Agenda packet — Mammoth Lakes City Council, January 25, 2023

Town Council Special Meeting Agenda

Wednesday, January 25, 2023, 5:00 p.m.
437 Old Mammoth Road, Suite Z, Mammoth Lakes
Members of the Town Council:

Mayor John Wentworth, Mayor Pro Tem Bill Sauser, Councilmember Chris Bubser, Councilmember Sarah Rea, Councilmember Amanda Rice
NOTE: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Town Clerk at (760) 965-3602. Notification prior to the meeting will enable the Town to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 13.102-35.104 ADA Title II)
NOTE: Materials related to an item on this agenda submitted after distribution of the agenda packet are available for public inspection in the Town Offices located at 437 Old Mammoth Road, Suite 230 during normal business hours. Such documents are also available on the Town of Mammoth Lakes website at www.townofmammothlakes.ca.gov subject to staff’s ability to post the documents before the meeting.

NOTE: All comments will be limited to a speaking time of five minutes.

NOTE: This meeting will be conducted pursuant to the provisions of Assembly Bill 361 which amends certain requirements of the Ralph M. Brown Act. While Suite Z is still open to the public, it is strongly encouraged that you watch the Town Council meetings on the Town of Mammoth Lakes' website atwww.townofmammothlakes.ca.gov, on the local government cable channel 18, or via Zoom. Public comments can be submitted to the Town Clerk at [email protected]. before and during the meeting.

ZOOM INFORMATION
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1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. PUBLIC COMMENTS
The Public Comment portion of the agenda provides the public with an opportunity to address the Town Council on matters not otherwise listed on the agenda. Under California law the Town Council is prohibited from generally discussing or taking action on items not included in the agenda; however, the Town Council may briefly respond to comments or questions from members of the public. Therefore, the Town Council will listen to all public comment, but will not generally discuss the matter or take action on it. Requests for service from the Town may also be made at the Town offices during regular business hours.

Members of the public desiring to speak on a matter appearing on the agenda should ask the Mayor for the opportunity to be heard when the item comes up for Council consideration.

4. CONSENT AGENDA

4.1 Adopt a resolution approving a grant application of up to $452,144.65 to the Regional Early Action Planning grants program of 2021 (REAP 2.0) to support the acquisition of vacant land for the future development of affordable housing.

4.2 Approve and adopt Side Letter 01-2023 between the Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”) establishing benefits for employees in the position of Police Recruit.

5. POLICY MATTERS

5.1 Town Council Strategic Priorities and Key Objectives Review and Planning Process.

6. CLOSED SESSION

6.1 CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION (Paragraph 1 of subdivision (d) of Section 54956.9) Name of case: Main Street Taxpayers Association v. Town of Mammoth Lakes.

7. ANNOUNCEMENT OF ACTION TAKEN IN CLOSED SESSION

8. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, February 15, 2023 at 4:00 p.m.

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Mammoth Lakes Town Council
Agenda Action Sheet
Title: Adopt a resolution approving a grant application of up to $452,144.65 to the Regional Early Action Planning grants program of 2021 (REAP 2.0) to support the acquisition of vacant land for the future development of affordable housing.

Council Meeting Date: 1/25/2023
Prepared by: Nolan Bobroff, Senior Planner / Housing Coordinator Recommended Motion: Adopt a resolution approving a grant application of up to $452,144.65 to the Regional Early Action Planning grants program of 2021 (REAP 2.0) to support the acquisition of vacant land for the future development of affordable housing.

Summary: The Regional Early Action Planning grants program of 2021 (REAP 2.0) is a new grant program created as a part of the CA Comeback Plan (funded under AB 140) and is being administered by the CA Department of Housing and Community Development (HCD). The program is a key part of strategic investments toward a more sustainable, resilient, and inclusive future for people in all areas of the state. REAP 2.0 is explicitly intended to meet multiple objectives, including infill development, housing for all incomes, VMT reduction, and affirmatively furthering fair housing in ways that accelerate the implementation of adopted regional and local plans to achieve these goals. The program is funded through a state-wide allocation of $600M, of which approximately $30M was set aside for tribal and rural entities. Of the rural and tribal set-aside, $672,144.65 was allocated to the ‘Eastern Slope’ geographic category, which includes Alpine, Mono, and Inyo counties. The REAP 2.0 program is a competitive grant and a county or jurisdiction within the geographic category could apply for the full geographic allocation, or a portion thereof. 1
The Town’s application for the REAP 2.0 program is proposing to utilize $452,144.65 of the geographic allocation for the acquisition of vacant land for the future development of affordable housing. This proposed use of funds aligns with the Town’s ‘small-site development concept’ which will utilize the Town-owned, pre-designed duplex housing plans to develop housing on the vacant sites (pending the availability of funding or other partnerships). Staff have identified two opportunity sites within the community that meet the objectives of the REAP 2.0 program (i.e., infill development, reduce VMT, housing for all incomes) and the two sites would allow for up to 14-affordable ownership units on the combined 0.56-acres vacant sites. The ownership units would be targeted to households earning up to 120% of the area median income (AMI).

The REAP 2.0 application deadline was 12/31/2022; however, the deadline to submit the authorizing resolution was extended to 2/15/2023 due to a delay from the State in providing the resolution template. The Town’s application was submitted on 12/30/2022.

Staff utilized the services of our contracted grant writer, California Consulting, to assist in the preparation of the application.

1 Staff coordinated with the other counties and jurisdictions within our geographic category to determine whether they were planning on submitting a REAP 2.0 application, and the only other entity that committed to submitting an application was Inyo County. The Town reduced our grant request by $220,000 to accommodate their proposed grant amount request, thereby reducing the competitiveness between our two applications.

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RESOLUTION NO. 2023-___

TOWN OF MAMMOTH LAKES

AUTHORIZING RESOLUTION
[All, or A necessary quorum and majority] of the Town Council Members of the Town of Mammoth Lakes (“Applicant”) hereby consents to, adopts, and ratifies the following resolution:

A. WHEREAS, the Department is authorized to provide up to $30,000,000 to Rural Entities (“Applicant”) listed in Health and Safety Code Section 50515.08, subdivisions (a)(1)-(6) under the Regional Early Action Planning grants program (REAP 2.0), as detailed in Health and Safety Code Section 50515.08-10.

B. WHEREAS the State of California (the “State”), Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability on July 26, 2022 for REAP 2.0 grants available to Rural Entities.

C. WHEREAS Applicant is a Rural Entity eligible to submit a Request for Funds pursuant to Health and Safety Code Section 50515.08(c) to develop and accelerate the implementation of the requirements described in Health and Safety Code section 50515.08(c)(1).

D. WHEREAS the Department shall approve the Request for Funds, subject to the terms and conditions of Eligibility, Guidelines, NOFAs, Program requirements, and the Standard Agreement by and between the Department and REAP 2.0 Grant Recipients.

