Town Council Special Meeting Agenda
Wednesday, March 22, 2023, 4:00 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.
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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. POLICY MATTERS
4.1 Council Action and Management Response to Extreme Weather Declared Emergency.
4.2 Discussion and Direction on Town Council Strategic Priorities and Key Objectives for FY23-24.
5. CLOSED SESSION
5.1 Pursuant to Government Code Section 54957, the Council will hold a conference to consider evaluation of a public employee: Town Manager.
5.2 Pursuant to Government Code Section 54957.6.(a), Conference with Labor Negotiators, the Council will meet with its representatives, Town Manager Daniel C.
Holler, Administrative Services/Finance Director Rob Patterson, and HR Manager Amanda Pelham,
with respect to the following Employee Organizations: Mammoth Lakes General Employees Association, Mammoth Lakes Management Employees Association, and the Mammoth Lakes Public Works Employees Association.
6. ANNOUNCEMENT OF ACTION TAKEN AFTER CLOSED SESSION
7. ADJOURNMENT
The Town Council will adjourn to a regular meeting to be held on Wednesday, April 5, 2023 at 4:00 p.m.
Mammoth Lakes Town Council
Agenda Action Sheet
Title: Council Action and Management Response to Extreme Weather Declared Emergency.
Council Meeting Date: 3/22/2023
Prepared by: Daniel C. Holler, Town Manager
Recommended Motion: Approve Recommended Staff Actions and Response to Extreme Weather Declared Emergency.
Summary:
Staff has taken a number of actions in response to the Town, County, State, and Federal declared extreme weather emergency. Staff has engaged with the Incident Management Team (IMT), Emergency Operations Center (EOC), and partners in responding to the emergency. State resources are deployed to the Town (prepositioned) and/or directly for specific tasks based on requests. This includes the commitment of 14+/- dump trucks and a loader to assist with snow removal from Town streets. Additional law enforcement personnel arrived to assist with weather related response and the pre-positioning of Urban Search and Rescue teams (USAR). The Town has set up a call center to assist in addressing potential structural failures.
Staff assisted and was trained by a California Office of Emergency Services (CalOES) team to do assessments on structures. CalOES provided resources and responded to collapsed structures or structures with structural failures. This has resulted in the ‘red tagging’ or closure of businesses or residences, a ‘yellow tag’ which limits access or a ‘green tag’ indicating the structure is safe. Law enforcement personnel are assisting with these responses, traffic control for trucking activities, and overall support for local police and fire department response to weather related incidents. Mono County working with the Red Cross has established a shelter at the Mammoth Middle School. The CalOES operations were moved into the Edison Theater. Staff has provided logistical support to this team as well. Staff will provide additional information at the Council meeting.
The most significant threat to the community is the level of snow loading on structures. Extreme loading has caused structures to partially collapse and/or to experience unsafe structural failure. Staff reached out early in the process to assess needs in the community for snow removal from structures and clearing of propane tanks and value connections to buildings. The Mammoth Mountain Community Foundation has also established a program to assist area residents. We continue to see growing community needs due to the displacement of residents from homes. To help meet this need staff is proposing to provide the Community Foundation with an additional $200,000 to support their efforts. Staff is continuing to develop a program to offset some limited snow related costs incurred by residents and businesses. This program is still being developed and a funding amount has not been established.
We have established two overarching objectives for our response to the emergency as follows:
1. Provide for life safety and protection of property townwide.
2. Provide safe roadways for emergency and public access.
Our actions to date are focused on meeting these objectives.
