555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Memorandum
Date: December 17, 2021 (revised 1/27/2022)
To: Shellan Rodriguez, The Pacific Companies
From: Katy Cole and Angelica Rocha; Fehr & Peers
Subject: The Parcel Parking Management Plan: Phase 1 Parking Management Strategies and Monitoring Plan
SD21-0421
The purpose of this Phase 1 Parking Management Strategies and Monitoring Plan (“the Plan”) is to summarize strategies that will help reduced parking demand at The Parcel Phase 1 (“the Project”) and to identify a process for monitoring the parking demand to determine if the supply is adequate to serve the needs of the development.
The plan satisfies the Condition of Approval #85 within Exhibit B of Resolution NO. 21-10 for Phase I development which states:
Prior to the issuance of the first Certificate of Occupancy for a housing unit, the developer shall provide a parking management plan for final approval by the Town Council that demonstrates how alternative modes of transportation will reduce the parking needs for the project with consideration for the entire master planned area. Identified solutions shall be primarily derived from the Town’s mobility planning efforts, including both accepted and adopted documents and should be in place prior to the issuance of the first Certificate of Occupancy. The parking management plan, that will be developed in coordination with the Town, should include clear metrics and triggers that allow additional parking to be provided for the project, with consideration for the master planned area, if the management plan does not achieve its goal. 1
Strategies outlined in The Plan were created in collaboration with The Pacific Companies and The Town of Mammoth Lakes (“the Project Team”) and are consistent with the parking requirements approved for The 2021 Parcel Master Plan. We provide additional strategies for the Project Team to consider, however, these strategies are not required as a condition of approval. 1 Town of Mammoth Lakes, Resolution 21-10, Exhibit B (2021)
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Lastly, the Plan outlines the process for monitoring parking from the pre-construction phase through varying levels of occupancy. After the project is fully occupied, monitoring should occur every two years for six years after the project is fully occupied. This monitoring effort includes a parking occupancy study and resident surveys. This combined approach is encouraged to enhance resident experience and manage conflict with adjacent landowners but is not required as part of the project’s condition of approval.
Parking Requirements and Proposed Management Strategies The following section outlines parking requirements identified in The 2021 Parcel Master Plan and our recommendations for additional parking management strategies. Our team provided nine additional strategies for consideration by the project team in Table 1. The condition of approval does not require the project team to implement any of the recommendations listed beside the six requirements included in the approved master plan.
Each strategy was assigned to one of three “phase of implementation” categories: design & construction phase, project opening phase, and when parking demand is found to exceed parking supply. Design & Construction are strategies that require coordination prior to project construction. Strategies for project opening should be implemented as soon as the project is built, and residents begin to occupy units. Strategies identified for when parking demand is found to exceed parking supply should be considered after parking occupancy study flags a supply issue.
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555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com Table 1: Project Parking Requirements and Proposed Management Strategies # Strategy Category
Included
in Master
Plan
Proposed
by
Consultant
Description Implementing
Party
Responsible
Party
Phase of
Implementation
1 Long-term bicycle
parking (90% of ratio)
Building Design
Elements X
Covered and protected bicycle parking
for storage at all times of day. Developer Property Owner Design &
Construction
(complete per
approved
drawings)
2 Short-term bicycle
parking (10% of ratio)
Building Design
Elements X
Bicycle racks located near building facility
entrances.
Developer Property
Manager
Design &
Construction
(complete per
approved
drawings)
3 On-street parking Building Design
Elements X
Additional on-street parking for guests or
overflow parking. Developer Developer
Design &
Construction
(complete as per
approved
drawings)
4 On-site transit stops Building Design
Elements X
Design and placement of on-site transit
stops to increase access and ridership.
Transit stop design should include bus
shelter for use in all weather.
Developer &
Eastern Sierra
Transit
Authority
(ESTA)
Eastern Sierra
Transit
Authority
(ESTA)
Design &
Construction
(complete as per
approved
drawings)
5 Dedicated car and ride
share program space
Building Design
Elements X
Provide preferential and dedicated
parking space for a community shared car
(car not provided by management).
Developer Property
Owner
Design &
Construction &
Operating
6 Outlet for electric bicycle
charging in bike storage
room and common areas
Building Design
Elements X
Accessible outlets for residents to charge
their electric bicycle in bike storage room
and within common areas.
Developer Property
Manager
Design &
Construction
7 Active Parking
Management Program X
Staff responsible for parking
management (e.g., tenant not parking on
unpaved areas, not parking in front of
dumpsters, not parking on neighboring
properties).
Property
Manager
Property
Manager
Project Opening
& Operating
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8 Free educational
materials Program X
A guide with alternative mode
information such as bicycle
facilities/routes, transit routes, and
walking paths to key destinations.
Property
Manager
Property
Owner
Project Opening
& Operating
9 Gamification/Incentive
program
Program X
Create competitions around any mode
(biking competition, pedometer/walking
challenges), develop recognition
programs (Commuter of the Month, etc.)
and provide prizes.
Property
Manager
Property
Owner
Project Opening
& Operating
10 Assigned parking spot
and parking permit Program X
Assign parking space (if needed) and
provide parking permit at time of movein.
Property
Manager
Property
Owner
When parking
demand is found
to exceed parking
supply
11 Explore the possibility of
unbundling parking
spaces within financing
regulations
Parking Programs X
Leasing of parking spaces separate from
the unit rent.
Property
Manager
Property
Owner
When parking
demand is found
to exceed parking
supply
12 Commuter
information/trip planning
services
Program X
An on-site, one-stop shop for transit and
alternative commute information
providing education and support for easy
use of alternative modes.
Property
Manager
Property
Owner
When parking
demand is found
to exceed parking
supply
13 Carpool programs Program X
Carpool programs help carpools to form
by matching drivers and passengers.
Property
Manager
Property
Manager
When parking
demand is found
to exceed parking
supply
14 Bike share program Program X
A bike share program provides residents
with bicycles and locks and can help
eliminate trips made by car.
Property
Manager
Property
Manager
When parking
demand is found
to exceed parking
supply
Notes: Data compiled by Fehr & Peers, 2021.
Sources: The 2021 Parcel Master Plan (2021)
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Monitoring
The following section outlines a plan for monitoring parking supply and effectiveness of the parking reduction strategies listed in the previous section. To monitor parking, we suggest that a parking occupancy study be performed. Details on study methods, frequency, and reporting are listed below. In addition, we recommend the Project Team and/or future property manager conduct a resident survey to evaluate if the reduction strategies implemented are working.
Parking Occupancy Study
Parking monitoring should perform parking occupancy counts on streets adjacent to the project.
The project’s adjacent streets have limited on street parking, so illegal off-street parking should be monitored by the local jurisdiction with the help of the property management and adjacent property owners. If a parking issue occurs, it is anticipated it will be due to illegal parking in the summer months.
