65,500.00 $0.00 0.00% Local Video/photo Series $ - $ 625.00 $ - $ 625.00 $ - $ - $ 625.00 $ - $ - $ 625.00 $ - $ - $ 2,500.00 $ 2,500.00 $0.00 0.00% Website Content (blogs/trip ideas/videos) $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 700.00 $ 8,400.00 $ 8,400.00 $0.00 0.00% USFS Video Permit Fees $ 300.00 $ 300.00 $ 300.00 $ 500.00 $ 300.00 $ 150.00 $ 300.00 $ 150.00 $ 150.00 $ 150.00 $ 300.00 $ 300.00 $ 3,200.00 $ 3,200.00 $0.00 0.00% MLT Video Assets $ - $ - $ - $ 3,500.00 $ - $ - $ - $ - $ - $ 3,500.00 $ - $ - $ 7,000.00 $ 7,000.00 $0.00 0.00% MLT Miscellaneous $ - $ 1,500.00 $ 1,750.00 $ 400.00 $ 250.00 $ 500.00 $ 150.00 $ 4,550.00 $ 4,550.00 $0.00 0.00% The Shipyard: No Small Adventure / Unreal - Brand spot $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,500.00 ($12,500.00) -100.00% Fall Execution $ - $ 25,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 25,000.00 $ 15,000.00 $10,000.00 66.67% Winter Execution $ - $ - $ - $ 50,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000.00 $ 20,000.00 $30,000.00 150.00% Summer Execution $ - $ - $ - $ - $ 50,000.00 $ - $ - $ - $ - $ 50,000.00 $ 25,000.00 $25,000.00 100.00% Video Production (New Brand Campaign) $ 474,000.00 $ - $ - $ - $ - $ - $ 125,000.00 $ - $ - $ - $ - $ 125,000.00 $ 724,000.00 $ 90,000.00 $634,000.00 704.44% Experiential $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 26,000.00 ($26,000.00) -100.00% Agency Production Travel $ 7,500.00 $ - $ 2,500.00 $ - $ - $ - $ 2,500.00 $ - $ - $ 2,500.00 $ - $ - $ 15,000.00 $ 15,000.00 $0.00 0.00% Contingency $ 10,000.00 $ - $ 10,000.00 $ - $ - $ 10,000.00 $ - $ - $ 10,000.00 $ - $ - $ 10,000.00 $ 50,000.00 $ 20,000.00 $0.00 0.00% Total by Month 63270-T $ 500,000.00 $ 36,125.00 $ 17,000.00 $ 111,825.00 $ 19,500.00 $ 14,600.00 $ 130,025.00 $ 51,600.00 $ 14,350.00 $ 17,475.00 $ 8,150.00 $ 141,500.00 $ 1,062,150.00 $ 369,650.00 $692,500.00 187.34% Website Development and Maintenance- 66020 - T
New Website & CRM management systems $ - $ - $ 100,000.00 $ - $ - $ 100,000.00 $ - $ - $ 100,000.00 $ - $ - $ - $ 300,000.00 $ - Total By Month 66020 $ - $ - $ 100,000.00 $ - $ - $ 100,000.00 $ - $ - $ 100,000.00 $ - $ - $ - $ 300,000.00 $ - $300,000.00 #DIV/0! Search Engine Optimization (SEO) - 66030 - T
SEO Reporting; Optimization $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,500.00 $ 2,500.00 $ 5,000.00 $ 5,000.00 $0.00 0.00% Total By Month 66030 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,500.00 $ 2,500.00 $ 5,000.00 $ 5,000.00 $0.00 0.00% Media - 66060-T**
DogTrekker $ 12,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,000.00 $ - $ 12,000.00 MLT Social: Boosted Posts $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 12,000.00 $ - $ 12,000.00 In-destination campaigns: Google, Local Messaging $ 5,000.00 $ 5,000.00 $ 5,000.00 $ 2,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 5,000.00 $ 5,000.00 $ 45,000.00 $ - $ 45,000.00 Local Air Marketing $ 10,000.00 $ 5,000.00 $ - $ 5,000.00 $ 5,000.00 $ 9,500.00 $ 3,500.00 $ 6,500.00 $ 3,500.00 $ 3,500.00 $ 5,500.00 $ 500.00 $ 57,500.00 $ - $ 57,500.00 The Shipyard: No Small Adventure / Unreal $ -