NOW THEREFORE BE IT RESOLVED THAT:

1. The Town of Mammoth Lakes is hereby authorized and directed to request an allocation of funds not to exceed $452,144.65 (the amount allocated pursuant to Health and Safety Code section 50515.07(a) consistent with the methodology described in 50515.09(a)).

2. The Town Manager is authorized to execute the Request for Funds, on behalf of the Town of Mammoth Lakes as required by the Department for receipt of REAP 2.0 funds.

3. When the Town of Mammoth Lakes receives an allocation of REAP 2.0 funds in the authorized amount of $452,144.65 from the Department pursuant to the above referenced Request for Funds, it represents and certifies that it will use all such funds only for eligible activities as set forth in Health and Safety Code section 50515.08(c)(1), as approved by the Department and in accordance with all REAP 2.0 requirements, guidelines, all applicable state and federal statutes, rules, regulations, and the StandardAgreement executed by and between the Applicant, the Town of Mammoth Lakes, and the Department.

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4. The Town Manager is authorized to enter into, execute, and deliver a State of California Standard Agreement for the amount of $452,144.65, and any and all other documents required or deemed necessary or appropriate to evidence and secure the REAP 2.0 Allocation, the Town of Mammoth Lakes obligations related thereto and all amendments the Department deems necessary and in accordance with REAP

2.0. PASSED AND ADOPTED at a special meeting of the Town of Mammoth Lakes this 25th day of January, 2023 by the following vote:

AYES: ABSTENTIONS:

NOES: ABSENT:

Signature of Approving Officer
John Wentworth, Mayor
Town of Mammoth Lakes
ATTEST: __________________________
Signature of Attesting Officer
Jamie Gray, Town Clerk
Town of Mammoth Lakes

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Mammoth Lakes Town Council
Agenda Action Sheet
Title: Approve and adopt Side Letter 01-2023 between the Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”) establishing benefits for employees in the position of Police Recruit.

Council Meeting Date: 1/25/2023
Prepared by: Amanda Pelham, Human Resources Manager
Recommended Motion: Approve and adopt Side Letter 01-2023 establishing benefits for employees in the position of Police Recruit.

Summary: Town Management and the MLPOA have met and conferred in good faith to address modification to Article 9, 10, 12, 14, 20, 22, 23, 24, 25, and 26 as they pertain to the position of Police Recruit and have reached a tentative agreement to modify the terms and conditions of these Articles. The amended terms and conditions of the MLPOA Memorandum of Understanding (“MOU”) shall be effective as of January 23, 2023. Except as modified in Side Letter 01-2023, the terms and conditions of the MLPOA MOU shall remain in effect as provided therein.

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SIDE LETTER NO. 01-2023

TO THE MEMORANDUM OF UNDERSTANDING

BETWEEN

THE TOWN OF MAMMOTH LAKES
AND
THE MAMMOTH LAKES POLICE OFFICERS’ ASSOCIATION
The Town of Mammoth Lakes (“Town”) and the Mammoth Lakes Police Officers’ Association (“MLPOA”) hereby agree to modification of the terms and conditions set forth in the Memorandum of Understanding (“MOU”), dated July 1, 2022 through June, 30, 2025 between the Town and the MLPOA as it pertains to the position of Police Recruit as follows:

1. MLPOA MOU Article 9 outlines “Work Schedule” for employees of the MLPOA. Employees in the classification of Police Recruit shall maintain a normal workweek of forty (40) hours, based on the schedule set forth by the Police Academy in which the employee in the classification of Police Recruit is enrolled; this may include a normal workweek of five, eight-hour workdays (5/8’s) or four, ten-hour workdays (4/10’s). The Town Manager, or designee, may designate other normal working hours as required by the needs of the Town.

2. MLPOA MOU Article 10 outlines “Overtime” for employees of the MLPOA.

Overtime for employees in the classification of Police Recruit must be authorized by the Chief of Police, or designee. Overtime shall be defined as time actually worked beyond forty (40) hours per work week. “Time actually worked” is defined as all time during which an employee is necessarily required by the employer to be on the employer’s premises, on duty, or at a prescribed workplace. Town-paid leaves (e.g., comprehensive leave, paid municipal holidays, etc.), meal periods, and other state or federal paid leaves are not considered “time actually worked”. For hours worked in excess of forty (40) hours in any workweek, employees in the position of Police Recruit shall be paid at timeand one-half their regular rate of pay. Employees in the classification of Police Recruit shall not be eligible to accrue compensatory time off.

3. MLPOA MOU Article 12 outlines “Holiday Pay” in lieu of receiving holidays off in the amount of six-point nine percent (6.9%) of the employee’s base rate of pay as it applies to the employees of the MLPOA. Employees in the position of Police Recruit shall not be eligible for holiday pay in lieu of receiving holidays off and shall receive a paid eight (8) hour workday off on paid municipal holidays as established and published by the Human Resources Department. Employees in the position of Police Recruit must be in pay status on the workday preceding the holiday to be eligible to be compensated for the holiday. Unless approved by the Town Manager, or designee, prior to a paid municipal holiday, employees in the position of Police Recruit are not authorized to work

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Side Letter 01-2023 MLPOA
on a paid municipal holiday.

4. MLPOA MOU Article 14 outlines “Bilingual Pay” for employees who meet bilingual proficiency qualifications to receive a pay differential of five (5.0%) of their base rate of pay as it applies to the employees of the MLPOA. Employees in the position of Police Recruit shall not be eligible for bilingual pay while in attendance at the Police Academy as they will not be providing community services to the citizens of the Town of Mammoth Lakes. Police Recruits who successfully complete the Police Academy, who are promoted to the classification of Police Officer, and who meet Spanish language bilingual proficiency qualifications may receive a pay differential of five percent (5.0%) of their base salary.

5. MLPOA MOU Article 20 outlines “Equipment and Uniforms” as it applies to the employees of the MLPOA. The Town shall provide employees in the position of Police Recruit with equipment and uniform required by, and for use while enrolled in the Police Academy to ensure professional standards are maintained.

6. MLPOA MOU Article 22 outlines “Comprehensive and Other Leave” as it applies to the employees of the MLPOA. Employees in the position of Police Recruit shall accrue comprehensive leave at a rate of 16.6667 hours/month and shall not be eligible to accrue sick leave. Comprehensive leave combines several types of leaves, including vacation leave, sick leave, personal leave, and bereavement leave.