We recommend performing parking occupancy counts at the following times: pre-construction and post-occupancy study every two years.
To best capture typical conditions, counts should be conducted three-days in a row on a Tuesday, Wednesday, or Thursday. Counts should be conducted in the summer and winter to account for the seasonality of the Town. It is critical that the counts be collected on a ‘typical day’ in the study area and collection should not overlap with a public holiday.
The following streets should be considered for the parking occupancy study:
• Center St
• Shady Rest Rd
• Manzanita Rd
• Chaparral Rd
• Tavern Rd east of Laurel Mountain Rd
For each street segment within the monitoring area, the following parking occupancy data should be collected on three consecutive days during the two seasons identified above:
• Data should be collected on at least 3 consecutive days at three or four different time periods: 5AM, 12PM, 6PM, and 9PM. Note that parking demand at residential projects is highest at night (when everyone is home asleep); therefore, the nighttime and early morning counts are critical to the data collection.
• Number and location of legal on-street parking spaces (parking inventory) on each block. • Any restrictions or requirements that apply to the on-street parking spaces, such as no parking signs, meters, or specific time restrictions.
• Number and location of parked vehicles on each block.
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• Once occupied, the parking occupancy study will include an on-site component. Total onsite parking capacity (including covered parking stalls and guest parking) and total number of used and empty stalls should be collected.
Future changes in data collection methodologies and technologies may allow for more accurate, time efficient, and/or cost-efficient monitoring procedures than those outlined in this Plan.
Alternative methods may be used with written approval of TOML Staff.
Conducting the Study
The project team should define a strategy for how the parking occupancy study is conducted. We have identified three options for implementing the proposed parking occupancy study. • The developer can hire un-biased third-party consultant team to perform the study. • The developer can administer funds for the Town to procure an unbiased third-party consultant team to perform the study.
• Developer and/or property manager can conduct the study.
The Town should have the discretion to request a parking occupancy study if residential conflicts arise prior to the post-occupancy counts as stated below.
Study Timeline
Pre-construction (baseline) counts: Conduct a parking demand survey on identified streets after the project’s development application is approved and prior to start of project construction. This data will be crucial for understanding the existing parking demand of the area.
Post-occupancy counts: Conduct a parking demand survey on identified adjacent streets and an on-site survey. This study should be conducted 6-12 months after project is fully occupied or when the project is 85% to 95% occupied, whichever comes first.
Every Two-Years: Conduct a parking demand survey on identified adjacent streets and on-site every two years after reaching full-occupancy for a total of three occupancy studies. If the data does not reveal that parking demand exceeds parking supply within six years of full occupancy, the surveying can be discontinued.
If parking demand is found to exceed parking supply, the proposed parking management strategies should be applied. See Table 1 for implementable strategies when parking supply exceeds demand. A second count should be conducted 8 weeks after the implementation of any new strategy.
The Town of Mammoth Lakes has no official threshold for parking spillover from a new development project to date. The following situations should be used as a framework for assessing the parking supply issue after a parking occupancy study is performed:
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• Parking demand of new residents exceeds available spaces by more than 15% as collected during the parking occupancy surveys
• On-site parking occupancy is 85 percent or higher and on-street parking occupancy on nearby streets is 80 percent higher than baseline as collected during the parking demand surveys.
An additional occupancy study should be performed one year after issue is identified to test implemented management strategies.
Report findings: Study results should be submitted to TOML. Findings from study can be shared with Council through Staff, Developer, Property Manager, or hired consultant team.
Resident Survey
A resident survey should also be implemented to evaluate residential mode preferences, parking utilization, and effectiveness of the parking reduction strategies. Resident surveys should be performed in tandem with the bi-annual post-occupancy studies. Topics for questions should include vehicle ownership, travel pattern behavior, and overall resident parking satisfaction. First the survey can be administered virtually using an online survey platform. If participation is low, we encourage door-to-door solicitation of residents. The project team is encouraged to provide participants with an incentive (such as prizes, cash, etc.) to increase survey sample size. The Pacific Companies has an existing resident rewards program that will be implemented at the project and can be used for rewarding residents who participate in the survey.
555 West Beech Street | Suite 302 | San Diego, CA 92101 | (619) 234-3190 | Fax (619) 702-9345 www.fehrandpeers.com
Memorandum
Date: December 17, 2021 (revised 01-31-2022)
To: Shellan Rodriguez, The Pacific Companies
From: Katy Cole and Angelica Rocha; Fehr & Peers
Subject: The Parcel Parking Management Plan: Background Data and Document Review SD21-0421
The purpose of this memorandum is to determine if the proposed parking ratio for The Parcel (herein referred to as “the Project”) is appropriate given research of other similar projects and compared to regulations allowed in other cities. This memorandum provides a summary of background data, parking research, and additional data to support the project team (The Pacific Companies and Town of Mammoth Lakes) in determining optimum parking supply for the project. We have provided a summary of industry trends related to parking for multi-family and affordable housing. In addition, we summarize findings from available parking survey research conducted on existing affordable housing units that suggest reduced parking ratios are warranted. Lastly, we provide a list of municipal codes parking requirements of similar jurisdictions to the Town of Mammoth Lakes (“TOML” or “the Town”). The findings presented will inform the development of parking demand reduction strategies and a parking monitoring program required as per the project’s condition of approval.
Mobility Summary for the Proposed Project
The Parcel is a 25-acre undeveloped site on the west-end of Tavern Road between Manzanita Road, Center Street, and Laurel Mountain Road. The site has long been zoned for affordable housing and the proposed project is considered an urban-infill site according to Town standards.
The 2021 Parcel Master Plan was adopted by Town Council on December 9, 2020. The master plan includes the development of 580 permanently affordable housing units with a range of studio, 1- bedroom, 2-3 bedrooms, and 4+ bedrooms when complete. Phase I will include 81 units, with a unit mix of:
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• 21 studios
• 18 1-bedrooms
• 21 2-bedrooms
• 21 3-bedroomroom.
• With eight to thirteen of Phase I’s units reserved for formally homeless/people experiencing mental health issues.
The Town Council issued a condition of approval within Resolution NO. 21-10 for Phase I development which states:
Prior to the issuance of the first Certificate of Occupancy for a housing unit, the developer shall provide a parking management plan for final approval by the Town Council that demonstrates how alternative modes of transportation will reduce the parking needs for the project with consideration for the entire master planned area. Identified solutions shall be primarily derived from the Town’s mobility planning efforts, including both accepted and adopted documents and should be in place prior to the issuance of the first Certificate of Occupancy. The parking management plan, that will be developed in coordination with the Town, should include clear metrics and triggers that allow additional parking to be provided for the project, with consideration for the master planned area, if the management plan does not achieve its goal. 1
The proposed parking supply included in the master plan is less than the existing municipal code requirements. This is because the master plan permitting process enables projects to be approved with specific project criteria and variance from zoning code standards, including reduced parking requirements. According to the Municipal Code Section 17.44.030, affordable housing projects may comply with residential housing type requirements or consistent with the State Density Bonus Law, if requested by applicant. The project provides 100% affordable housing, further being able to utilize the California Density Bonus status. Parking requirements for the master plan, TOML Municipal Code, and the California Density Bonus Law are summarized in Table 1 below.