Rich Media $ - $ - $ 5,000.00 $ 10,000.00 $ 17,500.00 $ 19,318.18 $ 19,318.18 $ 19,318.18 $ 19,318.18 $ 6,818.18 $ 5,659.09 $ 4,500.00 $ 126,749.99 $ - $ 126,749.99 #DIV/0! Video $ - $ 14,134.50 $ 26,634.50 $ 25,000.00 $ 87,500.00 $ 115,909.09 $ 115,909.09 $ 115,909.09 $ 115,909.09 $ 40,909.09 $ 33,954.55 $ 27,000.00 $ 718,769.00 $ 333,000.00 $385,769.00 115.85% Native Content Partnerships $ - $ 10,714.00 $ 19,464.00 $ 17,500.00 $ 58,750.00 $ 77,272.73 $ 77,272.73 $ 77,272.73 $ 73,272.77 $ 27,272.73 $ 22,636.36 $ 18,000.00 $ 479,428.05 $ 145,000.00 $334,428.05 230.64% Display $ - $ 18,866.00 $ 25,116.00 $ 12,500.00 $ 43,750.00 $ 57,954.55 $ 57,954.55 $ 57,954.55 $ 57,954.55 $ 20,454.55 $ 16,977.27 $ 13,500.00 $ 382,982.02 $ 463,100.00 ($80,117.98) -17.30% Out of Home $ - $ - $ - $ - $ 50,000.00 $ 50,000.00 $ 50,000.00 $ - $ - $ - $ - $ - $ 150,000.00 $ - $150,000.00 #DIV/0! Social (non-video) $ - $ 12,857.00 $ 17,857.00 $ 10,000.00 $ 30,000.00 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 13,636.36 $ 11,318.18 $ 9,000.00 $ 259,213.98 $ 412,250.00 ($153,036.02) -37.12% Air Tactical Marketing $ - $ 15,000.00 $ 18,750.00 $ 7,500.00 $ 28,750.00 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 13,636.36 $ 11,318.18 $ 9,000.00 $ 258,499.98 $ 230,000.00 $28,499.98 12.39% Search Engine Marketing (SEM) $ - $ 3,428.50 $ 5,928.50 $ 5,000.00 $ 27,500.00 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 38,636.36 $ 13,636.36 $ 11,318.18 $ 9,000.00 $ 230,356.98 $ 81,650.00 $ 148,706.98 182.13% Total by Month 66060-T $ 28,000.00 $ 86,000.00 $ 124,750.00 $ 95,500.00 $ 352,750.00 $ 449,863.63 $ 443,863.63 $ 396,863.63 $ 389,863.67 $ 143,863.63 $ 124,681.81 $ 96,500.00 $ 2,732,500.00 $ 1,665,000.00 $ 1,067,500.00 64.11% Hardware/Software - 66120-T
Miscellaneous $ - $ - $ 500.00 $ 500.00 $ - $ 500.00 $ - $ 500.00 $ 500.00 $ - $ - $ - $ 2,500.00 $ 5,000.00 ($2,500.00) Computers $ 3,000.00 $ 3,000.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,000.00 Adobe License $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 160.00 $ 1,920.00 $ 1,200.00 $720.00 Total By Month 66120 $ 3,160.00 $ 3,160.00 $ 660.00 $ 660.00 $ 160.00 $ 660.00 $ 160.00 $ 660.00 $ 660.00 $ 160.00 $ 160.00 $ 160.00 $ 10,420.00 $ 6,200.00 $4,220.00 68.06% Hosting - 66130-T
Website hosting $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 520.00 $ 6,240.00 $ 6,240.00 $0.00 0.00% Email Marketing $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 30,000.00 $ 31,000.00 ($1,000.00) -3.23% Sprout Social Analytics $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 99.00 $ 1,188.00 $ 1,188.00 $0.00 0.00% Survey Monkey $ - $ - $ 800.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 800.00 $ 300.00 $500.00 166.67% Total By Month 66130 $ 3,119.00 $ 3,119.00 $ 3,919.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 3,119.00 $ 38,228.00 $ 38,728.00 ($500.00) -1.29% $ 968,229.00 $ 149,204.00 $ 465,129.00 $ 229,404.00 $ 395,829.00 ########### $ 621,467.63 $ 484,092.63 $ 543,672.67 $ 191,717.63 $ 1,118,210.81 $ 382,429.00 $ 6,903,528.00 $ 4,104,908.00 $ 2,798,620.00 68.18% ** Media placements are subject to change based on
contract negotiations, performanc and awareness of
campaigns.