7. MLPOA MOU Article 23 outlines “Health Insurance Benefits” as it applies to the employees of the MLPOA. The Town will provide a monthly contribution to each employee in the position of Police Recruit an amount equal to the cost of coverage under the CalPERS Health Insurance Plan (PERS Platinum) based upon the employee’s dependent status definition under the CalPERS Health Benefit Program as “employee,” “employee plus one,” or “employee plus two” for the employee’s flexible (cafeteria) account. This amount is inclusive of the “employer contribution” for the CalPERS Health Program premium. Employees in the position of Police Recruit who do not elect to take the Town’s health insurance must provide proof of other group health coverage in accordance with applicable state and federal law, in accordance with the Town’s Waiver of Health Plan Enrollment and shall be eligible to receive a benefit stipend of six hundred dollars ($600) per month.

8. MLPOA MOU Article 24 outlines “Retirement” for employees of the MLPOA.

Employees in the position of Police Recruit hired before January 1, 2013, or “Classic Members” as defined by CalPERS (not new members per CCR 579.1(b)), shall receive the 2.7% @ age 55 retirement formula, highest thirty-six (36) month average final compensation period, the Fourth Level of the 1959 Survivor’s Benefit, and a two percent (2.0%) retirement Cost of Living Adjustment (COLA). Non-Classic employees (New Members - CCR 579.1(a)) hired after January 1, 2013 will pay the full CalPERS required amount to this plan in accordance with the Public Employee Pension Reform Act (PEPRA) employee’s contribution on a pre-tax basis. Both parties recognize that this contribution will change from time to time and will be adjusted on the first full pay period of each fiscal year. New miscellaneous members will receive the 2% @ age 62

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Side Letter 01-2023 MLPOA
retirement formula, highest thirty-six (36) month average final compensation period, the Fourth Level of the 1959 Survivor’s Benefit, and a two percent (2.0%) retirement COLA.

9. MLPOA MOU Article 25 outlines “Retirement Health Savings” for employees of the MLPOA. Employees in the position of Police Recruit shall not be eligible to participate in a MissionSquare Retirement Health Savings (RHS) account and no employee or employer contributions shall be made on behalf of employees in this classification.

10. MLPOA MOU Article 26 outlines “Deferred Compensation” for employees of the MLPOA. Subject to applicable contribution limits established by law, the Town shall contribute to the Town’s Section 457(b) deferred compensation plan for the benefit of employees in the position of Police Recruit. The Town shall contribute fifty dollars ($50) per pay period as part of the first and second payrolls of each month. Employees in the position of Police Recruit shall have sixty (60) days from their hire date to sign up for an eligible 457(b) plan to receive the Town’s contributions retroactive to their hire date.

Employees who sign up after sixty (60) days from their hire date will receive the Town’s contributions beginning on the next applicable pay period and the Town’s contributions shall not be retroactive.

11. The MLPOA and Town Management have met and conferred in good faith to address the proposed modifications to Articles 9, 10, 12, 14, 20, 22, 23, 24, 25, and 26 as they pertain to the position of Police Recruit.

12. The MLPOA and Town Management have reached a tentative agreement to modify the terms and conditions of Articles 9, 10, 12, 14, 20, 22, 23, 24, 25, and 26 as outlined in this Side Letter.

13. The amended terms and conditions of the MLPOA MOU will be effective as of January 23, 2023.

14. Except as modified above, the terms and conditions of the MLPOA MOU shall remain in effect as provided therein.
[SIGNATURES ON FOLLOWING PAGE]

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Side Letter 01-2023 MLPOA
TOWN OF MAMMOTH LAKES: MAMMOTH LAKES POLICE
OFFICERS’ ASSOCIATION:
________________________________ ___________________________________ Daniel C. Holler Daniel Hansen
Town Manager Mammoth Lakes Police Officers’
Association Representative
Date: __________________________ Date: ______________________________ ___________________________________
Kevin Reynolds
Mammoth Lakes Police Officers’
Association Representative
Date: ______________________________

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1 TOWN COUNCIL STAFF REPORT
Title: Town Council Strategic Priorities and Key Objectives Review and Planning Process.

Meeting Date: January 25, 2023
Prepared by: Daniel C. Holler, Town Manager
RECOMMENDATION:

Council discussion and direction on the continued use and process for establishing Council Strategic Priorities and Key Objectives.

BACKGROUND:

For the past several years the Town Council has defined a set of Strategic Priorities and Key Objectives Statement. The Statement reflects agreement by a majority, if not the full Council on each priority and set of key objectives. The process is not designed as a formal, long-term strategic plan but is designed to define near term Council Priorities, outline an achievable work plan, and to direct investment of resources. A staff report outlining the past use of Council Defined Strategic Priorities and Key Objectives is attached. The summary Statements of the Council’s Strategic Priorities and Key Objectives adopted since 2014 are attached for your review. The December update report on the accomplishments and ongoing work related to the most recent set of Priorities is also provided.

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1 TOWN COUNCIL STAFF REPORT
Title: Town Council Strategic Priorities and Key Objectives Review and Planning Process
Meeting Date: January 25, 2023
Prepared by: Daniel C. Holler, Town Manager

RECOMMENDATION
Over the past several years the use of Strategic Priorities and Key Objectives has provided both general and specific unified direction from the Town Council for development of work plans and investment of resources. The effectiveness of this process is reflected in the list of accomplishments and ongoing work (see Attached Accomplishment Report). Staff is recommending Council consider continuing this practice.

Staff is requesting Council discussion on the following:
1) Review and discussion on the use of past Strategic Priorities and Key Objectives and general effectiveness.
2) Direction on process for setting new and/or updated Strategic Priorities and Key Objectives or other means of establishing collective Council priorities. 3) Initial Council discussion on areas for Council priorities and/or specific actions that Council wants to see brought forward. This is not a request for final priorities but is a starting point, with the outcomes to be incorporated in the process selected under discussion point 2.

BACKGROUND
For the past several years the Town Council has defined a set of Strategic Priorities and Key Objectives Statement. The Statement reflects agreement by a majority, if not the full Council on each priority and set of key objectives. The process is not designed as a formal, long-term strategic plan but is designed to define near term Council Priorities, outline an achievable work plan, and to direct investment of resources. It is designed to be in addition to the ongoing provision of core Town service. The first two iterations of work did include a longer-term outlook, with more specific near-term actions dominating the outcome and expectations. The ability to narrow down Priorities to a single page “statement” has assisted in providing clarity, setting realistic expectations, and managing the work program, even with multi-year projects. This format allows for focused status updates and reporting on achievements. This “statement” does not reflect the full work program of Town staff or actions of the Town Council regarding Town services and programs or specific areas of need or opportunity that come forward during normal operations.