Parking calculations in Table 1 that resulted in a decimal number, (e.g., 10.5 spaces) were rounded up. This is widely accepted as a parking industry norm. 1 Town of Mammoth Lakes, Resolution 21-10, Exhibit B (2021)
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Table 1: The Parcel Phase 1 Parking Requirements
Type Project
Unit Mix
Master
Plan
Ratio1
Master Plan
Requirement
TOML
Code
Ratio2
TOML
Requirement
CA Density
Bonus
Maximum
Ratio3
CA Density
Bonus
Minimum
Ratio3
Studio 21 0.5 spaces 10.5 spaces 1 space 21 spaces 1 space 0 spaces 1-
bedroom 18 1 space 18 spaces 1 space 18 spaces 1 space 0 spaces 2-
bedroom 21 1.5 spaces 31.5 spaces 2 spaces 42 spaces 1.5 spaces 0 spaces 3-
bedroom 21 1.5 spaces 31.5 spaces 2 spaces 42 spaces 1.5 spaces 0 spaces Sub-total 81 units 92 spaces 92 spaces 123 spaces 123 spaces 102 spaces 0 spaces Guest
Parking - - 20 spaces*
2 spaces for
each 4 units
up to 12
units;
1 space for
each 4 units
for the 13th
to the 48th
units;
1 space for
each
additional 6
units above
the 48th unit
18 spaces
Stated ratio is
inclusive of
disability and
guest parking
Stated ratio is
inclusive of
disability and
guest parking
Total
Spaces
Required
- - 112 spaces - 141 spaces 102 spaces 0 spaces
Notes: Data compiled by Fehr & Peers, 2021.
Sources:
1 The 2021 Parcel Master Plan (2021)
2 TOML Municipal Code Section 17.44.030 (2021)
3 Goetz, Jon and Sakai, Tom (2021) Guide to the California Density Bonus Law *The 2021 Parcel Master Plan does not require guest parking, however, a minimum of twenty (20) on-street parking spaces are required for Development Area 1.
The Phase 1 Project is planning to construct 94 parking spaces on site with an additional 26 spaces on street for a total of 120. This includes two more on-site parking spaces and six more on street parking spaces than required as per the master plan. Sixty-nine parking spaces will be covered parking on site. Covered parking has an additional benefit because during the winter spaces are still accessible as opposed to becoming snow storage.
The proposed parking supply is aligned with the Town’s multi-modal goals and is supported by robust access to key destinations (such as shopping and recreation) through multi-modal
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transportation opportunities. The Town’s Walk, Bike, Ride Action Plan (2017) outlines a plan to promote multi-modal connections from the Town Center and calls for a shift in single occupancy vehicle use. The project site is in the Town Center’s Parking Zone 1, the area with highest concentration of multi-modal amenities and mixed-use development (Municipal Code Section
17.44.030). See Figure 1 for information on accessible amenities within a half-mile and one-mile distance from the site. The master plan requires construction of additional sheltered transit stops.
The first will be constructed as part of Phase 1 development.
The Eastern Sierra Transit Authority operates free shuttles year-round that service the site. During the summer months, the site is served by both the Purple Line and Town Trolley. The site is served by the Red Line, Night Trolley, and Purple Line in the winter.
Purple Line Bus is a year-round service that provides robust service throughout the Town. The Purple Line operates seven days a week from 7:00 am to 6:00 pm with 30-minute frequencies. This route runs from Vons to The Village with stops by Mammoth Lakes Library, Cerro Coso Community College, the Hospital, the RV Park, and Mammoth Lakes Welcome Center.
Town Trolley operates a daily service from 9:00 am to 6:00 pm. The trolley operates on a 20- minute frequency from June to September and a 30-minute frequency operates from May to June and September to November. This Route goes from Canyon Blvd, across the Village to Lake Mary Road and Twin Lakes Loop.
Red Line Bus operates seven days a week from 7:00 am to 5:30 pm during the winter months of November to April. The bus travels via Old Mammoth Road and Main Street providing service between Snowcreek Athletic Club, The Village, and Mammoth Mountain Main Lodge. There are several transit stops accessible from the project site.
Evening and Late-Night Town Trolley operates seven nights a week from 5:40 pm to 2:00 am providing service from Canyon Lodge to The Village and through town along Main Street and Old Mammoth Road. The route operates on a 30-minute frequency. Return-only service available upon request after 10:00 pm to stops on Canyon Blvd, Lakeview Blvd, Meridian Blvd, and Juniper Springs Resort.
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Figure 1
The Parcel Parking Management Plan
Amenities within Half-Mile Radius of Project Site
Legend
Half-mile buffer
" Grocery Store
" Places
! Bus Stop
! Bus Stop (Phase I Planned)
Green Line
Midtown Lift
Old Mammoth Lift
Red Line
The Parcel - Phase I
The Parcel - Full Project Site
Project Site
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Housing Development Parking Trends
Multi-Family Housing
Parking trends in multi-family housing development projects are emerging across the country to support local housing and climate goals. Many municipal code parking requirements are not updated regularly and do not reflect current parking and transportation needs. Often, uniform parking requirements across a jurisdiction do not allow projects to take considerations for parking design and supply requirements if the project is located near ample services/destinations and there are alternative modes to access those services/destinations. Building excess parking can greatly increase cost of construction and result in a cost burden to the resident. Significant national discussion has led to growing trends in policy. These policies include:
• Reduced parking requirements – When a City or Town revises parking requirements included in zoning code for a particular project or certain geographic area. It is widely accepted that reducing parking minimums promotes affordable housing development.2In fact, there are over 200 cities across the nation who recently issued parking reforms to reduce minimum requirements to promote development.
• Unbundling parking from rent/unit cost – Recent California State Senate Bill No. 7 (SB7) moved the state to require unbundled parking in some of the largest multifamily housing projects. 3 Unbundling the cost of parking from monthly rent is believed to reduce the per unit construction costs, reduce cost burden of non-vehicle owning households, and encourage residents to reduce car ownership. A study used to estimate the effect of unbundled residential parking found the odds of households with bundled parking living vehicle-free are 50–75 percent lower than the odds of households without bundled parking.4
• Parking in-lieu fees provide developers the option to pay a designated fee rather than provide some or all the required on-site parking spaces in the proposed projects zoning code. For example, the City of Chapel Hill requires no parking minimum on projects within the Town Center if the developer pays into the Town parking fund or presents an approved TDM plan.5 The fund is often used for transportation related enhancements or beautification efforts.