SALES
Mammoth Lakes Tourism
2022-23 TBID Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Promotions/Videos - 64100-T
International Native Language Videos $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Total by Month 63052-T $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Agency Fees - 64090-T
Black Diamond (UK) $ 30,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 30,000 $ 22,000 $8,000.00 36% Gate 7 (Australia) $ 39,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 39,000 $ 22,000 $17,000.00 77% MSI (Germany) $ 12,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,500 $ 8,500 $4,000.00 47% AviaReps (Italy / Spain) $ 12,500 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,500 $ 5,000 $7,500.00 150% Sartha Global (India) $ 20,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 20,000 $ 5,000 $15,000.00 300% Chinese Agency $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $0.00 #DIV/0! Altantic Link (Scandinavian Agency) $ 11,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 11,000 $ 5,000 $6,000.00 120% Total by Month 63052-T $ 125,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 125,000 $ 67,500 $57,500.00 85% Fam Trips - 64110-T
Airfare / Airport Transfers $ - $ - $ 500 $ - $ - $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 1,000 $ 4,500 $ 4,500 $0.00 0% Rooms $ - $ 500 $ 2,000 $ 1,000 $ - $ 500 $ 2,000 $ 2,000 $ 1,000 $ 500 $ 500 $ 1,000 $ 11,000 $ 6,000 $5,000.00 83% Meals $ - $ - $ 2,000 $ 1,000 $ - $ 500 $ 2,000 $ 2,000 $ 1,000 $ 500 $ 500 $ 1,000 $ 10,500 $ 6,500 $4,000.00 62% Activities $ - $ - $ - $ - $ - $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 1,000 $ 4,000 $ 4,000 $0.00 0% Total by Month 64110-T $ - $ 500 $ 4,500 $ 2,000 $ - $ 2,000 $ 5,000 $ 5,000 $ 3,000 $ 2,000 $ 2,000 $ 4,000 $ 30,000 $ 21,000 $9,000.00 43% $ 125,000 $ 500 $ 4,500 $ 2,000 $ - $ 2,000 $ 5,000 $ 5,000 $ 3,000 $ 2,000 $ 2,000 $ 4,000 $ 155,000 $ 88,500 $66,500.00 75%
COMMUNICATIONS/PR
Mammoth Lakes Tourism
2022-23 TBID Budget
% Change
Expense Accounts July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Airfare - 65011-T $ 1,000 $ 1,000 $ 5,000 $ 5,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 20,000 $ 4,000 $16,000.00 400% Total by Month 65011-T $ 1,000 $ 1,000 $ 5,000 $ 5,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 20,000 $ 4,000 $16,000.00 400% Lodging - 65012-T $ 1,000 $ 1,000 $ 2,000 $ 2,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 14,000 $ 4,000 $10,000.00 250% Total by Month 65011-T $ 1,000 $ 1,000 $ 2,000 $ 2,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 14,000 $ 4,000 $10,000.00 250% Meals - 65013-T $ 500 $ 500 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 11,000 $ 4,000 $7,000.00 175% Total by Month 65011-T $ 500 $ 500 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 11,000 $ 4,000 $7,000.00 175% Transportation - 65015-T $ 500 $ 500 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 500 $ 500 $ 500 $ 500 $ 9,000 $ 2,000 $7,000.00 350% Total by Month 65011-T $ 500 $ 500 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 500 $ 500 $ 500 $ 500 $ 9,000 $ 2,000 $7,000.00 350% Entertainment - 65020-T $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000 $ 2,000 $4,000.00 200% Total by Month 65011-T $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 6,000 $ 2,000 $4,000.00 200% Promotional - 65060-T
Promotional Items / Gifts $ 5,000 $ - $ - $ - $ - $ - $ - $ 5,000 $ - Writing $ 250 $ 250 $ 250 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 500 $ 5,250 Influencer Fees $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,500 $ 4,500 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 49,000 Video/Photography $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 12,000 Total by Month 65060-T $ 10,250 $ 5,250 $ 5,250 $ 5,500 $ 6,000 $ 6,000 $ 5,500 $ 5,500 $ 5,500 $ 5,500 $ 5,500 $ 5,500 $ 71,250 $ 31,200 $40,050.00 128% $ 13,750 $ 8,750 $ 14,750 $ 15,000 $ 10,500 $ 10,500 $ 10,000 $ 10,000 $ 9,500 $ 9,500 $ 9,500 $ 9,500 $ 131,250 $ 63,200 $ 68,050 108%
ANTICIPATED TBID REVENUE
Mammoth Lakes Tourism
2022-23 TBID Budget
% Change