Attached are the Strategic Priorities and Key Objectives Statements from previous work sessions. This includes outcomes approved in Oct. 2014, June 2016, Dec. 2018, May 2021, and July 2022. The process has included facilitated workshops in 2014 and 2016. In 2017 a facilitated review of the priorities and the broader Town work program was conducted,

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2 which assisted in preparing the 2018 document. The final 2018, 2021 and 2022 set of Strategic Priorities and Key Objectives was completed with Council and staff working together in public meetings. In 2018 the General Plan Vision Statement was incorporated as the long-term vision with elements of this vision statement reflected in the approved priorities. Each update includes a “Short-Term Vision Statement” to guide updated Strategic Priorities and Key Objectives and reflect current conditions. The Council workshops and meetings have been opened to the public, with comments welcomed, and adjustments made based on input.

Several themes and/or specific objectives have been carried forward from each set of priorities with edits and updates. Implementation and specific projects often extend over time and are repeated until completed. Others are broader and do not have a specific end date. Several past objectives have been fully achieved. In a few cases Council direction shifted, and implementation was not pursued. The Council last received a written status update on achievements under the current priorities in December 2022. A copy of this accomplishment report is attached for your review.

DEFINING AND IMPLEMENITNG STRATEGIC PRIORIITES
Council priorities are important in shaping and directing staff efforts and the allocation of resources. This direction is balanced with ongoing work programs, providing core services, meeting State mandates, managing the use of restricted revenues, and follow through on multi-year projects. The last set of Strategic Priorities were focused on efforts to improve the quality of life for residents, the sustainability of our primary visitor driven industry, and to build resiliency in our region. The Town continued to invest in affordable, workforce housing, with an emphasis on “missing middle” income households. Housing was defined as a primary need for a sustainable workforce necessary for a successful business climate.

The Town has increased its commitment to invest in the sustainability of our natural resources. The success of the Town is tied directly to the amenity that is the Inyo National Forest, which includes services provided by permitees operating on the Forest such as Mammoth Mountain Ski Area, guides, marinas, campground concessionaires, etc. The focus in this area has shifted overtime based on funding, projects, and Forest leadership.

Efforts in this area have expanded to incorporate the larger challenge of climate change, wildfire threats, improving the health of the natural ecosystem. and enhanced amenities.

The creation of the Town’s Office of Outdoor Recreation has incorporated several of these efforts making them part of our core services and programs.

The FY21-22 and the FY22-23 budgets reflect the highest level of investment in the Town’s capital program in decades. The program touches every aspect of the community from housing, roads, trails to childcare, parks, and arts & culture. The economic stimulus provided by our successful tourism-based economy over the past few years is focused on achieving the Town’s priorities and providing long-term sustainability and resiliency regardless of changing economics and other outside forces. We are investing in families, youth, improved mobility, housing, recreation for residents and visitors, services, programs, equipment, people, and improving our delivery of services through technology.

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3 The ability to implement and meet the Town Council’s priorities is tied directly to our conservative approach to budgeting. This includes being strategic in growing ongoing expenses, using actual revenues/savings to fund priority areas, being cautious to not over commit resources, and to work throughout the year to take advantage of opportunities.

Combined revenue growth and conservative budget management have resulted in the Town investing directly in Council’s Strategic Priorities, meeting community needs, and maintaining core Town services. In several instances key objectives have been met or exceeded while others continue to be pursued.

The structure of using Strategic Priorities requires that they be reviewed on a regular basis which allows for policy shifts by Council. This is generally an 18+/- month process with the first three to five months of a new year used to review and update priorities. Updated priorities are approved with implementation coming in the following fiscal year.

This process also allows for more near term updates if desired by the Council to address expressed needs or take advantage of opportunities. The process allows for continuing projects over time and integration of items in regular work programs. Examples of this include:
 The multi-year effort to address solid waste services following the closure of the Benton Crossing Landfill and to meet new state mandates for recycling.  Implementation of programs under the Housing Now! Initiative.  The opportunity to partner with the Mammoth Lakes Foundation (MLF) on a childcare center and performing arts facilities.
 The defined need for a new public safety communications system resulted in setting aside funding as an appropriate solution was being developed.  Staff focused on securing grant funding to create an engineering level plan for a fiber network to support enhanced Broadband in part due to this being a key objective.

Broader Key Objectives also allow for smaller adjustments and the ability to respond to community needs. For example, “transit improvements” are noted as an objective. This was included in part based on new housing developments (i.e., the Parcel), discussions on micro transit, and the need to adjust specific routes, stops, and associated shelters or parking areas to be improved (i.e., a mobility hub as part of the CRC, new shelters on Main Street, expanded parking on the MLF property, etc.). These efforts tie back to our budgeting/financial structure that allows us to strategically invest to achieve priorities and meet the needs of the community.

There are circumstances that come forward that were not foreseen when each set of Strategic Priorities were approved. There is built in flexibility even as most of the Town’s resources and staff time are committed to ongoing work and delivery of core services.

Recent examples include response to significant winter storms and the Town’s response to the COVID pandemic. The financial structures and discipline put in place allowed the Town to respond to these types situations with limited impact on operations.

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4 SUMMARY
Having Council agree on a set of near-term Strategic Priorities and Key Objectives has served the Town well over the past several years. The process of defining and updating these has changed over time, but the outcomes have created a common set of overarching priorities that assist staff and Council in decision making.

Staff is requesting Council discuss their views on the success or short comings of the past process and use of Strategic Priorities and Key Objectives Statements. Council direction on how to proceed going forward is requested. This may include a simple update of the current Statement, a more in-depth review and update, or a new process.

A limited high-level discussion on broad priorities and/or specific areas will assist in setting direction going forward. Staff is not expecting any final decisions at this time but will be looking for some consensus on process and a limited discussion of Strategic Priorities and/or Key Objectives. The process will be refined based on Council direction and over the next few months will be incorporated with financial updates for FY22-23 and the FY23- 24 budget process.

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5 MAMMOTH LAKE’S TOWN COUNCIL PRIORITIES (October 2014) 18 MONTH STRATEGIES AND COMMITMENTS
A. Enhance Community Amenities
a. Ground breaking for new Sherwin Trail and first amenity b. Strategic plan for use of Measures U and R revenues
c. Successful engagement with Inyo National Forest Plan d. Mammoth Lakes Recreation (MLR) to finalize a prioritized list of recreational / amenities projects. e. Enhance and expand Transit services to meet goal of being a “feet first” community B. Improve Air Service
a. An Air Terminal Plan to accommodate future growth air service and defined financial plan for terminal b. Airport landing alternative improving air reliability c. Year-round market expansion
C. Enhance Municipal Capacity
a. Fill Police Chief position in December, 2014
b. Regional solution for Police facility needs to be implemented December 2017 c. New, functional financial system
d. Negotiating staffing and organizational plan for 21st Century municipal government e. Updated Granicus- Council Chamber technology (keeping other Town technology systems current) f. Financial stability. Reserve Acct at $3 million and “A” bond rating D. Implement Comprehensive Community Plan
a. Synergy Summits (three complete; fourth one upcoming) b. Comprehensive Community Action Plan (an “elevation” or conceptual plan bringing to life in a visual way what the future Town may look like)
E. Solve Parking Challenges
a. Parking plan for Village in place – Short term solution implemented b. Town-wide parking solutions in process
F. Diversify Economic Development
a. Implement Economic Development Strategy
b. Coordinate with Partners on enhanced offering to residents and visitors during May-Oct Summer of 2016 c. Regional Solid Waste Plan implemented
d. Plastic bag ban implementation complete
e. Be a “Gigabyte Community” with strategy adopted for regional consortium to implement f. Blight removal starting with focus on commercial corridors including 4 properties g. Development impact fees, Master Facilities Improvement Plan updated h. Customer Service Academy in partnership with Chamber G. Tackle Single Family Residential Short-term Rental Decision on Town-wide Basis