1 Jamie Gray
From: Clerk
Sent: Tuesday, March 21, 2023 12:48 PM
To: Jamie Gray
Subject: FW: Comment re: Items 4.1 and 4.2
From: Lori Mendez <[email protected]>
Sent: Monday, March 20, 2023 4:28 PM
To: Clerk <[email protected]>
Subject: Comment re: Items 4.1 and 4.2
[EXTERNAL EMAIL]
GreeƟngs Honorable Mayor Wentworth, Mayor Pro Tem Sauser and Coucilmembers My name is Lori Mendez. I am 58 years-of-age, a civil liƟgaƟon aƩorney in San Diego with a Master of Advanced Studies in Marine Biodiversity and ConservaƟon from Scripps InsƟtuƟon of Oceanography, and I am an environmentalist, a member of the Sierra Club, Surfrider FoundaƟon, San Diego, and have been trained by The Climate Reality Project. I also own a condo. in the Wildflower complex and have been coming to Mammoth Lakes yearly-several Ɵmes a year for most of my adult life.
What I have to say is if we keep on this trajectory -business as usual with more and more destrucƟve building and irresponsible management of our ecosystems (forests, meadowlands, water), IT WILL ONLY GET WORSE! I appreciate that much thought that has gone into the Town’s Strategic PrioriƟes and Key ObjecƟves for FY 23-24, from which I can see that we are all coming to recognize that with the paƩern of wildfires, drought, then back-to-back-to-back atmospheric rivers these condiƟons will only conƟnue to get worse and more extreme. Beside figuring out how to store/use the snow, it seems we all understand the No. 1 ANSWER to Item 4.1 and to make Mammoth Lakes as resilient as it can be for what is to come is to DILIGENTLY MANAGE BY MINDFUL AND EFFECTIVE PREVENTION.
Some of these have been addressed in the Town Counsel Strategic PrioriƟes/Key ObjecƟves. The following are some examples of what we can do, and, in my opinion, what we must do IMMEDIATELY and without further delay:
1. PREVENT MASSIVE OUT OF CONTROL FIRES: Work with state and federal agencies and indigenous peoples to execute long overdue effecƟve controlled burns to remove the undergrowth and smaller trees so when fire comes the forest will be ready to defend itself.
2. STOP CHOPPING DOWN/KILLING RESILIENT AND HEALTHY MATURE TREES THAT ARE CARBON SINKS-stop building housing in forests. Use land where there is already a human footprint-already cut trees with asphalt and concrete. Drought-affected weakened trees are dying of bark beetle infestaƟon. We will all be sad when our Mammoth trees look like whole swaths of Yosemite mountainsides and residents and tourists alike don’t want to go outside to see dead rusty brown pine trees!
3. STOP BUILDING IN ECOLOGICALLY SENSATIVE AREAS like meadowlands that get boggy and appropriately direct water running off the mountains to streamlets and streams.
You don't often get email from [email protected]. Learn why this is important
2 4. LOOK AT THE ECOSYSTEM AS A WHOLE NOT IN A LINEAR WAY-EVERYTHING TOUCHES EVERYTHING ELSE (ETEE)!
5. Stop allowing public/private syntheƟc grass to cover nutrient rich life-giving carbo-sequestering soil that is a fire hazard since it is derived from petrochemicals from petroleum and natural gas, and is equally bad for the people who use it as it is for the environment (pollutes by mixing toxic rubber granules into the soil, then shedding forever microplasƟcs into the soil, water, and air, and causing ghg emissions and all stages of its lifecycle. hƩps://www.theguardian.com/environment/2022/jul/17/why-fake-grass-is-far-from-green-in-ways-you-mightnot-guess. hƩps://www.laƟmes.com/opinion/leƩers-to-the-editor/story/2022-09-07/asphalt-playgroundsarƟficial-grass; hƩps://www.ewg.org/news-insights/news/new-studies-show-pfas-arƟficial-grass-blades-andbacking
6. Implement effecƟve policy that mandates producers, consumers, and the Town be more responsible with plasƟc products-BAN ALL SINGLE USE DISPOSABLE PLASTIC CONTAINERS, including Starbucks coffee cups (Easy soluƟon:
they need to have reusable mugs for customers to use when drinking onsite and customers need to BYO mugs or borrow mugs to take with them-can be a charge), and build necessary infrastructure such as water refill staƟons with fresh clear accessible mountain water and promote zero waste reducƟon of waste and reusable products, have a fixit clinic, and promote composƟng/soil making versus irresponsible wasteful and at Ɵmes toxic dumping and GHG emiƫng landfilling. [I can work with local restaurant and coffee shop owners and can help with this!] in the meanƟme, perhaps visitors should pay a clean-up tax to help keep the place they love not loved to death.