July August September October November December January February March April May June Total LY $ Totals $ Change YOY YOY Lodging $ 200,000 $ 150,000 $ 75,000 $ 75,000 $ 75,000 $ 275,000 $ 275,000 $ 250,000 $ 215,000 $ 150,000 $ 75,000 $ 90,000 $ 1,905,000 $ 1,294,668 $ 610,332 47% Retail $ 155,000 $ 130,000 $ 80,000 $ 70,000 $ 100,000 $ 210,000 $ 195,000 $ 180,000 $ 170,000 $ 125,000 $ 85,000 $ 115,000 $ 1,615,000 $ 1,096,800 $ 518,200 47% Restaurant $ 130,000 $ 100,000 $ 70,000 $ 65,000 $ 80,000 $ 140,000 $ 175,000 $ 155,000 $ 150,000 $ 102,000 $ 60,000 $ 80,000 $ 1,307,000 $ 1,070,825 $ 236,175 22% Ski Area $ 37,000 $ 39,000 $ 11,000 $ 6,000 $ 90,000 $ 260,000 $ 300,000 $ 275,000 $ 225,000 $ 175,000 $ 35,000 $ 20,000 $ 1,473,000 $ 1,330,665 $ 142,335 11% $ 522,000 $ 419,000 $ 236,000 $ 216,000 $ 345,000 $ 885,000 $ 945,000 $ 860,000 $ 760,000 $ 552,000 $ 255,000 $ 305,000 $ 6,300,000 $ 4,792,958 $ 1,507,042 31% Reserve Use $ - $ - $ 39,128 $ - $ - $ 1,043,303 $ - $ 198,140 $ - $ - $ 160,934 $ - $ 1,441,505 $ - $ 1,441,505 #DIV/0! TOTAL $ 522,000 $ 419,000 $ 275,128 $ 216,000 $ 345,000 $ 1,928,303 $ 945,000 $ 1,058,140 $ 760,000 $ 552,000 $ 415,934 $ 305,000 $ 7,741,505 $ 4,792,958 $ 2,948,547 62% TBID Reserve Funding (CDARS) $ 4,502,380 $ 4,502,380
$ -
Total Reserves $ 4,502,380
Revised 2022-23 Budget Cycle Funding Allocation
Measure A
Measure A 2021-22 Measure A 2022-23 YOY $ Change YOY % Change Wages & Payroll Taxes $ 439,578.71 $ 425,726.62 $ (13,852.09) -3% Employee Benefits $ 97,000.00 $ 110,400.00 $ 13,400.00 14% Overhead $ 145,550.00 $ 200,275.00 $ 54,725.00 38%
Marketing $ 1,043,962.86 $ 1,193,116.50 $ 149,153.64 14% Sales $ 293,500.00 $ 393,000.00 $ 99,500.00 34%
Communications $ 261,450.00 $ 302,053.00 $ 40,603.00 16% Special Events $ 261,569.00 $ 423,219.00 $ 161,650.00 62% Total Expenses $ 2,542,610.57 $ 3,047,790.12 $ 505,179.55 20% Projected Revenue $ 2,392,279.00 $ 3,047,790.12 $ 655,511.12 27% TBID
TBID 2021-22 TBID 2022-23 YOY $ Change YOY % Change
Wages & Payroll Taxes $ 439,578.71 $ 425,726.62 $ (13,852.09) 0% Employee Benefits $ - $ - $ - 0%
Overhead $ 95,859.00 $ 126,000.00 $ 30,141.00 31%
Marketing $ 4,104,908.00 $ 6,903,528.00 $ 2,798,620.00 68% Sales $ 77,500.00 $ 155,000.00 $ 77,500.00 100%
Communications $ 63,200.00 $ 131,250.00 $ 68,050.00 108% Total Expenses $ 4,781,045.71 $ 7,741,504.62 $ 2,960,458.91 62% Projected Revenue $ 4,792,957.00 $ 7,741,504.62 $ 2,948,547.62 62% Combined - Overall Budget
Combined 2021-22 Combined 2022-23 YOY $ Change YOY % Change Wages & Payroll Taxes $ 879,157.42 # $ 851,453.24 $ (27,704.18) -3% Employee Benefits $ 97,000.00 # $ 110,400.00 $ 13,400.00 14% Overhead $ 241,409.00 # $ 326,275.00 $ 84,866.00 35%
Marketing $ 5,148,870.86 # $ 8,096,644.50 $ 2,947,773.64 57% Sales $ 371,000.00 # $ 548,000.00 $ 177,000.00 48%
Communications $ 324,650.00 # $ 433,303.00 $ 108,653.00 33% Special Events $ 261,569.00 $ 423,219.00 $ 161,650.00 62% Total Expenses $ 7,323,656.28 $ 10,789,294.74 $ 3,465,638.46 47% Projected Revenue $ 7,185,236.00 $ 10,789,294.74 $ 3,604,058.74 50%
Mammoth Lakes Tourism Budget Progression
2011-12 Budget Measure A TBID % of Total Notes
NO TBID G&A total = 30.11% (wages, benefits, overhead)
Wage & Benefits $ 627,156.53 $ 627,156.53 24.49% Included all inherited TOML staff Overhead $ 143,693.37 $ 143,693.37 5.61% Overhead included building loan payoff Marketing $ 1,463,329.23 $ 1,463,329.23 57.15%
Sales $ 157,950.00 $ 157,950.00 6.17%
Communications $ 168,325.00 $ 168,325.00 6.57%
Total Budgeted Expense $ 2,560,454.13 $ 2,560,454.13
Estimated Revenue $ 2,572,104.00 $ 2,572,104.00
Budgeted Reserve/Shortfall $ 11,649.87 Drought Year #1
2012-13 Budget Measure A TBID % of Total Notes
NO TBID G&A total = 34.81% (wages, benefits, overhead)
Wage & Benefits $ 523,688.32 $ 523,688.32 27.72% Reduced salary expenses by $104,000 Overhead $ 134,056.00 $ 134,056.00 7.10% Added Marketing Assistant Position Marketing $ 972,530.10 $ 972,530.10 51.48%
Sales $ 112,025.00 $ 112,025.00 5.93%
Communications $ 147,025.00 $ 147,025.00 7.78%
Total Budgeted Expense $ 1,889,324.42 $ 1,889,324.42 TOT exceeded budget by 8% ($868k) Estimated Revenue $ 2,236,549.76 $ 2,236,549.76