PRACTICAL VISION
What we want to see in place
in the next 3-5 years…
A.Enhanced Tangible
Amenities
B. Diversified Business
Development
C.Enhanced Community Pride
D.Efficient and Financially
Stable Government
E. A Complete and Initiated
Community Action Plan
F. Active Community / Partner
Participation
G. Completed Parking
Facilities

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6 2025 Major Goals, 18 Month Strategic Priorities, & Key Objectives NINE MAJOR 2025 GOALS DRIVEN
BY THREE “BIG IDEAS”
Focus on Visitation
Goal 1: 10 months with over $1 million
in TOT revenues
Goal 2: Expanded job base for
employees that affords them the ability
to stay in Mammoth
Goal 3: Expanded air service to 50,000
enplanements based on demand and
terminal capacity
A Unified Vision Creating
Community Investment
Goal 4: Broadband utilization is fully
integrated into public and private sector
operations
Goal 5: $1 billion in new capital
investment
Goal 6: Story Map in use and utilized to
sell Mammoth Lakes as a place to live,
work, recreate and invest
Goal 7: Expanded housing options to
meet demand
To Be the Best Alpine Recreation
Destination in the Country
Goal 8: Integrated, sustainable
recreation through expanded and
enhanced facilities and programs
Goal 9: Expanded and enhanced
facilities and programs
Eighteen Month Strategic Priorities and Key Objectives (June 2016) Strategic Priority: Enhance Our Recreation Based Economy a. Update and implement Economic Vitality Plan and Strategy b. Prepare a community economic baseline data model, to be updated on a regular basis c. Build out a stable business environment with a focus on growing shoulder months to $1 million in TOT/month d. Financial plan for the airport terminal matching funds of $5 million in place e. Enhanced air service providing 30,000 enplanements with a plan for growth being developed f. Enhanced broadband opportunities for visitors, residents and businesses Strategic Priority: Comprehensive Community Plan
a. Develop and maintain a community "Story Map" to communicate a shared vision b. Actively engage with developers and financiers to secure new investment c. Provide economically and demographically diverse housing opportunities d. Create an innovative strategy for the use of existing housing inventory to expand workforce housing e. Short-term parking solution for the Village implemented f. Long-term, town-wide parking solutions are planned and integrated with our recreation based culture Strategic Priority: Enhanced Community Amenities Serving Residents and Visitors a. Siting of new trail(s) and new community amenity(s)
b. Implement strategic plan for investment of Measure U and R revenues c. Mammoth Lakes' interests are reflected in the Inyo National Forest Plan Revision d. Participate in the creation of a sustainable recreation program with the Inyo National Forest Strategic Priority: Effective Municipal Services
a. Financial stability: Increased reserves; •Growing stable revenue and services; •Hire Finance Director; •Improved credit rating; •Evaluate new financing tools
b. Recognized as a responsive and efficient local government with improved services such as: •Police services; •Public works services; •Infrastructure; •Streamlined permitting; • Improved TOT/TBID/Business License compliance
c. Town Council is committed to effectively integrating with MLR, MLT, MLH and ESTA and is utilizing expanded capacities offered by these entities in the provision of services d. Regional solid waste plan in place

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7 SHORT TERM VISION: FOCUS ON ACHIEVING SUSTAINABLE ECONOMIC SECURITY FOR THE COMMUNITY 18 Month Strategic Priorities and Key Objectives
(Adopted December 5, 2018)
Strategic Priority: Expand availability and affordability of Community Housing  Initial Planning for ‘The Parcel’ is complete and ready to proceed to development and funding through the development of a community based master plan  Partner with Chamber, MLH and others to implement short-term housing opportunities (Goal is to house 50 employees)
 Identify and pursue sustainable funding source(s) for housing (such as, increased in-lieu fee, inclusionary housing policy, or dedicated tax measure)
Strategic Priority: Enhance our recreational based economy through amenity investment  Fund construction of Multi-Use Recreational Facility (Year Round Recreational Center), define site, plans and phasing
 Enhanced public experience with improved access points to the natural environment (Define at least 3 access points for improvements and improve at least 1)  Through partnerships with Mammoth Lakes Recreation, Mono County and the Forest Service, the Eastern Sierra Sustainable Recreation Partnership will have defined grant funded projects and programs
 Finalize Agreement with MLF for MACC operational funding to be provided through Measure U Strategic Priority: Capital Infrastructure new investment, improvements, and maintenance  Invest in pavement rehabilitation, replacement, and expansion (Roads, MUPs, Sidewalks, and Parks). (Complete minimum MUP rehabilitation and prepare for next road rehabilitation project)  Implement the Airport Capital Improvement Program (ACIP) with near term projects under construction (Airport Ramp, Safety Elements, and pavement improvements)  Focused implementation of CIP that supports facilities to advance approved accepted Town Plans with projects to define “all-in” costs with complete projects.

Strategic Priority: Implementation of enhanced and required municipal services  Development and approval of integrated Solid Waste Program and Services to be implemented  Plan for new Public Safety Communications system is refined and funding options presented  Increased level and diversity of police services with focus on achieving 24/7 coverage  Enhanced long-term financial stability (reserves, revenue, and expenditure management) with focus on State and Federal mandates and revenue opportunities General Plan Vision Statement – 2007
COMMUNITY VISION Surrounded by uniquely
spectacular scenery and diverse four-season
recreational opportunities, the community of
Mammoth Lakes is committed to providing the very
highest quality of life for our residents and the highest quality of experience for our visitors.

To achieve this vision, Mammoth Lakes places a high
value on:

1. Sustainability and continuity of our unique
relationship with the natural environment. As
stewards, we support visitation and tourism as
appropriate means to educate and share our abundant
resources. We are committed to the efficient use of
energy and continuing development of renewable
resources.

2. Being a great place to live and work. Our strong,
diverse yet cohesive, small town community supports
families and individuals by providing a stable
economy, high quality educational facilities and
programs, a broad range of community services and a
participatory Town government.

3. Adequate and appropriate housing that residents
and workers can afford.

4. Being a premier, year-round resort community
based on diverse outdoor recreation, multiday events
and an ambiance that attracts visitors.