• Active parking management focuses on performance and utilization of existing facilities to ensure parking supply meets the demand. South Lake Tahoe allows for a 20% reduction of required parking spaces for multi-family housing projects if the property has 2 Remy, Moose, and Manley LLP, More California Cities Eliminate Parking Minimums to Promote Low Carbon Transportation and Affordable Housing (2021) https://www.rmmenvirolaw.com/more-california-cities-eliminate-parking-minimums-topromote-low-carbon-transportation-and-affordable-housing/ 3 https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220SB7 4 Manville, Michael, (2017) Bundled parking and vehicle ownership: Evidence from the American Housing Survey. 5Chapel Hill, NC Code of Ordinances, Section 5.9.2
https://library.municode.com/nc/chapel_hill/codes/code_of_ordinances?nodeId=CO_APXALAUSMA_ART5DEDEST_5.9PALO
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a deed restriction making the property owner responsible for parking management (e.g., tenant not parking on unpaved areas, not parking in front of dumpsters, not parking on neighboring properties).
6 Affordable Housing
Lower parking minimums on affordable dwelling units is used as a mechanism to promote more affordable housing stock. The California State Density Bonus Law requires affordable housing to have lower ratios than traditional multi-family housing parking requirements. This program provides developers with the tools to increase density and provide less parking in exchange for providing affordable housing. Without such provisions, it is widely understood that developers are disincentivized to build affordable housing because it is not profitable. A building with structured parking is estimated to cost $50,000 per parking space. 7 Costs are expected to be 15-
25% higher in Mammoth, due to labor, weather, and proximity to materials. A result that leads to developers charging more per unit or building less affordable housing. 8 In addition, low-income
households have the lowest rate of single occupancy vehicle use and lower rates of vehicle ownership.
9 Reducing the minimum parking requirements for affordable housing can increase availability of affordable housing stock on the market.
Parking Supply Outcomes
It is important to note that providing insufficient or excessive parking both result in undesired outcomes. The project team aimed at achieving a ratio that provides a balance between excessive and reduced parking supply to ensure the project meets the needs of the future residents. Below is a summary of outcomes related to excessive or reduced parking supply.
Outcomes of Excessive Parking Supply
• Increased Vehicle Miles Traveled (VMT)
• Increased air pollution and associated noise
• Encourage car ownership
• More land area and costs tied up in parking, which is not the highest and best use of land • Higher development costs and rents as parking costs typically passed on to tenants • Discourages active transportation
• Counter to Town’s “feet first” moto
6 South Lake Tahoe, Title 6 Public Review Draft (August 2020) https://www.cityofslt.us/DocumentCenter/View/14529/SLTODDS_Chapter-675-Public-Review-Draft_20200903?bidId= 7 Hoyt, Hannah and Schuetz, Jenny, (2020) Parking requirements and foundations are driving up cost of multifamily housing 8 Lehe, Lewis (2018) Minimum parking requirements and housing affordability, Journal of Transport and Lang Use, Vol. 11 No. 1 pp. 1309-1321
9 FHWA NHTS Brief (2014) Mobility Challenges for Households in Poverty https://nhts.ornl.gov/briefs/PovertyBrief.pdf
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• Driver frustration across all roadway user types (residents, visitors, and workers) • Exacerbated traffic congestion
Outcomes of Reduced Parking Supply
• Conflict with surrounding property owners
• Difficult to lease
• High vacancy or turnover, thus devaluing the asset
• Unnecessary vehicular circulation to look for parking • Additional staff hours for enforcing parking standards • Resident dissatisfaction
Available Reports and Studies
While our project team is not aware of any affordable housing parking studies conducted in context sensitive locations to the TOML, the following section summarizes useful data on the available parking study research. These studies are largely completed in dense, urbanized communities; however, they are useful demonstrations for understanding trends in parking for affordable housing projects.
Los Angeles
In 2015, Fehr & Peers conducted a parking study of forty-two 100% affordable units inside and outside Transit Priority Areas (TPAs) in the City of Los Angeles. The findings demonstrated that the parking demand ratio of each site were lower than the required minimum in the City of Los Angeles’ Municipal Code. In addition, the parking demand for family affordable housing ranged from 0.82 to 0.85 spaces per unit. To provide context, a TPA is typically defined as an area serviced by a transit route with a frequency of 15-minutes or less. Since the TOML does not have a typical TPA, a useful comparison is with the data on affordable family housing outside of TPA’s.
In Los Angeles, affordable housing units outside a TPA have an average supply of 1.17 spaces per unit and a peak demand of 0.82 spaces.
Palo Alto
Fehr & Peers performed a study to provide the City of Palo Alto with parking demand data on varying types of multi-family housing developments, (e.g., market rate, affordable, and senior housing) at varying distances to transit. The parking demand rate of surveyed affordable housing units was approximately 0.55 spaces per bedroom and proximity to transit in some cases reduced the parking demand by approximately 25 percent.
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San Diego
The City of San Diego conducted a parking study on twenty-one affordable housing sites in the City of San Diego in 2011. The study concluded that parking demand for affordable housing projects is about one half of typical rental units in San Diego and almost half of all units surveyed had no vehicle. Transit access ranged across the sample; however, parking demand was associated with larger unit size and higher income levels of affordability.
Context Sensitive Comparisons
The following section outlines municipal parking supply requirements for several jurisdictions of similar size and context to the TOML. This information is intended to support the approved deviation from Town’s the existing municipal code. Table 2 provides an overview of parking policy of multi-family housing and affordable housing (if provided). The list is comprised of nationwide mountain communities and small towns and cities. Table 3 compares The Project to another affordable housing project in the TOML.
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Table 2: Comparable Cities Municipal Parking Supply Requirements Jurisdiction Population Minimum Parking Supply Requirement Parcel Master Plan
(Mammoth Lakes,
CA)
n/a
0.5 spaces per studio, 1 space for 1 bedroom, 2 spaces for 2 and 3- bedroom (Requirements in The Parcel Master Plan, 2021).
South Lake Tahoe,
CA
21,939
1 space per Studio or one-bedroom units and 2 spaces per two or morebedroom units. 1 Truckee, CA 16,474
1.5 spaces per 1 bedroom unit with 1 space per unit in a fully enclosed garage and 2 spaces per 2 or more bedrooms. 2
Aspen, CO 7,431 1 space per Dwelling unit.