Budgeted Reserve/Shortfall $ 347,225.34 Drought Year #2 2013-14 Budget Measure A TBID % of Total Notes
G&A total = 12.27% (wages, benefits, overhead)
Wage & Benefits $ 544,723.45 $ 544,723.45 $ - 9.75% First year of TBID (10 months Sept-June) Overhead $ 140,776.23 $ 140,776.23 $ 78,287.67 2.52%
Marketing $ 4,362,663.90 $ 1,825,388.00 $ 2,537,275.90 78.08% Added Director of Communications in Sales $ 154,500.00 $ 127,650.00 $ 26,850.00 2.77% January of 2014 (only 6 months budgeted) Communications $ 306,250.00 $ 156,150.00 $ 150,100.00 5.48% TBID revenue fell short of budget $541k Total Budgeted Expense $ 5,587,201.25 $ 2,794,687.68 $ 2,792,513.57 TOT missed budget by 9.6% ($1.1M) Estimated Revenue $ 6,354,472.74 $ 2,440,089.00 $ 3,914,383.74 Drought Year #3 Budgeted Reserve/Shortfall $ 767,271.49 Measure A Revenue from TOML $1,990,589 2014-15 Budget Measure A TBID % of Total Notes
G&A total = 19.81% (wages, benefits, overhead)
Wage & Benefits $ 688,461.81 $ 688,461.81 $ - 16.44% Added Chamber Director in Oct. 2014 Overhead $ 140,952.40 $ 140,952.40 $ 75,799.80 3.37% (9 months budgeted) Marketing $ 2,789,184.35 $ 522,192.18 $ 2,266,992.17 66.62% TBID revenue fell short of budget $328k Sales $ 278,000.00 $ 215,000.00 $ 63,000.00 6.64% TOT only missed budget by 2.7% ($305k) Communications $ 290,000.00 $ 215,000.00 $ 75,000.00 6.93% Drought Year #4 Total Budgeted Expense $ 4,186,598.56 $ 1,781,606.39 $ 2,480,791.97 Budgeted to achieve surplus for reserves Estimated Revenue $ 6,266,195.00 $ 2,476,205.00 $ 3,789,990.00 Budgeted Reserve/Shortfall $ 2,079,596.44 Measure A Revenue from TOML $2,230,767 2015-16 Budget Measure A TBID % of Total Notes
Wage & Benefits $ 795,695.86 $ 795,695.86 12.57% G&A total = 14.53% (wages, benefits, overhead) Overhead $ 124,065.84 $ 124,065.00 $ 80,000.00 1.96% June 2015 started 10 months in a row Marketing $ 4,837,799.81 $ 928,348.50 $ 3,909,451.31 76.45% of record breaking TOT (avg. 25% ahead) Sales $ 200,300.00 $ 200,300.00 $ 44,000.00 3.17% TBID revenue up 26% ($1M) Communications $ 200,000.00 $ 200,000.00 $ 46,550.00 3.16% TOT to exceed budget by 30% ($3.5M) Total Budgeted Expense $ 6,328,410.67 $ 2,248,409.36 $ 4,080,001.31 Early snow in November Estimated Revenue $ 6,382,098.00 $ 2,382,098.00 $ 4,000,000.00 Budgeted Reserve/Shortfall $ 53,687.33 Measure A Revenue from TOML $2,153,760 2016-17 Budget Measure A TBID % of Total Notes
G&A total = 15.53% (wages, benefits, overhead)
Wage & Benefits $ 833,392.90 $ 833,300.92 $ - 11.56% Restructured staff eliminating Overhead $ 286,341.00 $ 194,241.00 $ 92,100.00 3.97% Director of Interactive position and Marketing $ 5,431,704.19 $ 934,142.97 $ 4,497,561.11 75.35% Hired new Content Manager Sales $ 406,400.00 $ 304,400.00 $ 102,000.00 5.64% TOT to exceed budget by 54% ($5.7M) Communications $ 250,950.00 $ 205,500.00 $ 45,450.00 3.48% TOT Budgeted at $11.65M Total Budgeted Expense $ 7,208,788.09 $ 2,471,584.89 $ 4,737,111.11 First year we budgeted in season pass to TBID Estimated Revenue $ 7,080,580.00 $ 2,474,580.00 $ 4,606,000.00 TBID to exceed budget by $1M Budgeted Reserve/Shortfall $ (128,208.09) Measure A Revenue from TOML $2,230,000 2017-18 Budget Measure A TBID % of Total Notes
Wage, Benefits & Payroll Taxes $ 942,594.56 $ 942,594.00 $ - 10.59% G&A total = 13.69% (wages, benefits, overhead) Overhead $ 276,160.00 $ 170,360.00 $ 105,800.00 3.10% Hired one additional FTYR employee Marketing $ 6,824,811.00 $ 882,895.00 $ 5,947,290.71 76.67% $980,575.82 over revenue budget Sales $ 590,550.00 $ 415,550.00 $ 175,000.00 6.63% $423,744.60 reinvested 2016-17 air subsidy savings Communications $ 267,800.00 $ 222,350.00 $ 48,050.00 3.01% $556,831.22 from TBID reserve (Approx. $2.7M) Total Budgeted Expense $ 8,901,915.56 $ 2,633,749.00 $ 6,276,140.71 MLT Measure A capped at $2,259,619 Estimated Revenue $ 7,770,318.96 $ 2,480,000.00 $ 5,290,000.00 Based on TOML TOT Budget at $12.5M Budgeted Reserve/Shortfall $ (1,131,596.60) Measure A Revenue from TOML $2,260,000 2018-19 Budget Measure A TBID % of Total Notes
G&A total = 18.07% (wages, benefits, overhead)