5. Protecting the surrounding natural environment
and supporting our small town atmosphere by limiting
the urbanized area.

6. Exceptional standards for design and development
that complement and are appropriate to the Eastern
Sierra Nevada mountain setting and our sense of a
“village in the trees” with small town charm.

7. Offering a variety of transportation options that
emphasize connectivity, convenience, and
alternatives to use of personal vehicles with a
strong pedestrian emphasis.

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8 SHORT TERM VISION: SUSTAINABLE ECONOMIC & SOCIAL TRANSITION FROM PANDEMIC TO RECOVERY General Plan Vision Statement – 2007
COMMUNITY VISION Surrounded by uniquely
spectacular scenery and diverse four-season
recreational opportunities, the community of
Mammoth Lakes is committed to providing the very
highest quality of life for our residents and the highest quality of experience for our visitors.

To achieve this vision, Mammoth Lakes places a high
value on:

3. Adequate and appropriate housing that residents
and workers can afford.

4. Being a premier, year-round resort community
based on diverse outdoor recreation, multiday events
and an ambiance that attracts visitors.

5. Protecting the surrounding natural environment
and supporting our small town atmosphere by limiting
the urbanized area.

7. Offering a variety of transportation options that
emphasize connectivity, convenience, and
alternatives to use of personal vehicles with a
strong pedestrian emphasis.

Town Council Strategic Priorities and Key Objectives Statement (Adopted May 19, 2021)
Strategic Priority: Expand availability and affordability of Community Housing  Initiate construction on Phase 1 and approve development plans for Phase 2 of The Parcel  Implement diverse housing solutions working with private sector and other agencies both locally and regionally including a review of housing related guiding documents  Identify and pursue sustainable funding source(s) for community housing  Collect and analyze data on short-term rental for compliance with Town codes and impact on local housing market and review Town code for updates
Strategic Priority: Enhance a sustainable recreation economy with partnerships & investment  Establish and staff an Office of Outdoor Recreation to coordinate with federal land managers on recreational investments, experiences and planning related to federal lands  Enhance public recreational and community service experience through focused destination management strategies
 Finalize Agreement with MLF for MACC project; complete Community Recreation Center project; and identify options for permanent outdoor events venue  Engage with partners on amenity improvements on federal lands, reduce fire risk and improve forest health
Strategic Priority: Investment in infrastructure improvements, and maintenance  Invest in pavement and facilities rehabilitation, replacement, expansion, and maintenance (Roads, MUPs, Sidewalks, Offices, Parks, and Equipment)  Participate in regional Airport plan with FAA, Caltrans, and local partners and set local strategic vision for Mammoth Yosemite Airport (MMH)
 Develop prioritized 5-year Capital Improvement Plan (CIP) with funding plan for annual implementation
 Finalize mobility master plan and initiate work program including micro-mobility, EV capacity and transit improvements including integration with regional air service connectivity Strategic Priority: Implementation of enhanced and required municipal services  Define and implement technology-based systems for customer service improvement  Initiate Phase 1 of selected communications system and finalize decision on regional dispatch facility
 Enhance Town’s public outreach/engagement/information strategies, tools, and tactics  Maintain long-term financial stability (reserves, revenue and expenditure management) to support strategic investment and flexibility to respond to opportunities and needs.

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9 SHORT TERM VISION: INVESTING IN THE SUSTAINABILITY AND RESILIENCY OF THE GREATER MAMMOTH LAKES COMMUNITY SHORT TERM VISION:

General Plan Vision Statement – 2007
COMMUNITY VISION Surrounded by uniquely
spectacular scenery and diverse four-season
recreational opportunities, the community of
Mammoth Lakes is committed to providing the very
highest quality of life for our residents and the highest quality of experience for our visitors.

To achieve this vision, Mammoth Lakes places a high
value on:

2. Being a great place to live and work. Our strong,
diverse yet cohesive, small-town community supports
families and individuals by providing a stable
economy, high quality educational facilities and
programs, a broad range of community services and a
participatory Town government.

3. Adequate and appropriate housing that residents
and workers can afford.

4. Being a premier, year-round resort community
based on diverse outdoor recreation, multiday events
and an ambiance that attracts visitors.

5. Protecting the surrounding natural environment
and supporting our small-town atmosphere by limiting
the urbanized area.

6. Exceptional standards for design and development
that complement and are appropriate to the Eastern
Sierra Nevada Mountain setting and our sense of a
“village in the trees” with small town charm.

7. Offering a variety of transportation options that
emphasize connectivity, convenience, and alternatives
to use of personal vehicles with a strong pedestrian
emphasis.

Town Council Strategic Priorities and Key Objectives Statement (Updated July 20, 2022)
Strategic Priority: Expand availability and affordability of Community Housing  Complete construction on Phase 1 (81 units), complete core infrastructure and support development plans for Phase 2 and funding participation (148 Units) of The Parcel.  Implement Housing Now! Initiatives to deliver diverse housing solutions working with private sector and other agencies locally and regionally.
 Pursue implementation of sustainable funding source(s) for community housing including potential EIFD and in-lieu housing fee increases.
 Collect and analyze data on short-term rental for compliance with Town codes and impact on local housing market and review Town code for updates.

Strategic Priority: Enhance a sustainable recreation economy with partnerships & investment  Office of Outdoor Recreation to coordinate with federal land managers on recreational investments, experiences, and planning related to federal lands.
 Enhance public recreational and community experience through focused destination management strategies for parking/transit, trailheads, and user services.  Implement land use planning agreement with MLF; complete Community Recreation Center (CRC) project; and define preferred options for permanent outdoor event venues.  Engage with partners on amenity improvements on federal lands and implementation of actions to reduce fire risk and improve forest health.

Strategic Priority: Investment in infrastructure improvements and maintenance  Invest in community infrastructure planning, maintenance, replacement and improvements (Roads, MUPs, Parks, Town Office, and Equipment).
 Participate in regional Airport plan with partners and set strategic vision for Mammoth Yosemite Airport.
 Ongoing update of prioritized 5-year Capital Improvement Plan (CIP) and defined funding for annual implementation, including DIF update.
 Define and initiate mobility program including micro-mobility solutions, enhanced EV capacity, and transit improvements.

Strategic Priority: Implementation of enhanced and required municipal services  Implement plans for Childcare facilities, pursue funding for community fiber network planning, and implement operating lease with MLF for Edison Theatre.
 Finalize plans and agreements to implement CRIS based radio communications system.  Enhance Town’s public outreach/engagement/information strategies, tools, and tactics and enhance customer facing technology services.
 Maintain long-term financial stability to support strategic investment in infrastructure and services creating flexibility to respond to opportunities.