3 Telluride, CO 1,965 1 space per dwelling unit.
4 Ketchum. ID 2,855
0 spaces required for units <750 sq/ft, 1 space for units 751-2,000 sq/ft, and 2 spaces for units 2,001 sq/ft and above in the Community Core and Tourist Zone Districts. 5
Sandpoint, ID 8,931
0 spaces required in Downtown Core, and 20% reduction to multi-family housing ratios for affordable housing development. Standard housing ratio includes 1 space for multi-family dwelling <1,200 sq/ft and 1.4 units for dwellings >1,200 sq/ft.10. 6
Chapel Hill, NC 64,051
0 spaces required within Town Center Zone Districts. Maximums include 1 per Studio or 1-bedroom, 1 unit per 2-bedroom, 1.5 units per 3-bedroom.
Vinton, VA 8,104 0 spaces required in central business district. 7 Notes: Data compiled by Fehr & Peers, 2021.
Sources:
1 South Lake Tahoe, Title 6 Public Review Draft (August 2020) 2 Truckee Municipal Code – Title 18, Development Code, Section18.48.040 3 City of Aspen, Ordinance No. 13 (2019)
4 Telluride, Municipal Code, Section 3-108
5 Ketchum, Idaho Municipal Code, Section 17.125.040
6 Sandpoint, Idaho Municipal Code, Title 9, Section 9-5-3 7 Vinton, Virginia Municipal Code, Article 5, Division 6, Section 5-30
Shellan Rodriguez
12/17/21 (revised 01-31-2022)
Another consideration further warranting The Project's lower number of parking spaces is the smaller unit mix. Table 3 compares The Project to Aspen Village, another The Pacific Companies project. Smaller sized units lend themselves to less people per household and less parking spaces needed per unit.
Table 3: Affordable Housing Project Comparison
Aspen Village1 The Parcel – Phase I2
Studio 0 units 21 units
1-bedroom 0 units 18 units
2-bedroom 24 units 21 units
3-bedroom 24 units 21 units
Total # of Units 48 units 82 units
Total # of Parking Spaces 74 spaces 112 spaces
Size of Site (aces) 4.87 acres 2.18 acres
Parking Ratio 1.5 1.4
Covered Parking No Yes
Notes: Data compiled by Fehr & Peers, 2021.
Sources:
1 The Pacific Companies
2 The 2021 Parcel Master Plan (2021)
Shellan Rodriguez
12/17/21 (revised 01-27-2022)
Conclusion
After a careful review of the context, location, and project type, our research indicates that the proposed parking supply is consistent with parking experiences of similar uses in other communities in similar context. Research demonstrates a growing trend in providing developers a toolbox of strategies to reduce car dependency and the number of required parking spaces needed on a project. Over 200 jurisdictions have implemented some form of policy reform for providing a parking ratio like the proposed project. Therefore, we believe the project team has ample evidence to demonstrate the proposed parking supply will fit the needs of the community.
The project team is encouraged to implement additional strategies for managing parking demand and encouraging alternative modes.
April 18,2022
Community and Economic Development Departments
C/O Sandra Moberly
437 Old Mammoth Road, Suite Z
Mammoth Lakes, CA 93546
Re: The Parcel Parking Management Plan: Phase I Parking Management Strategies and Monitoring Plan (“The Plan”)
Dear Sandra,
I am pleased to present the following memoranda prepared by Fehr and Peers Transportation Consultants in accordance with Condition of Approval #85 of Resolution NO. 21-10 for Phase I of The Parcel development, aka The Sawyer. This memorandum has been reviewed by staff at the Town of Mammoth Lakes as well.
This document was generated to satisfy the above-mentioned Condition of Approval but also in the spirit of partnership knowing the approved zoning allows less parking than is typically allowed in the Town. To this end, Pacific West Communities with assistance from third parties and our property manager is committed to implementing the monitoring and management activities described in the memorandum dated December 17, 2021, and revised January 27, 2022, as needed. In Table 1 of the attached items 1 - 5 are required by current zoning and are thus currently incorporated in the project plans. Items 6 - 9 will be incorporated in the operations of the development. In the event parking demand is found to exceed supply based on the metrics outlined within the Plan, items 10 - 14 will be considered and implemented as the project’s operations and financing allows.
We look forward to continuing our collaborative relationship with the Town of Mammoth Lakes to provide quality affordable housing at The Parcel.
Sincerely,
Caleb Roope,
President & CEO
1 TOWN COUNCIL STAFF REPORT
Title: Update on Community Recreation Center (CRC) Construction and Agreements with the Los Angeles Kings Hockey Club, L.P., and JV Ice PV, LLC.
Meeting Date: October 5, 2022
Prepared by: Stuart Brown, Parks and Recreation Director Haislip Hayes, Public Works Director and Town Engineer
RECOMMENDATION:
1. Receive an update from staff on the construction of the Community Recreation Center (CRC) and planned completion date.
2. Receive an update on the Facility Branding and Use Agreement with the Los Angeles Kings Hockey Club, L.P., and a Consulting Agreement with JV Ice PV, LLC, for the ice rink planned to operate within the Community Recreation Center.
BACKGROUND:
On February 17, 2021, Town Council awarded the contract to build the new Community Recreation Center (CRC) at Mammoth Creek Park West to the lowest responsive bidder, Hamel Contracting Inc. The goal of the CRC is to create a recreation destination that encompasses a wide variety of complementary, high-quality, and affordable recreation activities all in one location, in the vibrant downtown area. The CRC is the major recreation amenity at Mammoth Creek Park that includes four complementary components: the CRC structure (described below), the natural play area, a National Demonstration Site 7,700 square foot inclusive playground, and the new mobility hub. The mobility hub incorporates a new parking lot that includes 118 vehicle spaces (42 existing spaces) with provisions for a bus shelter and expanded bike racks. ADA and clean air vehicle spaces will be provided and provisions for electric vehicle charging stations are also planned.
The Community Recreation Center (CRC) will be a Sprung Performance Arena enclosing an Olympic size ice rink that will operate in the winter, and in the summer months, the Olympic size rink will be transformed into a fully programmable and multi-use 20,000 square foot RecZone, serving as the base camp for the expanding Parks and Recreation Department summer camps and programs, delivering all recreation, all the time!
2 Combined with community-driven and professionally branded programming, the new Community Recreation Center operated by the Parks and Recreation Department will be a game-changer for recreation in Mammoth Lakes
ANALYSIS:
1. Community Recreation Center (CRC) Construction Update Construction activity has increased in recent weeks with multiple trades working concurrently on the site. The Mobility Hub is tracking to be substantially complete in October. Staff will work with the Contractor to prioritize completion of the new parking lot to minimize impacts to the inclusive playground and other areas around the construction site. Staff will reopen the playground as soon as it is safe to do so.