Wage, Benefits & Payroll Taxes $ 1,076,290.00 $ 1,076,300.00 $ - 14.40% Hiring one additional FTYR employee (events) Overhead $ 273,660.00 $ 183,660.00 $ 90,000.00 3.66% Overhead includes $90,560 in 2% TBID fee to TOML Marketing $ 5,330,950.00 $ 766,810.00 $ 4,564,140.00 71.35% $900,000 invested from TBID reserve $500 +$400k air Sales $ 531,000.00 $ 417,000.00 $ 114,000.00 7.11% (Appx. $2.0M remaining balance) Communications $ 260,000.00 $ 220,000.00 $ 40,000.00 3.48% MLT Measure A revenue capped at $2,440,000 Total Budgeted Expense $ 7,471,900.00 $ 2,663,770.00 $ 4,808,140.00 TBID revenue budgeted at $4,808,700 ( no pass $) Estimated Revenue $ 7,871,900.00 $ 2,400,000.00 $ 4,500,000.00 ($188,560) was from Tourism Reserve for Snowblitz Budgeted Reserve/Shortfall $ 400,000.00 Measure A Revenue from TOML $2,440,385 2019-20 Budget Measure A TBID % of Total Notes
G&A total = 15.53% (wages, benefits, overhead)
Wage, Benefits & Payroll Taxes $ 1,076,289.00 $ 1,076,289.00 $ - 14.34% Hiring 1 additional FTYR employee(s) Mktg Mgr.
Overhead $ 283,660.00 $ 183,660.00 $ 100,000.00 3.78% Special Events is a new budget category for 2019-20 Marketing $ 5,330,950.05 $ 766,810.05 $ 4,564,140.00 71.01% MLCC $260,000 out expense and revenue Sales $ 531,000.00 $ 417,000.00 $ 114,000.00 7.07% Overhead includes $100,166 in 2% TBID proc. fee to TOML Communications $ 260,000.00 $ 220,000.00 $ 40,000.00 3.46% Includes $150,000 for new 2019-20 Event Grant Funding Special Events $ 25,000.00 $ 25,000.00 $ - 0.30% Includes $100,000 for 2019-20 LA Kings Partnership Total Budgeted Expense $ 7,506,899.05 $ 2,688,759.05 $ 4,818,140.00 MLT Measure A revenue capped at $2,440,000 less MLCC Estimated Revenue $ 8,204,081.00 $ 2,700,000.00 $ 5,000,000.00 MLCC funds allocated from $2.44m of $260,000 Budgeted Reserve/Shortfall $ 697,181.95 Measure A Revenue from TOML $2,180,000 2020-21 Budget Measure A TBID % of Total Notes
Wage, Benefits & Payroll Taxes $ 949,141.00 $ 854,341.00 $ - 16.13% G&A total = 16.10% (wages, benefits, overhead) Overhead $ 197,902.46 $ 132,967.00 $ 64,935.46 3.36% MLCC $260,000 out expense and revenue Marketing $ 3,972,910.40 $ 261,883.00 $ 3,711,027.40 67.53% Overhead includes $64,935 in 2% TBID proc. fee to TOML Sales $ 354,750.00 $ 277,250.00 $ 77,500.00 6.03% Inc. Tourism Reserve $150,000 for Event Grant Funding Communications $ 193,175.00 $ 169,425.00 $ 23,750.00 3.28% Inc. Tourism Reserve $100,000 for 2020-21 LA Kings Special Events $ 215,319.00 $ 215,319.00 $ - 4.14% MLT Measure A revenue capped at $2,024,612 (less MLCC) Total Budgeted Expense $ 5,883,197.86 $ 1,911,185.00 $ 3,877,212.86 MLCC funds allocated from $2.024m of $273,000 Estimated Revenue $ 5,206,998.00 $ 1,960,225.00 $ 3,246,773.00 Budgeted Reserve/Shortfall $ (676,199.86) Measure A Revenue from TOML $1,751,642 2021-22 Budget Measure A TBID % of Total Notes
Wage, Benefits & Payroll Taxes $ 976,357.42 $ 536,778.71 $ 439,578.71 13.35% G&A total = 13.35% (wages, benefits, overhead) Overhead $ 241,359.15 $ 145,500.00 $ 95,859.15 3.30% Overhead includes $95,859 in 2% TBID proc. fee to TOML Marketing $ 5,149,500.86 $ 1,044,592.86 $ 4,104,908.00 70.40% Inc. Tourism Reserve $150,000 for Event Grant Funding Sales $ 382,000.00 $ 293,500.00 $ 88,500.00 5.22% Inc. Tourism Reserve $100,000 for 2021-22 LA Kings Communications $ 304,325.00 $ 257,125.00 $ 47,200.00 4.16% MLCC funds allocation $286k from from $2.621m Measure A Special Events $ 261,569.00 $ 261,569.00 $ - 3.57%
Total Budgeted Expense $ 7,315,111.43 $ 2,539,065.57 $ 4,776,045.86 Estimated Revenue $ 7,335,236.55 $ 2,542,279.00 $ 4,792,957.55 HUGE Dec snow (20'+) then drought Budgeted Reserve/Shortfall $ 20,125.12 Measure A Revenue from TOML $2,335,150 Proposed 2022-23 Budget Measure A TBID % of Total Notes Wage, Benefits & Payroll Taxes $ 961,853.24 $ 536,126.62 $ 425,726.62 8.91% G&A total = 11.93% (staff wages, benefits & overhead) Overhead $ 326,275.00 $ 200,275.00 $ 126,000.00 3.02% TBID Overhead includes $126k in 2% TBID proc. fee to TOML Marketing $ 8,096,644.50 $ 1,193,116.50 $ 6,903,528.00 75.04% No MLCC, Host Progam or Fish Stocking expenses for 2022-23 Sales $ 548,000.00 $ 393,000.00 $ 155,000.00 5.08% Includes Tourism Reserve $100k for 2022-23 LA Kings Communications $ 433,303.00 $ 302,053.00 $ 131,250.00 4.02% Special Events $ 423,219.00 $ 423,219.00 $ - 3.92% includes $1,441,505 TBID Reserve Use Total Budgeted Expense $ 10,789,294.74 $ 3,047,790.12 $ 7,741,504.62 Includes $300,000 Measure A Special Event Reserve Use Estimated Revenue $ 10,789,294.74 $ 3,047,790.12 $ 7,741,504.62 Includes $422,389.12 Measure A Reserve Use Budgeted Reserve/Shortfall $ - $ - $ - Measure A Funding from TOML capped at $2,000,000