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December 7, 2022
To: Town Council
From: Daniel C. Holler, Town Manager
RE: Work Program Accomplishments Review by Strategic Priorities/Key Objectives

OVERVIEW
Council priorities are used to assist staff in prioritizing work programs and funding allocations. As part of the Town Manager’s Annual Evaluation an overview of accomplishments and work program status related to the Council Priorities and Key Objectives is provided. The accomplishments are reflective of the Town Manager, Department Heads, Managers and Employees working together with other partners to achieve priorities and execute on key objectives. A copy of the approved Priorities is attached as well.

Council has requested that this information be shared publicly.

A. Strategic Priority: Expand availability and affordability of Community Housing

1. Complete construction on Phase 1 (81 units), complete core infrastructure and support development plans for phase 2 and funding participation (148 Units) of the Parcel. and approve development plans for Phase 2 of The Parcel.
 Modules being placed for units. Build out of childcare space for 34 children (including the relocated IMACA Preschool – to be operated by MCOE), and community space is underway. The 0.8-acre park site being designed for residents and childcare required open space. Park will be funded by grants, DIF, and some general fund. Opening targeted early fall 2023 for the Sawyer (Phase 1).  Phase 2 is designed with two components (a sub phase 2.1 and 2.2.). First round application for Tax credit financing submitted. Town financial support committed (cash and long-term loans).  Town funds, grants and other restricted funds are supporting on and offsite infrastructure improvements (Laurel Mtn Road and Chaparral Extension).

2. Implement Housing Now! Initiatives to deliver diverse housing solutions working with private sector and other agencies locally and regionally.
 The Town’s “Housing Now!” Initiative has resulted in additional housing programs being funded.

Additional new housing units are in the pipeline.
 Through the Bridge program two households were able to purchase units. A third is in escrow and 2 more are actively for sell. The Town has three studio units currently used to house Town employees, one, 1- bedroom unit with a Town employee, and two, 2-bedroom units, one filled by a Town employee and one currently vacant. This program designed to purchase market rate units and then sell them at a subsidized rate to households in the 80% to 120% level of Area Median Income (AMI). This segment of households is often referred to as the “missing middle”. The households are not eligible for state and federal housing programs, while many are still priced out of market rate housing. The program has working capital of $1.1M. With each purchase and sale these funds are reduced as a subsidy.

Town of Mammoth Lakes
Town Manager’s Office
437 Old Mammoth RD, Suite 230
P.O. Box 1609 Mammoth Lakes, CA 93546
Phone (760) 965-3601, Fax 934-7493
[email protected]
www.townofmammothlakes.ca.gov

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 The Town purchased a vacant lot at 60 Joaquin Road. A four unit, for sale product is in design and will be completed in 2023 (2 duplexes), This a $2.7M project.
 The Town has committed $1.5 million in general fund support, plus CDBG funding support for MLH’s Access Apartment Project (11 affordable units).
 The Town has committed $1 million to support MLH’s Homekey project providing 16 units (15 affordable and 1 manager unit). (Project is currently short funding with partners looking at solutions).  The Town is continuing to work with the private sector to create housing units to be marketed primarily to “missing middle” households. Council allocated $1.5 million for this program. Current discussions are in the $2M subsidy level for a 6-unit development. This would be new units focused on rentals for the “missing middle” income households, with potential ownership options.  The Town retains a revolving loan program to partner with MLH to “buy back” deed restricted properties that come on the market when the seller has not been able to find a qualified buyer. The program ensures that units continue to be retained as affordable. The program funding is retained at the $600,000 level by Town, using In Lieu Fees. Mono County also commits $300,000 that may be used in this program.

3. Pursue implementation of sustainable funding sources(s) for community housing including potential EIFD and in-lieu housing fee increases.
 Housing fees were increased. Updated study on fees to be completed early 2023.  Council commitment of additional General Fund and Measure A Funds continue to support housing programs. This included Tourism and Housing funds. Transit funds have been retained in the Transit reserve and have assisted with mobility hub at CRD, Grant match for new ESTA vehicles, and increased costs for ESTA services.
 EIFD funding to be topic of discussion with Mono County at joint meeting in early 2023. Recent changes in State law now allows fire resiliency, as defined, to be funded from Climate Resiliency Districts (structured ted the same as an EIFD) generated revenues.

4. Collect and analyze data on short-term rental for compliance with Town codes and impact on local housing market and review Town code for updates.
 The Town completed the Accessary Dwelling Unit (ADU) zoning code updates and pre-approved plans for ADUs in the Town and County were completed and approved. Code review/update is ongoing based on changing State law.
 Town staff is developing a “certified property” program to enhance enforcement efforts and to work directly with property owners when needed on quality-of-life issues.  Maximum fine for violations of defined short-term rental violations were increased to reflect new state maximums.
 The work program to analyze data and recommendations for Council consideration related to short-term rental activity will be coming forward in early 2023.

B. Strategic Priority: Enhance a sustainable recreation economy with partnerships & investment

1. Office of Outdoor Recreation to coordinate with federal land managers on recreational investments, experiences, and planning related to federal lands.
 The Office is up and running for about 6 months and full staffed for 22-23. Existing programs have continued with greater Town focus on implementation such as the Host program, grooming, trail maintenance, and stewardship programs.
 The work with MLR has gone well, in part by having their staff person located in the Town office.  We have engaged more directly with the Inyo National Forest, with limited success. Updating of permits has been very difficult.


2. Enhance public recreational and community experience through focused destination management strategies for parking/transit, trailheads, and user services.  USFS challenges has limited much of this work

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 We continued to support restroom cleaning, added dumpsters and toilets for open and closing, road maintenance in the Lakes Basin, enforcement, trail work continues to receive positive comments.  Grants submitted for trailhead improvements at Sherwin Trailhead and for Sherwin Trails NEPA work and construction (Town funding initial NEPA work – Measure R)  Continued to work with ESTA on future transit options – such as looped shuttle in the Basin. Deployed bike racks in the Basin.

3. Implement land use planning agreement with MLF; complete Community Recreation Center (CRC) project; and define preferred options for permanent outdoor event venues.  Agreements with MLF in place for Edison Hall (Theatre) and other facility development (MACC, Childcare, outdoor Amphitheater (up to 400-500 guests), Dog Park, and parking.  CRC Project is proceeding. Added value with “mobility hub” elements, preliminary planning for small outdoor venue.
 Renewed lease with MUSD and MCOE for outdoor ice ring for winter 22-23.

4. Engage with partners on amenity improvements on federal lands and implementation of actions to reduce fire risk and improve forest health
 Working with ECOG and other Non-profits, fuels reduction NEPA work for large scale project (Donut) is moving forward.
 Fuel reduction on Town Properties and Camp High Sierra planned for Spring 2023.  Regionally amenity projects with grant funding are proceeding on the ground and in planning.