7. Limit the number of tourists in town, stop trying to outdo yourselves to enƟce tourists to come here. Yes, ML and its vendors and property owners want and need tourists, but as the mountain has a carrying capacity so should the town. Keep the quality of life balanced for residents.
8. Phase out unnecessary diesel-powered vehicles and Encourage ZEVs, including the Town trolley.
9. DON’T KEEP BUILDING. DEAL WITH THE HOUSING CRISES! Why does ML have one? Is it because everyone is doing overnight rentals and the town is killing it in TOT tax revenues then is willing to chop down healthy trees to keep build “low income” housing and also luxury homes and more golf courses to maintain its revenue stream? Does the Mountain need to pay its employees a sustainable wage? Is building more housing the best soluƟon? Is it sustainable? On that note, does the town really want to aspire to being the new Vail? Doe we really need more luxury homes and golf courses? Why not be its authenƟc self in the High Sierras with its abundant natural beauty. Can’t we beƩer balance exploitaƟon of resources with beƩer stewardship of this place we all love and want to preserve and focus our resources on natural preservaƟon and enhancement of the natural environment as well as a good quality of life (fresh air and small-town feel).
10. Always keep the environment in mind first and foremost when making decisions and taking any acƟons. It is Ɵme to put aside our arrogance and our desire for short-term gain, and humbly accept that we are part of that environment that the mighty and powerful mother nature governs. She has many reasons to be angry with us and now more than ever, we are at her whim. If the massive amount of life-altering and life-threatening snow and the smoke that inundated the town from recent wildfires didn’t teach us that lesson, then we are all doomed. We must work with the environment not against it or in opposiƟon to it.
PLEASE SPEND FUNDS WISELY.
THIS IS THE NEW ABNORMAL THAT WILL ONLY GET WORSE IF THE ABOVE ARE NOT ADDRESSED.
THE TIME TO ACT IS NOW!
I am not a radical outlier. I am an educated, concerned ciƟzen/property owner who has been exposed to very smart scienƟsts who, some Ɵme ago, modeled and predicted our current state and WORSE. We must do everything we possibly can -not in 2, 3, or 5 years, but right now. If you need addiƟonal input, or help with zero-waste policy
3 making, I am well-connected and will give my Ɵme at no charge to help this place I love and respect. Please feel free to reach out to me.
Thank you for your consideraƟon and for your ongoing caring and doing your very best for the Town of Mammoth Lakes.
Respecƞully submiƩed,
Lori Mendez
Lori R. Mendez, Esq., MAS-MBC (SIO-2018)
[email protected]
Pronouns: she/her/ella
Writer's Direct: 858/205-2433
619/ 549-4542 (o)
619/ 599-7774 (f)
PLEASE VISIT OUR WEBSITE AT: MENDEZPLC.COM
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1 TOWN COUNCIL STAFF REPORT
Title: Discussion and Direction on Town Council Strategic Priorities and Key Objectives for FY23-24.
Meeting Date: March 22, 2023
Prepared by: Daniel C. Holler, Town Manager
RECOMMENDATION:
Provide Direction regarding the Town Council Strategic Priorities and Key Objectives for FY23-24.
OVERVIEW
The Council has defined a set of strategic priorities and key objectives to guide staff work programs and investment of available resources. The current set of priorities was adopted July 20, 2022 (See Attached). The following discussion and options presented for consideration are designed to narrow the Council’s focus and begin development of consensus direction. This direction will be used to develop a final draft recommendation to be approved by the Council. The goal is to craft a one-page Strategic Priority and Key Objective Statement, similar to the previous statements.