MLT Second Draft Deliverables 4-20-22
Mammoth Lakes Tourism
FY 2022-23 - DELIVERABLES
The FY 2022-23 deliverables reflect MLT’s commitment to a community-first approach in presenting the Town of Mammoth Lakes to our residents and visitors and in maintaining our brand awareness in existing and emerging destination markets. Stewardship for our community and environment are paramount.
I. Overarching Organization Strategy: Community Vision of Sustainable Revenue Generation The Town of Mammoth Lakes continues to thrive as a tourism-based destination from the revenues associated with visitation. Mammoth Lakes Tourism will continue to work to maximize revenues for our businesses and the Town while taking the lead role in education, stewardship, and responsible travel.
Balancing resident quality of life, environmental protection and economic prosperity will be the ongoing focus. Considering staffing challenges throughout the town, more people or 100% occupancy is no longer the goal; instead, the focus will be on enhancing the experience of our visitors, and our locals, while maximizing revenues.
In this case, “sustainable” means “to be able to be maintained at a certain level or rate” and “to use a resource without it being depleted or permanently damaged” such as our natural recreation resources.
II. Overarching Organization Objectives:
1. Increased Brand and Community Awareness
2. Enhanced Community Engagement and Communications
3. Access and Mobility Awareness and Expansion
III. Overarching Organization Deliverables:
A. Achieve $23m in TOT revenues for FY 2022-23 with 6 months at $2m+ and 5 months at $1m+.
B. Achieve $6m in TBID revenues for FY 2022-23 via increased length of stay & visitor spend.
C. Increase midweek blended average occupancy in January, February & March from 59.5% to 62% by significantly increasing investment for destination marketing for winter 2022-23.
D. Enplanement goals for FY 2022-23 of 4,500 at MMH and 15,000 at BIH (goal of 10,000+ at MMH in the coming years).
E. Renew TBID (10-years) by September 2022 and achieve 66% support from assessed businesses.
F. Coordinate with TOML, MLH, MLR, MMSA, USFS and other entities to begin developing a comprehensive Sustainable Destination Management Plan for our future success.
G. Create a NPS (net promoter score) baseline for community perspective by April 2023. This is to set a baseline of “How likely are you to recommend Mammoth Lakes as a vacation destination?”
MLT Second Draft Deliverables 4-20-22
I. Increased Brand and Community Awareness:
1. Responsible Travel & Visitor Education
A. Heavily educate via stewardship messaging to visitors both before they arrive and while they are here and promote alternative activities/locations to limit overcrowding in popular recreation areas. Focus 75%+ of summer 2022 marketing spend on stewardship & visitor education efforts.
B. Achieve five (5) quality (2m+ UVM) domestic PR summer story placements with community stewardship talking points included.
2. Domestic Marketing
A. Develop air service marketing plan for potential new markets starting in winter 2023-24.
B. Major marketing focus on midweek winter visitation to minimize the off-peak periods.
C. Email database growth increase by 10% (approx. 1,300) as compared to FY 2021-22 numbers.
D. Launch new brand campaign with focus on stewardship by Oct 2022.
E. Design and launch future-proof, mobile-first website based on new brand campaign by April 2023 and set new baseline for all web stats (i.e., page views, unique users, etc.)