The contract for construction ends on January 9, 2022 and the current contractor schedule will exceed this deadline. The project is scheduled to be completed and the final Certificate of Occupancy isscheduled by the contractor for February. Staff is up to date on the progress and acknowledges the schedule is very dynamic and subject to external influences and conditions. Staff and the Contractor meet weekly to review a three-week outlook and schedule and we are onsite daily to answer questions and facilitate communication where appropriate; however, the Contractor has complete control over the schedule and providing direction to all parties working on the job site.
The schedule may be affected by the Town’s request to add additional scope to the project.
The Town has dedicated additional financial resources to the project to construct bleachers, office, retail, and concession space. Staff and the Contractor are currently discussing scope, budget, and schedule for these elements. Staff provides weekly updates to the public on the project including narratives, photos, and schedule updates via email and Facebook (#crcupdates). If these additional elements result in an opening date beyond February 2023, staff will notify the public and our ice-skating community as soon as we have a firm date.
Because the CRC is scheduled to open well into the winter season, the Town will be reopening the outdoor ice rink the day after Thanksgiving on Friday, November 25. As soon as the CRC is operational, the Town will transition recreation services to the CRC and scale down ice operations at the outdoor rink in preparation for a new 6-court pickleball facility, planned to open on Memorial Weekend, 2023. This will ensure that our community of ice skaters, figure skaters and curlers, and our many winter visitors looking to skate outdoors under lights, along with our expanding local youth/adult hockey programs can play hockey, and host regional tournaments/development camps this winter. The 2022/23 season schedule is posted on www.Mammothicerink.com.
3 2. Agreements with the Los Angeles Kings Hockey Club, L.P., and JV Ice PV, LLC.
The Town of Mammoth Lakes, Mammoth Lakes Tourism, and Mammoth Lakes Recreation have been engaged in conversations with the Los Angeles Kings since 2017, with the goal of establishing a valued, long-term, mutually beneficial partnership. After the culmination of several meetings and numerous facility tours, these efforts have resulted in a proposed multi-year partnership agreement that will leverage the LA Kings brand in Mammoth Lakes, provide specialized ice rink services to enhance the operational efficiency of the Facility, and bring professionally branded year-round programs, events, tournaments, and activities to the region.
The proposed partnership agreements align with the intent of the Parks and Recreation Department Sponsorship Policy and because the contract for professional services with JV Ice PV, LLC is under $50,000, it may be executed by the Town Manager. The intent of staff is to provide Council with a detailed overview of the content, context, and desired outcomes of the partnership Agreements.
The essence of the partnership includes: (i) Mammoth Lakes Tourism contracting with the Los Angeles Kings Hockey Club, L.P. (LAK), for certain sponsorship benefits at LA Kings home games at the Crypto.com arena, (ii) the Town contracting with JV Ice LV, LLC for consultant services at the Facility (ice rink), and (iii) the LA Kings making a donation to Mammoth Lakes Recreation (MLR) for the duration of the sponsorship term for certain branding recognition and usage rights at the Facility. It should be noted that the branding/naming recognition outlined in the Facility Branding and Use Agreement is specifically for the ice rink (Facility), not the entire Community Recreation Center (CRC).
This all-inclusive cooperative project to partner with a two-time Stanley Cup winning NHL Hockey Franchise in our core market of Los Angeles represents a significant and gamechanging milestone for the community of Mammoth Lakes. The breadth of this collaborative partnership demonstrates that the community can do great things by working together for a common purpose to realize significant community benefit. The intent of this partnership is to leverage the power and influence of the LA Kings to energize and infuse a lifelong love of hockey in youth, adults, and the young at heart, and to expand the love of skating and ice sports in our community.
The partnership also brings the largest independent owner/operator of ice rink facilities in the United States to Mammoth Lakes (American Sports Entertainment Company). The professional consultant will provide specialized expertise, offer technical capabilities, and bring valued experience programming year-round multi-sport centers and ice rinks.
4 The Town of Mammoth Lakes, Mammoth Lakes Tourism, and Mammoth Lakes Recreation multi-year partnership proposal with the Los Angeles Kings includes three components:
A. Mammoth Lakes Tourism Corporate Sponsorship Agreement with the LA Kings B. Town of Mammoth Lakes Consultant Agreement with JV Ice PV, LLC for Facility operations
C. LA Kings Facility Branding and Use Agreement with the Town of Mammoth Lakes - includes LA Kings donation to Mammoth Lakes Recreation for the Facility A. Mammoth Lakes Tourism Corporate Sponsorship Agreement with the LA Kings
The 3-year Corporate Sponsorship Agreement with the LA Kings has been executed by Mammoth Lakes Tourism. For the term of the agreement, Mammoth Lakes Tourism receives certain sponsorship benefits at LA Kings home games at the Crypto.com arena.
The value of this Sponsorship Agreement is $100,000 per year.
B. Facility Branding and Use Agreement
The 3-year Facility Branding and Use Agreement with the LA Kings provides certain branding recognition and usage rights at the Facility. The term of the Agreement is planned to commence on January 1, 2023 and continue through December 31, 2025. In consideration for the rights and benefits specified in the Agreement, the LA Kings will donate $75,000 each year to Mammoth Lakes Recreation (MLR), payable in a lump sum at specified and agreed upon times. The Town would then invoice MLR for the donated funds that will be transferred to the Community Recreation Center (CRC) annual operating budget.
The proposed 3-year Agreement includes the naming of the Facility (ice rink) operating within the Community Recreation Center (CRC) as the “LA Kings Mammoth Lakes Ice Center.” Signage featuring the name of the Facility will be placed at locations at and around the CRC. Below is an example of the new name of the Facility (ice rink) and the placement of the sign on the outside of the CRC.
5 In addition to the interior/exterior signage of the “LA Kings Mammoth Lakes Ice Center,” the LA Kings logo will be placed at the center of the ice surface located in the Facility (ice rink). The design of the Center Ice Signage shall be similar to the example below.
6 Included in the Agreement is the right of the LA Kings to use the Facility (ice rink), subject to certain terms (Town and third-party entities have priority) for a discounted fee of twenty percent (20%) off the standard Facility (ice rink) use rates currently charged by the Town.
And finally, the LA Kings will support efforts to use the Facility (ice rink) for LA Kings branded programming (e.g., Lil’ Kings, LAK-branded youth and adult tournaments, development camps, high school hockey, and other similar events).
C. Consulting Agreement
The 3-year, Consultant Agreement with JV Ice PV, LLC (ASEC) provides year-round technical and operational consulting services for the Facility. The term begins when the Agreement is executed and ends on December 31, 2025, unless terminated earlier in accordance with the terms and conditions set forth in the Agreement. JV Ice PV, LLC is an LA Kings Partner experienced in the design, development, construction, management, operation, programming and supervision of ice skating and sports properties similar to the Facility.