The primary purpose in defining a limited set of Strategic Priorities and Key Objectives is to set realistic work program and expectations for the public, staff, and the Council. If there are too many or they are overly broad, measuring succuss becomes difficult and the lack of direction becomes frustrating. The current process has served the Town well and throughout the process actions taken to achieve objectives driven by the priorities are measurable. Updates are provided to Council throughout the year. Setting a limited number of near term (12-18 months) strategic priorities is difficult. The tendency is to broaden the statements to incorporate a larger scope of work, rather than working to build a consensus on a narrower but more achievable statement. The setting of clear key objectives allows the staff and the Council to allocate resources and implement specific tactics or actions that can be measured driven by the stated priority.
This narrow set of priorities and objectives represent a small part of the Town’s overall work program and allocation of resources. The day-to-day operations of the Town consumes 85% to 90% of staff time and financial resources. This includes meeting statutory requirements, meeting existing community expectations, processing development applications/permits/licenses/payables, basic police services, snow removal, road maintenance, vehicle maintenance, parks and facilities maintenance, accounting, personnel, notices and meeting management, risk management, capital improvements, and several other ongoing services and programs. The Town has also taken on additional longterm operations such as the Office of Outdoor Recreation, Arts and Culture, expanded
2 recreational facilities and programs, the Housing Now! Initiative, and expanded capital programs related to housing, childcare, mobility, trails, amenities on the National Forest, engagement on regional projects, and emergency management.
Staff is requesting Council discussion on the following:
1) Review the items captured from the January 25th Council meeting 2) Discussion of priorities, adding to or refining items discussed on January 25th 3) Discussion on draft concept structure of updated Statement 4) Discussion on additions/subtractions and consensus items for draft Statement 5) Initial discussion on crafting an updated short term vision statement
STRATEGIC PRIORITIES AND KEY OBJECTIVES DISCUSSION
On January 25th, the Council reviewed the current Strategic Priorities and Key Objectives Statement. The following is not an exhaustive list of all statements made by Council members. The goal was to reflect comments made that tended to reflect some level of agreement (not necessarily a consensus) and develop key themes. Through this discussion there were four broad themes that emerged. The following is designed to capture thoughts and some potential actions. The work program encompassed in the statements is well beyond the Town’s resources. It is presented in this format to generate additional discussion, allow for public input, narrowing of focus, and active building of Council consensus. These are not listed in any order of priority and many of the items noted are currently being pursued.
Environmental Focus:
Recycle/Reduce/Reuse/Repurpose/Refuse (Actions being undertaken and mandated) Climate Change – adaptation/resiliency/mitigation
Formal process to engage with USFS – Define opportunities.
Wildfire Threat Mitigation (ESCCRP)
TBID – Air Subsidy/marketing (MIWAG)
Sustainability of our natural resources
Economic Development (the Economy)
Fair share requirement for new development
CEDS / CERF / ALTERRA
Tourism/Recreational Based Economy
Subpart C – Snow Management for Community Based Recreation “Land Locked” – Careful use of existing land base
Broadband/Communications
TBID – Marketing/Air Subsidy (Regional issue - MIWAG)
Municipal Services and Action Plans
New Town Staff Leadership (Town Manager)
Legislative Advocacy
Infrastructure – Recognition of climate change impacts and funding
3 Funding for Capital Improvement Program (CIP)
Role of State and Fed Funding – Grants, etc.
Long-term maintenance and sustainability of capital investments Financial stewardship and fiscal management to allow greater investment.
Town Beautification – OMR / Mainstreet
Support for families – recreation programs/service expansion Investing in Community
Public Engagement
Social Media - Instagram – MLT –
Message alignment
Community Survey
Council workshops
Transit services –
OMR Bus Stops and Turn Around
Service to new housing
Applicability of using Micro Transit
“Park Once” option – Transit, bike, walk – infrastructure.
Meet parking challenges – need, snow management, crisis, conflicts Prepare for expanded EV requirements.