3. Multi-Season & Need Period Opportunities
A. Emphasize marketing of fall months to re-establish and stabilize TOT revenues in September at $1+ million and October at $800,000+ for 2022.
B. Host 2 international media visits and 3 domestic media visits to promote fall through story placements.
4. Public Relations / Communications
A. Coordinate 20 high quality domestic media (non-syndicated) placements over 2021-22.
B. Achieve 10% growth in unique impressions domestically over 2021-22 (non-syndicated).
C. Coordinate 12 high quality international media placements over 2021-22.
D. Achieve 10% growth in impressions internationally over 2021-22.
E. Host 15 domestic and 5 international highly qualified media visits.
F. Host the Midwest Travel Journalists Assoc from Oct. 5-9 focused on fall & air service messaging.
G. Promote high altitude training through Crib visitation and collaboration with Mammoth Track Club (Olympic focus). Host 40 athletes throughout the year and incorporate stewardship messaging in content.
5. International Marketing
A. Work with Visit California and Alterra to re-establish visitation from key international markets with initial focus on the United Kingdom, Australia, Canada, Latin America, India, and Europe.
B. Host 5 travel trade FAM trips to promote Mammoth Lakes as a year-round destination.
C. Increase the international traffic on VisitMammoth.com by 20%. Symphony dashboard to track.
MLT Second Draft Deliverables 4-20-22
D. Represent MLT at 8-10 international trade and media sales missions / industry conferences to promote Mammoth Lakes as a year-round destination.
II. Enhanced Community Engagement and Communications
1. Local Promotion and Advertising Programs
A. Create advertising and promotion plans (including work with MLCC, Lodging and Restaurant Associations) for local outreach both to residents and visitors for restaurants, retail, activities, gift cards, air programs, events, etc.
B. Track website pass-throughs to local businesses and events and achieve 5% (approx. 14K) increase over 2021-22 actuals.
2. Public Engagement and Outreach
A. Continue Community Coffee events, virtually, with a goal of 40+ participants monthly.
B. Distribute 5-in-5 weekly via email – grow email distribution list by 20% percent.
C. Monthly Tourism Insights email – grow email distribution list by 10% percent.
D. Host an annual open house in Spring 2023 with a goal of 50 attendees.
E. Expand board member engagement including their roles and expectations within the community.
F. Work with global research leaders to provide actionable recommendations for engaging residents/businesses by November 2022.
3. Local Partnerships
A. Assist TOML in the marketing of the workforce housing program to help educate locals on efforts to mitigate the ongoing housing crisis.
B. Craft a communications plan to promote the ESCCRP 50,000-acre wildfire reduction effort (“The Donut”) and the preventative steps being done to protect Mammoth Lakes. Have staff participate in the Citizens Wildfire Academy
C. Continue to participate in, and provide promotional support for, Camp Like a Pro program.
4. (B2C) – Banners & Signage
A. MLT to produce quality banner product promoting 4-seasons and work with TOML to replace broken banners, hardware and hang banners as needed. Banners should go up in April and down in November and replaced by lighted snowflakes November through April.
B. Coordinate with TOML to secure digital safety and event message board on the corner of Old Mammoth Road and Main Street by summer/fall 2022.
C. Explore installing digital kiosks in key locations of town to provide real-time guest information and stewardship messaging on touch screen monitors.
5. Experience & Attractions: Event Promotion/Support
MLT Second Draft Deliverables 4-20-22
A. Increase budget to $300,000 (31% increase YOY) for 2022-23 event grant funding cycle for events in spring, summer, fall 2023 including a new Tier 1 event to fill off-peak event calendar.
B. Expand event promotion/advertising plan for summer 2022 to include campground hosts.
C. Develop an event survey to better understand visitor use, event success and local economic impact and implement for 2022-23 season.
III. Access and Mobility Awareness and Expansion
1. Air Access
A. MLT to continue to support MMH Airport and scheduled charter air service through marketing efforts, airline contracting, and subsidy negotiation and payments.
B. Explore possible expansion to year-round service at MMH and BIH in spring 2023.
C. Work towards adding one new carrier, one new market & upgraded aircraft type to BIH for Winter 2023-24.
D. Look at additional scheduled charter markets in California and the region for winter 2023-24.
2. Air Service Promotion
A. Increase marketing funding for both commercial and scheduled charter services by at least 60%.
B. Promote local air discount programs to encourage both commercial and scheduled charter flying to fill outbound, off-peak flights and increase number of locals’ discount codes requested/distributed by 5% over winter 2021-22.
C. Track fluctuations in BIH air service via NPS scores related directly to “visiting Mammoth Lakes”. Benchmark set at 79. Work with the TOML, business partners, transportation providers, MLCC and MMSA to reach an NPS score of 81 for summer 2022 and winter 2022-23 air visitors.
3. Regional Mobility
A. Continue to assist with coordination and subsidization of transportation services for air passengers arriving at BIH and MMH.
B. Actively seek additional rental car options for both BIH and MMH.
C. Develop comprehensive action plan for crisis management of winter highway closures and diversion plans for scheduled charter from MMH to BIH.