The Agreement includes three phases of services provided by the Consultant. They are as follows:
Phase 1: Construction and Program Development
Phase 2: First Partial Year of Operations
Phase 3: Second and Third Full Year of Operations
Services are specified in detail in the Agreement, however, some of the deliverables include:
Development of annual operating plans, guest service standards, and financial projections for the Facility
Recruitment and training of Facility staff, utilizing JV Ice experience for ice and summer operations
Identification and development of year-round Facility programming, in particular LA Kings and LA Galaxy branded programs
Provide the Town with expertise to assist in negotiations of customer and service contracts, including but not limited to, special events, youth, junior and adult hockey programs, figure skating and curling clubs, concessions, equipment vendors (winter/summer), and LA Kings sponsors and supporters.
During the first year the Facility is open to the public, perform one pre-opening and one semi-annual on-site inspection of the Facility and provide recommendations to enhance the operational efficiency of the Facility (staffing, planning, budgeting, general operations, ice maintenance, etc.).
7 The Town will pay the Consultant $50,000 each year for the term of the agreement. The addition and growth of specific LA Kings and other affiliated programs is anticipated to generate greater usage of the Facility (ice rink) and net the Town $25,000 of annual operational funds. The Town, working with Mammoth Lakes Tourism and Mammoth Lakes Recreation, believe the opportunity to leverage funding, professionally branded programming, and consultant expertise by partnering with the LA Kings will add substantial value to the community, our many visitors and the new CRC.
FINANCIAL CONSIDERATIONS:
The majority of funding for the 3-year Mammoth Lakes Tourism Corporate Sponsorship Agreement with the LA Kings was derived from Town Council Resolution No. 18-13. On March 7, 2018, Town Council authorized funding of $675,000 to Mammoth Lakes Tourism to be used exclusively for supporting a sponsorship program with the LA Kings. These funds were derived from Transient Occupancy Tax (TOT) revenues that exceeded the Town’s FY 2018/19 budget. Funding for the 3-year, Consultant Agreement with JV Ice PV, LLC for the Facility (ice rink) is currently budgeted in the FY 2022/23 Community Recreation Center (CRC) expenditures (858-436). In addition, these contractual services are planned to be allocated in the FY 2023/24 and FY 2024/25 CRC budget. Additionally, this suite of agreements will net the Town $25,000 per year which will be used as operating funds for the CRC.
STAFFING CONSIDERATION:
Staff requirements to manage the LA Kings Facility Branding and Use Agreement and the relationship with the consultant JV Ice PV LLC., are incorporated in the annual Parks and Recreation Department financial budget, work program, and planned staff recruitments.
ENVIRONMENTAL CONSIDERATION:
On May 17, 2017, the Town Council certified the Final Environmental Impact Report (SCH#2016062009) for the Multi-Use Facility. All work proposed will be consistent with the mitigation and monitoring requirements of this document and no further environmental analysis is required.
LEGAL CONSIDERATION:
The Agreements have been reviewed by the Town Attorney; however, the Agreements have not been finalized by the respective entities and as such, were not included in this staff report. In lieu of the actual agreements, it was the intention of staff to provide Council with a detailed overview of the content, context, and desired outcomes of the partnership Agreements.
1 LA KINGS
MAMMOTH LAKES ICE CENTER
PARTNERSHIP AGREEMENTS
Community
Recreation Center
The Community Recreation Center (CRC) will
be a Sprung Performance Arena enclosing an
Olympic size ice rink that will operate in the
winter, and in the summer months, the rink
will be transformed into a fully programmable
and multi-use 20,000 square foot RecZone,
serving as the new hub for the expanding
Parks and Recreation Department summer
camps and programs, delivering all
recreation, all the time!
Combined with community-driven and
professionally-branded programming, the
new Community Recreation Center operated
by the Parks and Recreation Department will
be a game-changer for recreation in
Mammoth Lakes.
2
3 Parks and Recreation
Commission Goals for the CRC
▪ To enhance the quality of life for residents of Mammoth Lakes. ▪ To provide complementary multi-purpose, year-round, indoor and outdoor recreation opportunities accessible to all residents and visitors. ▪ To create a venue that encourages and facilitates community social interaction.
▪ To provide a ‘recreation destination’ that the entire community of Mammoth Lakes will actively enjoy, value and ultimately be proud to call ‘Our Park.’
▪ To provide enhanced and innovative program offerings that promote ‘healthy and active’ lifestyles for all ages.
▪ To continue to allow for the passive enjoyment of the park that includes walking paths, open space and access to Mammoth Creek Park.
4 Partnership Goals
▪ Ensure the long-term success of the CRC by partnering with the “best of the best” and a partner that shares our passion for recreation, a love for ice sports and an unrelenting commitment for success.
▪ Deliver on the expectations of the community, council, commission, staff and the hundreds of people who advocated for the new recreation amenity by partnering with an NHL winning franchise - the LA Kings who can bring enormous influence and brand familiarity to Mammoth Lakes. ▪ Partner with a specialized ice rink and multi-sport facility consultant (ASEC) to provide professional expertise, technical knowledge and seasoned capabilities to maximize operational and programming efficiencies.
▪ Leverage the power and influence of the LA Kings to energize and infuse a lifelong love of hockey in youth, adults, and the young at heart, and to expand the love of skating and ice sports in our community.
Founded: June 5, 1967
Owner: Anschutz Entertainment Group (Philip Anschutz and Ed Roski) LA Kings are the 8th most valuable team in the NHL (Current value $1,025B) Home Rink: Crypto.com Arena (18,230)
NHL Championships: 2 Stanley Cups (2011/12 & 2013/14) All-time Goals Leader: Luc Robitaille, 557 (current President & Hall of Fame) Most Points, Season: Wayne Gretzky (1988-89), 168 (Hall of Fame) Mascot: Bailey, 6-foot lion who wears No. 72 because it’s the average temperature in Los Angeles.
Facebook followers: 883,351
Major Sponsors:
5
6 Partnership Components
The Town of Mammoth Lakes, Mammoth Lakes Tourism, and Mammoth Lakes Recreation multi-year partnership proposal with the Los Angeles Kings includes three components:
1. Mammoth Lakes Tourism Corporate Sponsorship Agreement with the Los Angeles Kings
2. Los Angeles Kings Facility Branding and Use Agreement with the Town of Mammoth Lakes - includes donation to Mammoth Lakes Recreation for the Facility (paid to TOML)
3. Town of Mammoth Lakes Consultant Agreement with JV Ice PV, LLC (ASEC) for Facility operations and programming
Mammoth Lakes Tourism
Sponsorship Agreement
The 3-year Corporate Sponsorship Agreement
with the LA Kings has been executed by
Mammoth Lakes Tourism.
Mammoth Lakes Tourism receives certain
sponsorship benefits at LA Kings home
games at the Crypto.com arena.