Housing
Implementation of the Housing Now! Initiative suite of programs Implement Enhanced Infrastructure Financing District
Fair Share requirements of new development
Van Life Strategy
Short Term Rental (STR) Data and Action Plan
An example of how this may look in concept would be as follows (very draft):
A. Strategic Priority: Community
1. Implement the Town’s Housing Now! Initiative programs to deliver a mix of affordable community housing opportunities.
2. Pursue implementation of EIFD to support community housing and wildfire mitigation (Climate Resiliency District).
3. Complete community facilities and enhanced programs and services (e.g. recreation center, performing arts venues, childcare, park/play area development)
4. Enhance transit opportunities, safety, and connections to parking to encourage walking, biking, commuter use, with added amenities (e.g. EV stations, RR, overflow space, micro transit)
B. Strategic Priority: Economy
1. Engage in development of the regional CEDS and CERF program defining specific action items and projects to leverage local, state, and federal funding for broadband, small business development, infrastructure, project investments, etc.
2. Develop regional partnerships to define service levels and funding for regional and local air service.
4 3. Engage with partners on amenity improvements on federal lands (e.g. trails, parking, signage, campgrounds, multi-use recreation, Sub part C planning).
4. C. Strategic Priority: Environment
1. Support marketing and on-the ground engagement to develop a culture of stewardship and responsible recreation.
2. Implement concepts of Recycle/Reduce/Reuse/Repurpose/Refuse.
3. Engage in long-term forest health projects such as ESCCRP.
4. D. Strategic Priority: Municipal Services and Programs
1. Plan for staff leadership transitions.
2. Implement plans for investment in community infrastructure planning, maintenance, and improvements through approved and funded Capital Improvement Projects.
3. Enhance Town’s public outreach/engagement/information strategies, tools, social media platforms, and tactics and enhance customer focused technology services.
4. Maintain long-term financial stability to support strategic community investments and resiliency.
Short-Term Vision
The process includes the development of a guiding short-term vision statement. This statement builds off the larger vision statement contained in the 2007 General Plan, as provided on the final Statement document. This vision statement is used to define the Strategic Priorities and Key Objectives for the coming year. Each priority should tie back to the vision statement. The current short term vision statement is:
SHORT TERM VISION:“Investing in the Sustainability and Resiliency of the Greater Mammoth Lakes Community.”
This vision statement should be tailored to reflect updated priorities and the specific objectives. It is intended to reflect the near-term efforts of the Town Council. Incremental success ultimately moves the Town closer to fulfilling the broader vision as stated in the General Plan.
Staff is proposing updates to the short-term vision statement to better reflect the direction Council has provided over the past several months and in the initial discussion outlined above. This is a starting point and will need to be refined once final Strategic Priorities and Key Objectives are set. The modified short-term vision should reflect the idea of environmental stewardship and more direct community investment. The previous statement was directed at the broader concepts of Sustainability and Resiliency of the broader community. While these values are reflected in a number of proposed actions, the overall vision may be more direct. For example:
5 “Investing for Community Prosperity, Vibrancy, and Stewardship of our Natural and Built Environment.”
The vision captures current and future efforts being made to improve the overall quality of life for residents and the sustainability and resiliency of our economy as measured by the prosperity of the community. This ties directly to the ability of our workforce to live in the community. The idea of vibrancy is reflected in the activities, programs, services, livability, and engagement of the community. This is reflected in well planned and thoughtful economic development, meeting expressed needs of families/individuals, and enhanced services. The long-term overall success of the community is directly linked to our ability to be stewards of our built and natural environment for future generations. This recognizes the threat of wildfire and need for healthy forest ecosystems, the goal to cultivate a culture of respect and value for our “place” and to engage in sustainable practices in our homes and businesses.
The draft concept structure will be refined and updated based on Council discussion and areas of consensus. This will be brought back to Council for further discussion and refinement prior to having a final Strategic Priorities and Key Objectives Statement prepared for adoption.
The Strategic Priories and Key Objectives Statement “Updated July 20, 2022” is attached for Council Reference.
6 SHO RT TE RM VISI ON: 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:
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.
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 approve 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 EIFD. 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 (CRS) 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, 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, purse 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. Page 12 of 12