C. Strategic Priority: Investment in infrastructure improvements and maintenance

1. Invest in community infrastructure planning, maintenance, replacement, and improvements (Roads, MUPs, Parks, Town Office, and Equipment).
 Completed $2.7 million in road and multi-use path rehabilitation (MUPs).  Continued implementation of vehicle replacement program. A new van for Recreation programs purchased).
 Completed new transit shelters on Mainstreet. New one by CRC to be competed in 2023.  Completed improvements to parcels at the Sierra Business Park to provide storage space for Mammoth Disposal and Town.
 Completed improvements at Whitmore Pool to eliminate water discharge to open area.  Whitmore Ballfield improvements to be completed in 2022. Work will provide improved playing surface, fenced regulation high school women’s’ softball field, secure area for dog agility program and added practice/general play area.

2. Participate in regional Airport plan with partners and set strategic vision for Mammoth Yosemite Airport.  There are ongoing discussions with the FAA and Inyo County and other partners on regional air service.  The establishment of scheduled charter service as a key part of the future of the Mammoth Yosemite Airport (MMH) has proceeded. The “old terminal” building was remodeled to reflect the quality-of-service MMH provides for the Charter service.
 The updates to MMH’s airport plan include a renewed focus space for firefighting helicopters.  Planning is proceeding for a new building for airport fire response vehicle and snow removal equipment.  Pavement maintenance and replacement improved aircraft ramp space and security fencing project was completed

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3. Ongoing update of prioritized 5-year Capital Improvement Plan (CIP) and defined funding for annual implementation, including DIF update.
 A 5-year Capital Improvement Plan (CIP) was developed, presented, and approved by Council. The CIP represents a means to assist in the allocation of resources, focus grant work and use of restricted funds. The 5-year program is not funded. The first year of the program was fully funded and as part of the budget process each year the Council will determine project funding. This planning provides guidance on future investment.
 To supplement the 5-year CIP, a 20-year program was developed to be used to maintain the Town’s Development Impact Fee (DIF) program and to inform the regular updates to the 5-year CIP. Updated DIF fees will be presented in early 2023.
 The CIP continues to include affordable workforce housing as a defined project category. Including housing in the CIP, is unique to capital programs, reflects the Town’s strategic commitment to fund this program over time. As noted above investment in housing is substantial and extends beyond the CIP commitment.

4. Finalize mobility master plan and initiate work program including micro-mobility, EV capacity, and transit improvements including integration with regional air service connectivity.  The Mobility Hub Plan was accepted by Council.
 Work is underway to complete agreements with EV charging station companies to install additional facilities using Town property. EV charging stations will be part of the CRC parking area. Charging capability is also designed as part of the Parcel project, along with transit services. The site accesses the Town’s MUP system
 Transit connections for air service are being provided by existing taxi services, limited hotel shuttles, and Enterprise rental vehicles at MMH. Mammoth Lakes Tourism has contracted with MAWS to provide transit at MMH and BIH.

D. Strategic Priority: Implementation of enhanced and required municipal services

1. Implement plans for Childcare facilities, pursue funding for community fiber network planning, and implement operating lease with MLF for Edison Theatre.
 The operational lease for the Edison Theatre is complete.  The Town has received a $500,000 CPUC grant and is working with Golden State Connect Authority for the planning and design of a town-wide fiber network.
 The childcare facility at the Parcel in under construction. The childcare facility located on MLF property (near Edison Theatre) is under design, with plans relocate modular units from the High School to the site in June 2023.

2. Finalize plans and agreements to implement CRIS based radio communications system  Preliminary planning for the system is complete. Two sites will be placed in Mammoth Lakes (Fire Station 1 and Lincoln Mountain). Town has set aside $1.5M for this project including sites and new radio purchases.  Six sites are being installed by the State across Mono County and field testing on coverage began winter 2022. Mono County to look at 3 additional sites.
 Draft agreement under review by State for the operations and related costs for joining the system. Initial draft that is favorable to the Town/County has been well received.

3. Enhance Town’s public outreach/engagement/information strategies, tools, and tactics and enhance customer facing technology services.
 Continued distribution of the weekly community update, a monthly “Did You Know” piece (newspaper ads and social media), and a monthly, seasonal “Bear Beat” report, monthly town e-news, and weekly recreational updates.

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 Existing publications are continuing and improved for use in social media channels. This includes an annual accomplishment report, required planning reports, community indicators report, recreation user satisfaction data, and similar material.
 Leadership team is working on a community survey with a goal to have some key indicators that can be measured year over year.
 Staff has engaged in “speaking” engagements with local civic organizations (current focus is on housing) and monthly Manager updates to Board of Supervisors.

4. Maintain long-term financial stability to support strategic investment in infrastructure and services creating flexibility to respond to opportunities
 The conservative budgeting direction provided by Council and staff management has continued. This has resulted in the ability to invest in the priority areas noted above.  The Town’s reserve levels are funded at policy recommended levels.  Approved updated parking ordinance improving clarity and providing alternatives for new development to meet parking standards.
 Municipal Code is undergoing a review and update to ensure internal and external references are correct and other consistencies.
 Implemented new Solid Waste Franchise agreement and construction of a new transfer station is planned to open December 2022.
 Town purchasing ordinance was updated for compliance with SB1383 on buying recycled products.

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SHORT TERM VISION: INVESTING IN THE SUSTAINABILITY AND RESILIENCY OF THE GREATER MAMMOTH LAKES COMMUNITY General Plan Vision Statement – 2007
COMMUNITY VISION Surrounded by uniquely
spectacular scenery and diverse four-season
recreational opportunities, the community of
Mammoth Lakes is committed to providing the very
highest quality of life for our residents and the highest quality of experience for our visitors.

To achieve this vision, Mammoth Lakes places a high
value on:

3. Adequate and appropriate housing that residents
and workers can afford.

4. Being a premier, year-round resort community
based on diverse outdoor recreation, multiday events
and an ambiance that attracts visitors.

5. Protecting the surrounding natural environment
and supporting our small-town atmosphere by limiting
the urbanized area.

7. Offering a variety of transportation options that
emphasize connectivity, convenience, and alternatives
to use of personal vehicles with a strong pedestrian
emphasis.

Strategic Priority: Investment in infrastructure improvements and maintenance  Invest in community infrastructure planning, maintenance, replacement and improvements (Roads, MUPs, Parks, Town Office, and Equipment).
 Participate in regional Airport plan with partners and set strategic vision for Mammoth Yosemite Airport.  Ongoing update of prioritized 5-year Capital Improvement Plan (CIP) and defined funding for annual implementation, including DIF update.
 Define and initiate mobility program including micro-mobility solutions, enhanced EV capacity, and transit improvements.

Mammoth Lakes City CouncilJanuary 25, 2023

Mammoth Lakes City Council
January 25, 2023