Includes: Scoreboard Lower-Halo, LED
ArenaMation, PA Announcements/Logo,
FanFest Sponsor and Enter-to-win
Sweepstakes.
“Official Partner of the Los Angeles
Kings”
The value of this Sponsorship Agreement is
$100,000 per year.
7
LA Kings Facility
Branding and Use
Agreement
The 3-year Facility Branding and Use
Agreement with the LA Kings provides
certain branding recognition and usage
rights at the Facility.
The Agreement includes the naming of the
Facility (ice rink) operating within the
Community Recreation Center (CRC) as the
LA Kings Mammoth Lakes Ice Center.
The term of the Agreement commences on
January 1, 2023 and continues
through December 31, 2025.
LA Kings will donate $75,000 each year to
Mammoth Lakes Recreation (MLR).
The Town would then invoice MLR for the
donated funds that will be transferred to the
Community Recreation Center (CRC) annual
operating budget.
8
LA Kings Facility
Branding and Use
Agreement
In addition to the exterior signage of the “LA Kings Mammoth Lakes Ice Center,” the LA Kings logo will be featured
at the center of the ice rink.
The branding recognition is specifically for
the ice rink not the entire Mammoth
Lakes Community Recreation Center
(CRC).
Included in the Agreement is the right of
the LA Kings to use the Facility(Town and
third-party entities have priority) for a
discounted fee of twenty percent
(20%) off the standard Facility use rates
currently charged by the Town.
The LA Kings will support efforts to use the
Facility for LA Kings branded
programming.
9
10 The Power of Partnerships
11
12 Consulting Agreement
▪ The 3-year, Consultant Agreement with JV Ice PV, LLC (ASEC) provides year-round technical and operational consulting services for the Facility.
▪ The term begins when the Agreement is executed and ends on December 31, 2025.
▪ JV Ice PV, LLC (ASEC) is an LA Kings Partner experienced in the design, development, construction, management, operation, programming and supervision of ice skating and sports properties similar to the Facility. ▪ The Agreement includes three phases of services provided by the Consultant: (1) Construction and Program Development, (2) First Partial Year of Operations, and (3) Second and Third Full Year of Operations. ▪ The Town will pay the Consultant $50,000 each year for the term of the agreement.
▪ The addition and growth of specific LA Kings and affiliated programming is anticipated to generate greater usage of the Facility and net the Town $25,000 of annual operating funds.
13 Agreement Deliverables
▪ Provide consulting services and recommendations to the Town during the construction phase of the project to maximize planned operational and programming efficiencies;
▪ Assist Town in the development of annual detailed operating plans, guest service standards and financial projections for the Facility;
▪ Assist Town with the continual recruitment and training of Facility staff for ice and summer operations;
▪ Assist Town in the development and scheduling of year-round Facility programming, in particular LA Kings and LA Galaxy branded programs; ▪ Assist Town in the negotiation of customer and service contracts, including but not limited to, special events, youth, junior and adult hockey programs, figure skating and curling clubs, concessions, equipment vendors (winter/summer), and LA Kings sponsors and supporters; and
▪ During the first year the Facility is open to the public, perform one pre-opening and one semi-annual on-site inspection of the Facility and provide recommendations to enhance the operational efficiency of the Facility (staffing, planning, budgeting, general operations, ice maintenance, etc.).
American Sports Entertainment
Company
American Sports Entertainment
Company, LLC (ASEC) is the largest
independent owner/operator of
ice rink facilities in the United States.
ASEC currently owns and operates 23
extraordinary facilities across the
nation with top local brands including
the LA King’s and Los Angeles
Laker’s storied training center.
Additionally, ASEC also owns and
operates unique multi-sport centers,
which include North Carolina’s
acclaimed MVP Sports at the
Factory as well as the LA Galaxy
Soccer Center.
14
15 Partnership Value
The Town, working with Mammoth Lakes Tourism and Mammoth Lakes Recreation believe the opportunity to leverage funding by partnering with the LA Kings - a winning NHL Hockey Franchise that brings communitydriven and professionally branded programming to Mammoth Lakes, along with consultant services from the largest independent owner/operator of ice rink facilities in the United States will add substantial value to the community, our many visitors, and the future success of the Community Recreation Center.
1st meeting: March 17, 2016
16
Questions?
17 Opening this winter…
Agenda Item ________
File No. ____________
AGENDA BILL
Subject: Councilmember Reports
Initiated by: Jamie Gray
______________________________________________________________________ BACKGROUND:
Each member of the Town Council is appointed to serve as a Town representative to a number of committees, commissions, and organizations.
These groups meet infrequently and from time to time the representatives will report to the rest of the Council at a regularly scheduled meeting.
In addition, Councilmembers on occasion participate in meetings, conferences and seminars, and their reports on these educational opportunities are of benefit to the rest of the Council.
ANALYSIS/DISCUSSION:
California Government Code requirements pertaining to the open meeting act stipulate that all items for discussion must be listed on the agenda before the matter can be discussed and/or acted upon. To meet this requirement, and the intent of the Brown Act, Councilmember Reports are listed on each agenda to allow representatives to report to the rest of the Council at these meetings.
The following is a list of the commission/committees on which members of the Council serve:
Land Use:
Local Agency Formation Commission (LAFCO) – Rea, Stapp, and Salcido as alternate
Airport Land Use Commission – Stapp and Rea
Mono County Collaborative Planning Team (CPT) – Salcido and Rea as alternate Intergovernmental Relations:
Town and County Liaison Committee – Stapp, Salcido, and Town Manager and Rea as alternate
Desert Mountain Division of the League of California Cities – Sauser and Town Manager as alternate
Eastern Sierra Council of Governments (ESCOG) – Salcido, Wentworth, and Sauser as alternate
Great Basin Unified Air Pollution Control District – Wentworth and Stapp as alternate
League of California Cities City Voting Delegate – Sauser and the Town Manager as the alternate
California Joint Powers Insurance Authority Board – Rea and Assistant to the Town Manager as alternate
Transportation:
Local Transportation Commission (LTC) – Wentworth, Sauser, and Jennifer Burrows; Town Manager as alternate
Eastern Sierra Transit Authority (ESTA) Board – Stapp and Sauser Local Issues:
Mammoth Lakes Tourism (MLT) Board – Sauser
Mammoth Lakes Recreation (MLR) Board – Rea
Mammoth Lakes Housing (MLH) Board – Stapp
Treasury Oversight Committee – Stapp; Town Manager and Finance Director as alternates
LEGAL CONSIDERATIONS:
According to the California Open Meeting Act, commonly referred to as the Brown Act, the agenda must reflect every matter to be discussed by a governing body.
RECOMMENDATION(S):
This agenda bill is submitted for information only.